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Ewsolutions Enterprise Architecture, Data Architecture, Data
EWSolutions Enterprise Architecture, Data Architecture, Data Governance, Metadata Management Case Study Leveraging Existing Investments in Systems, Data and Personnel to Improve Logistics and Supply Chain Management for Defense Operations Enterprise architecture planning and development, data architecture, metadata management, data governance, and enterprise data integration combined to ensure the success of the world's largest defense logistics and supply chain. EWSolutions, Inc. 1/25/2017 Developing and Implementing a New Defense Logistics Supply Chain: A Case Study in How EWSolutions Enabled Success for the US Department of Defense The Department of Defense (DoD) is America's oldest and largest government agency. It employs a civilian force of 742,000, along with over 1.3 million men and women on active duty; it is the United State's largest employer. Another 826,000 people serve in the National Guard and Reserve forces. The national security depends on defense installations, people, and facilities being in the right place, at the right time, with the right qualities and capacities to protect the security of the United States and allies. These military service members and civilians operate in every time zone and in every climate. More than 450,000 employees are overseas, both afloat and ashore. This complexity extends to the logistics, communication, and supply chain needed to connect and furnish these employees and dependents with all the required resources (food, clothing, weapons, etc.) The mission of the US Department of Defense is to provide the military forces needed to deter war and to protect the security of the United States. Fulfilling this mission requires a large variety of resources; securing and delivering those resources to the right place at the right time in the right quantities requires accurate information that comes from complete and valid data. -
Enterprise Architecture
Enterprise Architecture Dr. Adnan Albar Faculty of Computing & Information Technology King AbdulAziz University - Jeddah 1 Enterprise Architecture Methods Lecture 5 Week 5 Slides King AbdulAziz University - FCIT 2 Overview . Description Languages for Business & IT Domains . IDEF . BPMN . Testbed . ARIS . Unified Modeling Language . Service-Oriented Architecture (SOA) Slide 3 Description Languages . In domains such as business process design and software development, we find established description languages for modeling these domains. For software modeling, UML is of course, the single dominant language. In organization and process modeling, on the other hand, a multitude of languages are in use: there is no standard for models in this domain. We will focus on languages that either find widespread use or have properties that are interesting from the perspective of our goals in developing an enterprise architecture language. Slide 4 IDEF – Integrated DEFinition Methods .IDEF is a family of languages .Used to perform enterprise modeling and analysis .Currently, there are 16 IDEF methods. Of these methods, IDEF0, IDEF3, and IDEF1X (‘the core’) are the most commonly used. Slide 5 IDEF – The Scope it Covers .Functional modeling, IDEF0: The idea behind IDEF0 is to model the elements controlling the execution of a function, the actors performing the function, the objects or data consumed and produced by the function, and the relationships between business functions (shared resources and dependencies). .Process modeling, IDEF3: IDEF3 captures the workflow of a business process via process flow diagrams. These show the task sequence for processes performed by the organization, the decision logic, describe different scenarios for performing the same business functions, and enable the analysis and improvement of the workflow. -
Integrating IT Portfolio Management with Enterprise Architecture Management 79
Enterprise Modelling and Information Systems Architectures Vol. 8, No. 2, December 2013 Integrating IT Portfolio Management with Enterprise Architecture Management 79 Daniel Simon, Kai Fischbach, Detlef Schoder Integrating IT Portfolio Management with Enterprise Architecture Management The management of information technology (IT) as a business has become a crucial factor in today’s complex and dynamic environments. Many firms thus have implemented IT portfolio and enterprise architecture (EA) management practices, and academic research has paid increasing attention to these concepts. However, their integration seems poorly substantiated; this article therefore seeks to answer two main questions: (1) What are differences and common characteristics of IT portfolio and EA management, and in what way can they be integrated? and (2) what factors and types might describe an integrated process design of EA management and project portfolio management in particular? To answer these questions, this study synthesises previous research and surveys EA practitioners to propose an EA management process map, as well as three descriptive factors and four clusters, which provide an integrated process design with project portfolio management. The interrelations with organisational aspects and software tool support are also explored. This article thereby clarifies and systematises the subject area while also offering advice for researchers and practitioners. 1 Introduction structured, business-like approach to IT manage- ment that comprises application, infrastructure, The notion of managing information technology service, and project portfolio management (Ben- (IT) as a business (Lientz and Larssen 2004) has son et al. 2004; Kaplan 2005). attracted significant attention, particularly as IT environments grow steadily more complex and Integration is equally critical to EA management, thus more difficult to manage. -
