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Saturday, April 05, 2014

Penghentian Penjualan Produk finosSQM


Bersama ini, kami informasikan bahwa per April 2014, kami menghentikan penjualan produk finosSQM dan relatednya.

Untuk PO yang telah masuk, masih bisa diusahakan menggunakan software yang telah ada.

Tapi untuk dukungan teknis dan permasalahannya kami akan coba support hingga 12 bulan kedepan.

Kami sekarang sedang berbenah dan mencari solusi untuk produk ini, dan kami rasa menghentikan penjualannya utk sementara waktu ini adalah solusi terbaik kami.

Atas perhatiannya kami ucapkan terima kasih,

regards,
Fanky

5 hal dalam menentukan SaaS atau on-premise.



Adoption of software as a service (SaaS) is accelerating and many organizations are realizing the transformative benefits. A recent IBM study highlighted how leading organizations (Pacesetters) are leveraging SaaS deployments to unlock benefits such as reduced total cost of ownership (TCO), increased enterprise collaboration and enhanced market agility.
Enterprise software vendors are realizing that deployment choice is a key consideration for prospects and often are offering both cloud and on-premises versions of their software suites. When faced with the choice of cloud-based or on-premises software deployments, many purchasing organizations continue to struggle with this decision.
(Related: Top five advantages of software as a service (SaaS))
While there are many considerations when choosing to deploy through SaaS or on-premises, the following five points often resonate with clients and help guide their decision:financial symbols coming from hand
1. Focus = Success: Cloud deployments allow project teams to focus less on infrastructure and application delivery. Implementation teams can instead focus on business priorities and provide insight into the data, which is an aspect of enterprise implementations that is too often short-changed in a crunched project.
If your company has a mature IT team who have a history of successful service delivery, then an on-premises deployment may allow you equal focus and therefore an equal ability to succeed. Gauge your organization and its service delivery maturity to ensure your team can focus on delivering business value and will not get side-tracked with infrastructure and application delivery.
2. Previous adoption of cloud: In my experience, companies who are previous adopters of cloud-based SaaS solutions are much more likely to choose cloud-based deployments in their next projects. What is your company’s history of cloud adoption? Would you be breaking new ground if you chose a cloud deployment or simply followed in the path of previous internal cloud adopters? Understanding the road laid before you means that you can leverage existing lessons learned around technology and line-of-business and IT relationships.
3. Integration: Integration considerations can often influence the deployment method. Often this is because misconceptions around integration complexity in the cloud can steer companies away from trying. In truth, flexible integration options exist with most SaaS products to support both a wide variety of sources and connectivity methods.
Most companies have many regulatory and security obligations when transmitting data outside their network. Become knowledgeable about the data sources your project will require and understand the risk profile for that data along and your company’s data security requirements. Cloud vendors run highly secure operations and often have SSAE 16 (SAS 70) or similar audit controls to ensure your data is protected. Being knowledgeable about the data requirements for your projects is important for both on-premises and cloud deployments.  Use this knowledge to help guide stakeholders to make the intelligent choice for the organization based on facts, not on misconceptions on data integration or security challenges.
4. Time to value: Cloud-based deployments reduce the overall implementation time of projects, allowing the business to realize value from the project sooner than traditional on-premises deployments. Since the majority of SaaS environments are provisioned by the vendor shortly after the contract signing, typical IT lead time is removed and the project team can begin implementing immediately. Ongoing management and operations of the cloud environments are also a responsibility of the vendor. SaaS vendors have dedicated cloud operations teams ready to assist on customer requests and often self-service tools exist for routine procedures. This streamlined delivery is often unique to cloud/SaaS deployments, unless of course your internal IT team has a very mature service delivery process. If your project is under a tight schedule then cloud-based deployments should be a major consideration. If, however, other gating factors are dictating your implementation cycles, on-premises deployment may allow your organization to realize an equal time-to-value benefit.
5. Flexible payment options: Many factors in your company’s financial situation can affect the decisions made about software purchases. With ever-tightening IT budgets, lower up-front costs are often a consideration for the purchasing organization. If this is your situation, a cloud-based SaaS solution and its subscription-based payment method is right for you. Look for vendors that offer flexible payment options for SaaS solutions. Leading vendors such as IBM provide options for monthly, quarterly or annual payment of SaaS fees. There are also circumstances when CAPEX outlay is preferred to lock-in annual budget (in these circumstances purchasing licenses up-front can be beneficial). Some vendors allow you to purchase traditional on-premises licenses and sign-up for SaaS delivery of your licences through a bring-your-own-license approach. Look for a vendor who is easy to do business with and offers a payment option that meets the needs of your business both today and in the future.
There are many factors to consider when choosing a deployment method and every situation is indeed unique. The majority of the organizations I help coach through the purchasing decision arrive in the buying cycle with a pre-determined bias towards a deployment choice through previous experiences and corporate culture. I hope the points provided above offer some aspects to consider during your next software purchasing cycle and help guide your decision to making the best choice to realize your business objectives.
Let me know your thoughts on this topic and any other considerations you think are valuable. Leave a message in the comments below.  You personally can connect with me on Twitter @NateReid or on LinkedIn.

