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Integration Technologies
The typical organisation is now extremely complex, with dozens of different applications, databases, and processes all trying to interoperate at once. Although the ideal scenario would be that all these different pieces would come together and act as a single, well-oiled machine, in reality the picture is very different; the pieces of the puzzle are more likely to interfere with each other, causing system failures and crashes, than they are to mesh together. This is a serious business problem, and various approaches have tried to solve it; some of the most recent involve the use of advanced technologies and business models, such as Service-Oriented Architectures and the Enterprise Service Bus. Deployment of integration is a serious corporate responsibility, and this Report will be of interest to various C-level executives, as well as providing much-needed support to the management teams with the responsibility of making the strategy work. Topics include definitions of the advances that have been made in the integration space, including assessment of how organisations can plan for greater returns on their investment.
The typical organisation is now extremely complex, with dozens of different applications, databases, and processes all trying to interoperate at once. Although the ideal scenario would be that all these different pieces would come together and act as a single, well-oiled machine, in reality the picture is very different; the pieces of the puzzle are more likely to interfere with each other, causing system failures and crashes, than they are to mesh together. This is a serious business problem, and various approaches have tried to solve it; some of the most recent involve the use of advanced technologies and business models, such as Service-Oriented Architectures and the Enterprise Service Bus. Deployment of integration is a serious corporate responsibility, and this Report will be of interest to various C-level executives, as well as providing much-needed support to the management teams with the responsibility of making the strategy work. Topics include definitions of the advances that have been made in the integration space, including assessment of how organisations can plan for greater returns on their investment.
30/06/05
Security Management
The principal objectives of this report are to provide security decision makers and other key security staff with a detailed understanding of Security Management, in order to highlight the importance and benefits that can be achieved from the building of an integrated Security Management infrastructure.
The principal objectives of this report are to provide security decision makers and other key security staff with a detailed understanding of Security Management, in order to highlight the importance and benefits that can be achieved from the building of an integrated Security Management infrastructure.
30/06/05
DRM in the Public Sector
Butler Group does not believe that many Public sector organisations have a clear understanding of their obligations, to keep electronic copies of information. This Report explains the differences between Records Management (RM), and Document Management (DM) and how these apparently similar disciplines can be used to support service delivery.
Butler Group does not believe that many Public sector organisations have a clear understanding of their obligations, to keep electronic copies of information. This Report explains the differences between Records Management (RM), and Document Management (DM) and how these apparently similar disciplines can be used to support service delivery.
01/03/05
Document and Records Management
Butler Group does not believe that organisations in general have a clear understanding of their obligations, under current and pending regulations, to keep electronic copies of information, such as e-mails, as well as hard copy, such as letters and faxes. This is leading to confusion as to whether information should be kept at all, and if so for how long it needs to be retained. In our opinion, the only effective way to safely retain information, in a format where it cannot be altered, is to implement a Document and Records Management (DRM) solution. Unfortunately few organisations outside of the public sector have even a basic understanding of Records Management (RM), and how this differs from Document Management (DM) - the Report explains the important differences between these apparently similar disciplines., It is the view of Butler Group that the general ignorance surrounding DRM will cost organisations dearly as regulators get tougher on companies that fail to discover and retrieve information within the demanded timeframe., This Report will be of interest to IT Directors and CIOs, who will be likely candidates to hold the responsibility for managing DRM strategy in an organisation.
Butler Group does not believe that organisations in general have a clear understanding of their obligations, under current and pending regulations, to keep electronic copies of information, such as e-mails, as well as hard copy, such as letters and faxes. This is leading to confusion as to whether information should be kept at all, and if so for how long it needs to be retained. In our opinion, the only effective way to safely retain information, in a format where it cannot be altered, is to implement a Document and Records Management (DRM) solution. Unfortunately few organisations outside of the public sector have even a basic understanding of Records Management (RM), and how this differs from Document Management (DM) - the Report explains the important differences between these apparently similar disciplines., It is the view of Butler Group that the general ignorance surrounding DRM will cost organisations dearly as regulators get tougher on companies that fail to discover and retrieve information within the demanded timeframe., This Report will be of interest to IT Directors and CIOs, who will be likely candidates to hold the responsibility for managing DRM strategy in an organisation.
