Implement a Shared Services Model
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Your Challenge: Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition. Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization. Our Advice - Critical Insight: Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.” Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model. Our Advice - Impact and Result: Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model. Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
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SLIDE 2
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• A basis for formulating strategy and making informed decisions
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• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
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SLIDE 3
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– This approach might work initially, however it has significant associated risk
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The potential of DX is the sum of its parts: “digital” and “transformation.” Explored in isolation, we’re limited to either the constant pursuit and implementation of new technologies that enhance capabilities or a focus on change to modernize and become more efficient and innovative. Combined, they represent the future of business, how it operates, how it serves customers and employees, and how it adapts to industry evolution.
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Develop an IT Strategy to Support Customer Service
Develop an IT Strategy to Support Customer ServiceInfo-Tech Research Group IT can help pave the way for a Customer Service transformation.
Your Challenge
Customer expectations regarding service are rapidly evolving. As your current IT systems may be viewed as ineffective at delivering upon these expectations, a transformation is called for.
It is unclear whether IT has the system architecture/infrastructure to support modern Customer Service channels and technologies.
The relationship between Customer Service and IT is strained. Strategic system-related decisions are being made without the inclusions of IT, and IT is only engaged post-purchase to address integration or issues as they arise.
Scope: An ABPM-centric approach is taken to model the desired future state, and retrospectively look into the current state to derive gaps and sequential requirements. The requirements are bundled into logical IT initiatives to be plotted on a roadmap and strategy document.
Challenge: The extent to which business processes can be mapped down to task-based Level 5 can be challenging depending on the maturity of the organization.
Pain/Risk: The health of the relationship between IT and Customer Service may determine project viability. Poor collaboration and execution may strain the relationship further.
Our Advice
Critical Insight
When transformation is called for, start with future state visioning. Current state analysis can impede your ability to see future needs and possibilities.
Solve your own problems by enhancing core or “traditional” Customer Service functionality first, and then move on to more ambitious business enabling functionality.
The more rapidly businesses can launch applications in today’s market, the better positioned they are to improve customer experience and reap the associated benefits. Ensure that technology is implemented with a solid strategy to support the initiative.
Impact and Result
The right technology is established to support current and future Customer Service needs.
Streamlined and optimized Customer Service processes that drive efficiency and improve Customer Service quality are established.
The IT and Customer Service functions are both transformed from a cost center into a competitive advantage.
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Select and Implement a Next Generation Endpoint Protection Solution
Select and Implement a Next Generation Endpoint Protection SolutionInfo-Tech Research Group Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
Create a Winning BPI Playbook
Create a Winning BPI PlaybookInfo-Tech Research Group Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
Master Contract Review and Negotiation For Software Agreements-sample
Master Contract Review and Negotiation For Software Agreements-sampleInfo-Tech Research Group Your Challenge
Internal stakeholders usually have different – and often conflicting – needs and expectations that require careful facilitation and management.
Vendors have well-honed negotiating strategies. Without understanding your own position and leverage points, it’s difficult to withstand their persuasive – and sometimes pushy – tactics.
Software – and software licensing – is constantly changing, making it difficult to acquire and retain subject matter expertise.
Our Advice
Critical Insight
Conservatively, it’s possible to save 5% of the overall IT budget through comprehensive software contract review.
Focus on the terms and conditions, not just the price.
Learning to negotiate is crucial.
Impact and Result
Look at your contract holistically to find cost savings.
Guide communication between vendors and your organization for the duration of contract negotiations.
Redline the terms and conditions of your software contract.
Prioritize crucial terms and conditions to negotiate.
Optimize Change Management
Optimize Change ManagementInfo-Tech Research Group This document discusses Info-Tech Research Group and change management. It provides an overview of Info-Tech as a global leader in IT research and advice. It then discusses the importance of balancing risk and efficiency in change management processes. Having too onerous of a process can lead to changes being implemented without proper review, while not having any process can increase risk. The document emphasizes having a right-sized change management process that incorporates adequate review and approval without being overly burdensome. It also stresses the importance of staff buy-in, tools to track changes, and management support for effective change management.
