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Enterprise technology's juxtaposition, complementarity and application

The ability to see within an enterprise with operations requiring various technologies in information, communication, operational, security and compliance, or two or more of these, finds stakeholders, or the need to adjust techniques and make, some ingenious ways to be more effective in their responsibilities and deliverables or production. Enterprise technology is not an area and language to be used where there are only some specializations involved but which still within the confines of information technology. IT may have been serving utility operations or energy generation for sometime already and yet stakeholders cannot see how to work hand-in-hand to increase their own efficiency, and the output for which customers are very dependent. There are efforts but they remain completely separate and the result is the bigger realizations and concerns about costs rather than creation of value from the start, not just when profits began to come in. If IT is not clearly use in such environmen
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8Ps preview

We've seen varying and elaborate ways to accomplish uncommon artifacts and rock solid business systems but still we had to create our own. For a simple reason, methodologies are not always full-clad, and practitioners concur on and adjust them, subsequently, overcoming problems and be able to pull through on agreements and goals. That's why we had to establish our own basic prerequisite for whatever job we should be in --
  • Purpose (Initiative, beginning of master plan) - does it solve issues for or augment the business?
  • People (Strategy and requiring correct Specifications) - who can deal with such assignment? Humans make everything and miss a lot!
  • Product (Architecture and Technology) - do we need it and how do we use it? However and whatsoever they are must not influence the major portion of the decision.
  • Policy (Practices, Standard, Rules, Regulations and Laws) - we need comprehensive and panoptic guidelines.
  • Process (Action guided by the purpose) - make sure we are consistent.
  • Procurement (Acquisition, reinforced by our AIM business lifecycle) - it must be competitive not corrupted. Where do you put major software development efforts? Pick one of the following facets: acquisition, implementation or management?
  • Period (Time) - know it and save energy. Would you be able to calculate when may the complete delivery happen from the beginning? See purpose.
  • Produce (finished or set Goal achieved) - is it successful? If it really resolves the issue and augments the business. It satisfies the wants and everyone.
We need assurance that we will be able to commit and deliver on our accords. We find these 8Ps to be a good start in IT and contiguous facilities related work. It can be used to complement industry best practices, standards and regulatory compliance. They make matters explicit and kindred with each other. Failure to determine important components from the beginning will prolong engagement (that is considered wasteful for proponent companies themselves). Benefits and value must be realized from all phases of a particularly huge effort and concurrently acknowledged by parties involved.

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