Archive for the 'Application Lifecycle Management' Category

Dieter SteigerDieter Steiger Proactive Impact Management – the basis for BTO

06/25/2008 by Dieter Steiger

Business Technology Optimization as a Challenge
Business Technology Optimization (BTO) targets at a closer collaboration of IT and business – nothing really new, just a daily challenge to the CIO. To support SAP IT organizations in reaching this target, beteo has designed the beteo Impact Hourglass.

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Dieter SteigerDieter Steiger Lifecycle Management – no Pain, no Gain!

06/24/2008 by Dieter Steiger

Successful IT Planning & Control must include not only IT Service Management and Project & Portfolio Management, but also Application Lifecycle Management in order to be of lasting benefit. The following illustration by Gartner clearly demonstrates this.

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Nicolaj AmmannNicolaj Ammann Lifecycle Management – a Nightmare?

06/23/2008 by Nicolaj Ammann

Andrea User and Daniel Eveloper both work in the same enterprise. When they meet in the cafeteria, the say hello. That has been all, so far. Today, they will both attend the same meeting. They still don´t know that this will have an impact on their lives.

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Dieter SteigerDieter Steiger Lifecycle Management – what it needs

06/20/2008 by Dieter Steiger

In order to be able to successfully manage the Application Lifecycle, the Cycle above the individual development and problem solving cycles, the stage must be set in three areas:

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Klaus OttoKlaus Otto BTO – Application Development as a Lifecycle Process

06/20/2008 by Klaus Otto

An enterprise applying a BTO Strategy principally strives for three goals: to increase the benefit of the strategic business applications, to better align functional IT projects with these strategic business applications, and to generally manage all enterprise applications with the aid of an efficient end-to-end (E2E) process which is digitized and largely automated, while process information is available to all persons involved in the process.

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Markus von der HeidenMarkus von der Heiden The Cycle Above the Development Cycle

06/19/2008 by Markus von der Heiden

Nowadays, software is used in virtually all enterprises. Software is continuously extended, changed or deactivated – as a result of changing business requirements, enhanced functionality of commercial software releases, or subsequent to bug-fixing. Over the years, typical phases, methods and techniques of the development cycle have established: project portfolio management techniques, software development methods and techniques, models for carrying out projects, IT service management and quality requirements.

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Dieter SteigerDieter Steiger SAP Change and Transport Management – Efficient and Safe

06/12/2008 by Dieter Steiger

In order to handle the various problems resulting from changes to a SAP landscape, it is common use to spend of lot of money on experts rushing to fix them. But there is a better alternative: Focussing on a tool-supported, automated SAP change and transport management environment, including measures to ensure consistency, can eliminate the cause of the failures once and for all. There is a couple of measures to be taken: organizational measures, technical transport validation, and consistency-ensuring measures with horizontal and vertical effects.

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Dieter SteigerDieter Steiger SAP Change Control Reduces Risk and Costs

06/11/2008 by Dieter Steiger

Nothing is more constant than change – this is also true for SAP systems. At least once a week, numerous changes of support or project organizations are moved into system landscapes and more or less automatically transported to production servers. And the more complex the solution landscape is, the higher the risk that something goes wrong.

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Peter HelfensteinPeter Helfenstein beteo SAP Change Control Miniguide

06/11/2008 by Peter Helfenstein

The new SAP Change Control Miniguide below has just been posted on our beteo website. Additions and feedback are welcome!

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Michael LoebbertMichael Loebbert Management as Cultural Work

06/09/2008 by Michael Loebbert

In most management models today, there is a “box” for culture. Management is (also) cultural work. This seems self-evident. Probably too obvious to make a difference in practice. So what are the specific challenges?

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