Improve IT Business Alignment With An Infrastructure Roadmap
Improve IT Business Alignment With An Infrastructure RoadmapInfo-Tech Research Group Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Build a Business-Driven IT Risk Management Program
Build a Business-Driven IT Risk Management ProgramInfo-Tech Research Group Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
Standardize the Service Desk
Standardize the Service DeskInfo-Tech Research Group Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
Optimize Project Intake Approval and Prioritization
Optimize Project Intake Approval and PrioritizationInfo-Tech Research Group Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Modernize Communications and Collaboration Infrastructure
Modernize Communications and Collaboration InfrastructureInfo-Tech Research Group This document provides information from Info-Tech Research Group regarding modernizing communications and collaboration infrastructure.
[1] It recommends following a three phase methodology to modernize communications - assess current infrastructure, define the target state, and advance the project. Various tools and templates are provided to help with each phase.
[2] It emphasizes that the project scope and assessment phase takes more time than anticipated and is critical for defining requirements. Both business and IT perspectives should be considered.
[3] A hybrid deployment model combining on-premises and cloud solutions is recommended to modernize infrastructure over time without requiring a full replacement of existing systems.
Optimize the IT Operating Model
Optimize the IT Operating ModelInfo-Tech Research Group Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Info-Tech Membership Overview
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Define an EA Operating Model
Define an EA Operating ModelInfo-Tech Research Group Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Become a Transformational CIO
Become a Transformational CIOInfo-Tech Research Group Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Craft an End-to-End Data Center Consolidation Strategy to Maximize Benefits
Craft an End-to-End Data Center Consolidation Strategy to Maximize BenefitsInfo-Tech Research Group Info-Tech Research Group provides IT research and advice to help organizations address their full spectrum of IT concerns. The document discusses Info-Tech's services for data center consolidation, including actionable insights and templates to help plan and execute consolidation projects. It emphasizes that 12-18 months of planning is key to consolidation success in order to properly inventory equipment, address requirements, and mitigate risks and unexpected costs.
Build and Information Security Strategy
Build and Information Security StrategyInfo-Tech Research Group Your Challenge
Organizations are struggling to keep up with today’s evolving threat landscape.
From technology sophistication and business adoption to the proliferation of hacking techniques and the expansion of hacking motivations, organizations are facing major security risks.
Every organization needs some kind of information security program to protect their systems and assets.
Organizations today face pressure from regulatory or legal obligations, customer requirement, and now, senior management expectations.
Our Advice
Critical Insight
Performing an accurate assessment of your current security operations and maturity levels can be extremely hard when you don’t know what to assess or how to assess it.
Alignment can be a difficult area for security to get right when it’s trying to balance both regular IT and the business.
Communication is needed between the business leaders, IT leaders, and the security team for an effective security strategy to be in place.
Impact and Result
Info-Tech has analyzed and integrated regulatory and industry best practice frameworks, combining COBIT 5, PCI DSS, ISO 27000, NIST SP800-53, and SANS to ensure an exhaustive approach to security.
Through this process, a comprehensive current state assessment, gap analysis, and initiative generation ensures that nothing is left off the table.
This project will elevate the perception of the security team from being a hindrance to the organization to an enabler.
Build an Application Integration Strategy
Build an Application Integration StrategyInfo-Tech Research Group Your Challenge
Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions.
Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling.
Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost.
Our Advice
Critical Insight
Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives.
An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns.
Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.
Develop a Project Portfolio Management Strategy
Develop a Project Portfolio Management StrategyInfo-Tech Research Group Your Challenge:
As Portfolio Manager, you’re responsible for communicating portfolio results and future capacity to your steering committee.
Business and IT leaders need more accurate information on project status and resource availability to decide when to start and stop projects.
You need to better understand the needs of the PMO and assess the costs and benefits associated with different tools and approaches to PPM.
Our Advice - Critical Insight:
PPM is a practice, not a tool. Before succeeding with a commercial tool, you need to establish discipline and trust around reporting processes, which can be done using spreadsheets and other simple tools.
Portfolio management is separate from project management. Think of it as the accounting department for time. Project managers report into the portfolio and are held accountable to it, but it isn’t simply an extension of project management.
Our Advice - Impact and Result:
Decrease the wasted portfolio budget by reducing the number of cancelled projects and other sources of efficiency.
Establish the portfolio as the “one source of truth” for project reporting by increasing rigor around project status updating and reporting.
