Archive for the 'Best Practice' Category

Marco GerussiMarco Gerussi ITIL, PRINCE2, PMI – Just Paper Tigers?

09/01/2008 by Marco Gerussi

Historically developed IT structure
Within their IT organizations, enterprises historically distinguish between project business, IT operations and IT development. In addition to these separate areas, there are several processes and systems for project requests, notification of incidents and problem management.

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Marco GerussiMarco Gerussi Is Tool-Supported Test Management Profitable?

08/18/2008 by Marco Gerussi

Every software project targets at providing high-quality software within the frame of a cost and time schedule. tool-based IT test management usually accompanies the whole software development process and partly adds to reaching this goal. This includes tasks like requirements management, test planning, test design, test execution, test evaluation as well as a superordinate defects management.

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Dieter SteigerDieter Steiger OC Oerlikon – How SAP Roll-in Projects can Fail

07/25/2008 by Dieter Steiger

On Friday, October 26, 2007, inside-it.ch reported that OC Oerlikon will stop its super SAP project. The new approach is said to provide a „more intelligent, more flexible and cheaper solution that integrates all ERP systems of the business units using a central SAP consolidation tool“.

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Marco GerussiMarco Gerussi Project Roadmap: Quick Wins with Iterations

07/17/2008 by Marco Gerussi

My blog Scoping – A Guarantee for Success through Harmonized Expectations describes how to identify factors that are most relevant to the success of the project:

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Marco GerussiMarco Gerussi Project Scoping – Aligning Expectations

07/01/2008 by Marco Gerussi

Projects often fail to be successful due to diverging, badly aligned expectations
Dozens of statistics seem to suggest that there are dozens of reasons why projects fail to be successful. However, a great deal of them are attributable to vaguely defined objectives, problems related to technical architecture and a lack of management support. These causes, in turn, are in most cases due to either too optimistic or diverging expectations of the parties involved. Very often, projects are initiated without having identified and documented expectations as well as requirements on the part of all expert and management key roles.

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Fritz MosonyiFritz Mosonyi Software Archeology – how to Successfully Change SAP Releases

06/30/2008 by Fritz Mosonyi

16th century. The eyes of an archeologist are scanning a field. He is asking himself where he should start digging. In his life, he still has a few years left. Which area would, from his experience, hold a chance for him to make a discovery? Then he notices a tree. For growing, it would need nutrients, so underneath there might be something. This is what he knows from experience.

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Marco GerussiMarco Gerussi SAP Change Impact Management – PHW Business School and beteo study

06/30/2008 by Marco Gerussi

In collaboration with the PHW Business School, Zurich, Switzerland we are conducting  a study in the IT Change Impact Management area.

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Dieter SteigerDieter Steiger Configuration Management for SAP Customizing?

06/27/2008 by Dieter Steiger

A comprehensive configuration management is the most important basis of SAP Change and Transport Management. For ABAP code, this is accepted as general practice and supported by suitable tools. But how about configuration management for SAP customizing?

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Marco GerussiMarco Gerussi Proof of Concept – Less Risk for System Implementations

06/26/2008 by Marco Gerussi

Scoping for defined requirements and harmonized expectations
The scoping approach allows you to define requirements, expectations and project scopes when systems, methods and processes are implemented. This results in aligned expectations, a well-designed system architecture, defined requirements as well as a structured implementation roadmap. If the roadmap is implemented in several iterations, quick wins are achieved in addition to a direct benefit to the project client and the users.

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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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