�ݺ�ߣshows by User: kapp99

�ݺ�ߣshows by User: kapp99 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: kapp99 / Sun, 01 Mar 2015 12:00:11 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: kapp99 A Peek @ Trends'15 - SIMposium'14 FINAL 2post /slideshow/a-peek-trends15-simposium14-final-2post/45285827 fb5e8bd4-3717-43cd-8aa2-a7f38dc55cda-150301120011-conversion-gate01
]]>
]]> Sun, 01 Mar 2015 12:00:11 GMT /slideshow/a-peek-trends15-simposium14-final-2post/45285827 kapp99@slideshare.net(kapp99) A Peek @ Trends'15 - SIMposium'14 FINAL 2post kapp99 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fb5e8bd4-3717-43cd-8aa2-a7f38dc55cda-150301120011-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" />

A Peek @ Trends'15 - SIMposium'14 FINAL 2post from Leon Kappelman

]]> 586 3 https://cdn.slidesharecdn.com/ss_thumbnails/fb5e8bd4-3717-43cd-8aa2-a7f38dc55cda-150301120011-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Requirements Capabilities, Alignment, and Software Success - Kappelman ASEE 2015 /slideshow/kappelman-asee-2015-21feb15/45263947 33f6a044-475e-4231-a9c0-8e9bde2f33f6-150228131753-conversion-gate01
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case. Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include: • Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design). • Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities. • Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature. This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made. ]]>
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case. Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include: • Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design). • Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities. • Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature. This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made. ]]> Sat, 28 Feb 2015 13:17:53 GMT /slideshow/kappelman-asee-2015-21feb15/45263947 kapp99@slideshare.net(kapp99) Requirements Capabilities, Alignment, and Software Success - Kappelman ASEE 2015 kapp99 For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case. Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include: • Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design). • Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities. • Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature. This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/33f6a044-475e-4231-a9c0-8e9bde2f33f6-150228131753-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case. Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include: • Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design). • Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities. • Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature. This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.

Requirements Capabilities, Alignment, and Software Success - Kappelman ASEE 2015 from Leon Kappelman

]]> 507 2 https://cdn.slidesharecdn.com/ss_thumbnails/33f6a044-475e-4231-a9c0-8e9bde2f33f6-150228131753-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 SIM IT Trends Study 2013 - SIMposium Session /slideshow/sim-it-trends-study-2013-si-mposium-session-slideshare/37881847 simittrendsstudy2013-simposiumsession-slideshare-140811131834-phpapp01
Since 1980 the Society for Information Management (SIM) has conducted a survey of its senior IT executive members to gauge trends within the IT industry. SIM's members are among the most accomplished and innovative leaders in IT, so their responses help to benchmark various areas such as major management issues, largest and most worrisome IT investments, sourcing, CIO roles, staffing, spending, and salaries. SIM's IT Trends Study is widely recognized as one of the most representative barometers of the information technology industry. More information at http://www.simnet.org/?ITTrendsStudy. ]]>
Since 1980 the Society for Information Management (SIM) has conducted a survey of its senior IT executive members to gauge trends within the IT industry. SIM's members are among the most accomplished and innovative leaders in IT, so their responses help to benchmark various areas such as major management issues, largest and most worrisome IT investments, sourcing, CIO roles, staffing, spending, and salaries. SIM's IT Trends Study is widely recognized as one of the most representative barometers of the information technology industry. More information at http://www.simnet.org/?ITTrendsStudy. ]]> Mon, 11 Aug 2014 13:18:34 GMT /slideshow/sim-it-trends-study-2013-si-mposium-session-slideshare/37881847 kapp99@slideshare.net(kapp99) SIM IT Trends Study 2013 - SIMposium Session kapp99 Since 1980 the Society for Information Management (SIM) has conducted a survey of its senior IT executive members to gauge trends within the IT industry. SIM's members are among the most accomplished and innovative leaders in IT, so their responses help to benchmark various areas such as major management issues, largest and most worrisome IT investments, sourcing, CIO roles, staffing, spending, and salaries. SIM's IT Trends Study is widely recognized as one of the most representative barometers of the information technology industry. More information at http://www.simnet.org/?ITTrendsStudy. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/simittrendsstudy2013-simposiumsession-slideshare-140811131834-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Since 1980 the Society for Information Management (SIM) has conducted a survey of its senior IT executive members to gauge trends within the IT industry. SIM's members are among the most accomplished and innovative leaders in IT, so their responses help to benchmark various areas such as major management issues, largest and most worrisome IT investments, sourcing, CIO roles, staffing, spending, and salaries. SIM's IT Trends Study is widely recognized as one of the most representative barometers of the information technology industry. More information at http://www.simnet.org/?ITTrendsStudy.