Align project intake with resource capacity to improve throughput, quality of estimates, and stakeholder satisfaction.
Implement an enterprise service bus revised
Implement an enterprise service bus revisedInfo-Tech Research Group This document provides advice for implementing an Enterprise Service Bus (ESB) by highlighting important considerations. It emphasizes that an ESB is a platform to deliver solutions and must be implemented as part of broader initiatives to be successful. It also stresses the importance of people, processes, technology, governance and change management for a functioning ESB.
Assess and Optimize EA Capability
Assess and Optimize EA CapabilityInfo-Tech Research Group Your Challenge:
Situation
Enterprise Architecture increases the organization’s ability to provide consistent services, accessible information, scalable infrastructure, and flexible technology integration on demand. It helps bridge the gap between business and IT and creates a shared enterprise vision.
Complication
EA programs that are run without the required EA capability level are prone to failure.
EA capability optimization and EA operating model design skills are not common, as they are not everyday tasks.
Our Advice:
Critical Insight
Using this research while assessing and optimizing your EA capability will help you:
Architect the EA capability by applying four architectural perspectives: Contextual, Conceptual, Logical, and Physical. Develop an EA Operating Model starting at the contextual level, and proceeding through to the physical.
Develop a sponsored mandate for EA capability. Identify and engage EA capability stakeholders. Determine organizational scope, i.e. responsibility and authority of EA. Identify business drivers for optimizing an EA capability. Analyze organizational context. Secure executive support and authorization to execute.
Establish EA capability purpose and strategic direction. Write EA capability vision statement. Craft EA capability mission statement. Define EA capability goals and measures. Create EA principles. Assess current and determine target EA capability level.
Document EA management process. Define EA management practices. Define interactions between EA management and other processes. Define EA capability performance and value measurement approach.
Design EA organization and roles. Design EA organization structure. Define EA roles. Define required skills and proficiency levels for EA roles. Determine required EA staff capacity.
Standardize EA tools and work products. Establish an EA repository. Decide on EA tools to be used. Define EA artifacts and work products.
Develop an EA capability improvement plan. Consolidate and refine steps required to roll out the target EA operating model and improve EA capability. Draw an EA capability improvement roadmap.
Survive an Impending Audit
Survive an Impending AuditInfo-Tech Research Group Your Challenge:
Impending audits intimidate CIOs and business executives – and for good reason.
A failed audit can result in punitive fines and injunctions that disrupt continuing operations until violations are resolved.
These highly visible failures are best prevented through auditor-enterprise collaboration and pragmatic audit management.
Our Advice:
Critical Insight
Shift the audit paradigm: auditors need to be enabled, not resisted.
Auditors provide a value-added service that you are paying for. Establishing an effective relationship and enabling the audit team can ensure you get value from the engagement. However, you must also be vigilant in mitigating the risk of damaging findings
.
Impact and Result
Effective audit management means acting with kindness to establish an effective relationship and taking vigilant, calculated steps to reduce the risk of adverse findings.
Clarify the audit scope and prepare documentation in advance.
Start off on a positive note and enable the auditor.
Manage audit logistics to minimize business disruption.
Dispute unwarranted findings.
Continuously improve your auditability.
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Web and Graphics Designing Training in RajpuraErginous Technology Web & Graphics Designing Training at Erginous Technologies in Rajpura offers practical, hands-on learning for students, graduates, and professionals aiming for a creative career. The 6-week and 6-month industrial training programs blend creativity with technical skills to prepare you for real-world opportunities in design.
The course covers Graphic Designing tools like Photoshop, Illustrator, and CorelDRAW, along with logo, banner, and branding design. In Web Designing, you’ll learn HTML5, CSS3, JavaScript basics, responsive design, Bootstrap, Figma, and Adobe XD.
Erginous emphasizes 100% practical training, live projects, portfolio building, expert guidance, certification, and placement support. Graduates can explore roles like Web Designer, Graphic Designer, UI/UX Designer, or Freelancer.
For more info, visit erginous.co.in , message us on Instagram at erginoustechnologies, or call directly at +91-89684-38190 . Start your journey toward a creative and successful design career today!
Big Data Analytics Quick Research Guide by Arthur Morgan
Big Data Analytics Quick Research Guide by Arthur MorganArthur Morgan This is a Quick Research Guide (QRG).
