I've been working in the Business Process Management field for long time. How long? How's this—I remember when there wasn't any BPM—it was all just workflow. Plus, I remember when there wasn't any continuous improvement or Agile vs. Waterfall, it was just big bang Business Process Reengineering.
I've also been working in the content management and collaboration space for a long time. How long? I remember when people who tracked document imaging (me included) didn't know what document management was. And I remember when Lotus Notes and Groupwise defined the collaboration space, and nobody thought for two seconds about Microsoft.
Why do I ramble on through technology's memory lane? It's because I want to set the stage for what I'm about to write.
At this year’s Forrester IT Forum, time constraints and the sheer number of attendees’ questions for our keynote speakers resulted in many questions going unanswered. We’ve reached out to our analysts to answer some of these questions. Here they are:
Should architects be embedded in business, for IT projects? Why? And for what benefit? Where do you put project management in the business? For IT projects.
Process based IT organizations have become the rage. These are IT shops that group people around the processes they support, such as software distribution or requirements definition, or by business processes such as claims management. In contrast, traditional shops group people by technologies (e.g. mainframe, desktop), internal customers (e.g. wealth management, retail banking), or geographies (e.g. France, Asia).
There are two types of process based organizations – IT and business. IT process organizations typically follow ITIL for infrastructure and a software lifecycle for applications. Using ITIL, they form groups around process associated with problem management, storage, or configuration management. For applications groups, they may have people dedicated to requirements development, coding or testing. Business process based IT shops are less prevalent but may include IT associated with claims processing in an insurance company or collections in a credit card company.
Today was a great day in New York; the first day of our Customer Experience Forum. The Grand Hyatt was rocking as we had about 700 people on site. I had a fun time with my opening keynote speech -- combining customer experience and the Wizard Of Oz. Hopefully people enjoyed it. I'll be posting more about my speech on my personal blog.
At the end of the day, I announced the winners of Forrester's first ever Voice Of The Customer (VoC) Award. So, let me say congratulations to our three winners: Experian, Progressive, Vanguard. They all actively collected feedback and put that information to use, showing significant benefits. Here are the nomination forms from the winners. They're worth downloading!
While the cloud-based cost of email is pretty transparent (many providers, including Microsoft and Google, publish their per-user per-month costs), the cost of running email on-premises is often a big mystery to everyone, including most CIOs. The big challenge is that the costs are spread throughout the budget: some in the hardware budget, some in the software budget, some in the storage budget, some in the cost of capital budget, some in the staffing budgets, and so on.
After dozens of these discussions and after a survey of 53 information & knowledge management professionals to ask about the cost of email, it is abundantly clear that few firms know their true cost of running email on-premises. And this matters if you're considering a move to cloud-based email.
In early June, Sun Microsystems announced the Sun Learning Exchange. This is a commercial offering that borrows directly from Sun's own experiments, experience, and expositions on learning. We've written about this in a Forrester report: Tap The Potential Of "YouTube For The Enterprise," and now it's available to others.
Sun's CTO of Learning, Charles Beckham, has tapped his experience as a Java entrepreneur (he was part of the team that built one of the first J2EE application servers, NetDynamics) and bent it to the challenges of on-the-job learning. In an interview with Charles last fall, we came away convinced that his just-enough, wisdom of the crowds, power of video approach to learning was important.
Three things anchor the Sun Learning Exchange:
The power of all employee-generated media, including video, audio, and blogs.
A learning platform that is minimally invasive and maximally open to social contribution.
A metric on social contributions to drive participation.
Forrester recently hosted our two flagship IT events—IT Forum 2009 in Las Vegas and Berlin. For those of you who couldn’t attend, I wanted to share one of our keynote presentations by Forrester’s Chairman & CEO George Colony. George discussed the challenges that will face CEOs coming out of the recession and how IT leaders can step up to the plate and support, and in some cases lead, these efforts.
George outlined the six imperatives that will hit CEOs as follows:
1. Digital will be mandatory: Move IT to BT.
2. Brand loyalty will decline: Enable BT to feed social
3. Customers will look very unfamiliar: Press ahead into new tech – swim in the Y Generation waters
4. The war for people will be intense: Build attractive internal systems
5. You will sell differently: Help marketing
6. The way you innovated will die: Internal tech should enable, not hinder partnerships.
See the full recording of this keynote below:
For more on the subject, please read George’s guest post on The Huffington Post. I’d love to hear your thoughts on how you are engaging with your CEO on these types of initiatives.
I read on a twitter post recently that according to some recent research by Gartner, server sales are down 24%. And today I saw an article based on some IDC research that in Australia they are down by 39%. In my humble opinion, this is good news for IT leaders in Asia Pacific.
So why is it good news that server sales are down? The way I see it, IT departments are still serving their clients, web sites are not crashing, applications are stable, and generally IT systems in the region are running pretty well. So it seems that IT departments are doing well without all the extra hardware expenses.
The economic downturn has been a good thing for IT leaders. They have been forced to look for new ways of doing things - they have challenged the accepted wisdom. And they have continued to deliver what the business requires and have not had to buy a new piece of equipment every time they want to implement a new capability within the business. IT departments are now being given the license they have been asking for to consolidate systems across business units, departments and/or applications. Virtualisation, SaaS, cloud computing, SOA and many other technologies or technology-assisted services have come to the fore to allow IT departments to continue to deliver on the their requirements.