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  • Three Principles to Fix Your Broken Organization

    - by Michael Snow
    Everyone's organization is broken in some capacity. For some this is painfully visible both inside and outside their organization. For others, there are cracks noticed by only the keenest trained eyes used to looking for problems in the midst of perfection. We all know that there is often incredible hope in the despair of chaos and recognition of your problems is the first step on the road to recovery. Let us help you in your path to recovery. Join our very own, Christian Finn,  this Thursday (11/15), as he guides you through three important principles you can take back to the office to start the mending process. (Above Image Credits: the BEST site on the web to make fun of our organizations and ourselves: http://www.despair.com/ ) His three principles are NOT "TeamWork", "Ignorance" and "Tradition", but - before jumping lower on this blog post to click and register for the upcoming webcast - I thought it would be a good opportunity to give you a little taste of what we have to offer beyond the array of our fabulous On-Demand webcasts from our Social Business Thought Leader Webcast Series featuring Christian as the host. Instead, here's a snippet from our marketing team friends across the pond in Europe, where they hosted a Social Business Forum recently and featured Christian in a segment.  Simple. Powerful. Proven. Face it, your organization is broken. Customers are not the focus they should be. Processes are running amok. Your intranet is a ghost town. And colleagues wonder why it’s easier to get things done on the Web than at work. What’s the solution?Join us for this Webcast. Christian Finn will talk about three simple, powerful, and proven principles for improving your organization through collaboration. Each principle will be illustrated by real-world examples. Discover: How to dramatically improve workplace collaboration Why improved employee engagement creates better business results What’s the value of a fully engaged customer Time to Fix What’s Broken Register now for this Webcast—the tenth in the Oracle Social Business Thought Leaders Series. Register Now Thurs., Nov. 15, 2012 10 a.m. PT / 1 p.m. ET Presented by: Christian Finn Senior Director, Product Management, Oracle Copyright © 2012, Oracle Corporation and/or its affiliates. All rights reserved. Contact Us | Legal Notices and Terms of Use | Privacy Statement

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  • Multichannel Digital Engagement: Find Out How Your Organization Measures Up

    - by Michael Snow
    This article was originally published in the September 2013 Edition of the Oracle Information InDepth Newsletter ORACLE WEBCENTER EDITION Thanks to mobile and social technologies, interactive online experiences are now commonplace. Not only that, they give consumers more choices, influence, and control than ever before. So how can you make your organization stand out? The key building blocks for delivering exceptional cross-channel digital experiences are outlined below. Also, a new assessment tool is available to help you measure your organization's ability to deliver such experiences. A clearly defined digital strategy. The customer journey is growing increasingly complex, encompassing multiple touchpoints and channels. It used to be easy to map marketing efforts to specific offline channels; for example, a direct mail piece with an offer to visit a store for a discounted purchase. Now it is more difficult to cultivate and track such clear cause-and-effect relationships. To deliver an integrated digital experience in this more complex world, organizations need a clearly defined and comprehensive digital marketing strategy that is backed up by an integrated set of software, middleware, and hardware solutions. Strong support for business agility and speed-to-market. As both IT and marketing executives know, speed-to-market and business agility are key to competitive advantage. That means marketers need solutions to support the rapid implementation of online marketing initiatives—plus the flexibility to adapt quickly to a changing marketplace. And IT needs tools with the performance, scalability, and ease of integration to support marketing efforts. Both teams benefit when business users are empowered to implement marketing initiatives on their own, with minimal IT intervention. The ability to deliver relevant, personalized content. Delivering a one-size-fits-all online customer experience is no longer acceptable. Customers expect you to know who they are, including their preferences and past relationship with your brand. That means delivering the most relevant content from the moment a visitor enters your site. To make that happen, you need a powerful rules engine so that marketers and business users can easily define site visitor segments and deliver content accordingly. That includes both implicit targeting that is based on the user’s behavior, and explicit targeting that takes a user’s profile information into account. Ideally, the rules engine can also intelligently weight recommendations when multiple segments apply to a specific customer. Support for social interactivity. With the advent of Facebook and LinkedIn, visitors expect to participate in and contribute to your web presence—and share their experience on their own social networks. That requires easy incorporation of user-generated content such as comments, ratings, reviews, polls, and blogs; seamless integration with third-party social networking sites; and support for social login, which helps to remove barriers to social participation. The ability to deliver connected, multichannel experiences that include powerful, flexible mobile capabilities. By 2015, mobile usage is projected to surpass that of PCs and other wired devices. In other words, mobile is an essential element in delivering exceptional online customer experiences. This requires the creation and management of mobile experiences that are optimized for delivery to the thousands of different devices that are in use today. Just as important, organizations must be able to easily extend their traditional web presence to the mobile channel and deliver highly personalized and relevant multichannel marketing initiatives while also managing to minimize the time and effort required to manage mobile sites. Are you curious to know how your organization measures up when it comes to delivering an engaging, multichannel digital experience? If so, take this brief, 15-question online assessment and see how your organization scores in the areas of digital strategy, digital agility, relevance and personalization, social interactivity, and multichannel experience.

