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Solution Architecture Definition and Roles
Solution Architecture
Solution Architecture
FirmansyahIrma1
User experience is the sum of experiences across all dimensions of all solutions and the user’s interaction with it including its functionality and quality attributes. It is the sum of all interactions with the solution and the results the solution provides. Solution usability is much, much more than a user interface Users experience the complete operational solution across its entire scope and experience its functional and quality properties. The solution architect must be aware of the usability of designed solutions. Usability is not an afterthought: it must be embedded in the overall solution design from the start The dimensions of solution usability are: • Components of overall solution • Functional components of solution • Quality properties The complete solution Is always much more than just a bunch of software. Implementing the end-to-end components of the solution positively impacts on solution usability and utility. Without the complete view there will be gaps in the usability of the solution. Enterprise architecture needs to provide leadership in defining and implementing approach to measuring solution usability. Enterprise architecture needs to define standards and associated frameworks for • Overall experience • Solution usability Each of these needs to include measurement and analysis framework. Solution architecture needs to incorporate these standards into solution designs. Individual solutions incorporate usability standards Overall set of solutions comprise the experience.
Solution Architecture And User And Customer Experience
Solution Architecture And User And Customer Experience
Alan McSweeney
This describes an approach to embedding security within the technology solution landscape. It describes a security model that encompasses the range of individual solution components up to the entire solution landscape. The solution security model allows the security status of a solution and its constituent delivery and operational components to be tracked wherever those components are located. This provides an integrated approach to solution security across all solution components and across the entire organisation topology of solutions. It allows the solution architect to validate the security of an individual solution. It enables the security status of the entire solution landscape to be assessed and recorded. Solution security is a wicked problem because there is no certainly about when the problem has been resolved and a state of security has been achieved. The security state of a solution can just be expressed along a subjective spectrum of better or worse rather than a binary true or false. Solution security can have negative consequences: prevents types of access, limits availability in different ways, restricts functionality provided, makes solution harder to use, lengthens solution delivery times, increases costs along the entire solution lifecycle, leads to loss of usability, utility and rate of use.
Solution Architecture And Solution Security
Solution Architecture And Solution Security
Alan McSweeney
Describes an approach to creating a high-level architecture for a complete end-to-end solution design
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Alan McSweeney
Fantastic presentation on Solution Architecture by Don Howard & Rakesh Malakar.
Solution architecture
Solution architecture
iasaglobal
Enterprise Architecture Implementation and The Open Group Architecture Framework (TOGAF)
Enterprise Architecture Implementation And The Open Group Architecture Framew...
Enterprise Architecture Implementation And The Open Group Architecture Framew...
Alan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Structured Approach to Solution Architecture
Structured Approach to Solution Architecture
Alan McSweeney
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction. Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo. List of deliverables: Application Rationalization framework Portfolio Analysis framework Road Map Current state analysis Target State establishing process System Context System Landscape
Introduction to Enterprise architecture and the steps to perform an Enterpris...
Introduction to Enterprise architecture and the steps to perform an Enterpris...
Prashanth Panduranga
Recomendados
Solution Architecture Definition and Roles
Solution Architecture
Solution Architecture
FirmansyahIrma1
User experience is the sum of experiences across all dimensions of all solutions and the user’s interaction with it including its functionality and quality attributes. It is the sum of all interactions with the solution and the results the solution provides. Solution usability is much, much more than a user interface Users experience the complete operational solution across its entire scope and experience its functional and quality properties. The solution architect must be aware of the usability of designed solutions. Usability is not an afterthought: it must be embedded in the overall solution design from the start The dimensions of solution usability are: • Components of overall solution • Functional components of solution • Quality properties The complete solution Is always much more than just a bunch of software. Implementing the end-to-end components of the solution positively impacts on solution usability and utility. Without the complete view there will be gaps in the usability of the solution. Enterprise architecture needs to provide leadership in defining and implementing approach to measuring solution usability. Enterprise architecture needs to define standards and associated frameworks for • Overall experience • Solution usability Each of these needs to include measurement and analysis framework. Solution architecture needs to incorporate these standards into solution designs. Individual solutions incorporate usability standards Overall set of solutions comprise the experience.
Solution Architecture And User And Customer Experience
Solution Architecture And User And Customer Experience
Alan McSweeney
This describes an approach to embedding security within the technology solution landscape. It describes a security model that encompasses the range of individual solution components up to the entire solution landscape. The solution security model allows the security status of a solution and its constituent delivery and operational components to be tracked wherever those components are located. This provides an integrated approach to solution security across all solution components and across the entire organisation topology of solutions. It allows the solution architect to validate the security of an individual solution. It enables the security status of the entire solution landscape to be assessed and recorded. Solution security is a wicked problem because there is no certainly about when the problem has been resolved and a state of security has been achieved. The security state of a solution can just be expressed along a subjective spectrum of better or worse rather than a binary true or false. Solution security can have negative consequences: prevents types of access, limits availability in different ways, restricts functionality provided, makes solution harder to use, lengthens solution delivery times, increases costs along the entire solution lifecycle, leads to loss of usability, utility and rate of use.
Solution Architecture And Solution Security
Solution Architecture And Solution Security
Alan McSweeney
Describes an approach to creating a high-level architecture for a complete end-to-end solution design
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Alan McSweeney
Fantastic presentation on Solution Architecture by Don Howard & Rakesh Malakar.
Solution architecture
Solution architecture
iasaglobal
Enterprise Architecture Implementation and The Open Group Architecture Framework (TOGAF)
Enterprise Architecture Implementation And The Open Group Architecture Framew...
Enterprise Architecture Implementation And The Open Group Architecture Framew...
Alan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Structured Approach to Solution Architecture
Structured Approach to Solution Architecture
Alan McSweeney
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction. Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo. List of deliverables: Application Rationalization framework Portfolio Analysis framework Road Map Current state analysis Target State establishing process System Context System Landscape
Introduction to Enterprise architecture and the steps to perform an Enterpris...
Introduction to Enterprise architecture and the steps to perform an Enterpris...
Prashanth Panduranga
Presentation to Metropolitan University (London) on the 16th Feb 2017. The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
A Brief Introduction to Enterprise Architecture
A Brief Introduction to Enterprise Architecture
Daljit Banger
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate. Delivered at February 2011 Open Group San Diego Conference
Modeling TOGAF with ArchiMate
Modeling TOGAF with ArchiMate
Iver Band
Solution Architecture Framework: 1. Conceptual Architecture 2. Logical Architecture 3. Physical Architecture
Solution Architecture Framework
Solution Architecture Framework
FirmansyahIrma1
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach. Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution. Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Incorporating A DesignOps Approach Into Solution Architecture
Incorporating A DesignOps Approach Into Solution Architecture
Alan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence. The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation. Developing an SACOE requires vision and resources of both the solution architecture function and information technology management. The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Solution Architecture Centre Of Excellence
Solution Architecture Centre Of Excellence
Alan McSweeney
What is New in Togaf 9.2
Togaf 9.2 Introduction
Togaf 9.2 Introduction
Mohamed Zakarya Abdelgawad
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform. Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires: • Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform • Solution architecture team leadership ensuring solutions conform to the common standards • Solution architecture technical leadership to develop and maintain common solution design standards • Solution architecture updates the digital reference architecture based on solution design experience Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards. This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Digital Transformation And Solution Architecture
Digital Transformation And Solution Architecture
Alan McSweeney
This examines the potential for the application of Design Science principles to the solution design process within solution architecture to improve the rigour and accuracy of solution designs. Design Science is the structured and systematic process for creating designs that resolve problems. It is concerned with the structured process for the acquisition and application of knowledge in relation to the problems to the resolved and the solution knowledge to be applied. The application of Design Science must be a means to an end – better solution quality – and not an end in itself – an incentive for the design function is to become large. Solution architecture requires a (changing) combination of technical, leadership, interpersonal skills, experience, analysis, appropriate creativity, reflection and intuition applied in a structured manner. Knowledge management – problem knowledge and solution knowledge – is at the core of the application of design science principles. Knowledge management requires good management of the solution architecture function.
