lunes, 30 de diciembre de 2013
sábado, 28 de diciembre de 2013
viernes, 27 de diciembre de 2013
miércoles, 25 de diciembre de 2013
martes, 24 de diciembre de 2013
domingo, 22 de diciembre de 2013
viernes, 20 de diciembre de 2013
BonitaSoft Ejemplo en Tiempo Real 35min (debéis registraros en el portal)
8 simple rules for achieving 'Lean IT'
What is the difference between Six Sigma, Lean, and PMP?
Lean Leadership Training
SCRUM vs. Kanban
is Kanban agile?
Kanban and Agile
What is Kanban? Kanban Software Tools
Where are Your Business Rules … In a Big-P Process Dead Zone?
jueves, 19 de diciembre de 2013
What you need to do to innovate
martes, 17 de diciembre de 2013
Webinar: Implementing BIAN Service Domains using the IFX Business Message Specification
lunes, 16 de diciembre de 2013
viernes, 13 de diciembre de 2013
What is Business Transformation?
Business transformation is a fundamental change in the way a business operates. Every company needs to continuously transform itself to stay ahead of the game, and to avoid slowly diminishing amongst the changing world around them.
Every consulting firm involved in business transformation will have its own variation of a definition, but the Business Transformation Academy provides us with the following:
“Business transformation is defined as a complex organizational change process affecting the entire value chain that has the potential to radically alter the company’s relationship with the wider economic and societal environment.”
Consult Llewellyn adopts the Business Transformation Academy’s BTM² framework which is made up of the following management 8 management disciplines:
- Strategy Management
- Value Management
- Risk Management
- Business Process Management
- Transformational IT Management
- Programme and Project Management
- Organisational Change Management
- Competence & Training Management
70% of transformations fail. Most due to insufficient attention to non-technical challenges such as value management, programme management and change management, and the mis-alignment of all management disciplines that span the transformation. Managers in transformation contexts often know what to do, and yet they fail to execute.
Engage external expertise to ensure your initiatives are managed as holistic business transformation programmes, encompassing the 8 management disciplines shown above. Don’t be another organisation that is sold a collection of IT projects which will be led by people who know IT transformational management well; but very little about the other 7 management disciplines of business transformation.
CONTACT CONSULT LLEWELLYN
Find contact details on our contact page here.
- See more at: http://www.consult-llewellyn.com/what-is-business-transformation/#sthash.H4oecsar.dpuf
jueves, 12 de diciembre de 2013
miércoles, 11 de diciembre de 2013
The Transformative Power of Enterprise Architecture - See more at: http://www.ecommercetimes.com/rsstory/74508.html#sthash.WrsOvLOO.dpuf
miércoles, 4 de diciembre de 2013
Capabilities are in fact the building blocks of business. A business capability typically defines what a business unit‘s purpose is (goals and objectives), its core competencies, and is therefore directly bound to business objectives and strategy. Capabilities provide a black-box view of those things the business can do, i.e. working on business artifacts (e.g. Business Processes, Catalogs). -
martes, 3 de diciembre de 2013
lunes, 2 de diciembre de 2013
domingo, 1 de diciembre de 2013
One of the most common mistakes that people make about Enterprise Architects is the notion that we are problem solvers. Yes, EA solves problems, but to frame EA in those terms is like saying that an ER Doctor is a bandage changer.
To help clarify the distinction between a “problem solver” and an Enterprise Architect, I will illustrate the logical argument for both, and show their differences.
Task: understand the problems and solve them
Task: understand the opportunities for the enterprise to be better aligned to its vision and focus attention on them.
- Find people who know what the problems are, and ask them.
- Look for root causes to those specific problems, narrowing focus to the ones that contribute to a desirable outcome.
- Describe solutions to those problems
- Collect and analyze information to understand the organization.
- Design the organization to meet the desired level and type of value delivery.
- Design ways to change the organization and ask why they didn’t already change on their own.
- Look for root causes and underlying challenges.
- Focus attention on the obstacles that prevent normal mechanisms from addressing the problem.
Results: well understood problems that are commonly ignored get solved (without addressing “why they were ignored”).
Results: opportunities that no one wants to see or problems that people are afraid to solve are discussed and addressed.