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  • Fix Your Broken Organization

    - by Michael Snow
    Simple. Powerful. Proven. Face it, your organization is broken. Customers are not the focus they should be. Processes are running amok. Your intranet is a ghost town. And colleagues wonder why it’s easier to get things done on the Web than at work. What’s the solution?Join us for this Webcast. Christian Finn will talk about three simple, powerful, and proven principles for improving your organization through collaboration. Each principle will be illustrated by real-world examples. Discover: How to dramatically improve workplace collaboration Why improved employee engagement creates better business results What’s the value of a fully engaged customer Time to Fix What’s Broken Register now for this Webcast—the tenth in the Oracle Social Business Thought Leaders Series.

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  • Making a project open source on behalf of my organization

    - by rajesh
    I am working on a tool which has been developed for the use in my organization. Recently the management decided to make this open source. This will be the first open source contribution from my company and by me . How can I make a project open source which will also show that this is from this organization? Is just naming it as orgName_toolName sufficient or is there any other practice that is followed? I am planning to make this available in Github.

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  • Is it naughty to have a large utility file?

    - by banister
    In my C project I have quite a large utils.c file. It is really full of many utilities of different sorts. I feel a bit naughty just stuffing different miscellaneous functions in there. For example it has some utilities related to low level stuff such as a lowercase() function, and it also has some quite sophisticated utilities such as converting to/from different colour formats. My question is, is it very naughty to have such a large utils.c with many different types of utilities in it? Should I break it up into many different kinds of utility files? Such as graphics_utils.c and so on What do you think?

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  • where to store helper functions?

    - by ajsie
    i've got a lot of functions i create or copy from the web. i wonder if i should store them in a file that i just include into the script or should i store each function as a static method in a class. eg. i've got a getCurrentFolder() and a isFilePhp() function. should they be stored in a file as they are or each in a class: Folder::getCurrent() File::isPhp(); how do you do? i know this is kinda a "as u want" question but it would be great with some advices/best practices thanks.

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  • What system of administrative e-mail addresses does your organization use?

    - by Draco Flangetastic
    I'm getting ready to request a new batch of administrative e-mail addresses to replace an outdated hierarchy within my organization. I have the opportunity of choosing new aliases for 24/7 alert recipients, monitoring recipients, all team members, etc. What does your org use for these purposes? Groups in my org use things like: org-dept@, org-dept-all@, org-dept-alert@, org-dept-monitoring@, org-dept-status@. TIA!!!!!111

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  • design a large scale network for an organization

    - by Essam
    i want to design a large scale network for an organization with HQ and two branches. i want to use a class A subnet. if i am using the network address 30.0.0.0 for the whole organization how can it be different from another organization company or whatever which is using the same address in another country? now i have the three locations for this organization,so i need 5 subnets [one for the HQ,two for branch A and branch B , one for connecting A to HQ and one for connecting branch B with HQ since i will use central DHCP server at the HQ,is that (number of subnetting) right? is it advisable to use class A or class B for this organization it term of address that will be wasted (let's say it is a university with two branches in two different states)?!