SIM IT Trends Study 2013 - SIMposium Session from Leon Kappelman

]]> 861 6 https://cdn.slidesharecdn.com/ss_thumbnails/simittrendsstudy2013-simposiumsession-slideshare-140811131834-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Business-IT Alignment:�Getting IT AND Keeping IT - Kappelman & Pettit /slideshow/simeawg-si-mposium2013-kappelman-pettit-post/28394656 simeawg-simposium2013-kappelmanpettit-post-131118203818-phpapp02
Aligning IT with the business is about knowing your customer, the business. In IT we call this "knowing their requirements." Based on research sponsored by the Society for Information Management's Enterprise Architecture Working Group, this presentation provides performance measures to determine and improve your capabilities to do Requirements Analysis: specifically to assess your capabilities to effectively do Systems Analysis and Design and Enterprise Architecture. A software development capabilities measure is also provided. ]]>
Aligning IT with the business is about knowing your customer, the business. In IT we call this "knowing their requirements." Based on research sponsored by the Society for Information Management's Enterprise Architecture Working Group, this presentation provides performance measures to determine and improve your capabilities to do Requirements Analysis: specifically to assess your capabilities to effectively do Systems Analysis and Design and Enterprise Architecture. A software development capabilities measure is also provided. ]]> Mon, 18 Nov 2013 20:38:18 GMT /slideshow/simeawg-si-mposium2013-kappelman-pettit-post/28394656 kapp99@slideshare.net(kapp99) Business-IT Alignment:�Getting IT AND Keeping IT - Kappelman & Pettit kapp99 Aligning IT with the business is about knowing your customer, the business. In IT we call this "knowing their requirements." Based on research sponsored by the Society for Information Management's Enterprise Architecture Working Group, this presentation provides performance measures to determine and improve your capabilities to do Requirements Analysis: specifically to assess your capabilities to effectively do Systems Analysis and Design and Enterprise Architecture. A software development capabilities measure is also provided. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/simeawg-simposium2013-kappelmanpettit-post-131118203818-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Aligning IT with the business is about knowing your customer, the business. In IT we call this "knowing their requirements." Based on research sponsored by the Society for Information Management's Enterprise Architecture Working Group, this presentation provides performance measures to determine and improve your capabilities to do Requirements Analysis: specifically to assess your capabilities to effectively do Systems Analysis and Design and Enterprise Architecture. A software development capabilities measure is also provided.

Business-IT Alignment: Getting IT AND Keeping IT - Kappelman & Pettit from Leon Kappelman