The left column is what business analysis is for. It is what solution architecture is for. It is NOT what Enterprise Architecture is for. I don’t care how good you are at doing the stuff on the left. I don’t care how well it has worked for you in the past while working as an EA. The “raison d'être” of EA is not to solve well-understood problems. It exists to find out why the organization hasn’t seen the obstacles that actually prevent success, hasn’t removed them, and hasn’t figured out how to cope with them.
Five blind men describe an elephant, each in different ways. The EA is the sixth blind man. He listens to the other five and says “the problem is not that an elephant is like a fan or a rope or a wall… the problem is that it is standing in the living room, and dropping large amounts of waste on the floor. Problem solvers try to find a better way to feed the elephant and remove it’s waste. Enterprise Architects asks why everyone is standing in the same room as an elephant.
miércoles, 27 de noviembre de 2013
- Strategic Business Objective [SBO]
- Business Planning Goal [BPO]
- Critical Success Factors [CSF]
- Key Performance Indicator [KPI]
- Process Performance Indicator [PPI] - the process level
martes, 26 de noviembre de 2013
Redefining traceability in Enterprise Architecture and implementing the concept with TOGAF 9.1 and/or ArchiMate 2.0
Enterprise Architecture in Spanish
sábado, 23 de noviembre de 2013
viernes, 22 de noviembre de 2013
jueves, 21 de noviembre de 2013
A practical guide to developing enterprise architecture
lunes, 18 de noviembre de 2013
about questions from my strudents
domingo, 17 de noviembre de 2013
TOGAF 9 – The TOGAF Document Categorization Model
martes, 12 de noviembre de 2013
Equipping Your Toolbox with TOGAF Building Blocks
Does anyone really understand the TOGAF concept of "building blocks"?
domingo, 10 de noviembre de 2013
viernes, 8 de noviembre de 2013
jueves, 7 de noviembre de 2013
miércoles, 6 de noviembre de 2013
martes, 5 de noviembre de 2013
Enterprise Architect Job
Date: Oct 12, 2013
Location: Barcelona, ES
Job Category: Services & Consulting
Location: Barcelona, ES
Job ID: 851236-122771
you ready to seize an opportunity to work with established and innovative enterprises in a long-term relationship? Looking to work closely with top Line of Business and IT Executives in large Enterprises, to accelerate the achievement of business objectives through a roadmap of pragmatic technology adoption? Can you do this in a heterogeneous IT environment involving multiple platforms and technologies? Want to connect the solutions you envision to the business and measure impact to the bottom line of your customer? Interested in leveraging your abstract thinking skills and employing strong architectural skills to create innovative solutions for the largest organizations in the world?
Microsoft Services helps customers realize their full potential through accelerated adoption and productive use of Microsoft technologies. We are a global team of exceptional people who deliver world-class services with partners, earning customer confidence, trust, and loyalty by improving the overall customer-and-partner experience, serving as the customer advocates within Microsoft and driving customer-centric product improvement.
The strategic role in Enterprise Services delivers advisory and planning services to Microsoft’s top enterprise customers. The role enables customers to achieve their most challenging business and organizational goals while leveraging value from their current and future investment in the Microsoft Platform. Through a programmatic approach and objective assessment of the customer’s existing business imperatives and IT investments this role systematically plans, orchestrates, and contributes to the development and execution of their customer’s strategic technology plan to align with the broader business goals in an innovative fashion. They will provide industry best practice advice and boost the likelihood of successful integration of Microsoft technologies including integration and interoperability in a heterogeneous environment. In addition to building their own personal network, they will be provided an extensive network of colleagues with complementary competencies and draw on these resources expertise to enhance the overall service provided by Microsoft to customers. The sections below identify the key areas and offer insight into the more common activities:
- Relationship-driven differentiation: What this role provides to customers is unique and available only from Microsoft. They advocate on behalf of the customer back into the Microsoft organization and maximize the value delivered from the relationship. Core activities include:
o Arranging Executive Briefing Center visits and bi-directional connection with Microsoft Product Development Groups and many other teams and communities.
o Facilitating the Customer’s uptake of Technology Adoption Programs for early advantage from pre-released Microsoft Products.
o Harnessing insights from groups like Microsoft Research, one of the largest sponsored technology research organizations worldwide. You also have access to the ‘Library’, a catalog of reference architectures, blueprints, industry insights and benchmark data that adds unique value.
o Facilitating customer IT staff development.
