RPA platforms represent a hyper growth market, with enterprises investing in new RPA platforms for process and task automation to achieve greater operating efficiency and agility, while allowing the human workforce to focus on more strategic and higher priority projects and tasks. Intelligent process automation (IPA) is in an early phase of its evolution and represents the next frontier for RPA vendors. This Ovum Decision Matrix (ODM) is a comprehensive evaluation to help enterprise IT and business leaders, including chief information officers (CIOs), enterprise and process architects, IT directors, line-of-business (LOB) leaders and process owners, and digital transformation leaders select an RPA platform that is well suited to their specific requirements.
Published By: Blue Prism
Published Date: Mar 15, 2019
RPA platforms represent a hyper growth market, with enterprises investing in new RPA platforms for process
and task automation to achieve greater operating efficiency and agility, while allowing the human workforce to
focus on more strategic and higher priority projects and tasks. Intelligent process automation (IPA) is in an
early phase of its evolution and represents the next frontier for RPA vendors. This Ovum Decision Matrix
(ODM) is a comprehensive evaluation to help enterprise IT and business leaders, including chief information
officers (CIOs), enterprise and process architects, IT directors, line-of-business (LOB) leaders and process
owners, and digital transformation leaders select an RPA platform that is well suited to their specific
Project and portfolio management or PPM software can make or break an organization’s ability to deliver.
The recent growth in portfolio management as a strategic business function has led to many vendors of software related to elements of project execution “bolting on” project and portfolio management (PPM) modules. This is a clear attempt to try and get a piece of a growing, lucrative market.
Twenty five years ago, PPM software was nothing more than project management software with the ability to publish or share information across projects. It was capable of doing a lot, but none of it was intuitive and therefore wasn’t particularly useful. Compared to today’s solutions, those products were dinosaurs. Since then, many vendors have invested a lot of money into their solutions, developing world-class offerings that can truly support effective management of the portfolio, and, more important, of the business that portfolio drives.
How to move fast, delight customers, and continually innovate to thrive in today’s economy.
APIs are much more than system integration technology. They are strategic assets that give companies the ability to adapt to changing customer needs and build breakthrough digital experiences.
Google’s new eBook, The API Product Mindset, explains why leading companies now manage APIs as full-cycle products rather than one-time IT projects. Learn how to build a customer obsessed API team that delivers world-class developer experiences and ensures your APIs have enduring business value.
Read case studies about how AccuWeather and Pitney Bowes have transformed their businesses with an API product mindset and learn from technology leaders at Magazine Luiza, Telestra and West Corp.
? Learn why APIs are how business gets done in today’s economy
? Get tips to build APIs that developers will love
? Discover why a product mindset is critical to business acceleration
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Until recently, the waterfall methodology of development and deployment had taken a strategic hold in the majority of enterprises. Enterprises have moved into the world of Agile, where different concepts are leveraged and the development process is handled in a completely different fashion. Agile development ideologies are proving to be a better way to deal with rapidly changing objectives and speeding the time-to-market for business applications, services and other customer- (or internal-) facing offerings. The ideas behind Agile extend beyond basic application development, and can benefit numerous projects by improving the process to achieve deliverables and garner improved productivity.
When it comes to time, there never seems to be enough. Just ask any payroll professional. Time constraints are nothing new, but what is new is how payroll professionals are tackling the challenge. They are discovering how to strategically leverage today’s best-of-breed human capital management (HCM) technology to better manage the expectations and demands placed on today’s payroll teams to achieve greater business results. By investing in an HCM solution as an integral part of their workforce management strategy, businesses can align and create efficiencies within three core areas of payroll — compliance, processes, and data visibility. This will free up time for an already over-burdened payroll team that can add value, deliver on actionable real-time data, and execute on company-driven projects that can impact organizational goals and improve bottom-line results.
Today’s challenging and hyper-competitive business environment offers CIOs a unique opportunity to assume an expanded role as a strategic technology expert collaborating with the business toward
greater success, more revenue and happier customers.
It’s in IT’s hands at the moment, but the window of opportunity is closing as lines of business get tech-savvy, spending more of their budgets on IT projects and re-examining the role that IT plays in
advising them. IT can either define a new role for itself which embraces this change, or ignore it and risk becoming increasingly irrelevant to the business.
By having a strong grip on strategic projects across a global organization, business leaders can ensure the right projects are getting the right resources, and measure their success according to criteria that reflect strategic priorities. In this executive brief, Harvard Professor Robert Kaplan walks through his six-stage system for integrating strategy and execution using the balanced scorecard. The combination of measuring performance and leveraging software tools designed to track a global portfolio of projects and initiatives can help businesses achieve breakthrough performance.
Published By: Red Hat
Published Date: Jan 01, 2013
A study of 21 companies commissioned by Red Hat, found that infrastructure platforms based on Red Hat Enterprise Linux experienced 34% lower total cost of ownership per user compared to platforms running Windows Server. Included were server infrastructure costs, staffing efficiencies, and lost productivity.
Time is money, resources are scarce and only projects that add value and meet the organization's strategic aim and objectives should be flying. Why is it, therefore, that so many projects are running that have not been formally approved, burn limited and finite resource and, most importantly, do not improve or deliver new services or increase market share?
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