We define the term access beyond broadband connectivity (material access), to also include motivation, skills and different type of usages, which in e-health ranges from accessing online healthcare information, services and clinical treatment, to self-support. Around the globe, e-health has continued to expand with the expectations that it will both reduce healthcare expenditure and improve quality and access to healthcare for all citizens. However, emerging evidence suggests that, if not managed carefully, e-health will further exacerbate health inequities because those with poorer health are often those with lower or no information and communication (ICT) use
The role of EA is a challenging one, requiring a broad set of knowledge and skills. EAs have been described as generalists, and “a mile wide and an inch deep”. This has a degree of truth, but is also deceptive. The reality is that an EA requires very strong understanding of both business and technology, and has several areas of deep expertise. However, EAs are often assigned broad domains defined by business segments or technology categories, and must therefore initiate, review, align, integrate and communicate the work of a broad range of specialists. This requires very strong soft skills, which enable EAs to interact effectively with people. Soft skills cannot simply be studied. They require an accumulation of experience with a variety of people and circumstances.
Bitcoin itself may never be more than a curiosity. However blockchains have a host of other uses because they meet the need for a trustworthy record, something vital for transactions of every sort. Dozens of startups now hope to capitalise on the blockchain technology, either by doing clever things with the bitcoin blockchain or by creating new blockchains of their own. One idea, for example, is to make cheap, tamper-proof public databases—land registries, say, (Honduras and Greece are interested); or registers of the ownership of luxury goods or works of art. Documents can be notarised by embedding information about them into a public blockchain—and you will no longer need a notary to vouch for them.
The companies don't typically disclose the components of their capital expenditures, but each of the Big Three has ramped up spending to support their own Web and mobile services and to build out operations to rent computing horsepower to other companies. While Amazon's spending also includes the mega warehouses for its e-commerce business, the company has singled out its growing Amazon Web Services cloud-computing operation as a chief reason for the spending jump in recent years. Capital expenditures have become a big component in the tech companies' jockeying for digital superiority.
The key to Agile Architecture is emergence. In fact, business agility is the emergent property we seek from the Complex Adaptive System (CAS) we call the enterprise. Agile Architecture is a set of intentional acts we as individuals should take in order to get our enterprises to exhibit this most important of emergent properties. The question of the day, therefore, is what are these intentional acts? How do we actually go about architecting an enterprise to be agile? At this point many of the enterprise architects reading this will want to argue over whether the Agile Architecture I’m discussing is actually Enterprise Architecture (EA). Frankly, I don’t give a damn what you call it.
Within the IT department, TOGAF provided an ontology for discussing IT issues, and it also provided a foundation for the Enterprise Architecture repository. However, it was seen within the organization primarily as an IT architecture concern, not a framework for transformational change. The EA team decided that in order to really benefit from TOGAF and address the complexity challenges throughout the enterprise, they would need to prove that TOGAF could be used to add value throughout the entire organization and influence how changes were delivered to the IT landscape, as well as prove the value of a structured approach to addressing internal issues.
During the planning, leaders should use data to better understand the current organizational situation. Where are we succeeding? Where are we not succeeding? Where is our current corporate business definition working or requiring change? Where is digital transformation changing the basis of competition and possibly requiring new business capabilities? Additionally, leaders may request qualitative and quantitative data for existing and planned new products. How big is the market? What features do different segments want? And the list goes on and on. The important thing is they let the data speak to them and hear what it means to them and their business.
The move to digital products and services will mean that the failure of a system can become public knowledge very quickly indeed. System outages in industries like banking damage credibility and deter customers. “Software is becoming life-critical to businesses,” Delaroche declared. “In the past CIOs could deal with problems behind closed doors. But because many systems will be market-facing after digital transformations, problems will be public,” he said. One result of this will be to heap pressure on CIOs. “Today we hear about a major software outage every week, but in a few years there will be one every day,” Delaroche said.
In the absence of feedback and constructive input from those charged with this responsibility, you have work to do. The first challenge is to identify those responsible and elicit their system/application performance goals, expectations, and non-functional requirements. If requirements are still not forthcoming and you elect to stay the course, state in your test plan or formal communications your predicament in order to protect yourself. Concede that you are in exploratory mode and, for now, have committed yourself to waive formal requirements. You’ll have to create makeshift requirements and goals. (I’ve got some examples later in this blog as a start.) At a minimum, document what you are going to do during your performance testing effort.
"So much information that consumers deem personal is, in fact, quite readily accessible," said Yoram Golandsky, CEO of cyber-risk consultancy and solution provider CybeRisk Security Solutions, in an interview. "There isn't one repository that can't be broken into. Eventually we find a way in." "It's a massive problem. Personal information is being disseminated far and wide. I don't think people appreciate how far and wide," said Rogers, in an interview. "It's getting to the point where you have to assume your data is not safe with anybody." While the warnings may sound alarmist or even paranoid, consider the sources: A world-class hacker and security expert, another sought-after security expert, and a Dark Web expert.
Quote for the day:
"Technology means the systematic application of scientific or other organized knowledge to practical tasks." - J. K. Galbraith