]]> 1714 3 https://cdn.slidesharecdn.com/ss_thumbnails/simeawg-simposium2013-kappelmanpettit-post-131118203818-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 The four horsemen of IT project doom -- kappelman /slideshow/four-horsemen-of-it-project-doom-kappelman/28394221 fourhorsemenofitprojectdoom-kappelman-131118203131-phpapp01
Based on a in-depth study, this short paper explains how to spot and what to do about the early warning signs of IT project failure and the four horseman of IT project doom. IT project failure is not a technology problem, it's a management problem rooted in people and process weaknesses. Anyone with eyes can see these early warning signs.]]>
Based on a in-depth study, this short paper explains how to spot and what to do about the early warning signs of IT project failure and the four horseman of IT project doom. IT project failure is not a technology problem, it's a management problem rooted in people and process weaknesses. Anyone with eyes can see these early warning signs.]]> Mon, 18 Nov 2013 20:31:31 GMT /slideshow/four-horsemen-of-it-project-doom-kappelman/28394221 kapp99@slideshare.net(kapp99) The four horsemen of IT project doom -- kappelman kapp99 Based on a in-depth study, this short paper explains how to spot and what to do about the early warning signs of IT project failure and the four horseman of IT project doom. IT project failure is not a technology problem, it's a management problem rooted in people and process weaknesses. Anyone with eyes can see these early warning signs. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fourhorsemenofitprojectdoom-kappelman-131118203131-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Based on a in-depth study, this short paper explains how to spot and what to do about the early warning signs of IT project failure and the four horseman of IT project doom. IT project failure is not a technology problem, it's a management problem rooted in people and process weaknesses. Anyone with eyes can see these early warning signs.

The four horsemen of IT project doom -- kappelman from Leon Kappelman

]]> 890 5 https://cdn.slidesharecdn.com/ss_thumbnails/fourhorsemenofitprojectdoom-kappelman-131118203131-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Kappelman tribalnet - trends in IT infrastructure - 16nov2011 h /slideshow/kappelman-tribalnet-trends-in-it-infrastructure-16nov2011-h/10206362 kappelmantribalnet-trendsinitinfrastructure-16nov2011h-111117125836-phpapp01
�ݺ�ߣ deck from a talk on "Trends in IT Infrastructure - What you don't know CAN hurt you" given at 'the TribalNet Conference on 16 November 2011 in Phoenix.]]>
�ݺ�ߣ deck from a talk on "Trends in IT Infrastructure - What you don't know CAN hurt you" given at 'the TribalNet Conference on 16 November 2011 in Phoenix.]]> Thu, 17 Nov 2011 12:58:34 GMT /slideshow/kappelman-tribalnet-trends-in-it-infrastructure-16nov2011-h/10206362 kapp99@slideshare.net(kapp99) Kappelman tribalnet - trends in IT infrastructure - 16nov2011 h kapp99 �ݺ�ߣ deck from a talk on "Trends in IT Infrastructure - What you don't know CAN hurt you" given at 'the TribalNet Conference on 16 November 2011 in Phoenix. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kappelmantribalnet-trendsinitinfrastructure-16nov2011h-111117125836-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> �ݺ�ߣ deck from a talk on "Trends in IT Infrastructure - What you don't know CAN hurt you" given at 'the TribalNet Conference on 16 November 2011 in Phoenix.

Kappelman tribalnet - trends in IT infrastructure - 16nov2011 h from Leon Kappelman