Design Science and Solution Architecture
Design Science and Solution Architecture
Alan McSweeney
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan. We provide you with the following best practices: - Need for Enterprise Architecture Management - Enterprise Architecture Approach - Architecture Target Picture Development - Implementation Roadmap
Enterprise Architecture Management (EAM) I Best Practices I NuggetHub
Enterprise Architecture Management (EAM) I Best Practices I NuggetHub
RichardNowack
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
TOGAF 9.2 - Transforming Business
TOGAF 9.2 - Transforming Business
Real IRM
Integrating IT Frameworks, Methodologies and Best Practices Into IT Delivery and Operation
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...
Alan McSweeney
Setting the stage for developing the best possible business architecture using capabilities, functions and features.
On business capabilities, functions and application features
On business capabilities, functions and application features
Jörgen Dahlberg
This describes a generalised and structured approach to defining a strategy for collecting (near or actual) real time, high volume data. The appproach can be applied to areas such as Telemetry, Big Data, Smart Metering and Internet of Things implementations and operations. This proposed structured approach is intended to ensure that complexity is understood and can be appropriately addressed at an early stage before problems become to embedded to be solved. Real time situational data gives rise to situational awareness and understanding which in turn presents opportunities for effective and rapid situational decisions. Real time situational data enables greater situational visibility which means increased operational intelligence.
Real Time Data Strategy and Architecture
Real Time Data Strategy and Architecture
Alan McSweeney
Approach To It Strategy And Architecture
Approach To It Strategy And Architecture
Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1. This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information. The objective is to create a realistic and achievable target business architecture to achieve the desired business change. Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
Introduction to Business Architecture - Part 2
Introduction to Business Architecture - Part 2
Alan McSweeney
Early engagement in the solution delivery process needs to occur before any solution delivery project is initiated. Its objective is to understand the scope, requirements, objectives, approach, options and to get a high-level understanding of the likely resources, timescale and cost required before starting the project Fundamentally, early engagement is about managing risk: • Risk of doing the wrong thing • Risk of doing it in the wrong way • Risk of underestimating complexity and scope of work • Risk of higher than expected cost of operation and maintenance • Risk of underestimating organisation change impact and organisation resistance • Risk through uncertainty Early engagement is not a requirements gathering exercise. Traditional requirements gathering requires substantial initial effort, resources and cost and for the business to commit without doubts, uncertainties and ambiguities being known. Early Engagement involves taking a not necessarily well-defined request from the business and creating an unambiguous set of solution options including their delivery and operation quickly and accurately This paper describes an approach to early engagement in the solution definition process.
The Need For Effective Early Engagement In Solution Architecture And Design
The Need For Effective Early Engagement In Solution Architecture And Design
Alan McSweeney
Explore and understand how to implement and sustaining an effective Enterprise Architecture program
Implementing Effective Enterprise Architecture
Implementing Effective Enterprise Architecture
Leo Shuster
All about ISO/IEC/IEEE 42010 (r5)
All about ISO/IEC/IEEE 42010 (r5)
Rich Hilliard
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Enterprise Architecture
Enterprise Architecture
Vikas Grover
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG: 1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative. 2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from. 3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
Enterprise Architecture Governance: A Framework for Successful Business
Enterprise Architecture Governance: A Framework for Successful Business
Nathaniel Palmer
SharePoint Summit Toronto - Practical Information Architecture Tools and Tech...
SharePoint Summit Toronto - Practical Information Architecture Tools and Tech...
Richard Harbridge
Overview of technical discovery process given ... in a nutshell. Targeted to non-technical disciplines.
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Technical Discovery: ... in a nutshell
Vasileios Fasoulas
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Presentation to Metropolitan University (London) on the 16th Feb 2017. The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
A Brief Introduction to Enterprise Architecture
A Brief Introduction to Enterprise Architecture
Daljit Banger
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate. Delivered at February 2011 Open Group San Diego Conference
Modeling TOGAF with ArchiMate
Modeling TOGAF with ArchiMate
Iver Band
Solution Architecture Framework: 1. Conceptual Architecture 2. Logical Architecture 3. Physical Architecture
Solution Architecture Framework
Solution Architecture Framework
FirmansyahIrma1
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach. Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution. Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Incorporating A DesignOps Approach Into Solution Architecture
Incorporating A DesignOps Approach Into Solution Architecture
Alan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence. The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation. Developing an SACOE requires vision and resources of both the solution architecture function and information technology management. The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Solution Architecture Centre Of Excellence
Solution Architecture Centre Of Excellence
Alan McSweeney
What is New in Togaf 9.2
Togaf 9.2 Introduction
Togaf 9.2 Introduction
Mohamed Zakarya Abdelgawad
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform. Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires: • Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform • Solution architecture team leadership ensuring solutions conform to the common standards • Solution architecture technical leadership to develop and maintain common solution design standards • Solution architecture updates the digital reference architecture based on solution design experience Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards. This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Digital Transformation And Solution Architecture
Digital Transformation And Solution Architecture
Alan McSweeney
This examines the potential for the application of Design Science principles to the solution design process within solution architecture to improve the rigour and accuracy of solution designs. Design Science is the structured and systematic process for creating designs that resolve problems. It is concerned with the structured process for the acquisition and application of knowledge in relation to the problems to the resolved and the solution knowledge to be applied. The application of Design Science must be a means to an end – better solution quality – and not an end in itself – an incentive for the design function is to become large. Solution architecture requires a (changing) combination of technical, leadership, interpersonal skills, experience, analysis, appropriate creativity, reflection and intuition applied in a structured manner. Knowledge management – problem knowledge and solution knowledge – is at the core of the application of design science principles. Knowledge management requires good management of the solution architecture function.
Design Science and Solution Architecture
Design Science and Solution Architecture
Alan McSweeney
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan. We provide you with the following best practices: - Need for Enterprise Architecture Management - Enterprise Architecture Approach - Architecture Target Picture Development - Implementation Roadmap
Enterprise Architecture Management (EAM) I Best Practices I NuggetHub
Enterprise Architecture Management (EAM) I Best Practices I NuggetHub
RichardNowack
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
TOGAF 9.2 - Transforming Business
TOGAF 9.2 - Transforming Business
Real IRM
Integrating IT Frameworks, Methodologies and Best Practices Into IT Delivery and Operation
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...
Alan McSweeney
Setting the stage for developing the best possible business architecture using capabilities, functions and features.
On business capabilities, functions and application features
On business capabilities, functions and application features
Jörgen Dahlberg
This describes a generalised and structured approach to defining a strategy for collecting (near or actual) real time, high volume data. The appproach can be applied to areas such as Telemetry, Big Data, Smart Metering and Internet of Things implementations and operations. This proposed structured approach is intended to ensure that complexity is understood and can be appropriately addressed at an early stage before problems become to embedded to be solved. Real time situational data gives rise to situational awareness and understanding which in turn presents opportunities for effective and rapid situational decisions. Real time situational data enables greater situational visibility which means increased operational intelligence.