Friday, April 04, 2014

Pertarungan antara Desktop vs Mobile Devices



Desktops vs. Mobile Devices: The Battle for the Future

blog
IT consumerization is all the rage. Growing numbers of tech-savvy employees are bringing their smart gadgets and apps to work, driving trends from BYOD and BYOA to BYOx. While the mobile grass looks greener, we at ManageEngine wanted to better understand our customers’ views on desktop computer usage and their views on mobile device and desktop compatibility.
To that end, we conducted a global survey of IT admins to understand how IT teams are responding to the challenges of managing mobile devices and desktops together. Our survey asked questions about:
  • How IT departments are adapting to IT consumerization trends
  • What level of awareness the typical  IT team has regarding device usage patterns within its organization
  • What their device management software preferences are when it comes to adopting a solution to manage the desktop and mobile devices
  • And more
We’ve brought together the survey results and prepared the “Desktops vs. Mobile Devices” infographic to give you real-world insights about desktop and mobile device behaviors and the significance of IT consumerization for today’s organizations.
Perhaps the most important takeaway from the infographic is this: more than 90% of employees are accessing their mobile devices for official email transactions. And that means you have to monitor the devices with the utmost caution.
Check out our infographic here. In addition to the trends we discovered, you’ll find ideas that could help you embrace the technology change being driven by the convergence of desktops and mobile devices.

Tuesday, April 01, 2014

Arsitektur digital dan IT operating model untuk perusahaan global


Digital Architecture and IT Operating Model Options for Global Organisations

Overview

Multi-national and global corporations have struggled with achieving the optimum balance between global strategy and local delivery, with organisations establishing different business models depending upon whether they are led by global brands or by local sales and marketing. As organisations move to becoming a Digital Enterprise new tensions and opportunities enter the global – local assessment, in particular:
  • The speed of change and adoption of digital services can vary widely region by region and country by country – driving a local focus
  • The multi-customer nature of new cloud services means the provision common platforms which can be flexible to local needs is now practical.
Digital Transformation for a global organisation needs to take into account the options for the business and IT operating models and the underpinning digital architecture, and match the preferred option to the business drivers of the organisation.

Digital Architectures for the Global Enterprise

IT and IS services have been delivered using a range of different mechanisms in support of multi-national businesses, ranging from:
  • Local procurement and delivery, a federal model, commonly seen in telecoms companies where local tariffs and systems can be dominant
  • Regional management of common templates, using a build once deploy many as is often the case for ERP
  • Common platforms provided by a central or regional shared service, as is often the case for back office Finance systems but only usually applied to standard processes.
However, new Digital ‘cloud based’ services are changing the dynamics of IT delivery models for a number of reasons:
  • Software as a Service (SaaS) are by their nature designed to support multiple customers with varied requirements, which eases the transition from local to global.
  • The rate of change of new digital services providers and applications is much higher than in the enterprise software world, which drives a need for increased flexibility and agility.
  • Opensource applications are a very important (and viable) source of new software and services and are often the area of greatest innovation for new digital services.
  • The availability of SaaS services is driving ubiquity in the use of certain services on a global basis, e.g. CRM platforms. However, the support provided for non European languages is often only available from regionally provided SaaS, e.g. for China and South East Asia.
  • Security of data needs to be managed differently, since a large amount will sit outside of the Corporate IT boundary.
In this environment we believe that the Digital Services architecture for global corporations will consist of 3 types of service, as illustrated in Figure 1 below:

  1. Central brand and product data services: For brand driven global organisations brand and product information will typically originate and need to be controlled at a Global level, which drives the requirement for Digital Asset Management systems and Product Lifecycle Management systems. Given the expense and specialist expertise required, we can also see a requirement for global Enterprise Data Warehouse platforms and their associated analytical tools to handle ‘big data’ sets.  
  2. Regional customer management services: Customer behaviour and patterns of interaction, e.g. through large retailers rather then local corner shops, often falls into regional groupings. Language also drives the requirement for the systems and applications at a regional level, e.g. European languages with their character set versus Asian languages with the very different character sets. As such we envisage the need for regionally based customer management platforms. As the strength of SaaS platforms grows to handle local variations then global platforms are also emerging for customer data management and analytics.
  3. Store of approved cloud services for local use: At a country level agility and flexibility will be key, as such access to emerging cloud services will enable a local competitive position. Using digital services at a local or country level will carry with it certain risks relating to data security and data ownership. As such the digital architecture needs to specify the standards that such services need to adhere to in order to protect the global brand from damage due to any local data losses or security breaches.


IT Operating Models for the Global Digital Enterprise

Given the possible delivery architectures for Digital Services, we envisage three possible roles for the IT function, at a Global, Regional and Local level:
  1. Digital Services Provider – The IT function procures, implements and provides the Digital Services required.  This approach can be effective where common global platforms are required but the digital world implies a higher rate of change than traditional back office IT world and, as such, new skills will be required to continuously evolve the services to ensure they are competitive. Access to those skills in a fast changing environment and market will need to become a Critical Success Factor for the IT function.
  2. Digital Services Integrator – The IT function provides an Integration Framework to ensure systems can work together and standards are maintained, buying in some services and integrating with other services provided by the business.
  3. Digital Services Governor – The IT function sets the standards that need to be adhered to when Digital Services are provided to the business, which are then applied through the procurement function which engages the local Digital Services Providers, who contract directly with the business or are embedded as part of a business service (e.g. a marketing Service from an Advertising Agency).
The common theme for these different approaches is to have the right skills and capabilities in the IT functions for the new Digital Services. Our Immediate Framework (Figure 2 below) for Digital Services Integration provides a model which can be used to establish the skills and experience required, as well as providing a series of reference digital architectures for managing the selection and integration of new services.




The framework for the skills required to enable Digital Services Integration is summarised in the Figure 3 below




The physical distribution of skills for a global organisation will depend upon the make up and structure of the organisation but by its nature, digital services enable remote delivery and as such regional or global teams can provide delivery support to local and country business units. Nonetheless business focus, language, culture and time zone issues will tend to drive towards a regional model for support and Centres of Excellence.

Summary

A summary of the operating model options for the IT function of a Digital Enterprise is shown in the Table below
RequirementIT function roleWhere provided
Global  PlatformDigital Platform Provider or Digital Services IntegratorGlobal provision, Regional CoE
Regional or line of business customer management servicesDigital Services IntegratorGlobal CoE, Regional and Local provision
Local business cloud provided Digital ServicesDigital Services GovernorGlobal and Regional CoE

If you are considering how to build an IT organisation which can support the evolving digital needs of a global enterprise then utilising the reference models available from our immediate Framework can accelerate and de-risk the process.

About the author

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Monday, March 31, 2014

Gunakan DC Monitor utk monitoring Active Directory Anda.



DC Monitor

Active Directory Domain Controller Monitoring Tool

The Domain Controller Monitoring Tool is an essential freeware from ManageEngine ADManager Plus. It is a simple tool which auto discovers the Domains and displays the same. Based on the User's choice of input about the Domain, for which he wants to know the details, the utilization of various parameters like CPU Utilization, Disk Utilization and Memory Utilization can be extracted. Apart from these key parameters, the user can also view the details of other parameters like Page Reads per second, Page Writes per second, File Reads, File Writes, etc, that may be required by the administrator.

Using DC Monitor:

  1. Click the "DC Monitoring Tool" from the Launcher to start the tool. The Domain associated with the machine(in which the tool is installed) will be auto discovered and displayed.
  2. Specify the Username and Password specific to that machine.
  3. Click on Select DC button and choose the DCs for which the monitoring needs to be done.
  4. Click on the SHOW button to get the corresponding parameter values.
Free Windows Active Directory DC Monitoring Tool
Monitor who did what changes in your Active Directory and File Servers with Active Directory change audit solution ManageEngine ADAudit Plus. Try Now!