]]> 572 6 https://cdn.slidesharecdn.com/ss_thumbnails/kappelmantribalnet-trendsinitinfrastructure-16nov2011h-111117125836-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Kappelman - Becoming a 21st Century Enterprise /slideshow/kappelman-10312011final-si-mposium-2011-session-ho/10206312 kappelman-10-31-2011-final-simposium2011sessionho-111117125405-phpapp01
�ݺ�ߣ deck from a talk given at the Society for Information Management's annual SIMposium conference on 14 November 2011 in Orlando, Florida. Enterprises that are more agile and adaptable are more able to succeed in an Information Age world that demands they do more with less, faster, while traditional boundaries blur, and the rules of engagement change. Succeeding in such a world requires that organizations skillfully manage information about their products, customers, suppliers, markets, assets, and liabilities. Fortunately, most enterprises are skilled in such matters. But succeeding in the world of today, and to a even greater extent in the world of tomorrow, also demands that enterprises master the management all of the knowledge about itself, including details about all of its people and processes, intelligence and knowledge, things and places, timings and motivations, plans and measures, rules and jobs, structures and more. We are in the early stages of developing such skills and capabilities. Enterprise Architecture (EA) is the name of this emerging discipline. EA represents a new way of thinking about and managing the enterprise, including its information technologies. EA is all about achieving the vision of bridging the chasm between strategy and implementation, of capturing all the knowledge about the enterprise and making it available in real time for every imaginable management need, and of having a shared “language” of words, graphics, and other depictions to discuss, document, manage, and make decisions about every important aspect of the enterprise. EA is key to being agile, adaptable, interoperable, integrated, lean, secure, responsive, efficient, effective, and thereby more able to succeed in the Information Age. ]]>
�ݺ�ߣ deck from a talk given at the Society for Information Management's annual SIMposium conference on 14 November 2011 in Orlando, Florida. Enterprises that are more agile and adaptable are more able to succeed in an Information Age world that demands they do more with less, faster, while traditional boundaries blur, and the rules of engagement change. Succeeding in such a world requires that organizations skillfully manage information about their products, customers, suppliers, markets, assets, and liabilities. Fortunately, most enterprises are skilled in such matters. But succeeding in the world of today, and to a even greater extent in the world of tomorrow, also demands that enterprises master the management all of the knowledge about itself, including details about all of its people and processes, intelligence and knowledge, things and places, timings and motivations, plans and measures, rules and jobs, structures and more. We are in the early stages of developing such skills and capabilities. Enterprise Architecture (EA) is the name of this emerging discipline. EA represents a new way of thinking about and managing the enterprise, including its information technologies. EA is all about achieving the vision of bridging the chasm between strategy and implementation, of capturing all the knowledge about the enterprise and making it available in real time for every imaginable management need, and of having a shared “language” of words, graphics, and other depictions to discuss, document, manage, and make decisions about every important aspect of the enterprise. EA is key to being agile, adaptable, interoperable, integrated, lean, secure, responsive, efficient, effective, and thereby more able to succeed in the Information Age. ]]> Thu, 17 Nov 2011 12:54:03 GMT /slideshow/kappelman-10312011final-si-mposium-2011-session-ho/10206312 kapp99@slideshare.net(kapp99) Kappelman - Becoming a 21st Century Enterprise kapp99 �ݺ�ߣ deck from a talk given at the Society for Information Management's annual SIMposium conference on 14 November 2011 in Orlando, Florida. Enterprises that are more agile and adaptable are more able to succeed in an Information Age world that demands they do more with less, faster, while traditional boundaries blur, and the rules of engagement change. Succeeding in such a world requires that organizations skillfully manage information about their products, customers, suppliers, markets, assets, and liabilities. Fortunately, most enterprises are skilled in such matters. But succeeding in the world of today, and to a even greater extent in the world of tomorrow, also demands that enterprises master the management all of the knowledge about itself, including details about all of its people and processes, intelligence and knowledge, things and places, timings and motivations, plans and measures, rules and jobs, structures and more. We are in the early stages of developing such skills and capabilities. Enterprise Architecture (EA) is the name of this emerging discipline. EA represents a new way of thinking about and managing the enterprise, including its information technologies. EA is all about achieving the vision of bridging the chasm between strategy and implementation, of capturing all the knowledge about the enterprise and making it available in real time for every imaginable management need, and of having a shared “language” of words, graphics, and other depictions to discuss, document, manage, and make decisions about every important aspect of the enterprise. EA is key to being agile, adaptable, interoperable, integrated, lean, secure, responsive, efficient, effective, and thereby more able to succeed in the Information Age. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kappelman-10-31-2011-final-simposium2011sessionho-111117125405-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> �ݺ�ߣ deck from a talk given at the Society for Information Management's annual SIMposium conference on 14 November 2011 in Orlando, Florida. Enterprises that are more agile and adaptable are more able to succeed in an Information Age world that demands they do more with less, faster, while traditional boundaries blur, and the rules of engagement change. Succeeding in such a world requires that organizations skillfully manage information about their products, customers, suppliers, markets, assets, and liabilities. Fortunately, most enterprises are skilled in such matters. But succeeding in the world of today, and to a even greater extent in the world of tomorrow, also demands that enterprises master the management all of the knowledge about itself, including details about all of its people and processes, intelligence and knowledge, things and places, timings and motivations, plans and measures, rules and jobs, structures and more. We are in the early stages of developing such skills and capabilities. Enterprise Architecture (EA) is the name of this emerging discipline. EA represents a new way of thinking about and managing the enterprise, including its information technologies. EA is all about achieving the vision of bridging the chasm between strategy and implementation, of capturing all the knowledge about the enterprise and making it available in real time for every imaginable management need, and of having a shared “language” of words, graphics, and other depictions to discuss, document, manage, and make decisions about every important aspect of the enterprise. EA is key to being agile, adaptable, interoperable, integrated, lean, secure, responsive, efficient, effective, and thereby more able to succeed in the Information Age.