01/02/05
Managing the Storage of Information
The typical business generates huge amounts of data on a daily basis, and until recently the way to deal with this rising amount of stored data seemed to be simple - keep adding hardware, so that the storage limit could be increased. However, this approach has not worked …
The typical business generates huge amounts of data on a daily basis, and until recently the way to deal with this rising amount of stored data seemed to be simple - keep adding hardware, so that the storage limit could be increased. However, this approach has not worked …
01/02/05
Data Quality & Integrity
Businesses have failed, and will continue to do so, because they fail to make the management and control of data quality and integrity issues a top priority. Whilst outright business failure may seem extreme, the billions of Euros squandered by large organisations on resolving problems that can be blamed on the quality (or lack thereof) of their data is an undisputable fact. Associated costs present themselves in many ways, such as lost revenue stemming from customer discontent and a failure to recognise new opportunities, wasted resources including poor stock control, inventory management, shipping wrong goods, and the knock-on costs associated with having to correct such mistakes. This is not to mention the costs of data quality on decision-making, planning, and strategy formulation, which although difficult to measure, could clearly dwarf the operational impact., Data quality and integrity issues cannot be effectively managed after the event – the quality of data must be controlled from the beginning, not after a failure has done damage. Too many businesses are caught-up in a cycle of managing the downstream impact of data quality with disproportionate resources compared to implementing a proactive, ongoing data quality strategy., The Butler Group view is that data quality needs to be driven as far upstream as is practically possible. The message here is simple - don’t invest time and money trying to make spontaneous improvements, capture the problem and rectify it at source. In this regard, data quality needs to start before the actual data exists, in the form of rules, policies, constraints, and continual monitoring., Data cleansing, ETL, Data warehousing, OLAP and BI
Businesses have failed, and will continue to do so, because they fail to make the management and control of data quality and integrity issues a top priority. Whilst outright business failure may seem extreme, the billions of Euros squandered by large organisations on resolving problems that can be blamed on the quality (or lack thereof) of their data is an undisputable fact. Associated costs present themselves in many ways, such as lost revenue stemming from customer discontent and a failure to recognise new opportunities, wasted resources including poor stock control, inventory management, shipping wrong goods, and the knock-on costs associated with having to correct such mistakes. This is not to mention the costs of data quality on decision-making, planning, and strategy formulation, which although difficult to measure, could clearly dwarf the operational impact., Data quality and integrity issues cannot be effectively managed after the event – the quality of data must be controlled from the beginning, not after a failure has done damage. Too many businesses are caught-up in a cycle of managing the downstream impact of data quality with disproportionate resources compared to implementing a proactive, ongoing data quality strategy., The Butler Group view is that data quality needs to be driven as far upstream as is practically possible. The message here is simple - don’t invest time and money trying to make spontaneous improvements, capture the problem and rectify it at source. In this regard, data quality needs to start before the actual data exists, in the form of rules, policies, constraints, and continual monitoring., Data cleansing, ETL, Data warehousing, OLAP and BI
01/11/04
Exploiting Corporate Information Assets
Although every organisation collects and uses information, not everyone recognises it as an asset – and even those who do often struggle when trying to use their information more effectively., There can be many advantages to Exploiting Corporate Information Assets (ECIA), as the concept of information usage touches every operational aspect of the organisation. In theory, therefore, it is possible to feed captured information back into processes at almost any point in order to make them more informed and intelligent. Obvious examples of benefits include the ability to learn more rapidly from mistakes, react more dynamically to shifts in the market, and increase productivity in areas such as collaborative development of new products and services. The value proposition for an ECIA information strategy will certainly vary from organisation to organisation, and one of the intentions of this Report is to provoke thought on which operational areas would benefit the most from such an initiative., It is important to recognise that ECIA is mainly about using what the organisation already has in a more effective way, so this is not a Report about buying new technologies or systems. Instead, it encourages and supports more strategic initiatives involving existing resources, in order to improve the returns on investment from what the organisation is already using., As a Composite Butler Group Report, ECIA presents material from the whole range of Butler Group Research, conveniently presented in a single volume, which covers all aspects of developing, implementing, and improving an ECIA strategy.