QRGs include the following:
- A brief, high-level overview of the QRG topic.
- A milestone timeline for the QRG topic.
- Links to various free online resource materials to provide a deeper dive into the QRG topic.
- Conclusion and a recommendation for at least two books available in the SJPL system on the QRG topic.
QRGs planned for the series:
- Artificial Intelligence QRG
- Quantum Computing QRG
- Big Data Analytics QRG
- Spacecraft Guidance, Navigation & Control QRG (coming 2026)
- UK Home Computing & The Birth of ARM QRG (coming 2027)
Any questions or comments?
- Please contact Arthur Morgan at [email protected].
100% human made.
HCL Nomad Web – Best Practices and Managing Multiuser Environments
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HCL Nomad Web is heralded as the next generation of the HCL Notes client, offering numerous advantages such as eliminating the need for packaging, distribution, and installation. Nomad Web client upgrades will be installed “automatically” in the background. This significantly reduces the administrative footprint compared to traditional HCL Notes clients. However, troubleshooting issues in Nomad Web present unique challenges compared to the Notes client.
Join Christoph and Marc as they demonstrate how to simplify the troubleshooting process in HCL Nomad Web, ensuring a smoother and more efficient user experience.
In this webinar, we will explore effective strategies for diagnosing and resolving common problems in HCL Nomad Web, including
- Accessing the console
- Locating and interpreting log files
- Accessing the data folder within the browser’s cache (using OPFS)
- Understand the difference between single- and multi-user scenarios
- Utilizing Client Clocking
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Cyber Awareness overview for 2025 month of security
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AI and Data Privacy in 2025: Global Trends
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This infographic contains:
-AI and data privacy: Key findings
-Statistics on AI data privacy in the today’s world
-Tips on how to overcome data privacy challenges
-Benefits of AI data security investments.
Keep up-to-date on how AI is reshaping privacy standards and what this entails for both individuals and organizations.
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Technology Trends in 2025: AI and Big Data Analytics
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-Artificial Intelligence Market Overview
-Strategies for AI Adoption in 2025
-Anticipated drivers of AI adoption and transformative technologies
-Benefits of AI and Big data for your business
-Tips on how to prepare your business for innovation
-AI and data privacy: Strategies for securing data privacy in AI models, etc.
Download your free copy nowand implement the key findings to improve your business.
#StandardsGoals for 2025: Standards & certification roundup - Tech Forum 2025
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Link to recording, transcript, and accompanying resource: https://bnctechforum.ca/sessions/standardsgoals-for-2025-standards-certification-roundup/
Presented by BookNet Canada on May 6, 2025 with support from the Department of Canadian Heritage.
Noah Loul Shares 5 Steps to Implement AI Agents for Maximum Business Efficien...
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Manifest Pre-Seed Update | A Humanoid OEM Deeptech In France
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Implement a Shared Services Model
- 1. Implement a Shared Services Model Look before you leap; know your own people, process, and technology capabilities before you make the move to implement a shared services model. Your IT group has excess capacity, superior capabilities, and peers that require similar IT services. As a result of this, your organization seeks to leverage this capacity and your superior capabilities, in order to reduce costs and improve overall performance by implementing a shared services model. Keep in mind that the implementation of a shared services model is difficult and is a lengthy process that requires a great deal of internal analysis, as well as an assessment of customer needs. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition. Before jumping into the project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model and whether adequate alignment exists between you and your target customer. Implementing a shared services model needs to be viewed as more than just extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.” When your organization implements a shared services model, you become a service provider and as a result, your organization’s corresponding people, processes, and technologies must reflect this change. Ensure that you understand the responsibilities and accountabilities that come with the implementation of a shared services model and are able to support and provide adequate service levels for your customers on an ongoing basis. There are people, process, and technology capability prerequisites to successfully become a shared services provider. It is integral that your organization examine each of these three components and draw alignment between the requirements of your customer and your ability to provide support in each of these areas through a shared services model. Shared services doesn’t need to be a zero-sum game. Many organizations may view the transition to a shared services model as an “all or nothing” project, where one site must be the provider and the other a customer. Adopting a competency-based shared services model is often a good idea that allows you to capitalize on each site’s strengths and weaknesses.