Real Time Data Strategy and Architecture
Real Time Data Strategy and Architecture
Alan McSweeney
Approach To It Strategy And Architecture
Approach To It Strategy And Architecture
Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1. This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information. The objective is to create a realistic and achievable target business architecture to achieve the desired business change. Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
Introduction to Business Architecture - Part 2
Introduction to Business Architecture - Part 2
Alan McSweeney
Early engagement in the solution delivery process needs to occur before any solution delivery project is initiated. Its objective is to understand the scope, requirements, objectives, approach, options and to get a high-level understanding of the likely resources, timescale and cost required before starting the project Fundamentally, early engagement is about managing risk: • Risk of doing the wrong thing • Risk of doing it in the wrong way • Risk of underestimating complexity and scope of work • Risk of higher than expected cost of operation and maintenance • Risk of underestimating organisation change impact and organisation resistance • Risk through uncertainty Early engagement is not a requirements gathering exercise. Traditional requirements gathering requires substantial initial effort, resources and cost and for the business to commit without doubts, uncertainties and ambiguities being known. Early Engagement involves taking a not necessarily well-defined request from the business and creating an unambiguous set of solution options including their delivery and operation quickly and accurately This paper describes an approach to early engagement in the solution definition process.
The Need For Effective Early Engagement In Solution Architecture And Design
The Need For Effective Early Engagement In Solution Architecture And Design
Alan McSweeney
Explore and understand how to implement and sustaining an effective Enterprise Architecture program
Implementing Effective Enterprise Architecture
Implementing Effective Enterprise Architecture
Leo Shuster
All about ISO/IEC/IEEE 42010 (r5)
All about ISO/IEC/IEEE 42010 (r5)
Rich Hilliard
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Enterprise Architecture
Enterprise Architecture
Vikas Grover
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG: 1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative. 2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from. 3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
Enterprise Architecture Governance: A Framework for Successful Business
Enterprise Architecture Governance: A Framework for Successful Business
Nathaniel Palmer
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A Brief Introduction to Enterprise Architecture
A Brief Introduction to Enterprise Architecture
Modeling TOGAF with ArchiMate
Modeling TOGAF with ArchiMate
Solution Architecture Framework
Solution Architecture Framework
Incorporating A DesignOps Approach Into Solution Architecture
Incorporating A DesignOps Approach Into Solution Architecture
Solution Architecture Centre Of Excellence
Solution Architecture Centre Of Excellence
Togaf 9.2 Introduction
Togaf 9.2 Introduction
Digital Transformation And Solution Architecture
Digital Transformation And Solution Architecture
Design Science and Solution Architecture
Design Science and Solution Architecture
Enterprise Architecture Management (EAM) I Best Practices I NuggetHub
Enterprise Architecture Management (EAM) I Best Practices I NuggetHub
TOGAF 9.2 - Transforming Business
TOGAF 9.2 - Transforming Business
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...
On business capabilities, functions and application features
On business capabilities, functions and application features
Real Time Data Strategy and Architecture
Real Time Data Strategy and Architecture
Approach To It Strategy And Architecture
Approach To It Strategy And Architecture
Introduction to Business Architecture - Part 2
Introduction to Business Architecture - Part 2
The Need For Effective Early Engagement In Solution Architecture And Design
The Need For Effective Early Engagement In Solution Architecture And Design
Implementing Effective Enterprise Architecture
Implementing Effective Enterprise Architecture
All about ISO/IEC/IEEE 42010 (r5)
All about ISO/IEC/IEEE 42010 (r5)
Enterprise Architecture
Enterprise Architecture
Enterprise Architecture Governance: A Framework for Successful Business
Enterprise Architecture Governance: A Framework for Successful Business
Destacado
SharePoint Summit Toronto - Practical Information Architecture Tools and Tech...
SharePoint Summit Toronto - Practical Information Architecture Tools and Tech...
Richard Harbridge
Overview of technical discovery process given ... in a nutshell. Targeted to non-technical disciplines.
Technical Discovery: ... in a nutshell
Technical Discovery: ... in a nutshell
Vasileios Fasoulas
Slides for Peter Morville's information architecture workshop at Internet Librarian 2013.
Information Architecture Workshop
Information Architecture Workshop
Peter Morville
Business has a consistently poor experience of the internal IT function. It is now all too easy for the business to bypass the central IT function. There is a business shift to cloud service providers offering infrastructure-less solutions with no perceived IT involvement. Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead. The business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond. If the IT function cannot react to the requirements of the business due to business pressures, the business will go elsewhere. Shadow IT - the acquisition of IT solutions outside the control of the IT function - is an unpleasant and common reality. 50% of IT expenditure is routinely spent outside the control of the IT function. Shadow IT is a symptom of a post-IT world. The central IT function loses relevance and control. Businesses reduce their reliance on the core IT function. IT architecture should act as a glue joining the business strategy to the IT strategy. IT architecture needs to operate as an internal business consulting And advisory function. An effective business oriented IT architecture function can get the correct balance between too little and too much, too slowly and too quickly. The IT Architecture team needs to operate as a team rather than a set of siloed internally focussed IT roles, involving business as well as technologists.
The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World
The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World
Alan McSweeney
Or how I learned to stop worrying and love Continuous Deployment... Presentation by Tom Wilkie on 29/09/16 at SF Microservices Meetup. In this talk I discuss the journey Weaveworks has been through building Weave Cloud, using all the laster buzzword-compliant techniques: Microservices, DevOps, Continuous Delivery, Kubernetes, Docker etc.
Microservices: Lessons Learned
Microservices: Lessons Learned
Weaveworks
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions. Therefore it is important to have an integrated project delivery approach that crosses these core dimensions. This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery: • Business • Business Analysis • Solution Architecture • Implementation and Delivery • Test and Quality • Organisation Readiness • Service Management • Infrastructure It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
Integrated Project and Solution Delivery And Business Engagement Model
Integrated Project and Solution Delivery And Business Engagement Model
Alan McSweeney
Competence in sourcing is a core skill of the IT function. The IT function is becoming largely a manager of suppliers and service providers across a wide range of products, solutions and services. IT mediates between the business and the supplier ecosystem, acting as a lens focussing business needs on appropriate suppliers. When products and services are outsourced, the risks of the suppliers and service providers are inherited by the acquiring organisation. Sourcing should not be a “fire and forget” activity. Effective supplier selection and ongoing assessment, validation and management is an important skill for the IT function. The Service Organisation Controls audit approach can be adapted for use by the IT function to develop an approach to vendor governance.
Supplier And Service Provider Governance
Supplier And Service Provider Governance
Alan McSweeney
Despite years of emphasising the need for IT and business alignment, the disconnect between business and IT continues. IT focuses too much of pure technology. However, business expectations cam be unrealistic, based on part on IT not explaining itself to the business. IT technology trends are not relevant the business. The business is concerned with the results of investment in IT and sees technology as means to an end and not as ends in themselves. IT needs to structure itself so alignment pervades the entire IT function. IT must embed business alignment in the way it operates to ensure it remains relevant to the business. IT needs to mediate between the business and suppliers and technologies, acting as a lens focussing business needs on appropriate solutions. The gulf is between business and IT seems to be getting wider. Failure to ensure this alignment may lead to the business bypassing IT and going straight to suppliers and service providers. Disintermediation of IT is central to the business plans of many internet-based service providers. Failure to systematise alignment will expose IT to the danger of becoming irrelevant.
