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6 Hour Virtual Seminar on Business Architecture Webinar By EITAGlobal
9/11/2014 8:00 AM - 11:00 AM
Online seminar Fremont, California United States
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Summary:

Overview: This workshop provides participants with a toolset for developing a business architecture that goes well beyond the technology-oriented approaches typically employed by EA. Instead participants are shown how to apply a 5-level framework for modeling any organization, from the top down to the user and enabling technology.

This multi-layered approach makes visible all of the key processing sub-systems and shows how critical business drivers, such as profitability, cost, and quality can be linked to drive performance at all levels. This course expounds on the core concepts described in the book Rediscovering Value: Leading the 3-D Enterprise to Sustainable Success, co-authored by the presenter

Why should you attend: Enterprise Architecture (EA) is an entire discipline within IT, devoted to defining the major components of organizations to which technology is a supporting set of products and services. But EA experts are confused and disagreed about what an enterprise architecture is, how to depict one, and what purpose it serves in guiding technology development.

There is no one model or approach to EA. The Zachman Framework has been referenced again and again in numerous models but it’s never clear what the relationship is to a given EA and Zachman’s original work, nor is there any reason to consider the Zachman model to be correct or superior to anything else. EA is a discipline without any clear standards.

Areas Covered in the Session:

Distinguish between levels of business architecture

Apply a hierarchical structure to the depiction of business processing sub-systems and their linkages between business objectives and work objectives

Identify and practice with modeling tools proven to be most effective for each level of a business architecture

Distinguish between approaches to work system boundary setting that do and don’t support an effective business architecture model

Who Will Benefit:

Business architects

BPM practitioners

Enterprise Architects

Business process modelers

Measurement specialists

Speaker Profile:

Alan Ramias is a Partner of the Performance Design Lab (PDL). PDL is a consulting and training organization with decades of experience in applying BPM and performance improvement. The founder of PDL was the late Dr. Geary Rummler who co-authored the book Improving Performance: How to Manage the White Space on the Organization Chart, which helped trigger the process improvement/reengineering movement. Alan and his partners continue to evolve and expand the theory base and methodologies introduced in Improving Performance to include breakthrough approaches to management systems, measurement, strategy, and organization structure design and implementation. Alan has consulted with dozens of companies on performance management and measurement, helping to install effective, practical process management and measurement systems.

Advertising and Promotional Requirements for Drugs and Medical Devices
9/4/2014 9:00 AM - 9/5/2014 6:00 PM
Courtyard Chicago O'Hare Chicago, Illinois United States
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Summary:

The changing game for drug and device marketing, however, is governed by antiquated and inadequate rules created for traditional print and broadcast advertising by the Food and Drug Administration ("FDA"). How the FDA will deal with such advanced communication technology that can go "viral" and just as quickly disappear is the question that the industry is eager to have answered.

Annual Conference on Engineering and Information Technology ACEAIT
3/5/2015 8:00 AM - 3/7/2015 5:00 PM
COSMOSQUARE HOTEL AND CONGRESS Osaka Japan
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Summary:

Annual Conference on Engineering and Information Technology (ACEAIT) will be held from March 5 to 7, 2015 in Osaka, Japan.

AsiaPacific Conference on Engineering and Applied Science APCEAS
9/13/2014 8:00 AM - 9/15/2014 5:00 PM
The Qube Pudong Shanghai China
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Summary:

The Asia-Pacific Conference on Engineering and Applied Science (APCEAS) offers the occasion for wide-ranging, interdisciplinary discussion covering both academia and research.

AsiaPacific Conference on Social Sciences and Management
1/19/2015 8:00 AM - 1/21/2015 5:00 PM
Hotel Fort Canning Singapore Singapore Singapore
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Summary:

APCSSM 2015 is an international conference for state-of-the-art research in Social Science and Management.

Asian Conference on Engineering and Natural Sciences
2/3/2015 8:00 AM - 2/5/2015 5:00 PM
TOSHI CENTER HOTEL Tokyo Japan
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Summary:

The Asian Conference on Engineering and Natural Sciences (ACENS 2015) will be held in Tokyo, Japan from February 3-5, 2015. Target of this conference is to bring together researchers from academia to practitioners to share innovative ideas, problems, and solutions.

Bangkok International Conference on Engineering and Applied Science BICEAS2015
3/27/2015 8:00 AM - 3/29/2015 5:00 PM
The Landmark Bangkok Bangkok Thailand
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Summary:

BICEAS 2015 an interdisciplinary international conference that invites academics and independent scholars and researchers from around the world to meet and exchange the latest ideas and views in a forum encouraging respectful dialogue.

Bangkok International Conference on Social Science
3/27/2015 8:00 AM - 3/29/2015 5:00 PM
The Landmark Bangkok Bangkok Thailand
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Summary:

The Bangkok International Conference on Social Science (BICSS 2015) will be held on March 27-29, 2015, Bangkok, Thailand.