Developments with Microsoft's New Windows 8 System 26 June 2013, by the Associated Press
Developments with Microsoft's new Windows 8 system 26 June 2013, by The Associated Press The launch of Windows 8 was heralded as the — Nov. 28: Microsoft says about 40 million licenses biggest change to the industry's dominant to Windows 8 were sold in its first month on the operating system in at least 17 years. It attempts to market, though that number includes licenses bridge the gap between personal computers and bought by PC manufacturers for machines built but fast-growing tablets with its touch-enabled not yet sold. Microsoft didn't provide further details interface. But consumer reaction has been beyond saying that Windows 8 is being embraced lackluster. Microsoft now plans an update this year. by a list of companies that include Johnson & Johnson, British Telecom and Bank of America Corp. Here's a look at events surrounding Microsoft Corp .'s new system: — Nov. 29: NPD Group says sales of personal computers in the U.S. didn't get any boost from the — Oct. 25, 2012: Microsoft holds a launch event in launch of Windows 8. There's no sign that Windows New York for Windows 8, a major overhaul of its 8 made things worse for PC makers. Rather, NPD ubiquitous computer operating system. Not much says the weak sales are a continuation of a trend new is revealed, as many of the details had been seen throughout this year. announced before, and the software had been available for testing. — Jan. 8, 2013: Microsoft says it has sold 60 million Windows 8 licenses to date. -
View Annual Report
TO OUR SHAREHOLDERS, CUSTOMERS, PARTNERS AND EMPLOYEES: This is a unique letter for me – the last shareholder letter I will write as the CEO of the company I love. We have always believed that technology will unleash human potential and that is why I have come to work every day with a heart full of passion for more than 30 years. Fiscal Year 2013 was a pivotal year for Microsoft in every sense of the word. Last year in my letter to you I declared a fundamental shift in our business to a devices and services company. This transformation impacts how we run the company, how we develop new experiences, and how we take products to market for both consumers and businesses. This past year we took the first big bold steps forward in our transformation and we did it while growing revenue to $77.8 billion (up 6 percent). In addition, we returned $12.3 billion (up 15 percent) to shareholders through dividends and stock repurchases. While we were able to grow revenue to a record level, our earnings results reflect investments as well as some of the challenges of undertaking a transformation of this magnitude. With this as backdrop, I’d like to summarize where we are now and where we’re headed, because it helps explain why I’m so enthusiastic about the opportunity ahead. Our strategy: High-value activities enabled by a family of devices and services We are still in the early days of our transformation, yet we made strong progress in the past year launching devices and services that people love and businesses need. -
Enterprise Architecture for Project Managers
Enterprise Architecture for Project Managers JK Corporate Services (JKCS) Authored by: Stan Ketchum, PMP Enterprise Architecture for Project Managers by Stan Ketchum is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License Enterprise Architecture for Project Managers Table of Contents Introduction .................................................................................................................................... 1 Purpose ........................................................................................................................................... 2 What Is Enterprise Architecture? ................................................................................................... 2 Why Is EA Needed? ..................................................................................................................... 2 What are the benefits of EA? ...................................................................................................... 3 EA vs Projects .............................................................................................................................. 3 What Does EA Consist of? ............................................................................................................... 4 EA Domains ................................................................................................................................. 4 Business Architecture ............................................................................................................ -
