Service Catalog Challenges in a Multi-Vendor Environment

Join Kroll’s Indonesia team as they share their experience investigating risk in one of Asia’s most attractive markets.

Indonesia in 2015 remains one of Asia’s most significant sources of growth, and continues to draw investors from Asia, North America, and Europe. While there is good reason to be hopeful due to a strong new political administration, throughout the economy reputation, corruption, fraud and political risks remain. ​

Kroll’s team will discuss their views on the changing risk environment around Indonesia’s investment opportunities, as well as share their experience researching integrity issues, infrastructure bottlenecks, and sensitive industries.

Tony Fortunato, Sr. Network Performance Analyst with the Tech Firm, will demonstrate the benefits of using an OptiView XG to root out the causes of issues in today's complex network environments.

You may not know much about it, but Hadoop is coming in a big way. The list of services you provide and support grows larger by the day and very soon Hadoop related technologies will likely play a critical role in many of those services. Much of the processing that happens in Hadoop is batch related but the built in tools for managing that batch is inferior and will cause delays when trying to deploy the related applications and services. Join us to learn:

•What Hadoop is and what it is used for
•The type of processing performed in Hadoop environments
•How to deliver better Hadoop workload related services

A recent analyst study found that 88% of organizations are “doing Project and Portfolio Management (PPM).” This finding could lead many to believe all is well with this critical business process so essential to strategic success. This is hardly the case as studies also show PPM is still generally immature in enterprises today. The lack of maturity is largely due to the fact that most organizations are addressing only a subset of PPM capabilities. So though almost every organization can lay claim to doing PPM, few are actually doing PPM for all its worth. Many of these organizations will continue to miss out on the incredible possibility and promise of this essential business capability until they grasp and appreciate the full scope and potential of PPM.

One of the greatest barriers to realizing the full potential of PPM is an enterprise-wide awareness of the span of PPM and the likely gap that must be overcome to achieve it. There is a plethora of great PPM insight contained in the numerous books, methodologies, and frameworks available today, but using this volume of information to get everyone on the same page is a daunting challenge. The key is to use a simple approach and model to quickly establish a common understanding of this critical business discipline and to easily foster the conversations and discussions to drive the endeavor to raise PPM proficiency.

This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.

A recent analyst study found that 88% of organizations are “doing Project and Portfolio Management (PPM).” This finding could lead many to believe all is well with this critical business process so essential to strategic success. This is hardly the case as studies also show PPM is still generally immature in enterprises today. The lack of maturity is largely due to the fact that most organizations are addressing only a subset of PPM capabilities. So though almost every organization can lay claim to doing PPM, few are actually doing PPM for all its worth. Many of these organizations will continue to miss out on the incredible possibility and promise of this essential business capability until they grasp and appreciate the full scope and potential of PPM.

One of the greatest barriers to realizing the full potential of PPM is an enterprise-wide awareness of the span of PPM and the likely gap that must be overcome to achieve it. There is a plethora of great PPM insight contained in the numerous books, methodologies, and frameworks available today, but using this volume of information to get everyone on the same page is a daunting challenge. The key is to use a simple approach and model to quickly establish a common understanding of this critical business discipline and to easily foster the conversations and discussions to drive the endeavor to raise PPM proficiency.

This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.

Portfolio planning activities have struggled to gain respect in most businesses. Lack of enterprise-wide orchestration arises from a lack of effective involvement and intimate business knowledge – not simply of operations and processes, but of business imperatives, obstacles and desired outcomes. And the information systems aspects continue to be planned in splendid isolation from the business, causing IT people to mistakenly celebrate victory when a new IT system goes live. However a project only really starts when the IT goes live, and so the planning needs to be fully integrated. This can only be accomplished first by building strong relationships with business peers that will result in measurable value creation. The next step is to implement a sophisticated PPM system that can handle the extreme complexity of orchestrating all the business and related technology portfolio of initiatives, capable of optimizing the plans (and the outcomes) as the business environment changes.

To achieve this, a new PPM model needs to be created to look at portfolio management in a holistic way, enterprise-wide. Planners need a capability that will generate multiple scenarios and real-time decision support. This dimensionality and complexity is well beyond the capacity of the human brain. By implementing such a tool, IT would be positioned as a critical partner with the business – not just in implementing mainstream information systems, but also in helping the business with a much better way to plan and manage all of its key initiatives effectively

This session focuses on how enterprise leaders and divisional leaders and IT leaders should be working in harmony to orchestrate great business outcomes, rather than looking after their parochial interests.

Portfolio planning activities have struggled to gain respect in most businesses. Lack of enterprise-wide orchestration arises from a lack of effective involvement and intimate business knowledge – not simply of operations and processes, but of business imperatives, obstacles and desired outcomes. And the information systems aspects continue to be planned in splendid isolation from the business, causing IT people to mistakenly celebrate victory when a new IT system goes live. However a project only really starts when the IT goes live, and so the planning needs to be fully integrated. This can only be accomplished first by building strong relationships with business peers that will result in measurable value creation. The next step is to implement a sophisticated PPM system that can handle the extreme complexity of orchestrating all the business and related technology portfolio of initiatives, capable of optimizing the plans (and the outcomes) as the business environment changes.

To achieve this, a new PPM model needs to be created to look at portfolio management in a holistic way, enterprise-wide. Planners need a capability that will generate multiple scenarios and real-time decision support. This dimensionality and complexity is well beyond the capacity of the human brain. By implementing such a tool, IT would be positioned as a critical partner with the business – not just in implementing mainstream information systems, but also in helping the business with a much better way to plan and manage all of its key initiatives effectively

This session focuses on how enterprise leaders and divisional leaders and IT leaders should be working in harmony to orchestrate great business outcomes, rather than looking after their parochial interests.

The development of a solid product innovation strategy is undoubtledly a collaborative effort, and company cultures that support an open and robust dialog will be more able to evolve their strategies to address their changing business environments.

Attend this webcast featuring Michelle Jones from Stage-Gate International as she discusses how these companies are better equipped to address risk and derive more value from their product innovation efforts. Also hear why aligning your product innovation strategy is an important precursor to making continuous strategic assessments and project prioritization decisions.

All attendees will gain insight into the 5 key elements that comprise a consensus based innovation strategy, the importance of clearly communicating that strategy to drive strategic portfolio management, and the metrics to measure performance.

This event is approved for 1 Professional Development Unit (PDU) credit.

The development of a solid product innovation strategy is undoubtledly a collaborative effort, and company cultures that support an open and robust dialog will be more able to evolve their strategies to address their changing business environments.

Attend this webcast featuring Michelle Jones from Stage-Gate International as she discusses how these companies are better equipped to address risk and derive more value from their product innovation efforts. Also hear why aligning your product innovation strategy is an important precursor to making continuous strategic assessments and project prioritization decisions.

All attendees will gain insight into the 5 key elements that comprise a consensus based innovation strategy, the importance of clearly communicating that strategy to drive strategic portfolio management, and the metrics to measure performance.

This event is approved for 1 Professional Development Unit (PDU) credit.

Wall Street expects it and customer demand it – accountability from Sr. Executives for the future direction of their organizations. How can executives ensure their strategic plans are in action and on track? How can they shift and pivot to changing market conditions along with the risks and impacts to the long-term vision and goals? How do you thread accountability from planning to execution to results?

Join this session, where David Werner, Senior Principal Product Marketing Manager, CA Technologies, speaks with Rick Morris, published Author and Owner/President of R2 Consulting about ways to bring more accountability through your strategic plan.