- Business-driven portfolio value management: The role takes a principled approach first to understand the customer’s needs and then to develop roadmaps of change that realize value from their Microsoft investment across a heterogeneous IT environment. Activities include:
o Creating business case development and benefits management programs that define, track and report accrued value through the optimal application of IT to business challenges.
o Orchestrating and/or designing and architecting solutions that leverage both the investment made in the Microsoft Enterprise Agreement and the customer’s current heterogeneous IT environment in the best interests of the customer, driven through a program of orchestrated change and drawing from the collective know-how of Microsoft.
o Providing portfolio governance and oversight to drive lifecycle optimization and alignment across all Microsoft-related strategy and planning initiatives.
- Teaming to accelerate value: When a Microsoft customer invests in an Enterprise Agreement license with Microsoft, the Architect, Enterprise Architecture accelerates the time-to-value by aligning the technology deployment and business adoption plans with customer organizational objectives. Activities to support this objective include:
o Creating architectural and technology roadmaps that result in stronger business/IT alignment and that drive adoption and value from the Enterprise Agreement.
o Orchestrating the use of the Microsoft network of resources formally from within the Advisor’s individual engagement. This can range from formal Solution Architecture through to general technology consulting and beyond. Likewise an Advisor may be called on by colleagues to contribute from their area of specialization in other large engagements or to team with the support team around specific customer initiatives.
- Practice development: This role will contribute to the growth and maturity of the local and international communities provide mentorship, foster knowledge transfer, and lead by example. In addition, opportunities
exist to drive IP development and reuse initiatives and drive best or proven practice in architecture, planning, and customer engagement.
- Business development: This role will be expected and have the opportunity to bring their years of experience and expertise to bear on local business development opportunities and contribute to thought leadership within and across both their local Microsoft business and more broadly across other Microsoft businesses.
In addition to the above activities, it is expected that the successful candidate will have significant experience in at least one specialization from the three categories below:
- Industry: The following are higher priorities: Public Sector; Banking; Telco; Manufacturing; Energy
- Microsoft Strategic priorities: Cloud/S+S; Enterprise level / Mission Critical Applications; Optimized Desktop; Unified Communications and Collaboration
- Architect, Enterprise Architecture Specializations:
o Business Value analysis and benefits management
o Enterprise-level Architecture
o Business Architecture
o Information Architecture
o IT Governance
o IT Portfolio Lifecycle Optimization
o Organizational Change Management
o Organizational Design
o IT-led Business Innovation
This role understands interoperability issues and the strengths and weaknesses of platforms and products, and is able to provide a trusted voice at the decision-making table. Typically with IT sponsorship, they develop relationships with key line-of-business executives, putting them in position to translate early business needs and insights into actionable IT strategy and assist IT in driving these initiatives to early results and business value. This work encompasses a solid understanding of business and IT strategy, a principled approach to broader architectural challenges and opportunities, and a great grasp of technology and solutions.
If you meet the above profile, we’d really like to talk with you.
Qualifications and Experience:
- Must have a combination of a degree (Computer Science, Social Science or Business), and equivalent work experience
- At least 8 - 10 years related IT experience
- Must have a proven record of delivering business value from Information Technology at an executive level
- Candidates must have a deep understanding of markets, industries, business, customers, and technology. Work experience should involve a mix of business and technology consulting across the lifecycle of Information Technology (examples may include assessment and analysis, design, business case development, architecture, envisioning, planning, deployment, benefits analysis, and management)
- The ability and background experience to provide leadership in the practice, and a demonstrated effectiveness in consulting and client management
- Executive-level interpersonal and writing skills
- Experience at forming and leading virtual teams
Microsoft is an equal opportunity employer and supports workforce diversity. All applications for vacant positions will be welcomed and will be considered on the relative merits of the applicant against the role profile for the position regardless of colour, race, nationality, ethnic origin, sex, gender, sexual orientation, marital status, disability, parental responsibilities, age, religion, or belief”.
Ingeniero Superior para consultoría estratégica
Ofertas de trabajo en KPMG Asesores S.L
Nombre de la empresa:
KPMG Asesores S.L
Ingeniero Superior para consultoría estratégica
Management Consulting IT
Personal a cargo:
Número de vacantes:
Descripción de la oferta:
¿Te gustaría trabajar en una de las cuatro empresas mejor valoradas de España?
¡Esta es tu oportunidad! ¡Únete a KPMG!