Architecting Software the SEI Way Twitter #Seiarchitecture © 2012 Carnegie Mellon University Outline Essential Problems for Architects
Analyzing and Evaluating Enterprise Architectures John Klein Senior Technical Staff John has over 20 years experience developing systems and software. He joined SEI in 2008. Before joining SEI, John was a chief architect at Avaya, Inc. There his responsibilities included development of multimodal agents, architectures for communication analytics, and the creation and enhancement of the Customer Interaction Software Product Line architecture. Prior to that, John was a software architect at Quintus, where he designed the first commercially successful multi- channel integrated contact center product and led the technology integration of the product portfolio as Quintus acquired several other companies. See his full bio at: www.sei.cmu.edu/go/architecting-software-the-sei-way Architecting Software the SEI Way Twitter #SEIArchitecture © 2012 Carnegie Mellon University Outline Essential problems for architects - • How do we efficiently translate business goals into quality attribute requirements? • How do we ensure that these quality attribute requirements are reflected in the tradeoffs and decisions that shaped the architecture? Agenda • Review of the SEI perspective on architecture-centric engineering • Scaling from software context to systems of systems and enterprise architectures • An approach to developing quality attribute requirements for enterprise architectures • An approach to first-pass evaluation of enterprise architectures • Tying together EA and system/software analysis and evaluation Architecting Software the SEI Way 1 Twitter #SEIArchitecture © 2012 Carnegie Mellon University Architecture-centric Engineering – Software and Systems IMPLEMENT AND EVOLVE DESIGN IMPLEMENT BUSINESS AND MISSION GOALS ARCHITECTURE SYSTEM SATISFY CONFORM SATISFY Architecting Software the SEI Way Twitter #SEIArchitecture © 2012 Carnegie Mellon University Principles of Architecture-Centric Engineering Every system has an architecture, regardless of scale. -
4.3 NWS ENTERPRISE ARCHITECTURE Bobby Jones
4.3 NWS ENTERPRISE ARCHITECTURE Bobby Jones*, Chief IT Architect Barry West, Chief Information Officer NOAA’s National Weather Service 1 INTRODUCTION An Enterprise Architecture (EA) is a comprehensive blueprint that aligns an organization’s business In 1996, Congress required Federal Agency Chief processes with its Information Technology (IT) Information Officers (CIO) to develop, maintain, and strategy. It is documented using multiple facilitate integrated systems architectures with the architectural models or views that show how the passage of the Clinger-Cohen Act. Additionally, current and future needs of an organization will be Office of Management and Budget (OMB) issued met. The key components of the EA are: guidance that requires agency information systems investments to be consistent with Federal, Agency, • Accurate representation of the and bureau architectures. Enterprise Architectures business environment, strategy and (EA) are “blueprints” for systematically and critical success factors completely defining an organization’s current • Comprehensive documentation of (baseline) or desired (target) environment. EAs are business units and key processes essential for evolving information systems and • Views of the systems and data that developing new systems that optimize their mission support these processes value. This is accomplished in logical or business • A set of technology standards that terms (e.g., mission, business functions, information define what technologies and flows, and systems environments) and technical products are approved to be used terms (e.g., software, hardware, communications), within an organization, and includes a sequencing plan for transitioning complemented by prescriptive from the baseline environment to the target enterprise-wide guidelines on how environment. to best apply these technology standards in creating business If defined, maintained, and implemented effectively, applications. -
Small Business Offensive Tom Healy Is Spearheading Best Buy’S Push Into Small Business Sales
0606rcp_cover 5/9/06 4:32 PM Page 1 ChannelRedmond Partnerwww.rcpmag.com ■ June 2006 DRIVING SUCCESS IN THE MICROSOFT PARTNER COMMUNITY Honored as BEST START-UP PUBLICATION Jesse H. Neal National Business Journalism Awards 2006 Best Buy’s Small Business Offensive Tom Healy is spearheading Best Buy’s push into small business sales. Can partners handle the competition? 22 +Going Gold: Worth the Effort? 30 A Dynamic Approach to ERP 36 Make Specialization Work for You 42 Project8 5/3/06 4:05 PM Page 1 Project8 5/3/06 4:06 PM Page 2 Project1 5/3/06 11:22 AM Page 1 0606rcp_TOC_1.v7 5/9/06 4:21 PM Page 1 Redmond ChannelPartnerJune 2006 DRIVING SUCCESS IN THE MICROSOFT PARTNER COMMUNITY FEATURES DEPARTMENTS 42 36 22 Best Buy’s Small-Business Offensive In a move that’s making some Microsoft partners jittery, the retail giant plans to double the number of stores targeting SMBs this year. 14 30 Going for the Gold 4 PARTNER POINTS 22 Making the jump from Certified to Gold License management issues addressed and suggestions Certified is worth the effort—but not necessarily offered; a defense for Software as a Service; a reader for the reasons Redmond emphasizes. expands his prospects with inside information 6 CHANNEL REPORT 36 Getting Serious About ERP Support deadline looms for Windows 98/SE/Me . 6 Microsoft is getting serious about Dynamics, Piracy in China tempers business opportunities . 8 and partners should, too. Microsoft Partner Calendar . 9 Microsoft earnings a mixed bag for partners . 10 30 42 One Hat or Many? ANATOMY OF THE DEAL: Microsoft-Hyperion Solutions . -