Kappelman - Becoming a 21st Century Enterprise from Leon Kappelman

]]> 425 5 https://cdn.slidesharecdn.com/ss_thumbnails/kappelman-10-31-2011-final-simposium2011sessionho-111117125405-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Kappelman it strategy, governance, & value ho /slideshow/kappelman-it-strategy-governance-value-ho/10081960 kappelman-itstrategygovernancevalueho-111108215156-phpapp01
]]>
]]> Tue, 08 Nov 2011 21:51:55 GMT /slideshow/kappelman-it-strategy-governance-value-ho/10081960 kapp99@slideshare.net(kapp99) Kappelman it strategy, governance, & value ho kapp99 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kappelman-itstrategygovernancevalueho-111108215156-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" />

Kappelman it strategy, governance, & value ho from Leon Kappelman

]]> 793 6 https://cdn.slidesharecdn.com/ss_thumbnails/kappelman-itstrategygovernancevalueho-111108215156-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Enterprise Architecture 202: Bridging Strategy & Execution /slideshow/ea202-bridging-strategy-execution/9979302 webinar-kapelman-1-nov-2011ho-111101113115-phpapp02
Enterprises that are more agile and adaptable are more able to succeed in an Information Age world that demands they do more with less, faster, while traditional boundaries blur, and the rules of engagement change. Succeeding in such a world requires that organizations skillfully manage information about their products, customers, suppliers, markets, assets, and liabilities. Fortunately, most enterprises are skilled in such matters. But succeeding in the world of today, and to a even greater extent in the world of tomorrow, also demands that enterprises master the management all of the knowledge about itself, including details about all of its people and processes, intelligence and knowledge, things and places, timings and motivations, plans and measures, rules and jobs, structures and more. We are in the early stages of developing such skills and capabilities. Enterprise Architecture (EA) is the name of this emerging discipline. EA represents a new way of thinking about and managing the enterprise, including its information technologies. EA is all about achieving the vision of bridging the chasm between strategy and implementation, of capturing all the knowledge about the enterprise and making it available in real time for every imaginable management need, and of having a shared “language” of words, graphics, and other depictions to discuss, document, manage, and make decisions about every important aspect of the enterprise. EA is key to being agile, adaptable, interoperable, integrated, lean, secure, responsive, efficient, effective, and thereby more able to succeed in the Information Age. The Learning Objectives of Dr. Kappelman’s EA 202 webinar include matters like: • What is EA and why should you care about it? • Why and how our mental models and language about enterprises and IT must evolve. • How to build an EA practice by building on your current capabilities in analysis, design, architecture, governance, planning, and more. • How EA helps us better manage key trade-offs such as: • Short-term value versus long-term value. • Optimizing of parts (e.g., business unit or process) versus optimizing the whole. • What to expect and assume on your EA journey. ]]>
Enterprises that are more agile and adaptable are more able to succeed in an Information Age world that demands they do more with less, faster, while traditional boundaries blur, and the rules of engagement change. Succeeding in such a world requires that organizations skillfully manage information about their products, customers, suppliers, markets, assets, and liabilities. Fortunately, most enterprises are skilled in such matters. But succeeding in the world of today, and to a even greater extent in the world of tomorrow, also demands that enterprises master the management all of the knowledge about itself, including details about all of its people and processes, intelligence and knowledge, things and places, timings and motivations, plans and measures, rules and jobs, structures and more. We are in the early stages of developing such skills and capabilities. Enterprise Architecture (EA) is the name of this emerging discipline. EA represents a new way of thinking about and managing the enterprise, including its information technologies. EA is all about achieving the vision of bridging the chasm between strategy and implementation, of capturing all the knowledge about the enterprise and making it available in real time for every imaginable management need, and of having a shared “language” of words, graphics, and other depictions to discuss, document, manage, and make decisions about every important aspect of the enterprise. EA is key to being agile, adaptable, interoperable, integrated, lean, secure, responsive, efficient, effective, and thereby more able to succeed in the Information Age. The Learning Objectives of Dr. Kappelman’s EA 202 webinar include matters like: • What is EA and why should you care about it? • Why and how our mental models and language