Training is the systematic development of attitudes, knowledge, and skills required by an individual or a team to perform a given task appropriately.
Ensuring that objectives and scope are clearly stated, executive sponsorship engaged, and communications among the stakeholders is open and frequent. Client teams must be experienced, have authority to make decisions and should be dedicated to the project.
Decision processes and decision rights must be defined, and a reasonable timeline must be established, communicated and monitored. Business Foundations It is crucial to identify the stakeholders and understand what they want most from an IT Rationalization.
This can entail consolidation of data center hardware, system software, communications networks, desk top computers, data center tools, end-user computing tools, and application software. Without first establishing the business foundations, IT Rationalization will be driven by inventory of existing systems rather than by aligning IT capabilities to business needs.
This foretells future problems during implementation. Establish which organizational, functional and governance aspects of the current state support future goals and which do not.
Focus on understanding the issues driving the assessment, the IT strategy and how well it aligns with the business strategy, and any constraints that exist, including regulatory, environment and security or privacy issues. Application Portfolio Assessment A successful rationalization project includes both a functional approach and a technical approach.
The functional approach describes what business processes the applications actually automate, and the technical approach describes how the applications are configured and operated. If only one of these approaches is used, a narrow view of the application portfolio will be created, which can lead to decisions based on incomplete or missing information.
Pay special attention to recent mergers, acquisitions, divestitures, and joint ventures. These situations present the greatest opportunity for positive change but also carry the risk of business disruption if changes are not made thoughtfully.
Enabling Technologies Assessment Staff familiarization and training is an important consideration when rationalizing any application portfolio.
The impact of rationalization will undoubtedly have ramifications to the organization, and must be taken into consideration. The assessment of an IT Portfolio is an iterative process. Information gleaned in later steps will require revisiting previous steps.
This process is a healthy process of discovery and adjustment that increases the quality of the assessment results.
Assessment of enabling technologies will require a great deal of user interaction. It is critical to involve a multi-discipline team of stakeholders in the review of technologies, avoiding assumptions and recommendations made in a vacuum.
The system software track covers operating system software, networking software, systems management tools, storage software, database management ERPs and teleprocessing monitors, data dictionaries, reporting tools, web technologies, end-user tools, code libraries, compilers, productivity tools imaging and workflow management systems, etc.
The emphasis is on how work comes into the IT organization and how it goes out. We focus on traditional capacity performance, utilization and consumption patterns along with ability to scale up and down. This aspect is important because changes to applications usually drive changes to hardware.
Proposed organizational changes sometimes create resistance-based organizational politics. Political issues need to be recognized and dealt with directly. Culture match is key to getting this phase right because this phase is the most opportune time for personal consequences to seep into the decision making process.
Leaders naturally worry about how their own performance will be measured and monitored, and they care about the effect of change on their employees. IT Governance and Enablement Strategy In every case where we have been consulted to remedy an unsatisfactory transformation outcome or outsourcing relationship, insufficient attention to and resourcing of governance has been a major contributing factor.
Getting this right the first time is of critical importance to the chances of success. Governance of a transformed state or an outsourcing relationship is significantly different from oversight of a vendor.
Make sure governance roles and staffing are determined appropriately. Start out by assuming that the core governance roles are full-time commitments Prepare extensively for committee meetings. It is in the initial meetings that trust and process become ingrained in the members of the governance team.
Once established, you want each meeting to be a formality where people already know and approve of what you seek.
If you get into any kind of disagreement, withdraw your suggestion so you can have more time to study it. You will come across as more open minded and caring. If the Board of Directors gets involved, pay special attention to the outside directors.
They are more attuned to corporate governance matters and will emphasize issues of counterparty risk and public policy, even if those issues seem to be tangents for IT.
The sourcing strategy can evolve over time, but needs an overall vision to guide the evolution. The service delivery model may be accomplished in stages, but must be viewed and designed holistically to ensure a cohesive, rational progression to the end state.
Experience with sourcing, both internal and external, is critical to achieving the desired business goals.AAPPL Guide. This "At-a-Glance" guide contains all the information you will need to get started with AAPPL. Set goals/strategies using the Score Descriptions and Sample Score Report on the Scores page.
Check out the tips Technology: Ask your Technology Coordinator to review the Technology FAQs. Request that an IT staff . It is my hope that these articles will provide a basic understanding of assessment principles – an understanding that everyone involved in maritime training should have.
This short introductory article discusses the limits and purpose of assessment, creating a . twice) and preparation for on-screen assessment in May. • Strong influence of exam-orientated DP teachers, who see the onscreen assessment as the preparation .
This report begins by defining the key terms used throughout the document and by providing a brief overview of national public health performance standards.
This overview is then followed by a description of Portland’s assessment process, including the purpose, tool, participants, benefits and limitations. Teaching with technology and digital literacy Guide to MYP eAssessment 1 Introduction The new IB Middle Years Programme (MYP) assessment model includes a range of strategies for assessing what During February , familiarization material will be published to further support students as they, with their teachers, prepare for the session.
Results were consistent with the hypothesis that the more unstable the assessment the lower the balance score compared to more stable conditions. For each measure, as the balance task became progressively more difficult, the Sway Balance System recorded a significant (p > ) decrease in the balance score.