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  • Lessons learnt in implementing Scrum in a Large Organization that has traditional values

    - by MarkPearl
    I recently had the experience of being involved in a “test” scrum implementation in a large organization that was used to a traditional project management approach. Here are some lessons that I learnt from it. Don’t let the Project Manager be the Product Owner First lesson learnt is to identify the correct product owner – in this instance the product manager assumed the role of the product owner which was a mistake. The product owner is the one who has the most to loose if the project fails. With a methodology that advocates removing the role of the project manager from the process then it is not in the interests of the person who is employed as a project manager to be the product owner – in fact they have the most to gain should the project fail. Know the time commitments of team members to the Project Second lesson learnt is to get a firm time commitment of the members on a team for the sprint and to hold them to it. In this project instance many of the issues we faced were with team members having to double up on supporting existing projects/systems and the scrum project. In many situations they just didn’t get round to doing any work on the scrum project for several days while they tried to meet other commitments. Initially this was not made transparent to the team – in stand up team members would say that had done some work but would be very vague on how much time they had actually spent using the blackhole of their other legacy projects as an excuse – putting up a time burn down chart made time allocations transparent and easy to hold the team to. In addition, how can you plan for a sprint without knowing the actual time available of the members – when I mean actual time, the exercise of getting them to go through all their appointments and lunch times and breaks and removing them from their time commitment helps get you to a realistic time that they can dedicate. Make sure you meet your minimum team sizes In a recent post I wrote about the difference between a partnership and a team. If you are going to do scrum in a large organization make sure you have a minimum team size of at least 3 developers. My experience with larger organizations is that people have a tendency to be sick more, take more leave and generally not be around – if you have a team size of two it is so easy to loose momentum on the project – the more people you have in the team (up to about 9) the more the momentum the project will have when people are not around. Swapping from one methodology to another can seem as waste to the customer It sounds bad, but most customers don’t care what methodology you use. Often they have bought into the “big plan upfront”. If you can, avoid taking a project on midstream from a traditional approach unless the customer has not bought into the process – with this particular project they had a detailed upfront planning breakaway with the customer using the traditional approach and then before the project started we moved onto a scrum implementation – this seemed as waste to the customer. We should have managed the customers expectation properly. Don’t play the role of the scrum master if you can’t be the scrum master With this particular implementation I was the “scrum master”. But all I did was go through the process of the formal meetings of scrum – I attended stand up, retrospectives and planning – but I was not hands on the ground. I was not performing the most important role of removing blockages – and by the end of the project there were a number of blockages “cropping up”. What could have been a better approach was to take someone on the team and train them to be the scrum master and be present to coach them. Alternatively actually be on the team on a fulltime basis and be the scrum master. By just going through the meetings of scrum didn’t mean we were doing scrum. So we failed with this one, if you fail look at it from an agile perspective As this particular project drew to a close and it became more and more apparent that it was not going to succeed the failure of it became depressing. Emotions were expressed by various people on the team that we not encouraging and enforced the failure. Embracing the failure and looking at it for what it is instead of taking it as the end of the world can change how you grow from the experience. Acknowledging that it failed and then focussing on learning from why and how to avoid the failure in the future can change how you feel emotionally about the team, the project and the organization.

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  • How valuable are you to your organization?

    - by Lance Shaw
    I don't know about you but I find it easy to get bogged down with the daily list of tasks and deliverables.  We all have lots to do and it all seems to be due tomorrow.  If you are reading this blog, than your to-do list is almost certainly filled with tasks related to the management, processing and publishing of information.  As we get mired in the daily routine of making sure that the content management needs of the organizations are met, we can easily lose sight of the value that we bring.  After all, if information and content is the lifeblood of our organizations, then surely maintaining the healthy flow of that information has real value.  But how can you measure that value and bring it forward on your résumé or your list of achievements in time for your next performance review? The AIIM organization has spent a lot of time recently researching the value of certification for "information professionals".  When it comes to enterprise content management (ECM) there are many areas of specialization including records management, content archivist, digital asset manager, content librarian and more.  Specialization can clearly drive up your value but it can also lock you into a narrow niche area of focus.  AIIM has found that what companies also need is someone that can apply their knowledge of how information is managed within the operational scope of the business in order to drive real, measurable strategic value.  When you can showcase the value of a broader, business-wide mindset to your management, you have more opportunity to make professional progress and drive real growth where it counts, your paycheck.   We here on the Oracle WebCenter team partnered with AIIM on the research they performed around the value of an information professional certification program. In a webinar this week, Doug Miles of AIIM and I will be talking about the results of that recent survey and what it is going to mean in the future to be recognized as a "Certified Information Professional" (CIP).  Oracle sponsored this research to help individuals and companies understand the value of enterprise content management and what it means across the entire organization. I hope you will join us. If any of us were stopped in the street and were asked about it, I bet most of us would think of ourselves as an "Information Professional".  Now we have a way to actually prove it!  There's only one downside that I can see...  you will have to get your business cards updated to include the "CIP" acronym after your name.  I think you will agree that is a price worth paying!