Don’t Mention The “A” Word – Trends In Continuing Business And IT Misalignment
Don’t Mention The “A” Word – Trends In Continuing Business And IT Misalignment
Alan McSweeney
Quick code review checklist applicable to practically all programming languages and technlogies
Code Review Checklist
Code Review Checklist
Nitin Bhide
Describes an approach to defining the competencies and capabilities required of the IT function and to use current levels of competence and importance of competency across all activity areas of the IT function to identify those areas at which getting better will yield the greatest return, allowing for targeted investment of resources to get good at what matters
Investing Intelligently In The IT Function
Investing Intelligently In The IT Function
Alan McSweeney
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Capability Maturity Framework to Define a Roadmap
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Ca...
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Ca...
Alan McSweeney
Orchestration and provisioning architecture for effective service management
Orchestration and provisioning architecture for effective service management
Alan McSweeney
Maximising The Value and Benefits of Enterprise Architecture
Maximising The Value and Benefits of Enterprise Architecture
Maximising The Value and Benefits of Enterprise Architecture
Alan McSweeney
These topics may appear to be separate but are closely related to the need for an effective solution design process, approach and function. Nearly 50 years ago, Dr Melvin Conway wrote a short and insightful article titled How Do Committees Invent? where he made a number of observations on the system and solution design process including “… organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” which has become known as Conway’s Law. He identified organisation problems that lead to poor solution design. Conway’s Law is a warning rather than a prediction. It provides an insight into the solution design problems that can occur if the solution design structures, processes and function are not optimised. What he describes does not have to happen but all too frequently does. Cognitive Diversity has become a fashionable concept that is talked about more than implemented. It has been written about extensively by Dr Scott Page. The core concept is that “… a random group of intelligent problem solvers will outperform a group of the best problem solvers”. The value of cognitive diversity to organisations is greatest in the thinking areas such as the solution design function. Managing diverse teams can be difficult and achieving cognitive diversity can be painful and challenging. Cognitive diversity of less value in pure operational and transactions areas where there is a reduced need for problem-solving. Cognitive diversity protects the organisation against factors such as Cognitive Bias, Strategic Misrepresentation, Planning Fallacy, Optimism Bias, Focalism and Groupthink and their consequences. Cognitive diversity protects against the effects of Conway’s Law. Many organisations are attempting to transform themselves in response to external changes and drivers. Organisation transformation is frequently concerned with a migration from product-orientation to services-orientation characterised by responsiveness, customer centricity, self-service and flexibility. Information technology underpins successful and effective organisation transformation. This is especially true of initiatives such as digital transformation. Digital transformation involves designing and implementing solutions across a wide range of application and system areas. Being good at solution design means that solutions are defined, designed and delivered in a reliable, stable and innovative way to ensure that cost, time, required functionality and quality are constantly optimised to meet the needs of the business. Good solution design mean: • Being aware of all the options and selecting the most appropriate one subject to all constraints • Avoiding all the conscious and unconscious biases that lead to bad solutions Put simply, a cognitively diverse team designs better solutions.
Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...
Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...
Alan McSweeney
After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
Complexity and Solution Architecture
Complexity and Solution Architecture
Alan McSweeney
This describes the concept of a Process Oriented Architecture. A Process Oriented Architecture is a way of linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation. It allows two views of any process to be maintained and operated: 1. External view – that experienced by user 2. Internal view – that worked on by the organisational competency An organisation will interact will multiple external parties. Each external party will have a number of interaction paths or journeys. These journeys are the routes of experience of external parties. These routes of experience need to be mapped (as) seamlessly (as possible) to internal organisational operational process competency groupings. The interaction paths or journeys represent the Straight Through Processing that the customer (external party) wants to experience. The complexity of internal organisational operational process competency groupings needs to be masked from the customer (external party). Process Oriented Architecture is a key enabler of successful digital transformation.
Process Oriented Architecture
Process Oriented Architecture
Alan McSweeney
This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements. Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation: • Translates business strategic aims to implementations • Defines the consequences and impacts of strategy • Isolates focussed business outcomes • Identifies the changes and deliverables that achieve business success Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.
Introduction To Business Architecture – Part 1
Introduction To Business Architecture – Part 1
Alan McSweeney
Introducing the concept of Enterprise Business Analysis as a strategic resource to achieve business and IT alignment. Alignment means being able to draw a straight Line from business strategy through to delivered and operational solutions implemented to respond to businessn. Business and IT Alignment requires more than just relationship management – it requires actual engagement by IT with the needs of the business.
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...
Alan McSweeney
Defines a data audit approach to creating an enterprise current data state view as part of defining an enterprise data strategy
Data Audit Approach To Developing An Enterprise Data Strategy
Data Audit Approach To Developing An Enterprise Data Strategy
Alan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex. Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context. Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation. The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach. The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Digital Transformation And Enterprise Architecture
Digital Transformation And Enterprise Architecture
Alan McSweeney
Destacado
(20)
SharePoint Summit Toronto - Practical Information Architecture Tools and Tech...
SharePoint Summit Toronto - Practical Information Architecture Tools and Tech...
Technical Discovery: ... in a nutshell
Technical Discovery: ... in a nutshell
Information Architecture Workshop
Information Architecture Workshop
The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World
The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World
Microservices: Lessons Learned
Microservices: Lessons Learned
Integrated Project and Solution Delivery And Business Engagement Model
Integrated Project and Solution Delivery And Business Engagement Model
Supplier And Service Provider Governance
Supplier And Service Provider Governance
Don’t Mention The “A” Word – Trends In Continuing Business And IT Misalignment
Don’t Mention The “A” Word – Trends In Continuing Business And IT Misalignment
Code Review Checklist
Code Review Checklist
Investing Intelligently In The IT Function
Investing Intelligently In The IT Function
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Ca...
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Ca...
Orchestration and provisioning architecture for effective service management
Orchestration and provisioning architecture for effective service management
Maximising The Value and Benefits of Enterprise Architecture
Maximising The Value and Benefits of Enterprise Architecture
Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...
Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...
Complexity and Solution Architecture
Complexity and Solution Architecture
Process Oriented Architecture
Process Oriented Architecture
Introduction To Business Architecture – Part 1
Introduction To Business Architecture – Part 1
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...
Data Audit Approach To Developing An Enterprise Data Strategy
Data Audit Approach To Developing An Enterprise Data Strategy
Digital Transformation And Enterprise Architecture
Digital Transformation And Enterprise Architecture
Similar a Solution Architecture Concept Workshop
It is common knowledge that every project should have mutually agreed upon objectives that are specific, measurable, achievable, relevant, and time-boxed (SMART). Common knowledge does not automatically equal common practice. Often, projects fail simply because there is no mutual understanding of the objectives and stakeholder expectations are not aligned. This paper outlines a simple yet powerful workshop approach that can help realign objectives and stakeholders’ expectations for a project that is behind schedule. It describes the prerequisites and necessary preparation, delineates the key parts of the workshop, and sketches possible outcomes. --- additional information available at www.TheProjectLeadershipPyramid.net
Re-Aligning Project-Stakeholders Expectations
Re-Aligning Project-Stakeholders Expectations
Dr. Thomas Juli
Architect Role
Text Architect Lsa
Text Architect Lsa
MQuaak9393
some Intruduction
The Open Group Architect Certification
The Open Group Architect Certification
izhangzhen
Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design Effective solution delivery requires an integrated approach to projects across all key disciplines Project portfolio management Project management Business analysis Solution design Having silos of expertise that do not communicate or co-operate leads to significant risk
Comprehensive And Integrated Approach To Project Management And Solution Deli...
