Learn how your organization can deliver self-service application provisioning, flexible and standardized application deployments, and integrated management, without losing control or radically change existing management and development processes.
Data governance is all about managing data, by revising that data to standardize it and
bring consistency to the way it is used across numerous business initiatives. What’s
more, data governance ensures that critical data is available at the right time to the
right person, in a standardized and reliable form. A benefit that fuels better organization
of business operations, resulting in improved productivity and efficiency of that
organization. Thus, the importance of proper data governance cannot be understated.
The concepts of data governance have evolved, where the first iteration of data
governance, often referred to as version 1.0, focused on three simplistic elements:
objectives, structure and processes; having a limited focus and scope due to its
tactical usage. The opportunity from the growing value of data in the realm of
analytics, business intelligence, and generating insights was left unrealized. Today,
organizations are moving towards what can be called Data Governance 2.0,
Published By: StreamSets
Published Date: Sep 24, 2018
Treat data movement as a continuous, ever-changing operation and actively manage its performance.
Before big data and fast data, the challenge of data movement was simple: move fields from fairly static databases to an appropriate home in a data warehouse, or move data between databases and apps in a standardized fashion. The process resembled a factory assembly line.
Modern eProcurement solutions promise greater efficiency through improved AP integration, tighter controls, standardized processes, and supplier connectivity. This Paystream Advisors survey report focuses on current attitudes toward eProcurement solutions, how they're being used, and why (and how) that usage is changing. The report also includes an overview of eProcurement capabilities, best practices, and selection criteria.
Mergers present opportunities for a complete transformation of the combined business organization. A blend of two smaller bottling companies, Coca-Cola Hellenic Bottling Company S.A. is one of the world's largest bottlers and distributors of Coca-Cola products. It standardized on the SAP® ERP application to better coordinate with its partner and supplier, the Coca-Cola Company, which also standardized on SAP software. Coca Cola Hellenic used SAP technology for other challenges, including transformation of its customer service processes.
In this paper, IBM proposes that organizations relying on the traditional waterfall process for systems and software delivery-that is, an engineering governance model-need to make changes to reduce risk and improve results
Delivering applications that meet the needs of the business can be a challenge in a complex business climate that is constantly changing. Diverse, multiple heterogeneous environments are the norm, all of which must be maintained and deployed. Multiple tools and technologies connect, support and create work.
This paper will explore best practices for identifying and eliminating seven types of waste: Waiting, handoffs and task switching, motion, extra processes, extra features, partially completed work and defects.
With A&D products containing tens of thousands of parts, and potentially millions of lines of software code–produced by hundreds of companies dispersed across the globe, Aerospace & Defense organizations understand the fundamental value and dire need for robust Change & Configuration Management (CM) processes. But it’s not just the number of parts, lines of code, or partners driving the need for better processes. The complexity of products and development processes, as well as the globalization of product development, are all contributing to an environment that is becoming more difficult to manage with each new program or project.
Electronics and Software Engineering are quickly merging with traditional Mechanical Engineering to create a new paradigm in auto manufacturing: Mechatronics. Industry experts predict that this shift will bring about profound advances in automotive product development. Unfortunately, existing IT and process infrastructures do not provide sufficient capabilities to support the new paradigm: multiple data silos, a lack of standardized processes, and integration issues on a tool level (Mechanical, Electronic, Software) continue to pose serious obstacles to development efficiency, and remain a frequent source of delays, quality issues and cost increases.
Published By: Villanova
Published Date: Aug 21, 2009
Based on the Japanese words Seiri, Seiton, Seiso, Seiketsu and Shitsuke, the 5S philosophy focuses on effective workplace organization and standardized work procedures. 5S simplifies your work environment, reduces waste and non-value activity while improving quality efficiency and safety. Once fully implemented, the 5S process can increase morale, create positive impressions on customers, and increase efficiency and organization.
In this document, you'll learn to enable the successful execution and completion of IPT Deployment projects through a standardized set of processes and methodologies based upon Information Technology Infrastructure Library (ITIL) standards.
This whitepaper describes how NETCONF and YANG can help drastically simplify network configuration management. The IETF has recently standardized the NETCONF configuration management protocol and is currently in the process of standardizing a NETCONF-oriented data modeling language called YANG. These two new technologies promise to drastically simplify network configuration management.
Construction companies are meeting the challenge of ever-intensifying competition by refining their business operations with standardized operating practices and “visible” information that is shared among multiple departments.
“Before, only owners who wanted to grow a very large company would worry about transitioning from the informal business they started to formalized, standardized business processes,” says Jim Flynn, CEO of Maxwell Systems, a leading provider of construction management software solutions, expert services, and best practices. “But in the current environment, you also have to make that transition just to stay competitive and improve your profitability.”