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  • Building Search Into Your Organization

    Most corporations understand that a great search strategy relies mostly on incorporating the absolute best practices throughout their organizations. Here are some tips to great content architecture across your organization.

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  • Fast lookup for organization hierarchy

    - by Élodie Petit
    I need a way to implement a fast lookup algorithm / system to find users very quickly in a multi-level department and multi-level employee/manager relation organization structure. Departments can have any level of departments and users directly connected to departments. User are connected to departments and other users at the same time. What would be the best approach to implement such a system? There will be approximately 2000 users and 30 departments. Is there a good way to hold all of this information on memory?

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  • S&OP best practices that can help your organization be more responsive and effective

    - by user717691
    If you want to increase revenue by quickly responding to market changes or want to ensure that your operating plans drive towards corporate financial goals, you need real-time sales and operations planning.Watch the replay of our recent Webcast to hear Christopher Neff from NCR Corporation discuss how NCR Corporation is leveraging Oracle's Real-Time Sales and Operations Planning solutions. Learn best practices that can help your organization be more responsive and effective. Discover how Oracle's comprehensive suite of best-in-class capabilities can: Synchronize plans and actions across the extended enterprise Maximize profits with the ability to sense, influence, and fulfill demand with industry leading demand management and real-time sales & operations Drive tactical decisions into operational planning and execution, while monitoring performance Profitably balance supply, demand, and budgets Move planning processes from periodic and reactive to real-time, iterative and proactive Register now for the on demand Webcast! http://www.oracle.com/webapps/dialogue/ns/dlgwelcome.jsp?p_ext=Y&p_dlg_id=8664804&src=6811174&Act=99NCR Corporation is a leader in Self Service Solution such as POS Solutions, Payment and Imaging Systems.

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  • Search Result Organization

    - by Vecta
    I'm creating an AJAX live search on a website I'm working on. Users will select values from a few dropdowns and a list of products will be returned based on what they select. Some possible fields would be: color, model, make, etc. What type of organization of search results do users tend to find most useful? Is it better to lump them all together (alphabatized) or is it more useful to lump them together by make? In the past I've tended to group them by "make" but I'm not concerned that this will continually force some items with a make toward the end of the alphabet always to the bottom of the list. Any tips are greatly appreciated.

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  • organization of DLL linked functions

    - by m25
    So this is a code organization question. I got my basic code working but when I expand it will be terrible. I have a DLL that I don't have a .lib for. Therefore I have to use the whole loadLibrary()/getprocaddress() combo. it works great. But this DLL that i'm referencing at 100+ functions. my current process is (1) typedef a type for the function. or typedef short(_stdcall *type1)(void); then (2) assign a function name that I want to use such as type1 function_1, then (3) I do the whole LoadLibrary, then do something like function_1 = (type1)GetProcAddress(hinstLib, "_mangled_funcName@5"); normally I would like to do all of my function definitions in a header file but because I have to do use the load library function, its not that easy. the code will be a mess. Right now i'm doing (1) and (2) in a header file and was considering making a function in another .cpp file to do the load library and dump all of the (3)'s in there. I considered using a namespace for the functions so I can use them in the main function and not have to pass over to the other function. Any other tips on how to organize this code to where it is readable and organized? My goals are to be able to use function_1 as a regular function in the main code. if I have to a ref::function_1 that would be okay but I would prefer to avoid it. this code for all practical purposes is just plane C at the moment. thanks in advance for any advice!

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  • Organization standards for large programs

    - by Chronicide
    I'm the only software developer at the company where I work. I was hired straight out of college, and I've been working here for several years. When I started, eveeryone was managing their own data as they saw fit (lots of filing cabinets). Until recently, I've only been tasked with small standalone projects to help with simple workflows. In the beginning of the year I was asked to make a replacement for their HR software. I used SQL Server, Entity Framework, WPF, along with MVVM and Repository/Unit of work patterns. It was a huge hit. I was very happy with how it went, and it was a very solid program. As such, my employer asked me to expand this program into a corporate dashboard that tracks all of their various corporate data domains (People, Salary, Vehicles/Assets, Statistics, etc.) I use integrated authentication, and due to the initial HR build, I can map users to people in positions, so I know who is who when they open the program, and I can show each person a customized dashboard given their work functions. My concern is that I've never worked on such a large project. I'm planning, meeting with end users, developing, documenting, testing and deploying it on my own. I'm part way through the second addition, and I'm seeing that my code is getting disorganized. It's still programmed well, I'm just struggling with the organization of namespaces, classes and the database model. Are there any good guidelines to follow that will help me keep everything straight? As I have it now, I have folders for Data, Repositories/Unit of Work, Views, View Models, XAML Resources and Miscellaneous Utilities. Should I make parent folders for each data domain? Should I make separate EF models per domain instead of the one I have for the entire database? Are there any standards out there for organizing large programs that span multiple data domains? I would appreciate any suggestions.

