标签:信息管理

从移动互联网到物联网,ERP 系统的弯道超车

#忽然悟到#,信息技术的发展对于企业管理而言,特别是中国人的企业管理而言,有几个重要的节点,很多人可能没有意识到。我们这里不是从人的角度,而是从技术的角度来看他们为什么重要。
1. 中文输入法,在没有中文输入法之前,我们学习 Apple II,或者中华学习机,都是没有汉字的,这就是为什么后来 CCDOS 吴晓军,UCDOS 鲍岳桥,方正汉卡 王选,中文之星 王志东 成为那个时代的英雄。
2. 继续讲中文输入法,其实现在司空见惯的语音输入法,在国内计算机发展早年的时候,IBM,微软就开发过这样的产品,只不过对普通话要求很严格,加上昂贵的 PC ,以及录入设备(新加坡的声霸卡)阻挡了大多数人使用的动力。
3. 后面出现的各种手写输入法,都是基于 PC 的,虽然解决了不会拼音的人输入问题,但是效率太低。
4.智能手机的出现,让手写输入成为50后,60后,70后,拼音困难症者的标配。极大的降低了计算机的入门成本,很多人也不会意识到智能手机就是一台计算机。
5. 微信的语音留言功能成为所有输入法的终极杀手级武器,在我自己移动环境的情况下,多任务处理事情,需要大量输入的时候,也不得不采用语音留言这种快捷的方式。

前面说了那么多输入法,是因为企业信息化里面最重要的就是信息录入的快捷高效,中国的移动互联网,有了微信这样的超级 App 的创新,特别是最近小程序的创新,真的是远远的把国外的 Facebook, Twitter 甩开了。或许也只有我们中国人才会把个人生活和职业生活用同一个 App连接在一起。

 

ERP 系统离不开各种信息录入终端,从最早的 各种PDA到后来的 苹果iPad,微软Surface,以及现在屏幕越来越大的手机,到现在很容易开发的安卓 App,苹果 App,以及也算是终极杀手的小程序,让企业信息化的成本越来越低,用户体验也越来越好。

下一代 ERP 系统, 必须是完全闭环的社交化系统,从制造,到物流, 到销售(Sales),到营销(Marketing),到售后,到财务绩效,这个全闭环的系统,都需要有客户的参与,利用大数据和人工智能,把客户画像具体化,建设一个真正 C2F(客户到工厂) 的系统。

ITIL V3 Expert OSA & RCV 考前备查

OSA:

Sample Paper one, Book Sec. Ref:

1. SO 6.3.5 Measuring Service Desk Performance

2. SO 4.5.5.6 , 4.5.7.2, 4.5.8

3. SO 4.4.5 All section

4.SO 4.1

5. SO 8.1.2, 8.2, 8.4, 8.5.1, 8.5.3,8.5.4, 8.5.5

6. SO 6.4.1, 6.4.3, 6.5.1, 6.6.1, 6.6.5

7. SO 4.3.1

8. SO 6.3.3, 4.2.5, 4.2.6, 7.1, 8.5

 

Sample Paper II, Book Sec. Ref:

1. SO 8.2, 8.3, 8.4, 9.2, 9.3

2. SO 4.3.1, 4.3.2

3. 4.1.5.6, 4.1.5.9

4. SO 4.5.7.2

5. SO 6.4.1, 6.4.2, 6.5.1,6.5.2, 6.5.3, 6.6.1, 6.6.2, 6.6.5

6. SO 4.4, 4.4.1

7. SO 4.2.5.3, 4.2.5.6, 6.3.5

8. SO 4.2.4.2 , SO 4.2.5.4

 

RCV Sample Paper 1,  Book Section Refs:

  1. ST 4.4, 4.4.4.1, 4.4.4.2
  2. ST 4.4, 4.4.5.3, 4.4.5.4
  3. ST 4.7, 4.7.5.1, 4.7.5.3
  4. ST 4.2.4, 4.2.4.1, 4.2.4.2, 4.2.4.5
  5. ST 4.5.4.5 , 4.5.4.6, 4.5.4.7
  6. ST 4.3, 4.3.4.3, 4.3.4.3, 4.3.5.2
  7. ST 6.4.9.2, 6.4.8.2, 6.4.8.3, 6.4.8.6
  8. ST 1.1.1, 1.1.2, 1.1.2.1, 4.2.2, 4.2.4.3, 4.3.2, 4.3.4.3