KPMG ha sido elegida tres años consecutivos empresa Top para Trabajar, y a nivel internacional es del mismo modo un referente deseado por los mejores profesionales del mundo.
KPMG en España es una de las principales firmas de servicios profesionales, con un claro enfoque sectorial.
El foco de nuestros servicios está dirigido a ayudar a nuestros clientes a aprovechar nuevas oportunidades, a mejorar su gestión, a gestionar sus riesgos y a crear valor, tanto para sus accionistas como para otros grupos de interés.
El equipo de KPMG de Management Consulting IT acaba de iniciar el proceso de recruiting para posiciones de juniors, recién licenciados o personas con 1-2 años de experiencia.
Las principales responsabilidades de un executive incluyen:
- Apoyar a los equipos en los proyectos con nuestros clientes
- Buscar, recolectar y analizar información y sacar conclusiones relevantes
- Redactar informes para los clientes
- Preparar presentaciones impactantes y entregables de calidad
- Adquirir nuevos conocimientos y ganar experiencia
Ingeniero Superior - Ingeniero en Informática
Imprescindible residente en:
Buscamos a personas dinámicas, con conocimientos tecnológicos y de negocios, una gran capacidad de adaptación y un interés pronunciado en la consultoría estratégica de tecnología.
Valoraremos los siguientes puntos:
- Carrera tecnológica (ingeniero informático, ingeniero de sistemas, etc.)
- Postgrado de negocios (Master en gestión y admón de empresas, Master en finanzas, MBA, etc.)
- Conocimientos técnicos: arquitectura de aplicaciones empresariales, arquitectura de red, gestión de proyectos tecnológicos.
- Experiencia previa en consultoras tecnológicas.
- Certificaciones: PMP – ITIL – CGEIT – TOGAF.
lunes, 4 de noviembre de 2013
domingo, 3 de noviembre de 2013
jueves, 31 de octubre de 2013
WHAT IS CORPORATE STRATEGY, REALLY?
What is Strategy
miércoles, 30 de octubre de 2013
martes, 29 de octubre de 2013
Mapping of EA-In-A-Box Facets to TOGAF Architecture Development Method (ADM) Phases
Prelim Phase: Framework & Principles
Phase A: Architecture Vision
Phase B: Business Architecture
Phase C: Data Architecture
Phase C: Application Architecture
Phase D: Technology Architecture
Phase E: Opportunities & Solutions
Phase F: Migration Planning
Phase G: Implementation Governance
Phase H: Architecture Change Mgmt
Architecture Requirements Management
- See more at: http://www.aprocessgroup.com/offerings/offering-07-02-adm-map/#sthash.w6Z0B2Ke.dpuf
Strategy: A CIO Success Kit, Gartner Executive Programs’ (March, 2009).
Covers business models, business strategy, growth markets served, customer segments and relevant technology trends.
Drive behaviours and provide a framework to guide the IT leadership team’s strategic decisions.
Covers the scope, depth and breadth, of IT services and processes provided by the IT team.
Clarifies the organisations strategic ambitions of “How we will win” and it is about the overall direction to drive business success.
The definition of decision rights and the accountability framework to encourage desirable behaviour in the use of IT – how IT decisions get made strategically.
Enterprise Architecture (EA)
The construct used to describe the relationship between the organisations business, applications, technology and information services.
Used to bridge the gap between out-ward facing corporate strategy and inward-facing internal plans and activities
IT Financial Management
Describes how finances flow in and out of the IT function supported by planning, cost control and allocation financial processes
Assessment of the people capability and training needs today and in the future as well as critical HR processes.
Describes IT’s `value proposition’ to the business and should form the core of the IT teams strategy.
Used to measure success of the IT organisation clearly linked to business success metrics.
Covers the organisations approach to IT sourcing across the different IT services.
Describes IT contribution (if any) to the organisation’s innovation process and environment required to support this.
Project & Portfolio Management (PPM)
Covers the approach taken to determine the optimal mix and sequencing of proposed IT projects to best achieve the organization’s business goals.
Describes linkages between the strategy components such as the inter-dependencies between project portfolio management, EA and the application portfolio life cycle.
What is Strategic Planning?
What is a Strategic Plan?
What is Strategic Management?
Business Model Vs. Strategy
The Role of the Business Model and Strategy for Business
Enterprise Architecture: Reflections on My Journey of Becoming A Systems Thinking Enterprise Architect