Comprehensive And Integrated Approach To Project Management And Solution Deli...
Alan McSweeney
Resume
Ankit rathi
Ankit rathi
Ankit Rathi
Business analysis in IT
Business analysis in IT
Business analysis in IT
Dmitriy Volosevich
Writing Winning Proposals
Writing Winning Proposals
Mohamed Shaaban
Infiniyy
7_to_infinity_beyond_aug.ppt
7_to_infinity_beyond_aug.ppt
HiteshParmar311308
This presentation discusses tips and techniques for how to manage stakeholders when building eLearning courses.
Managing Stakeholders (LS2010, Session 804)
Managing Stakeholders (LS2010, Session 804)
John Feser
Project Management process principles for the Instructional Designer
Project management for Instructional Designers
Project management for Instructional Designers
Kimberly Kaye
PPRPreparationGuide
PPRPreparationGuide
Mircea Tomescu
Despite the maturation of the discipline, in many organizations Enterprise Architecture is not applied very effectively, mostly because using structured methods and frameworks is preferred over communicating business value and smart planning of IT investments. The various EA frameworks (e.g., TOGAF) that have been proposed over the past years definitely have their merit, but they also seem to seduce architects to focus on blueprints, elaborate process definitions and ivory towers. Architects simply need to work smarter to be of added value. Based on experience in numerous EA projects and EA trainings delivered in the Netherlands, in this presentation a cookbook for smart EA practices is proposed. The cookbook, which is inspired by success stories from the trenches, adopts and adapts elements from contemporary EA frameworks and other methods, (e.g., stakeholder management, architecture visualizations, business model canvas), and as such provides a step-by-step guide for building or professionalizing an EA function.
EAC2013 presentation: A Cookbook for Smart EA Practices
EAC2013 presentation: A Cookbook for Smart EA Practices
Rik Farenhorst
Topic: UI/UX DESIGN IN AGILE PROCESS Why do we integrate design into our Agile process? As we all know, the Agile Manifesto is well-received and successfully adopted as it is today thanks to the 12 underpinning principles. While “good design” is one main reason that “enhances agility”, “Agile processes promote sustainable development”. At Axon Active, it’s important for us to do everything Agile and work with one another collaboratively in Collaboration Model. It gets people on the same page, makes everyone engage more with the product, encourages them to share more creative ideas, and gives them the flexibility they need to improve themselves. Indeed, Designers and Developers can collaborate more closely and effectively, and subsequently integrating design into Agile process will yield numerous benefits. For that reason, Scrum Breakfast Da Nang this October will be the very chance for you to learn: • How to successfully integrate design into Agile process in practice • How different Collaboration Model is from traditional model • The benefits of Collaboration Model when done correctly
UI/UX Design in Agile process
UI/UX Design in Agile process
Scrum Breakfast Vietnam
Presentation to the members of the Indiana Chapter of the Society for Technical Communication, December 18, 2006. Delivered by Greg McCormick on the Project Management Institute methodology and how it can help technical communication professionals better plan and manage their technical documentation projects.
Project Management for Technical Communication Professionals
Project Management for Technical Communication Professionals
stcindiana
Project Management by Gray and Larson
Chap 1 Modern Project Management
Chap 1 Modern Project Management
project management
Project Management guidelines
Project Management Tools and Techniques.pdf
Project Management Tools and Techniques.pdf
AzadHussain44
Technical proposal present
Technical proposal present
Bhuwanesh Rajbhandari
A lifecycle methodology enforces some very important processes that deliver critical value to Service Delivery. Some key contributions are: Business driven goals (e.g. profit, performance, credible schedules, resource effectiveness….) Roles and responsibility clarification (e.g. delegation, decision making, optimization….) Organizational effectiveness (e.g. resource structure for task, enable cross functional efforts….) Planning enforcement at the beginning before major resources committed Continuous learning enabled that builds core competency in credible delivery plans.
Product Management And Service Delivery Process - FlackVentures Example
Product Management And Service Delivery Process - FlackVentures Example
Kate Pynn
karthik Resume_Service Delivery
karthik Resume_Service Delivery
koppolu kartheek
Defining the business value proposition of EA and PPM Eliminating project risks Accelerating project execution Managing project and architecture inter-dependencies Delivering realized value Improving collaboration of Architecture and PMO
Enterprise Architecture & Project Portfolio Management 1/2
Enterprise Architecture & Project Portfolio Management 1/2
Jean Gehring
Similar a Solution Architecture Concept Workshop
(20)
Re-Aligning Project-Stakeholders Expectations
Re-Aligning Project-Stakeholders Expectations
Text Architect Lsa
Text Architect Lsa
The Open Group Architect Certification
The Open Group Architect Certification
Comprehensive And Integrated Approach To Project Management And Solution Deli...
Comprehensive And Integrated Approach To Project Management And Solution Deli...
Ankit rathi
Ankit rathi
Business analysis in IT
Business analysis in IT
Writing Winning Proposals
Writing Winning Proposals
7_to_infinity_beyond_aug.ppt
7_to_infinity_beyond_aug.ppt
Managing Stakeholders (LS2010, Session 804)
Managing Stakeholders (LS2010, Session 804)
Project management for Instructional Designers
Project management for Instructional Designers
PPRPreparationGuide
PPRPreparationGuide
EAC2013 presentation: A Cookbook for Smart EA Practices
EAC2013 presentation: A Cookbook for Smart EA Practices
UI/UX Design in Agile process
UI/UX Design in Agile process
Project Management for Technical Communication Professionals
Project Management for Technical Communication Professionals
Chap 1 Modern Project Management
Chap 1 Modern Project Management
Project Management Tools and Techniques.pdf
Project Management Tools and Techniques.pdf
Technical proposal present
Technical proposal present
Product Management And Service Delivery Process - FlackVentures Example
Product Management And Service Delivery Process - FlackVentures Example
karthik Resume_Service Delivery
karthik Resume_Service Delivery
Enterprise Architecture & Project Portfolio Management 1/2
Enterprise Architecture & Project Portfolio Management 1/2
Más de Alan McSweeney
The data architecture of solutions is frequently not given the attention it deserves or needs. Frequently, too little attention is paid to designing and specifying the data architecture within individual solutions and their constituent components. This is due to the behaviours of both solution architects ad data architects. Solution architecture tends to concern itself with functional, technology and software components of the solution Data architecture tends not to get involved with the data aspects of technology solutions, leaving a data architecture gap. Combined with the gap where data architecture tends not to get involved with the data aspects of technology solutions, there is also frequently a solution architecture data gap. Solution architecture also frequently omits the detail of data aspects of solutions leading to a solution data architecture gap. These gaps result in a data blind spot for the organisation. Data architecture tends to concern itself with post-individual solutions. Data architecture needs to shift left into the domain of solutions and their data and more actively engage with the data dimensions of individual solutions. Data architecture can provide the lead in sealing these data gaps through a shift-left of its scope and activities as well providing standards and common data tooling for solution data architecture The objective of data design for solutions is the same as that for overall solution design: • To capture sufficient information to enable the solution design to be implemented • To unambiguously define the data requirements of the solution and to confirm and agree those requirements with the target solution consumers • To ensure that the implemented solution meets the requirements of the solution consumers and that no deviations have taken place during the solution implementation journey Solution data architecture avoids problems with solution operation and use: • Poor and inconsistent data quality • Poor performance, throughput, response times and scalability • Poorly designed data structures can lead to long data update times leading to long response times, affecting solution usability, loss of productivity and transaction abandonment • Poor reporting and analysis • Poor data integration • Poor solution serviceability and maintainability • Manual workarounds for data integration, data extract for reporting and analysis Data-design-related solution problems frequently become evident and manifest themselves only after the solution goes live. The benefits of solution data architecture are not always evident initially.