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  • Managing Matrix Relationships: Organization Visualization and Navigation

    - by Nancy Estell Zoder
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Normal 0 false false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Oracle is pleased to announce the posting of our latest feature, Matrix Relationship Administration. Our continued investment in our Organization Visualization and Navigation solution is demonstrated with the release of Matrix Relationship Administration as well as the enhancements made to our Org Viewer capabilities. Some of those enhancements include the ability to export to Excel and Visio, Search, Zoom, as well as the addition of Manager Self Service transactions. Matrix relationships are relationships defined by rules or ad hoc. These relationships can include, but are not limited to, product or project affiliations, functional groups including multi dimensional relationships such as when the product, region or even the customer is the profit center. The PeopleSoft solution will enable you to configure how you work in this multi dimensional world to ensure you have the tools to be productive……. For more information, please check out the datasheet available on oracle.com, video on the feature on YouTube or contact your sales representative.

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  • How to Set Up Your Enterprise Social Organization

    - by Mike Stiles
    The rush for business organizations to establish, grow, and adopt social was driven out of necessity and inevitability. The result, however, was a sudden, booming social presence creating touch points with customers, partners and influencers, but without any corporate social organization or structure in place to effectively manage it. Even today, many business leaders remain uncertain as to how to corral this social media thing so that it makes sense for their enterprise. Imagine their panic when they hear one of the most beneficial approaches to corporate use of social involves giving up at least some hierarchical control and empowering employees to publicly engage customers. And beyond that, they should also be empowered, regardless of their corporate status, to engage and collaborate internally, spurring “off the grid” innovation. An HBR blog points out that traditionally, enterprise organizations function from the top down, and employees work end-to-end, structured around business processes. But the social enterprise opens up structures that up to now have not exactly been embraced by turf-protecting executives and managers. The blog asks, “What if leaders could create a future where customers, associates and suppliers are no longer seen as objects in the system but as valued sources of innovation, ideas and energy?” What if indeed? The social enterprise activates internal resources without the usual obsession with position. It is the dawn of mass collaboration. That does not, however, mean this mass collaboration has to lead to uncontrolled chaos. In an extended interview with Oracle, Altimeter Group analyst Jeremiah Owyang and Oracle SVP Reggie Bradford paint a complete picture of today’s social enterprise, including internal organizational structures Altimeter Group has seen emerge. One sign of a mature social enterprise is the establishing of a social Center of Excellence (CoE), which serves as a hub for high-level social strategy, training and education, research, measurement and accountability, and vendor selection. This CoE is led by a corporate Social Strategist, most likely from a Marketing or Corporate Communications background. Reporting to them are the Community Managers, the front lines of customer interaction and engagement; business unit liaisons that coordinate the enterprise; and social media campaign/product managers, social analysts, and developers. With content rising as the defining factor for social success, Altimeter also sees a Content Strategist position emerging. Across the enterprise, Altimeter has seen 5 organizational patterns. Watching the video will give you the pros and cons of each. Decentralized - Anyone can do anything at any time on any social channel. Centralized – One central groups controls all social communication for the company. Hub and Spoke – A centralized group, but business units can operate their own social under the hub’s guidance and execution. Most enterprises are using this model. Dandelion – Each business unit develops their own social strategy & staff, has its own ability to deploy, and its own ability to engage under the central policies of the CoE. Honeycomb – Every employee can do social, but as opposed to the decentralized model, it’s coordinated and monitored on one platform. The average enterprise has a whopping 178 social accounts, nearly ¼ of which are usually semi-idle and need to be scrapped. The last thing any C-suite needs is to cope with fragmented technologies, solutions and platforms. It’s neither scalable nor strategic. The prepared, effective social enterprise has a technology partner that can quickly and holistically integrate emerging platforms and technologies, such that whatever internal social command structure you’ve set up can continue efficiently executing strategy without skipping a beat. @mikestiles

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  • How to Set Up Your Enterprise Social Organization?

