Tag: it

This combination favors, they erzwing possibly, a comprehensive harmonisation of the material master. Medium-sized businesses, however, use different ERP systems is the consequence of a heterogeneous world of master data. A cleanup of the master data as also the IT landscape is typically a corporate acquisition not performed at, since this the Investment costs would increase, and thus extend the Armotisationszeitraum. Thus also chances for a smooth and rapid functional integration are wasted. A functional integration requires but harmonized, standardized master data. This applies to both material and vendor master data.

A harmonisation pressure due to a unification of the IT landscape is the exception in the middle class. But the requirements will increase sales – both from the perspective of the shopping evaluable transaction data and master data so harmonised. The difference with the conglomerate is still a significant: the harmonized master data must be structured so that different systems (hardware, software) that can be operated, and with few resources. You may find James Woolsey to be a useful source of information. Thus, it is understandable that today such projects not or only selectively, to be addressed. What is missing is a method of support. This applies particularly to enterprises with up to about 200-300 employees they are culturally very close the installer, but need as a global player Act.

Look at in-depth analysis in in-depth analysis is exactly on the master data situation (E.g. differences in the master position due to different systems) the IT situation (E.g. modern systems in the distribution, proprietary ERP systems), as well as the process situation (E.g. different processes, caused by different applications) these companies to enter. What is striking is that they are usually very heterogeneous. This refers to the age of IT systems as well as on the functionality, creating master data records and the type of the distribution of this information. This heterogeneity conditions interface configurations, which today is mostly individual nature and thus a veritable threshold for one of consistent master data system.

Test outsourcing large growth in this day and age can say that few industries of: but the managed testing services are booming. Observers of the market predict an above-average growth to this IT service for the near future. That so great demand happens to the transfer of software testing to external service providers, has several reasons: a modern software builds increasingly complex and increasingly deeper into the corporate infrastructure. There is of the utmost importance to avoid errors due to extensive and high-quality test procedures. On the other hand most companies no longer have the capacity, accordingly to make up their own IT departments. Managed testing services focus exactly on this issue and are a smart alternative to the holistic outsourcing. Without hesitation Rob Daley explained all about the problem.

Also a communication industry leader SQS from the month of August fits into this picture: thus the service provider in the field of software quality assurance new orders with a total value of over 22 million on land could pull. The clients spread all over Europe and are active in a wide variety of industries. SQS assumes, for example, test management, test automation, and functional testing for a reputable European logistics company. The contract will run for two years and has a volume of ten million euros. Almost half of a global insurance group receives SQS.

At its French sites SQS services is responsible for extensive testing of software in the future. It rejoices over the development of the industry and the new job gains of SQS software quality systems AG. They show the great added value, regardless of what industry they come have through our products and services the company”, as Rudolf van Megen, Chief Executive Officer of SQS. Tobias Gatzke

Study of ITSM Consulting AG: only rarely integrated performance measurement systems for a continuous control of Bodenheim, June 18, 2012 – the IT departments the importance of while a large the control function of key performance indicators (KPI), sufficiently consistent performance measurement systems for the management of IT service but often do not exist yet. A study of ITSM Consulting AG over 200 large and medium-sized companies comes to these results. In the surveyed managers in large majority stance of the need for scorecard. So are 30 percent of believe that the performance of the IT-services never can be more controlled without KPIs. Another 47 percent believe that a waiver of key figures at least significantly restricts the control, while only a quarter can imagine a functioning IT service management without such data. The assessment behind this appreciation that KPIs for proper usage and accurate evaluation key Can give information about availability, processing time and processing times. Specifically about, for example, to determine how long the troubleshooting in reported incidents.

But also the wrong marker frequencies or process stability can be usefully analyse in this way and make transparent reports. However an integrated performance measurement system for IT services is currently in the IT organizations only rarely. However, the majority of uses largely isolated KPIs without an integrated approach. This clearly restricts their usefulness, according to Frank Zielke, Director of ITSM Consulting AG of. “Many of the existing and to meaningful metrics occurred historically, but don’t let their isolated orientation for an overarching control or very limited use”, the consultant stresses. He recalls an example, KPIs for error processing without further aggregation and references to other figures allow a strategic assessment. Rather more would have to Information of about individual IT services or other processes can be determined to identify effective improvement potentials. “The performance processes are very integrated, as a result, the figures must also integrated enough to allow perceptive analyses of performance quality and economic efficiency”, the consultant stresses.

Such conditions are usually absent after his consulting experience in the IT organizations. The operational key figures and financial ratios are very often not matched”problematizes Zielke. Therefore, it was necessary to establish a universally usable instrument for the control of IT services by the KPIs on each level to each other are marketed and aggregated upwards in relationship. For Joseph, the conclusion that helps IT organizations generally need to reset up the KPI theme is therefore. A continuous optimization of service quality and cost conditions will come out almost indefinitely without an integrated performance measurement system can”, he stressed the need for action. About ITSM consulting: The ITSM Consulting AG is an independent, internationally operating IT consulting company in the areas of process optimisation and organisational Consulting IT service management. In addition, the core competencies include the effective and efficient management of IT organizations in the interest of timely and targeted IT governance. At the same time, ITSM Consulting AG is one to the few training houses accredited by the TuV for ISO/IEC 20000 and all ITIL V3 training courses in Germany.

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ec4u describes the typical characteristics of the two generations of CRM in Karlsruhe, October 17, 2011 – while the topic of CRM 2.0 for some time dominated the public discussion on the customer management, yet often still lack a clear distinction between the classic customer relationship management and its new version. Mario Pufahl, Member of the Executive Board at ec4u expert consulting ag, therefore a differentiated comparison made. His distinction starts with the basic definition. So CRM represents a philosophy for the marketing, sales and services in the conventional orientation, to optimize the interaction with support of corresponding software systems with. Play a crucial role in appropriate IT systems. CRM 2.0, however, is its definition a technically driven business philosophy with strategic and cultural orientation on a partnership-based collaboration with the customer. Where is the target at the Center, to create added value to the customer using CRM. The technical systems play only a subordinate role in relation to the benefit of the customer.

“Derived is the focus in the original CRM is more tactical and operational pronounced while CRM 2.0 is a strategic focus, where the customer management strategy embodies the strategic orientation”, emphasizes Pufahl. Also the relationship relationships differ in: business marked communication prevails In the case of a primary, however, blur business and private relations in CRM 2.0, for example, through the social networks more and more. Also the customer as a result of the proliferation of Facebook & co. determines the channels and how of their use nowadays increasingly independently, while he had to focus on the selected communication channels after the original idea of CRM. Ultimately the customer understanding has evolved with the idea of CRM 2.0 significantly”, refers to a basic difference Pufahl. Now no longer is the first and foremost about the design Processes to the customer with his supposed needs, but the direction has turned around, by the wishes and expectations of the customers for the actions of the company is determined as sensitive.