Bringing Silicon Valley to Karachi w Afaque Riaz Ahmed
9/10/2014 6:30 PM
KITE - Karachi Institute of Technology and Entrepreneurship Karachi Pakistan
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Summary:

Silicon Valley is revered the world over for the technology companies it creates. Over the years, we've learned that the Silicon Valley mindset can be replicated in other entrepreneurial ecosystems and we can benefit greatly from the growth of technology companies locally.

Building an Information Technology Roadmap Webinar By EITAGlobal
9/23/2014 10:00 AM - 11:30 AM
Online seminar
Event Listing
Summary:

Overview: All enterprises, except the smallest ones, need to define, control and execute a series of actions or projects to support the business with appropriate information technology and systems.

A good IT roadmap needs to meet several demanding requirements:

It must be sufficiently high-level to be discussed with business stakeholders

Each action/project must have a clear justification

It needs to be realistic - you cannot do everything at once

It needs to be clear and detailed enough for IT people so they can clearly understand what to do to fulfill it

It must evolve as conditions change, and it must be kept up-to-date through these changes

It needs to incorporate the capabilities offered by new technologies without seeming to be "technology for technology's sake"

A roadmap driven by an understanding of Enterprise Architecture (EA) allows IT to describe and maintain the connection between the various levels of concern: business capabilities and business processes, business systems/applications, and the technical infrastructure. Therefore, it allows the organization to justify and prioritize each IT project. The development of the actual roadmap is a serious and intense exercise - something that may take at minimum a couple of person-months, and much more if there is little prior information about the existing portfolio and the business requirements. In this webinar, we describe a systematic approach that allows the development of the roadmap.

Depending on the existing level of knowledge, a systematic education effort may need to be provided on the concepts and frameworks for Enterprise Architecture, including Zachman and TOGAF. In particular, the TOGAF Architecture Development Method (ADM) is usually relevant to most organizations. At the same time, TOGAF is a very complex framework, and it is not necessary to master it in its entirety to correctly define an IT roadmap.

Next, the entire IT organization, as well as its business partners, and in particular the people who will be tasked with developing the roadmap, need to understand, tailor if necessary, and document the various levels of the enterprise architecture, starting with the business strategy and the value streams at the top, and going all the way to the infrastructure layers. There will be IT roadmap elements at almost every level, except the top-most ones which are the responsibility of the executive management, but everything else needs to be well positioned and well aligned in the roadmap.

The outcome of the process should be (a) a living document, easy to communicate and review, that both the business and IT can use to prioritize and monitor their actions, (2) a list of "follow-on" projects that will need to be performed in order to place the entire range of IT efforts on a solid basis; these projects may include the institution of a Product/Project Portfolio Management system, the creation of a business process center of excellence, the convergence of multiple redundant systems, the retirement of legacy systems, the externalization of certain capabilities (outsourcing, cloud, or BPO), the creation of an Enterprise Architecture Program, a Master Data Management program, a technology watch program, and more.

Why should you attend: All enterprises, except the smallest ones, need to define, control and execute a series of actions or projects to support the business with appropriate information technology and systems. Several difficulties immediately appear when the CIO or IT Manager attempts to define such a roadmap:

How do you take the business strategy, as defined by C-level executives, and derive from it a set of actions?

How do you engage with business people to review and agree on that roadmap, given that business managers often do not understand the technology, IT people do not speak in business terms?

How do you deal with the ever-increasing complexity of IT?

How do you handle legacy systems, especially after mergers and acquisitions?

A good IT roadmap needs to meet several demanding requirements:

It must be sufficiently high-level to be discussed with business stakeholders

Each action/project must have a clear justification

It needs to be realistic - you cannot do everything at once

It needs to be clear and detailed enough for IT people so they can clearly understand what to do to fulfill it

It must evolve as conditions change, and it must be kept up-to-date through these changes

It needs to incorporate the capabilities offered by new technologies without seeming to be "technology for technology's sake"

Many organizations conduct projects in isolation from each other, without having a clear view of where they are going. With this approach, you can run in circles or hit a wall. Other organizations dive down immediately to the level of detailed project plans, which are useless beyond a short-term horizon. Yet others have an IT roadmap or plan that is disconnected from the business strategy and requirements, so that it is hard to justify the cost of the projects to the business. Clearly, a more systematic and well-grounded approach is required.

Areas Covered in the Session:

Introduction

Challenge and Objective of a Roadmap

Key Enterprise Architecture concepts

Obtaining business inputs

Value streams or end-to-end processes

Business capabilities

Business system evolution and convergence

Technical Architecture elements of the roadmap

Creating the Roadmap: practical advice

Execution and governance

Follow-on projects

Who Will Benefit:

CIO

IT Manager (reports to CIO)

Business Architect

Enterprise Architect

Senior IT Consultants

IT Project Managers

Project Management Office (PMO)

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