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The business and IT environment today is highly complex and competitive. The speed at which businesses must respond to market forces is faster than it ever has been. This is not just about product speed to market, although that is obviously critical. In parallel to speed to market, cost efficiencies, quality of product, great customer service and the ability to change quickly are all important business differentiators. CEOs are very aware of these pressures and require that every part of their organization needed to execute their business steps up to the challenge and delivers. I have said elsewhere that having an effective CIO senior management team is critical to meeting this challenge, but just as important is having an effective IT S&A function; the focus of this Webinar. ·
This approach has been proven to add agility and increase business performance as part of the systems. For some domains like marketing or fraud, changes can occur much faster though, pushing the pace of changes to the extreme. In the class, we will talk about complementary techniques leveraging machine learning to complement the business user's expertise with data insight in a more automated fashion. The first one is called experimental design and allows different strategies to be pushed into production for simultaneous experimentation with live data. The second one leverages predictive analytics algorithms to uncover new trends and turn them into understandable business rules that can be massaged. The last one relies on unsupervised learning for the most chaotic systems. ·
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So what are the common issues I have come across during my career various assignments? They include:
The CIO and his or her management team are not clear what value the (expensive) S&A function brings to the table.
IT are seen by the business as 'behind the game' in providing the ability to support important business initiatives and goals. "We'd better seek outside help"!
Many of the IT issues perceived as architectural are not being tackled. Things are not improving.
Accountabilities for architecture and design are not clear or not properly understood. This often leads to… a of level friction between the S&A function and the change or development teams. The confusion is usually around the definitions and roles of architecture and design.
Lack of clarity as to who are the architecture and design decision makers.
S&A functions are seen as over-paid ivory tower idealists (often with good cause!).
Nothing is being done about infrastructure complexity and the spiraling cost of ownership.
Pure infrastructure projects are always the first to be dropped from the project portfolio. Not seen as important by the business.
Architecture roadmaps and their rationale are not properly and consistently communicated. ·
Areas Covered in the Session:
Business Intelligence as a rear-view mirror
From business intelligence to decision management
Business control of the business rules
Decision health monitoring
Fast-tracking the creation of business rules using pr ·