Although every organisation collects and uses information, not everyone recognises it as an asset – and even those who do often struggle when trying to use their information more effectively., There can be many advantages to Exploiting Corporate Information Assets (ECIA), as the concept of information usage touches every operational aspect of the organisation. In theory, therefore, it is possible to feed captured information back into processes at almost any point in order to make them more informed and intelligent. Obvious examples of benefits include the ability to learn more rapidly from mistakes, react more dynamically to shifts in the market, and increase productivity in areas such as collaborative development of new products and services. The value proposition for an ECIA information strategy will certainly vary from organisation to organisation, and one of the intentions of this Report is to provoke thought on which operational areas would benefit the most from such an initiative., It is important to recognise that ECIA is mainly about using what the organisation already has in a more effective way, so this is not a Report about buying new technologies or systems. Instead, it encourages and supports more strategic initiatives involving existing resources, in order to improve the returns on investment from what the organisation is already using., As a Composite Butler Group Report, ECIA presents material from the whole range of Butler Group Research, conveniently presented in a single volume, which covers all aspects of developing, implementing, and improving an ECIA strategy.
01/11/04
Corporate Performance Management
What is CPM?, Most organisations will have elements of BI in place to help them analyse and understand historic performance and identify and track key trends. These organisations will also make varying use of budgeting and planning tools in order to project the future direction of the business in an attempt to predict or steer future performance. What is therefore needed is something to sit between these two elements, to have one eye on the past and another on the future, in order that performance against objectives can be clearly managed. In short, CPM brings these two areas together, giving the organisation a window onto performance - the ability to compare predictions, goals, and plan to operational execution., The report also reveals:, How a lack of focus to data quality is set to derail many organisational CPM initiatives., How CPM provides a framework for achieving a balanced view of company performance against strategy, targets, and goals., Why CPM needs to be implemented as a closed loop system, with the necessary elements of feedback, control, and external inputs., How CPM can play a central role in supporting compliance initiatives., That the disciplines required to properly implement and use CPM can enforce positive change within the business., How successful CPM initiatives need to blend technology with methodology., A roadmap for guiding CPM evaluation and deployment., The set of technologies that underpin CPM., Butler Group’s CPM-centric Business Control Model., A comparative analysis of the leading vendors., The vendors and products included in this report are:, Applix - Applix TM1 ., Business Objects - Business Objects Enterprise 6., Cognos - Cognos – CPM., CorVu Corporation - CorStrategy 5.0., Geac ® - Geac® Performance Management™ 6.03., Hyperion - Business Performance Management (Version 1)., Longview Solutions - Khalix 3.4., Oracle Corporation - Oracle CPM., OutlookSoft Corporation - Everest (Version 4.1)., SAS - Corporate Performance Management.
What is CPM?, Most organisations will have elements of BI in place to help them analyse and understand historic performance and identify and track key trends. These organisations will also make varying use of budgeting and planning tools in order to project the future direction of the business in an attempt to predict or steer future performance. What is therefore needed is something to sit between these two elements, to have one eye on the past and another on the future, in order that performance against objectives can be clearly managed. In short, CPM brings these two areas together, giving the organisation a window onto performance - the ability to compare predictions, goals, and plan to operational execution., The report also reveals:, How a lack of focus to data quality is set to derail many organisational CPM initiatives., How CPM provides a framework for achieving a balanced view of company performance against strategy, targets, and goals., Why CPM needs to be implemented as a closed loop system, with the necessary elements of feedback, control, and external inputs., How CPM can play a central role in supporting compliance initiatives., That the disciplines required to properly implement and use CPM can enforce positive change within the business., How successful CPM initiatives need to blend technology with methodology., A roadmap for guiding CPM evaluation and deployment., The set of technologies that underpin CPM., Butler Group’s CPM-centric Business Control Model., A comparative analysis of the leading vendors., The vendors and products included in this report are:, Applix - Applix TM1 ., Business Objects - Business Objects Enterprise 6., Cognos - Cognos – CPM., CorVu Corporation - CorStrategy 5.0., Geac ® - Geac® Performance Management™ 6.03., Hyperion - Business Performance Management (Version 1)., Longview Solutions - Khalix 3.4., Oracle Corporation - Oracle CPM., OutlookSoft Corporation - Everest (Version 4.1)., SAS - Corporate Performance Management.
01/06/04