RCV Sample Paper II,  Book Section Refs:

  1. ST 4.6.5.4~4.6.5.10  Table 4.14
  2. ST 6.4.7.3, 6.4.7.4, 6.4.8.2, 6.4.9.2, 6.4.10.2
  3. ST 7.3
  4. SO 4.3.1, 4.3.2, 4.3.5, 4.3.6
  5. ST 4.7.3, 4.7.4.2, 4.7.4.3, Fig. 4.35
  6. ST 4.2.8
  7. ST 4.3.5.6, 7.3
  8. ST 4.4.5.1

 

what’s wrong with the Email world

Email is still a legacy tool for contacting and sending important document in spite of its low real-time.

But over 80% of the Email traffic on Internet is spamming.

And most of the company did not realize the important of better utilize its domain and Email.

I guess more and more company using Free Email service like gmail,yahoo mail and hotmail services.

And for those have some IT expertise will seek to use RSS or other RSS readers like iGoogle, Google Reader etc
to get latest update of the world.

Email will not dead, but for corporate Email, a more secure and with AS/AV, and also some monitoring were needed to
protect enterprise IP (Intellectual Property).

bpm.com

收到 bpm.com 的邮件列表,惊奇的发现这个网站上没有任何 rss 订阅的地方。 这个网站的 Alex 排名很低。

怀疑这样的网站,连对自己的网站都没有改善 process 的愿望和动作,做咨询又能指望他做什么呢?

The End of Corporate Computing

我把 Nicholas G. Carr 的这个预言理解为 “IT Doesn’t Matter” 的 2.0 版本。

最近公司发生的一些变化,越来越感觉到在 IT 部门做事情,几乎是没有前途的。 连 CTO/CIO 的梦想都没有了。

IT 部门从来都不是最重要的。那只是管理的一个渠道,最多冠以一个管理科学化的名义。所谓的 Alignment 必须是向 business 看齐。

所以,以后每家公司只要设置一个 CIO 岗位即可,就是做这个看齐的事情。

其他的所有事情都可以统统外包。

公司里的 L1 Service Desk 已经是外包的了, L2? 的 Desktop Support 肯定也可以外包。 更加不要说那些客户关系管理的系统了,更加可以外包。 这么大一家公司,连这种事情都没有做到最好,真是让人担忧。

结束吧,结束吧!

Which skills top CIOs’ wish lists for IT staff?

Mar 26, 2002 | Dana Norton | E-Mail

CIOs need teams that can carry the organization through the rough spots, whether it’s migrating to a new server or surviving under tight budgets. But building a team with the necessary skills and flexibility to maintain high service levels through adversity is not easy.

We spoke to two experts and several TechRepublic members to get their thoughts on what skills CIOs should look for in potential employees or cultivate in current ones.

Intellect, brainpower in demand
Adam Kolawa, CEO of ParaSoft, a provider of error prevention and error detection software solutions, believes some of the best skills to have on staff are often overlooked because they seem so obvious.

Kolawa seeks employees that boast solid problem-solving skills and strong intellects—and that carries from executive management down to the mailroom.

Yet overall sharp mental skills are sometimes bypassed in lieu of more specific technical skills, such as knowledge of COBOL or XML.

Since things change so often in and around technology, the CEO believes that good employees are ones that can think proactively—even if they don’t know the latest computing language.

“The problem [with IT skills] is that they are constantly changing,” explains Kolawa. “The most important skill I am looking for is a good brain. The second skill I am looking for is the ability to learn.”

An employee’s desire to learn, and evolve his or her skill set, bodes well for business, says Kolawa. Tech professionals eager to learn are not thwarted by challenge and, surprisingly, are less susceptible to burnout, he adds.

“What I’ve found is that a lot of IT people, [for example] a lot of programmers, are kind of getting stagnated in the skills they have learned,” he says. “You don’t want to get bogged down in one skill set or in one language.”

Vital technical skills
Along with a vibrant mind, flexible nature, and enthusiasm to solve issues, CIOs still need team members with specific technical expertise.

One skill set in demand right now is server-side application experience and deeper certifications in that area, according to one IT management consultancy.

“There is a growing need for certified networking professionals and more server-side expertise,” explains Terryn Barill, CEO and president of Terryn Barill, Inc. “If you have a high-level certification in any of those enterprisewide applications, you’ve got yourself a job.”

Another top demand on CIOs’ skill wish lists today is experience with XML, says Barill.