Data Architecture for Solutions.pdf
Data Architecture for Solutions.pdf
Alan McSweeney
Solution architects and the solution architecture function are ideally placed to create solution delivery estimates Solution architects have the knowledge and understanding of the solution constituent component and structure that is needed to create solution estimate: • Knowledge of solution options • Knowledge of solution component structure to define a solution breakdown structure • Knowledge of available components and the options for reuse • Knowledge of specific solution delivery constraints and standards that both control and restrain solution options Accurate solution delivery estimates are need to understand the likely cost/resources/time/options needed to implement a new solution within the context of a range of solutions and solution options. These estimates are a key input to investment management and making effective decisions on the portfolio of solutions to implement. They enable informed decision-making as part of IT investment management. An estimate is not a single value. It is a range of values depending on a number of conditional factors such level of knowledge, certainty, complexity and risk. The range will narrow as the level of knowledge and uncertainty decreases There is no easy or magic way to create solution estimates. You have to engage with the complexity of the solution and its components. The more effort that is expended the more accurate the results of the estimation process will be. But there is always a need to create estimates (reasonably) quickly so a balance is needed between effort and quality of results. The notes describe a structured solution estimation process and an associated template. They also describe the wider context of solution estimates in terms of IT investment and value management and control.
Solution Architecture and Solution Estimation.pdf
Solution Architecture and Solution Estimation.pdf
Alan McSweeney
This analysis seeks to validate published COVID-19 mortality statistics using mortality data derived from general mortality statistics, mortality estimated from population size and mortality rates and death notice data
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...
Alan McSweeney
This analysis looks at the changes in the numbers of priests and nuns in Ireland for the years 1926 to 2016. It combines data from a range of sources to show the decline in the numbers of priests and nuns and their increasing age profile. This analysis consists of the following sections: • Summary - this highlights some of the salient points in the analysis. • Overview of Analysis - this describes the approach taken in this analysis. • Context – this provides background information on the number of Catholics in Ireland as a context to this analysis. • Analysis of Census Data 1926 – 2016 - this analyses occupation age profile data for priests and nuns. It also includes sample projections on the numbers of priests and nuns. • Analysis of Catholic Religious Mortality 2014-2021 - this analyses death notice data from RIP.ie to shows the numbers of priests and nuns that have died in the years 2014 to 2021. It also looks at deaths of Irish priests and nuns outside Ireland and at the numbers of countries where Irish priests and nuns have worked. • Analysis of Data on Catholic Clergy From Other Sources - this analyses data on priests and nuns from other sources. • Notes on Data Sources and Data Processing - this lists the data sources used in this analysis.
Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...
Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...
Alan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it. Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions. Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure. Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions. All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt. Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software. Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place. Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
IT Architecture’s Role In Solving Technical Debt.pdf
IT Architecture’s Role In Solving Technical Debt.pdf
Alan McSweeney
This paper describes how technologies such as data pseudonymisation and differential privacy technology enables access to sensitive data and unlocks data opportunities and value while ensuring compliance with data privacy legislation and regulations.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
Alan McSweeney
Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation. Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value. These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data. There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data: • Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed • Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data • Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required. Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic. Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
Alan McSweeney
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt. The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics. The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution. The complete solution security view should refer explicitly to the components and their controls. While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions. There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security. Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks. Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation. The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components. Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
Solution Security Architecture
Solution Security Architecture
Alan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation). Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications. One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape. The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances. These notes cover the following topics: • Solution And Process Automation – The Wider Technology And Approach Landscape • Business Processes, Business Solutions And Automation • Organisation Process Model • Strategic And Tactical Automation • Deciding On The Scope Of Automation • Digital Strategy, Digital Transformation And Automation • Specifying The Automation Solution • Business Process Model and Notation (BPMN) • Sample Business Process – Order To Cash • RPA (Robotic Process Automation)
Solution Architecture And (Robotic) Process Automation Solutions
Solution Architecture And (Robotic) Process Automation Solutions
Alan McSweeney
These notes discuss the related topics of Data Profiling, Data Catalogs and Metadata Harmonisation. It describes a detailed structure for data profiling activities. It identifies various open source and commercial tools and data profiling algorithms. Data profiling is a necessary pre-requisite activity in order to construct a data catalog. A data catalog makes an organisation’s data more discoverable. The data collected during data profiling forms the metadata contained in the data catalog. This assists with ensuring data quality. It is also a necessary activity for Master Data Management initiatives. These notes describe a metadata structure and provide details on metadata standards and sources.
Data Profiling, Data Catalogs and Metadata Harmonisation
Data Profiling, Data Catalogs and Metadata Harmonisation
Alan McSweeney
This document compares published COVID-19 mortality statistics for Ireland with publicly available mortality data extracted from informal public data sources. This mortality data is taken from published death notices on the web site www.rip.ie. This is used a substitute for poor quality and long-delayed officially published mortality statistics. Death notice information on the web site www.rip.ie is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data and the level of detail is very low. However, the extraction of death notice data and its conversion into a usable and accurate format requires a great deal of processing. The objective of this analysis is to assess the accuracy of published COVID-19 mortality statistics by comparing trends in mortality over the years 2014 to 2020 with both numbers of deaths recorded from 2020 to 2021 and the COVID-19 statistics. It compares number of deaths for the seven 13-month intervals: 1. Mar 2014 - Mar 2015 2. Mar 2015 - Mar 2016 3. Mar 2016 - Mar 2017 4. Mar 2017 - Mar 2018 5. Mar 2018 - Mar 2019 6. Mar 2019 - Mar 2020 7. Mar 2020 - Mar 2021 It focuses on the seventh interval which is when COVID-19 deaths have occurred. It combines an analysis of mortality trends with details on COVID-19 deaths. This is a fairly simplistic analysis that looks to cross-check COVID-19 death statistics using data from other sources. The subject of what constitutes a death from COVID-19 is controversial. This analysis is not concerned with addressing this controversy. It is concerned with comparing mortality data from a number of sources to identify potential discrepancies. It may be the case that while the total apparent excess number of deaths over an interval is less than the published number of COVID-19 deaths, the consequence of COVID-19 is to accelerate deaths that might have occurred later in the measurement interval. Accurate data is needed to make informed decisions. Clearly there are issues with Irish COVID-19 mortality data. Accurate data is also needed to ensure public confidence in decision-making. Where this published data is inaccurate, this can lead of a loss of this confidence that can exploited.
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...
Alan McSweeney
This analysis looks at the potential impact that large numbers of electric vehicles could have on electricity demand, electricity generation capacity and on the electricity transmission and distribution grid in Ireland. It combines data from a number of sources – electricity usage patterns, vehicle usage patterns, electric vehicle current and possible future market share – to assess the potential impact of electric vehicles. It then analyses a possible approach to electric vehicle charging where the domestic charging unit has some degree of decentralised intelligence and decision-making capability in deciding when to start vehicle charging to minimise electricity usage impact and optimise electricity generation usage. The potential problem to be addressed is that if large numbers of electric cars are plugged-in and charging starts immediately when the drivers of those cars arrive home, the impact on demand for electricity will be substantial.
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...