The Importance of Data Models in Enterprise Metadata Management
THE IMPORTANCE OF DATA MODELS IN ENTERPRISE METADATA MANAGEMENT October 19, 2017 © 2016 ASG Technologies Group, Inc. All rights reserved HAPPINESS IS… SOURCE: 10/18/2017 TODAY SHOW – “THE BLUE ZONE OF HAPPINESS” – DAN BUETTNER • 3 Close Friends • Get a Dog • Good Light • Get Religion • Get Married…. Stay Married • Volunteer • “Money will buy you Happiness… well, it’s more about Financial Security” • “Our Data Models are now incorporated within our corporate metadata repository” © 2016 ASG Technologies Group, Inc. All rights reserved 3 POINTS TO REMEMBER SOURCE: 10/19/2017 DAMA NYC – NOONTIME SPEAKER SLOT – MIKE WANYO – ASG TECHNOLOGIES 1. Happiness is individually sought and achievable © 2016 ASG Technologies Group, Inc. All rights reserved 3 POINTS TO REMEMBER SOURCE: 10/19/2017 DAMA NYC – NOONTIME SPEAKER SLOT – MIKE WANYO – ASG TECHNOLOGIES 1. Happiness is individually sought and achievable 2. Data Models can in be incorporated into your corporate metadata repository © 2016 ASG Technologies Group, Inc. All rights reserved 3 POINTS TO REMEMBER SOURCE: 10/19/2017 DAMA NYC – NOONTIME SPEAKER SLOT – MIKE WANYO – ASG TECHNOLOGIES 1. Happiness is individually sought and achievable 2. Data Models can in be incorporated into your corporate metadata repository 3. ASG Technologies can provide an overall solution with services to accomplish #2 above and more for your company. © 2016 ASG Technologies Group, Inc. All rights reserved AGENDA Data model imports to the metadata collection View and search capabilities Traceability of physical and logical -
ERP Application Lifecycle Management (ALM): 10 Reasons Why ERP Change Management Has Outgrown Helpdesk Software
E NTERPRISE C HANGE M ANAGEMENT ERP Application Lifecycle Management (ALM): 10 reasons why ERP change management has outgrown helpdesk software. Advances in ERP applications combined with complex implementations are challenging ERP specialists to manage change faster with fewer errors. As business-driven changes come faster, many ERP managers are struggling to break the ROI barrier for their ERP applications. Helpdesk-centric CM strategies do little to address the needs of complex ERP support and upgrade tasks, and increase the organization’s exposure to unmanaged and unauthorized ERP changes. Now, process-based CM/ALM capabilities are providing the ability to bridge an ERP from the implementation project to Level 2 production support with much less risk, while reducing ERP ownership costs (TCO). Introduction ERP Applications are driving Enterprise Architecture Change Companies using Enterprise Resource Planning (ERP) applications are making large investments in the future. It is said that implementing an ERP application The best Enterprise can be compared to “re-wiring the Enterprise Central Nervous System”. These Software for your Enterprise Applications carry a hefty price tag and require months of preparation company, the best prior to final testing and rollout. Enterprise IT architects plan the enterprise data consulting effort to architectures using key ERP data stores, including Oracle’s Trade Community help configure Architecture (TCA). Next generation ERP apps will introduce new technology-- workflows to match Web services, integrated analytics, business-activity monitoring, portals, data your needs, and a hubs, and repositories--all of which must be mastered to be used effectively. serious investment in the future. Every At the heart of the primary ERP vendors’ redevelopment efforts is the adoption of business has its own service-oriented architectures, Web services standards, and business process way of dealing with management technology. -
Downloadable Content, and Peripherals
Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K x ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Fiscal Year Ended June 30, 2013 OR ¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Transition Period From to Commission File Number 0-14278 MICROSOFT CORPORATION WASHINGTON 91-1144442 (STATE OF INCORPORATION) (I.R.S. ID) ONE MICROSOFT WAY, REDMOND, WASHINGTON 98052-6399 (425) 882-8080 www.microsoft.com/investor Securities registered pursuant to Section 12(b) of the Act: COMMON STOCK, $0.00000625 par value per share NASDAQ Securities registered pursuant to Section 12(g) of the Act: NONE Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes x No ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ¨ No x Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x No ¨ Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).