“[XML] is getting into anything and everything. But XML…is going to end up being as hot as Java was a few years ago.”

In addition, any experience with data centers is also becoming a desired skill.

“[There’s a move to] standardize operations more across the board, and that really kind of tightens up the IT structure so that it supports the business. One of the ways you do that is to harness the power of the large data centers and the servers and the extensive networks that a lot of these companies have,” Barill explains.

As data centers increasingly become the focus of large organizational initiatives, such as ERP and CRM, the demand for qualified professionals is increasing.

——————————————————————————–
Top tech team skills
The following skills are assets to any CIO’s team:

  • XML
  • Java
  • Network engineering
  • Data center management
  • Enterprise applications (ERP, CRM)

——————————————————————————–

Other skills on tech leaders’ wish lists
In researching what tech proficiencies and team needs are most in demand these days, TechRepublic called on members to share their insight. Here are some of their comments:

“Certainly the latest [are] .NET and Web services,” says K. Umapathy.
“…planning and using resources such as personnel is becoming a bigger challenge that it has ever been, so getting the right people for a job that is undefined and [not] quantified is pretty tough,” writes TechRepublic member Joe Blogs.
“It will be good news if companies are again looking for the qualities of flexibility and intelligence in IT employees,” adds Keith Tarrant. “Clearly, the critical, hard-to-obtain qualities are things like: flexibility, trainability, results orientation, ingenuity, cooperation, negotiation, time management, human communications, scope control.”
“XML is from IBM. Java is also a ‘mainstream’ type of language. You should concentrate on learning much more ‘mainstream’ type technologies and languages,” says member David Langlois.
“Knowing which skills are in demand now and which skills will become hot may help you get a jump on the rest of the IT pros…however, when selecting candidates, the variety of knowledge and experience is a big factor,” adds Caginay Yilmaz.

Clearly, there are a plethora of hot skills that CIOs want to bring on board when creating today’s tech teams. And while it’s tempting to focus on tech expertise, CIOs are well advised to keep CEO Kolawa’s advice in mind. After all, as someone once said, a mind is a terrible thing to waste.

——————————————————————————–
What skills are most valuable to you?
Do you generally hire new employees to bring in cutting-edge technical skills, or do you concentrate on training your present staff on the technologies you know you’ll need in the future? Or does your staffing strategy involve a bit of both? Let us know what works best in your organization. Drop us a line today.

Use your intranet to boost productivity and job satisfaction

Jun 1, 2001 | Veronica Combs | E-Mail | Archive

Even though the recent economic downturn has loosened up the job market somewhat, recruitment and retention of good employees is still at the top of most managers’ priority lists. There aren’t as many new opportunities to lure employees away, but keeping them productive and satisfied is as big a concern as losing them to another company.

While the current economic climate may keep people from changing jobs, it also will force companies to do more with less, and keep employee productivity high.

Rick Poppell of people3 offered some help for recruitment and retention efforts in his presentation, “Managing human capital through your intranet,” at Gartner’s recent symposium in Denver, CO. Poppell has worked in IT and human resources and is one of the authors of people3’s annual compensation study. He also worked on another annual survey of CIOs, and his presentation addressed two of their top priorities: recruitment and retention. Poppell’s Symposium presentation provided a strategy that IT managers can use to address these issues.

Why retention is still a key issue
In describing the current IT staffing climate, Poppell said that the turnover rate in IT organizations is between 3 percent and 12 percent, and that key turnover issues include lack of career development opportunities and a lack of challenging, interesting work. Additionally, Poppell said that 70 percent of projects fail because the right people aren’t driving the projects. Devising a staff management plan that uses an intranet to provide job information and opportunities can address both these issues, Poppell said.

“Creating an intranet that provides information on jobs within your company and how employees can get these jobs can help with recruitment, retention, resourcing, and career development,” he said.

He also said that another advantage of devising a human capital management plan was that it allows companies to match the right person with the right job.

“To do more with less, you need a strategy that will help you use your people to the best advantage,” he said.

A key aspect of retention is giving employees challenging work to do, Poppell said, and a job-centric intranet can help managers assess their employees’ skills and interests.