Alan McSweeney
This describes a structured approach to validating data used to construct and use an operational risk model. It details an integrated approach to operational risk data involving three components: 1. Using the Open Group FAIR (Factor Analysis of Information Risk) risk taxonomy to create a risk data model that reflects the required data needed to assess operational risk 2. Using the DMBOK model to define a risk data capability framework to assess the quality and accuracy of risk data 3. Applying standard fault analysis approaches - Fault Tree Analysis (FTA) and Failure Mode and Effect Analysis (FMEA) - to the risk data capability framework to understand the possible causes of risk data failures within the risk model definition, operation and use
Operational Risk Management Data Validation Architecture
Operational Risk Management Data Validation Architecture
Alan McSweeney
These notes describe a generalised data integration architecture framework and set of capabilities. With many organisations, data integration tends to have evolved over time with many solution-specific tactical approaches implemented. The consequence of this is that there is frequently a mixed, inconsistent data integration topography. Data integrations are often poorly understood, undocumented and difficult to support, maintain and enhance. Data interoperability and solution interoperability are closely related – you cannot have effective solution interoperability without data interoperability. Data integration has multiple meanings and multiple ways of being used such as: - Integration in terms of handling data transfers, exchanges, requests for information using a variety of information movement technologies - Integration in terms of migrating data from a source to a target system and/or loading data into a target system - Integration in terms of aggregating data from multiple sources and creating one source, with possibly date and time dimensions added to the integrated data, for reporting and analytics - Integration in terms of synchronising two data sources or regularly extracting data from one data sources to update a target - Integration in terms of service orientation and API management to provide access to raw data or the results of processing There are two aspects to data integration: 1. Operational Integration – allow data to move from one operational system and its data store to another 2. Analytic Integration – move data from operational systems and their data stores into a common structure for analysis
Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...
Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...
Alan McSweeney
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions. The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown. The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Ireland 2019 and 2020 Compared - Individual Charts
Ireland 2019 and 2020 Compared - Individual Charts
Alan McSweeney
This describes the use of published death notices on the web site www.rip.ie as a substitute to officially published mortality statistics. This analysis uses data from RIP.ie for the years 2014 to 2020. Death notice information is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data.
Analysis of Irish Mortality Using Public Data Sources 2014-2020
Analysis of Irish Mortality Using Public Data Sources 2014-2020
Alan McSweeney
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions. The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown. The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Ireland – 2019 And 2020 Compared In Data
Ireland – 2019 And 2020 Compared In Data
Alan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile. Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities. The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps. The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function: 1. Information Technology Strategy, Management and Governance 2. Technology and Platforms Standards Development and Management 3. Technology and Solution Consulting and Delivery 4. Operational Run The Business/Business as Usual/Service Provision 5. Change The Business/Development and Introduction of New Services In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service. The following IT capability models have been evaluated: • IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components • European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies • ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices • COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes • APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes • IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities The following model has not been evaluated • Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Review of Information Technology Function Critical Capability Models
Review of Information Technology Function Critical Capability Models
Alan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function. IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles. This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model. The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain: • Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management • Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes • Design Chain Operations Reference model (DCOR) - Manages the product and service development processes • Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function: • IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities • Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills • European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies • ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil • COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
Critical Review of Open Group IT4IT Reference Architecture
Critical Review of Open Group IT4IT Reference Architecture
Alan McSweeney
This analysis seeks to determine if there are excess deaths that occurred in Ireland in the interval Jan – Jun 2020 that can be attributed to COVID-19. Excess deaths means deaths in excess of the number of expected deaths plus the number of deaths directly attributed to COVID-19. On the other hand a deficiency of deaths would occur when the number of expected deaths plus the number of deaths directly attributed to COVID-19 is less than the actual deaths. This analysis uses number of deaths taken from the web site RIP.ie to generate an estimate of the number of deaths in Jan – Jun 2020 in the absence of any other official source. The last data extract from the RIP.ie web site was taken on 3 Jul 2020. The analysis uses historical data from RIP.ie from 2018 and 2019 to assess its accuracy as a data source. The analysis then uses the following three estimation approaches to assess the excess or deficiency of deaths: 1. The pattern of deaths in 2020 can be compared to previous comparable year or years. The additional COVID-19 deaths can be added to the comparable year and the difference between the expected, actual from RIP.ie and actual COVID-19 deaths can be analysed to generate an estimate of any excess or deficiency. 2. The age-specific mortality rates described on page 16 can be applied to estimates of population numbers to generates an estimate of expected deaths. This can be compared to the actual RIP.ie and actual COVID-19 deaths to generate an estimate of any excess or deficiency. 3. The range of death rates per 1,000 of population as described in Figure 10 on page 16 can be applied to estimates of population numbers to generates an estimate of expected deaths. This can be compared to the actual RIP.ie and actual COVID-19 deaths to generate an estimate of any excess or deficiency.
Analysis of Possible Excess COVID-19 Deaths in Ireland From Jan 2020 to Jun 2020
Analysis of Possible Excess COVID-19 Deaths in Ireland From Jan 2020 to Jun 2020
Alan McSweeney
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Data Architecture for Solutions.pdf
Data Architecture for Solutions.pdf
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Solution Architecture and Solution Estimation.pdf
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...
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Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...
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IT Architecture’s Role In Solving Technical Debt.pdf
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Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
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Data Profiling, Data Catalogs and Metadata Harmonisation
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Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...
Operational Risk Management Data Validation Architecture
Operational Risk Management Data Validation Architecture
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Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...
Ireland 2019 and 2020 Compared - Individual Charts
Ireland 2019 and 2020 Compared - Individual Charts
Analysis of Irish Mortality Using Public Data Sources 2014-2020
Analysis of Irish Mortality Using Public Data Sources 2014-2020
Ireland – 2019 And 2020 Compared In Data
Ireland – 2019 And 2020 Compared In Data
Review of Information Technology Function Critical Capability Models
Review of Information Technology Function Critical Capability Models
Critical Review of Open Group IT4IT Reference Architecture
Critical Review of Open Group IT4IT Reference Architecture
Analysis of Possible Excess COVID-19 Deaths in Ireland From Jan 2020 to Jun 2020
Analysis of Possible Excess COVID-19 Deaths in Ireland From Jan 2020 to Jun 2020
Último
These are the slides delivered in a workshop at Data Innovation Summit Stockholm April 2024, by Kristof Neys and Jonas El Reweny.
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Neo4j
My presentation at the Lehigh Carbon Community College (LCCC) NSA GenCyber Cyber Security Day event that is intended to foster an interest in the cyber security field amongst college students.
GenCyber Cyber Security Day Presentation
GenCyber Cyber Security Day Presentation
Michael W. Hawkins
Presented by Mike Hicks
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Presentation on how to chat with PDF using ChatGPT code interpreter
naman860154
ICT role in 21 century education. How to ICT help in education
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presentation ICT roal in 21st century education
jfdjdjcjdnsjd
Axa Assurance Maroc - Insurer Innovation Award 2024
Axa Assurance Maroc - Insurer Innovation Award 2024
Axa Assurance Maroc - Insurer Innovation Award 2024
The Digital Insurer
Copy of the slides presented by Matt Robison to the SFWelly Salesforce user group community on May 2 2024. The audience was truly international with attendees from at least 4 different countries joining online. Matt is an expert in data cloud and this was a brilliant session.