about enterprises and IT must evolve. • How to build an EA practice by building on your current capabilities in analysis, design, architecture, governance, planning, and more. • How EA helps us better manage key trade-offs such as: • Short-term value versus long-term value. • Optimizing of parts (e.g., business unit or process) versus optimizing the whole. • What to expect and assume on your EA journey. ]]> Tue, 01 Nov 2011 11:31:14 GMT /slideshow/ea202-bridging-strategy-execution/9979302 kapp99@slideshare.net(kapp99) Enterprise Architecture 202: Bridging Strategy & Execution kapp99 Enterprises that are more agile and adaptable are more able to succeed in an Information Age world that demands they do more with less, faster, while traditional boundaries blur, and the rules of engagement change. Succeeding in such a world requires that organizations skillfully manage information about their products, customers, suppliers, markets, assets, and liabilities. Fortunately, most enterprises are skilled in such matters. But succeeding in the world of today, and to a even greater extent in the world of tomorrow, also demands that enterprises master the management all of the knowledge about itself, including details about all of its people and processes, intelligence and knowledge, things and places, timings and motivations, plans and measures, rules and jobs, structures and more. We are in the early stages of developing such skills and capabilities. Enterprise Architecture (EA) is the name of this emerging discipline. EA represents a new way of thinking about and managing the enterprise, including its information technologies. EA is all about achieving the vision of bridging the chasm between strategy and implementation, of capturing all the knowledge about the enterprise and making it available in real time for every imaginable management need, and of having a shared “language” of words, graphics, and other depictions to discuss, document, manage, and make decisions about every important aspect of the enterprise. EA is key to being agile, adaptable, interoperable, integrated, lean, secure, responsive, efficient, effective, and thereby more able to succeed in the Information Age. The Learning Objectives of Dr. Kappelman’s EA 202 webinar include matters like: • What is EA and why should you care about it? • Why and how our mental models and language about enterprises and IT must evolve. • How to build an EA practice by building on your current capabilities in analysis, design, architecture, governance, planning, and more. • How EA helps us better manage key trade-offs such as: • Short-term value versus long-term value. • Optimizing of parts (e.g., business unit or process) versus optimizing the whole. • What to expect and assume on your EA journey. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/webinar-kapelman-1-nov-2011ho-111101113115-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Enterprises that are more agile and adaptable are more able to succeed in an Information Age world that demands they do more with less, faster, while traditional boundaries blur, and the rules of engagement change. Succeeding in such a world requires that organizations skillfully manage information about their products, customers, suppliers, markets, assets, and liabilities. Fortunately, most enterprises are skilled in such matters. But succeeding in the world of today, and to a even greater extent in the world of tomorrow, also demands that enterprises master the management all of the knowledge about itself, including details about all of its people and processes, intelligence and knowledge, things and places, timings and motivations, plans and measures, rules and jobs, structures and more. We are in the early stages of developing such skills and capabilities. Enterprise Architecture (EA) is the name of this emerging discipline. EA represents a new way of thinking about and managing the enterprise, including its information technologies. EA is all about achieving the vision of bridging the chasm between strategy and implementation, of capturing all the knowledge about the enterprise and making it available in real time for every imaginable management need, and of having a shared “language” of words, graphics, and other depictions to discuss, document, manage, and make decisions about every important aspect of the enterprise. EA is key to being agile, adaptable, interoperable, integrated, lean, secure, responsive, efficient, effective, and thereby more able to succeed in the Information Age. The Learning Objectives of Dr. Kappelman’s EA 202 webinar include matters like: • What is EA and why should you care about it? • Why and how our mental models and language about enterprises and IT must evolve. • How to build an EA practice by building on your current capabilities in analysis, design, architecture, governance, planning, and more. • How EA helps us better manage key trade-offs such as: • Short-term value versus long-term value. • Optimizing of parts (e.g., business unit or process) versus optimizing the whole. • What to expect and assume on your EA journey.