Using your intranet to provide information and opportunities
In his presentation, Poppell explained how to devise a plan to manage your staff successfully and how to create an intranet that will help managers and staff achieve that goal. He listed the various types of job information that could be posted on the intranet. The information includes:

Job families: descriptions of jobs within your organization, such as application development, operations, help desk, customer service
Career paths: descriptions of jobs within job families and skill requirements for each job
Skill and competence requirements: descriptions of what an employee has to know to do this job and of expectations for the role
Employee assessments: objective evaluations of people that would include evaluations to take for employees and results for managers

Poppell suggested starting with homegrown efforts.

“Take content from various formats—human resources, the project office, your training organization—and put it in a consistent framework,” he said. “Create one portal that speaks in one language.”

IT managers can use the information on such an intranet to help people move ahead and gain new skills, and to cut turnover rates by increasing job satisfaction among their employees.

Poppell said the most important piece of this model is the employee piece.

“Employees want clear role requirements of their current jobs and visible career opportunities so they can plan their career moves,” he said. “This structure can help managers understand employees’ needs for fluidity and flexibility.”

Poppell said providing this kind of information can solve two goals at once: an individual’s need to work on interesting work, and a manager’s need to have an employee with a variety of skills.

To read more about how to organize and build a job-centric intranet, download the entire presentation.

——————————————————————————–
How does your company keep employees informed about job opportunities?

Does your organization have a formal process for internal promotions? How are new jobs announced? How does your staff know what skills are required for various jobs? Do you use your intranet to address any of these issues? Send us an e-mail and tell us how you handle these issues.

Use one-on-one sessions to guide your team

Jan 10, 2002 | Ken Hardin | E-Mail | Archive

Editor’s note: Ken Hardin, TechRepublic’s director of editorial development, is filling in for Bob Artner this week.

Managers here at TechRepublic recently completed two days of corporate training dedicated to our annual personnel review process. As you might expect, we spent a lot of time role-playing through uncomfortable review scenarios in which employees become upset or confused. Friction like this usually arises when managers’ assessments don’t synch with team members’ own opinions of how well they are doing or, even worse, what they are supposed to be doing in the first place.

Of course, these things happen. They are a lot more likely to happen if you wait for a formal yearly review to really get down to brass tacks on how your team members are coming along. No IT manager would let a project go for a year, a quarter, or for that matter even a month, without some sort of credible checkup on its status. Their organizational (and self-preservation) instincts are just too strong.

So why are tech department heads notorious in HR circles for mishandling ongoing staff development issues? Often, for the same reasons they are successful at the tactical, quantifiable components that make up the bulk of their jobs: IT pros like numbers. Sure, it’s tough to plot out a Gantt chart for corporate competencies, such as “building relationships,” “leading change,” and “developing others,” just to cite a few examples from TechRepublic’s parent company, CNET Networks, but as a manager, it’s your job to prod your team members along toward these fuzzier standards, even as you’re pushing to make that release deadline under budget.

My best advice is start handling your employees’ ongoing development in much the same way as you do a code release. And the only way to do that is with regularly scheduled sessions devoted to tracking team member’s growth in areas that don’t equate with product deliverables. In management jargon, these meetings are often called one-on-ones.

Forget about deadlines and forge a plan
As I first began thinking through ideas for this column, I decided to ask a few of TechRepublic’s development and IS pros what they think is most important to cover in one-on-one sessions with their manager. All of them, with the exception of a team manager, cited project status as a primary concern for such meetings.

After this epiphany, I decided to ask our members their thoughts on the question. In a quick poll of both our IT Manager and Developer communities, more than 40 percent of both groups cited project status as the most pressing issue they want discuss during one-on-one meetings. That’s better than double any of the poll’s other options. You can see a comparison of the two community’s priorities in Figure A.

Project status weighs heavily on the minds of both managers and developers in our quick poll.

In all candor, such inability to separate the objective goals of a project and the often more subjective goals of personnel development is at the heart of most HR breakdowns.

Think about it: You have three developers and a project manager working a key site revision that’s now 10 percent behind its phase-one deliverable timeline. To get this project back on track, are you going to:

Patiently determine which of your four key players are dropping the ball, and then work out a constructive plan to build strengths that will help them catch up with their teammates over time?
Juggle and reassign tasks like crazy, regardless of hurt feelings and missed opportunities for staff growth, to get back that 10 percent?

That was a rhetorical question. You’re going to do whatever it takes to get your product out the door. But without some parallel track of staff development checkpoints that’s not driven by real-time product delivery, what are the odds that you are ever going to get back to those personnel problems?