    - by Richard Lefebvre
    By Mike Stiles on Dec 04, 2012 The rush for business organizations to establish, grow, and adopt social was driven out of necessity and inevitability. The result, however, was a sudden, booming social presence creating touch points with customers, partners and influencers, but without any corporate social organization or structure in place to effectively manage it. Even today, many business leaders remain uncertain as to how to corral this social media thing so that it makes sense for their enterprise. Imagine their panic when they hear one of the most beneficial approaches to corporate use of social involves giving up at least some hierarchical control and empowering employees to publicly engage customers. And beyond that, they should also be empowered, regardless of their corporate status, to engage and collaborate internally, spurring “off the grid” innovation. An HBR blog points out that traditionally, enterprise organizations function from the top down, and employees work end-to-end, structured around business processes. But the social enterprise opens up structures that up to now have not exactly been embraced by turf-protecting executives and managers. The blog asks, “What if leaders could create a future where customers, associates and suppliers are no longer seen as objects in the system but as valued sources of innovation, ideas and energy?” What if indeed? The social enterprise activates internal resources without the usual obsession with position. It is the dawn of mass collaboration. That does not, however, mean this mass collaboration has to lead to uncontrolled chaos. In an extended interview with Oracle, Altimeter Group analyst Jeremiah Owyang and Oracle SVP Reggie Bradford paint a complete picture of today’s social enterprise, including internal organizational structures Altimeter Group has seen emerge. One sign of a mature social enterprise is the establishing of a social Center of Excellence (CoE), which serves as a hub for high-level social strategy, training and education, research, measurement and accountability, and vendor selection. This CoE is led by a corporate Social Strategist, most likely from a Marketing or Corporate Communications background. Reporting to them are the Community Managers, the front lines of customer interaction and engagement; business unit liaisons that coordinate the enterprise; and social media campaign/product managers, social analysts, and developers. With content rising as the defining factor for social success, Altimeter also sees a Content Strategist position emerging. Across the enterprise, Altimeter has seen 5 organizational patterns. Watching the video will give you the pros and cons of each. Decentralized - Anyone can do anything at any time on any social channel. Centralized – One central groups controls all social communication for the company. Hub and Spoke – A centralized group, but business units can operate their own social under the hub’s guidance and execution. Most enterprises are using this model. Dandelion – Each business unit develops their own social strategy & staff, has its own ability to deploy, and its own ability to engage under the central policies of the CoE. Honeycomb – Every employee can do social, but as opposed to the decentralized model, it’s coordinated and monitored on one platform. The average enterprise has a whopping 178 social accounts, nearly ¼ of which are usually semi-idle and need to be scrapped. The last thing any C-suite needs is to cope with fragmented technologies, solutions and platforms. It’s neither scalable nor strategic. The prepared, effective social enterprise has a technology partner that can quickly and holistically integrate emerging platforms and technologies, such that whatever internal social command structure you’ve set up can continue efficiently executing strategy without skipping a beat. @mikestiles

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  • Why Executives Need Enterprise Project Portfolio Management: 3 Key Considerations to Drive Value Across the Organization