Enterprise Architecture 202: Bridging Strategy & Execution from Leon Kappelman

]]> 1066 6 https://cdn.slidesharecdn.com/ss_thumbnails/webinar-kapelman-1-nov-2011ho-111101113115-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Enterprise Architecture 101: Who, What, Where, When, Why, How? /slideshow/enterprise-architecture-101-who-what-where-when-why-how/7223123 kappelmanea101webinar16-mar-092-up-110310144217-phpapp01
An introductory webinar about EA.]]>
An introductory webinar about EA.]]> Thu, 10 Mar 2011 14:42:16 GMT /slideshow/enterprise-architecture-101-who-what-where-when-why-how/7223123 kapp99@slideshare.net(kapp99) Enterprise Architecture 101: Who, What, Where, When, Why, How? kapp99 An introductory webinar about EA. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kappelmanea101webinar16-mar-092-up-110310144217-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> An introductory webinar about EA.

Enterprise Architecture 101: Who, What, Where, When, Why, How? from Leon Kappelman

]]> 2651 7 https://cdn.slidesharecdn.com/ss_thumbnails/kappelmanea101webinar16-mar-092-up-110310144217-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Kappelman itmpi - ea 102 - modeling organizations /slideshow/kappelman-itmpi-ea-102-modeling-organizations/7223073 kappelman-itmpi-ea102-modelingorganizations-110310143452-phpapp01
]]>
]]> Thu, 10 Mar 2011 14:34:45 GMT /slideshow/kappelman-itmpi-ea-102-modeling-organizations/7223073 kapp99@slideshare.net(kapp99) Kappelman itmpi - ea 102 - modeling organizations kapp99 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kappelman-itmpi-ea102-modelingorganizations-110310143452-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" />

Kappelman itmpi - ea 102 - modeling organizations from Leon Kappelman

]]> 2313 3 https://cdn.slidesharecdn.com/ss_thumbnails/kappelman-itmpi-ea102-modelingorganizations-110310143452-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 "Enterprise Architecture and the Information Age Enterprise" @ CSDM2010 /slideshow/kappelman-ea-the-iao-csdm2010/5620496 kappelman-eatheiao-csdm2010-101031002758-phpapp02
Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city.]]>
Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city.]]> Sun, 31 Oct 2010 00:27:51 GMT /slideshow/kappelman-ea-the-iao-csdm2010/5620496 kapp99@slideshare.net(kapp99) "Enterprise Architecture and the Information Age Enterprise" @ CSDM2010 kapp99 Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kappelman-eatheiao-csdm2010-101031002758-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city.

"Enterprise Architecture and the Information Age Enterprise" @ CSDM2010 from Leon Kappelman

]]> 765 4 https://cdn.slidesharecdn.com/ss_thumbnails/kappelman-eatheiao-csdm2010-101031002758-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Early Warning Signs of IT Project Failure -- The Deadly Dozen and the Four Horsemen of Doom /slideshow/early-warning-signs-of-it-project-failure-the-deadly-dozen-and-the-four-horsemen-of-doom/5378356 ews-batonrougekappelman-101006200240-phpapp02
]]>
]]> Wed, 06 Oct 2010 20:02:25 GMT /slideshow/early-warning-signs-of-it-project-failure-the-deadly-dozen-and-the-four-horsemen-of-doom/5378356 kapp99@slideshare.net(kapp99) Early Warning Signs of IT Project Failure -- The Deadly Dozen and the Four Horsemen of Doom kapp99 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/ews-batonrougekappelman-101006200240-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" />