Like everything else, you’ve got to have a schedule and a plan to deal with these issues. If you don’t, your team will keep repeating the same mistakes and you’ll lose what should have been key resources, either through defection by disgruntled employees or dismissal of once-promising staffers who just never quite made the grade.

Keys to a successful one-on-one session
Unfortunately, one-on-one sessions were a pretty fashionable management gimmick during the dot.com madness, so they’ve gotten something of a bad rap. I once worked with a Dev manager who literally would walk into a team member’s office, say “OK, what do you want to talk about?” and then leave if the employee didn’t have a great, hour-long agenda. Like I said before, you have to have a plan.

Here are some practical do’s and don’ts for planning and running a useful one-on-one meeting.

Have one-on-ones about once a month. Of course, other demands on your time will affect how often you can set aside an hour for each employee, but about once every four or so weeks should be enough. In my informal survey of TechRepublic IT pros, the most common desired frequency was once a week, but that was in the context of using the sessions for updates on project status. Have as many project meetings as you need; people don’t change quite so quickly as site upgrades.

Do them in the team member’s office or a “neutral” space. You’ll also hear this advice from HR pros about formal reviews. Even if it seems ridiculous to you, employees tend to be a little intimidated by their bosses, and nobody likes criticism, even the constructive kind. Putting the team member at ease to speak his or her mind is a huge key to success in any developmental session.

Block out about half the hour for some highly structured review process, with monthly milestones to achieve. Again, you must always have a plan. If you’ve got a developer who’s slipping deadline, set aside 30 minutes to Gantt out his individual milestones for the month, and then review ways he can improve for the coming month. If you’ve got a teamwork problem, ask the employee to head up an informal effort to accomplish some housekeeping task that will require input from several team members. Clearly identify the items you’ll be reviewing a month from now, and set a couple of broad expectations for the employee to meet. This gives the one-on-one a sense of purpose and prevents the reviews from slipping into hour-long “rap” sessions that seem to go nowhere.

——————————————————————————–
So what is “career development,” anyway?
The importance of career development varies widely among different IT pros. In a future column, Ken Hardin will ask a few HR pros for their definitions of “career development” and how managers and team members can connect on the issue. Where does it rank on your list of priorities? Is it more important than salary or vacation time? Post a comment or send us a letter.
——————————————————————————–

Be sure the monthly goals you set correlate to the team member’s formal job performance goals. A big part of one-on-ones’ upside for you as a manager is that they are a great litmus test for your HR job review plans. If you find that an employee is struggling with timeliness, that should certainly be reflected in his or her formal job goals for the review period. If it’s not, you’ve got some updates to make.

Block out about half the session as the employee’s time. On the surface, this can drive busy managers crazy, but team members need an opportunity to vent about what’s bugging them. Just make sure the “rap” doesn’t degenerate into a conversation about movies, fantasy football, or other distractions that have nothing to do with the job at hand.

Never put off addressing a real-time problem until the one-on-one. If a team member is bothered enough to come to you with a problem, you can make a few minutes to listen. Remember, one-on-ones are a structured approach to ongoing staff development; they aren’t an excuse to cut down on the time you spend on the people who work for you. In the worst case, managers try to jam all their staff management duties into a nice little pigeonhole, and the one-on-one invariably deteriorates into a “woodshed” where little that’s productive happens.

Let the team member do most of the talking. For the most part, when you speak during a one-on-one, it should be to ask the team member a question or to give advice after asking a couple of questions. The employee gets a sense of ownership of the process, and you get a clearer picture of what’s really going on in his or her world before you start popping off suggestions. Remember, one reason you are having such a structured management session is because you’re too busy to keep up with all the team member’s individual issues on a daily basis. So listen and learn.

Don’t talk about how hard your own job is, or “big picture” issues, unless asked. You’ll see in the poll results chart above that there’s a huge expectations breach between our Developer and IT Manager communities on the matter of “team member/manager dynamics.” When you get down to it, IT pros are a pretty practical bunch; how you handle project status meetings and work assignments will determine their opinion of you, not any interpersonal points you might want to deconstruct during a one-on-one. Basically, your employees just want to talk about their individual work environments; they are willing to wait until the company-wide meeting for the quarterly earnings report.

Of course, most of these pointers boil down to common sense. But then again, so does personnel management. After a few one-on-one sessions, you’ll find that employees not only are more willing to communicate openly in private, they’ll also be more active in team meetings and brainstorming sessions.

And you’ll be able to worry a lot less about any big surprises when annual reviews roll around.