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Cambria","serif";} By: Guy Barlow, Oracle Primavera Industry Strategy Director Over the last few years there has been a tremendous shift – some would say tectonic in nature – that has brought project management to the forefront of executive attention. Many factors have been driving this growing awareness, most notably, the global financial crisis, heightened regulatory environments and a need to more effectively operationalize corporate strategy. Executives in India are no exception. In fact, given the phenomenal rate of progress of the country, top of mind for all executives (whether in finance, operations, IT, etc.) is the need to build capacity, ramp-up production and ensure that the right resources are in place to capture growth opportunities. This applies across all industries from asset-intensive – like oil & gas, utilities and mining – to traditional manufacturing and the public sector, including services-based sectors such as the financial, telecom and life sciences segments are also part of the mix. However, compounding matters is a complex, interplay between projects – big and small, complex and simple – as companies expand and grow both domestically and internationally. So, having a standardized, enterprise wide solution for project portfolio management is natural. Failing to do so is akin to having two ERP systems, one to manage “large” invoices and one to manage “small” invoices. It makes no sense and provides no enterprise wide visibility. Therefore, it is imperative for executives to understand the full range of their business commitments, the benefit to the company, current performance and associated course corrections if needed. Irrespective of industry and regardless of the use case (e.g., building a power plant, launching a new financial service or developing a new automobile) company leaders need to approach the value of enterprise project portfolio management via 3 critical areas: Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Cambria","serif";} 1. Greater Financial Discipline – Improve financial rigor and results through better governance and control is an imperative given today’s financial uncertainty and greater investment scrutiny. For example, as India plans a US$1 trillion investment in the country’s infrastructure how do companies ensure costs are managed? How do you control cash flow? Can you easily report this to stakeholders? 2. Improved Operational Excellence – Increase efficiency and reduce costs through robust collaboration and integration. Upwards of 66% of cost variances are driven by poor supplier collaboration. As you execute initiatives do you have visibility into the performance of your supply base? How are they integrated into the broader program plan? 3. Enhanced Risk Mitigation – Manage and react to uncertainty through improved transparency and contingency planning. What happens if you’re faced with a skills shortage? How do you plan and account for geo-political or weather related events? In summary, projects are not just the delivery of a product or service to a customer inside a predetermined schedule; they often form a contractual and even moral obligation to shareholders and stakeholders alike. Hence the intimate connection between executives and projects, with the latter providing executives with the platform to demonstrate that their organization has the capabilities and competencies needed to meet and, whenever possible, exceed their customer commitments. Effectively developing and operationalizing corporate strategy is the hallmark of successful executives and enterprise project and portfolio management allows them to achieve this goal. Article was first published for Manage India, an e-newsletter, PMI India.

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  • Eclipse organization: workspaces, working sets, projects, folders, multiple source folders, ....!!!

    - by Ricket
    There is quite a tier of organization in Eclipse. You can have multiple workspaces, each of which can have projects, these projects can be assigned to working sets, and then each project can have source folders... How do you use all this organization? Do you even use it all? Working sets are so hidden that I hardly know what they are; are they commonly used, or are they hidden because they are so uncommonly used? What is even the methodology behind all this? I'd like a good explanation of the recommended way to use all these different organizational layers, because at the moment I basically just have a bunch of random projects in a single workspace (the default %USER%/workspace folder) and it's getting to be quite an alphabetical mess. So in essence: How do you keep your Eclipse workspace(s) organized?

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  • Code Organization Connundrum: Web Project With Multiple Supporting DLLs?

    - by Code Sherpa
    Hi. I am trying to get a handle on the best practice for code organization within my project. I have looked around on the internet for good examples and, so far, I have seen examples of a web project with one or multiple supporting class libraries that it references or a web project with sub-folders that follow its namespace conventions. Assuming there is no right answer, this is what I currently have for code organization: MyProjectWeb This is my web site. I am referencing my class libraries here. MyProject.DLL As the base namespace, I am using this DLL for files that need to be generally consumable. For example, my class "Enums" that has all the enumerations in my project lives there. As does class MyProjectException for all exception handling. MyProject.IO.DLL This is a grouping of maybe 20 files that handle file upload and download (so far). MyProject.Utilities.DLL ALl my common classes and methods bunched up together in one generally consumable DLL. Each class follows a "XHelper" convention such as "SqlHelper, AuthHelper, SerializationHelper, and so on... MyProject.Web.DLL I am using this DLL as the main client interface. Right now, the majority of class files here are: 1) properties (such as School, Location, Account, Posts) 2) authorization stuff ( such as custom membership, custom role, & custom profile providers) My question is simply - does this seem logical? Also, how do I avoid having to cross reference DLLs from one project library to the next? For example, MyProject.Web.DLL uses code from MyProject.Utilities.DLL and MyProject.Utilities.DLL uses code from MyProject.DLL. Is this solved by clicking on properties and selecting "Dependencies"? I tried that but still don't seem to be accessing the namespaces of the assembly I have selected. Do I have to reference every assembly I need for each class library? Responses appreciated and thanks for your patience.

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  • SOA, Java EE and data organization

    - by jolasveinn
    At the company I work for, we're currently splitting up our monolith solution into a number of small services (SOA). Many of the services are small, so we'd like to deploy a number of these services on the same application server, JBoss 7.1 in this case. As per the SOA philosophy, the independence of each service and the teams working on them is very important. What would be the best way to organize the data? Use one schema per service Would you use one datasource per schema in the application server? Or use one datasource, prefixing all DB object names with the schema name in some transparent manner? Use a shared schema, but evading any naming collisions by requiring each service to use a distinct prefix for all DB objects Other options? Am I maybe thinking this completely wrong here? :)

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