Our experience with enterprise systems began in the early 90s when manufacturing firms wanted to integrate material, manufacturing, distribution, and financial flows. The planning, reporting, and management visibility to both the shop floor and to the executive suite was worth the complexity. After the Year 2000 investments we started integrating internet application functionality in sales management (CRM) and human capital management across the corporation. We understand how to improve quality levels and develop lean systems for both service and manufacturing clients. Our enterprise methodology is cumulatively exhaustive and our experience is individually exclusive. Senior software engineers with business exposure are necessary in an outsourced world because clients still complain of out-of-budget and out-of-scope projects. Benchmarking studies across large corporate and middle-market firms identify three challenges that increase risk on technology projects.
The first risk is not capturing all business requirements during the analysis stage of the software development life cycle (SDLC.) The challenge is to improve the productivity of business engagements within the dimensions of influence and resistance. It is possible to increase the quality of communications inside the project team and increase the accuracy of requirements capture. It requires an understanding of the audience and both the portfolio and the project. For executives, requirements should be captured and managed at the portfolio level while users should continuously verify project requirements. The key spheres of influence are functional and operational requirements, conditions for success, quality and stability levels, and resource demands.
Languages & Certifications
PMP, SUN Microsoft, TOGAF, C, C++, C#, PRO*C Java, JSP, Jscript J2SE/J2EE, EJB, JPA PERL, SQL, PL/SQL, PHP Visual Basic, ASP, JavaScript, ColdFusion
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The second risk is not delivering applications in the sequence that provides most value to the business user. Scalable enterprise services and continuous project valuation mitigate this risk. As users vocalize value the project team should triage deliverables based on a ranking and scoring system and front load valuable projects. This achieves three goals. First it improves process cycle efficiency of the IT services organization which increases profitability. Second, it assures that delivery activities can be continuously evaluated and moved to maximize life-cycle value. Third, it will expose hidden, unused, or unproductively used capacity which can further be improved for greater project returns. SOA principles bring discipline to IT portfolio managers.
Environments & Databases
Windows, UNIX, LINUX, JBOSS WEBMethods, WebSphere, Oracle, SQLServer, Informix, Sybase, MySQL, PostgreSQL
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The third risk is interruption to downstream business activities. As application complexity increases alongside business complexity, project participants care about potential disruptions to customers, suppliers, regulators, and systems. Software architects and developers must embed application monitors and users must run simulations on business process management systems to mitigate this risk. Correlation analysis and root-cause analysis will identify issues prior to operational run-throughs and will improve service delivery and quality levels.
W3C Compliance
XML, ebXML, HTML WSDL, UDDI, SOA
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