Data Cloud, More than a CDP by Matt Robison
Data Cloud, More than a CDP by Matt Robison
Anna Loughnan Colquhoun
Cisco CCNA
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CNv6 Instructor Chapter 6 Quality of Service
giselly40
I've been in the field of "Cyber Security" in its many incarnations for about 25 years. In that time I've learned some lessons, some the hard way. Here are my slides presented at BSides New Orleans in April 2024.
The 7 Things I Know About Cyber Security After 25 Years | April 2024
The 7 Things I Know About Cyber Security After 25 Years | April 2024
Rafal Los
writing some innovation for development and search
Boost Fertility New Invention Ups Success Rates.pdf
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sudhanshuwaghmare1
Presented by Sergio Licea and John Hendershot
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ThousandEyes
The presentation explores the development and application of artificial intelligence (AI) from its inception to its current status in the modern world. The term "artificial intelligence" was first coined by John McCarthy in 1956 to describe efforts to develop computer programs capable of performing tasks that typically require human intelligence. This concept was first introduced at a conference held at Dartmouth College, where programs demonstrated capabilities such as playing chess, proving theorems, and interpreting texts. In the early stages, Alan Turing contributed to the field by defining intelligence as the ability of a being to respond to certain questions intelligently, proposing what is now known as the Turing Test to evaluate the presence of intelligent behavior in machines. As the decades progressed, AI evolved significantly. The 1980s focused on machine learning, teaching computers to learn from data, leading to the development of models that could improve their performance based on their experiences. The 1990s and 2000s saw further advances in algorithms and computational power, which allowed for more sophisticated data analysis techniques, including data mining. By the 2010s, the proliferation of big data and the refinement of deep learning techniques enabled AI to become mainstream. Notable milestones included the success of Google's AlphaGo and advancements in autonomous vehicles by companies like Tesla and Waymo. A major theme of the presentation is the application of generative AI, which has been used for tasks such as natural language text generation, translation, and question answering. Generative AI uses large datasets to train models that can then produce new, coherent pieces of text or other media. The presentation also discusses the ethical implications and the need for regulation in AI, highlighting issues such as privacy, bias, and the potential for misuse. These concerns have prompted calls for comprehensive regulations to ensure the safe and equitable use of AI technologies. Artificial intelligence has also played a significant role in healthcare, particularly highlighted during the COVID-19 pandemic, where it was used in drug discovery, vaccine development, and analyzing the spread of the virus. The capabilities of AI in healthcare are vast, ranging from medical diagnostics to personalized medicine, demonstrating the technology's potential to revolutionize fields beyond just technical or consumer applications. In conclusion, AI continues to be a rapidly evolving field with significant implications for various aspects of society. The development from theoretical concepts to real-world applications illustrates both the potential benefits and the challenges that come with integrating advanced technologies into everyday life. The ongoing discussion about AI ethics and regulation underscores the importance of managing these technologies responsibly to maximize their their benefits while minimizing potential harms.
Artificial Intelligence: Facts and Myths
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Joaquim Jorge
Imagine a world where information flows as swiftly as thought itself, making decision-making as fluid as the data driving it. Every moment is critical, and the right tools can significantly boost your organization’s performance. The power of real-time data automation through FME can turn this vision into reality. Aimed at professionals eager to leverage real-time data for enhanced decision-making and efficiency, this webinar will cover the essentials of real-time data and its significance. We’ll explore: FME’s role in real-time event processing, from data intake and analysis to transformation and reporting An overview of leveraging streams vs. automations FME’s impact across various industries highlighted by real-life case studies Live demonstrations on setting up FME workflows for real-time data Practical advice on getting started, best practices, and tips for effective implementation Join us to enhance your skills in real-time data automation with FME, and take your operational capabilities to the next level.
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
Safe Software
Discord is a free app offering voice, video, and text chat functionalities, primarily catering to the gaming community. It serves as a hub for users to create and join servers tailored to their interests. Discord’s ecosystem comprises servers, each functioning as a distinct online community with its own channels dedicated to specific topics or activities. Users can engage in text-based discussions, voice calls, or video chats within these channels. Understanding Discord Servers Discord servers are virtual spaces where users congregate to interact, share content, and build communities. Servers may revolve around gaming, hobbies, interests, or fandoms, providing a platform for like-minded individuals to connect. Communication Features Discord offers a range of communication tools, including text channels for messaging, voice channels for real-time audio conversations, and video channels for face-to-face interactions. These features facilitate seamless communication and collaboration. What Does NSFW Mean? The acronym NSFW stands for “Not Safe For Work,” indicating content that may be inappropriate for professional or public settings. NSFW Content NSFW content encompasses material that is sexually explicit, violent, or otherwise graphic in nature. It often includes nudity, profanity, or depictions of sensitive topics.
Understanding Discord NSFW Servers A Guide for Responsible Users.pdf
Understanding Discord NSFW Servers A Guide for Responsible Users.pdf
UK Journal
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04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
04-2024-HHUG-Sales-and-Marketing-Alignment.pptx
HampshireHUG
Stay safe, grab a drink and join us virtually for our upcoming "GenAI Risks & Security" Meetup to hear about how to uncover critical GenAI risks and vulnerabilities, AI security considerations in every company, and how a CISO should navigate through GenAI Risks.
GenAI Risks & Security Meetup 01052024.pdf
GenAI Risks & Security Meetup 01052024.pdf
lior mazor
Three things you will take away from the session: • How to run an effective tenant-to-tenant migration • Best practices for before, during, and after migration • Tips for using migration as a springboard to prepare for Copilot in Microsoft 365 Main ideas: Migration Overview: The presentation covers the current reality of cross-tenant migrations, the triggers, phases, best practices, and benefits of a successful tenant migration Considerations: When considering a migration, it is important to consider the migration scope, performance, customization, flexibility, user-friendly interface, automation, monitoring, support, training, scalability, data integrity, data security, cost, and licensing structure Next Wave: The next wave of change includes the launch of Copilot, which requires businesses to be prepared for upcoming changes related to Copilot and the cloud, and to consolidate data and tighten governance ShareGate: ShareGate can help with pre-migration analysis, configurable migration tool, and automated, end-user driven collaborative governance
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
sammart93
What are drone anti-jamming systems? The drone anti-jamming systems and anti-spoof technology protect against interference, jamming, and spoofing of the UAVs. To protect their security, countries are beginning to research drone anti-jamming systems, also known as drone strike weapons. The anti-jam and anti-spoof technology protects against interference, jamming and spoofing. A drone strike weapon is a drone attack weapon that can attack and destroy enemy drones. So what is so unique about this amazing system?
What Are The Drone Anti-jamming Systems Technology?
What Are The Drone Anti-jamming Systems Technology?
Antenna Manufacturer Coco
In this session, we will delve into strategic approaches for optimizing knowledge management within Microsoft 365, amidst the evolving landscape of Copilot. From leveraging automatic metadata classification and permission governance with SharePoint Premium, to unlocking Viva Engage for the cultivation of knowledge and communities, you will gain actionable insights to bolster your organization's knowledge-sharing initiatives. In this session, we will also explore how to facilitate solutions to enable your employees to find answers and expertise within Microsoft 365. You will leave equipped with practical techniques and a deeper understanding of how there is more to effective knowledge management than just enabling Copilot, but building actual solutions to prepare the knowledge that Copilot and your employees can use.
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
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Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
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Finology Group – Insurtech Innovation Award 2024
Finology Group – Insurtech Innovation Award 2024
Presentation on how to chat with PDF using ChatGPT code interpreter
Presentation on how to chat with PDF using ChatGPT code interpreter
presentation ICT roal in 21st century education
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Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
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