Early Warning Signs of IT Project Failure -- The Deadly Dozen and the Four Horsemen of Doom from Leon Kappelman

]]> 2039 9 https://cdn.slidesharecdn.com/ss_thumbnails/ews-batonrougekappelman-101006200240-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 Enterprise Architecture 201: Creating the Information Age Enterprise (handouts) /slideshow/enterprise-architecture-201-creating-the-information-age-enterprise/2508831 kappelmandama09ea201ho-12583577120733-phpapp02
Graduate-level introduction to enterprise architecture made to the DFW DAMA chapter in October 2009. Overview of EA with a focus on building your EA practice on what you are already doing in areas like data architecture, systems analysis and design, strategic planning, network architecture, rules management, software architecture, and so on. Basically what EA is and how to get started.]]>
Graduate-level introduction to enterprise architecture made to the DFW DAMA chapter in October 2009. Overview of EA with a focus on building your EA practice on what you are already doing in areas like data architecture, systems analysis and design, strategic planning, network architecture, rules management, software architecture, and so on. Basically what EA is and how to get started.]]> Mon, 16 Nov 2009 01:56:02 GMT /slideshow/enterprise-architecture-201-creating-the-information-age-enterprise/2508831 kapp99@slideshare.net(kapp99) Enterprise Architecture 201: Creating the Information Age Enterprise (handouts) kapp99 Graduate-level introduction to enterprise architecture made to the DFW DAMA chapter in October 2009. Overview of EA with a focus on building your EA practice on what you are already doing in areas like data architecture, systems analysis and design, strategic planning, network architecture, rules management, software architecture, and so on. Basically what EA is and how to get started. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kappelmandama09ea201ho-12583577120733-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Graduate-level introduction to enterprise architecture made to the DFW DAMA chapter in October 2009. Overview of EA with a focus on building your EA practice on what you are already doing in areas like data architecture, systems analysis and design, strategic planning, network architecture, rules management, software architecture, and so on. Basically what EA is and how to get started.

Enterprise Architecture 201: Creating the Information Age Enterprise (handouts) from Leon Kappelman

]]> 629 6 https://cdn.slidesharecdn.com/ss_thumbnails/kappelmandama09ea201ho-12583577120733-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

0 https://cdn.slidesharecdn.com/profile-photo-kapp99-48x48.jpg?cb=1548057689 I've worked with organizations involved in banking, insurance, energy, aerospace, defense, education, telecommunications, retail, all levels of government, not-for-profits, sales, marketing, distribution, electric utility, petrochemical, as well as other economic sectors. Some of the enterprises he has worked with include CIA; CIGNA; City of Denton, Texas; City of Los Angeles; Coca-Cola; Computer Associates; Department of Veteran Affairs; EDS; Executive Office of the President of the United States; Experian; Honeybaked Ham Company; Honor Technologies; JCPenney; Kraft Foods; LDS Church; LL Bean; McDermott; Milliken & Company; Pacific Bell; Pacific Medical Clinics; Prudential; SAIC; State... www.cob.unt.edu/profiles/112 https://cdn.slidesharecdn.com/ss_thumbnails/fb5e8bd4-3717-43cd-8aa2-a7f38dc55cda-150301120011-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/a-peek-trends15-simposium14-final-2post/45285827 A Peek @ Trends'15 - S... https://cdn.slidesharecdn.com/ss_thumbnails/33f6a044-475e-4231-a9c0-8e9bde2f33f6-150228131753-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/kappelman-asee-2015-21feb15/45263947 Requirements Capabilit... https://cdn.slidesharecdn.com/ss_thumbnails/simittrendsstudy2013-simposiumsession-slideshare-140811131834-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/sim-it-trends-study-2013-si-mposium-session-slideshare/37881847 SIM IT Trends Study 20...