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EA tools allow organizations to map out their business process architecture,
business capability architecture, application architecture, data architecture,
integration architecture, and technology architecture. The common capabilities
of EA Tool are, EA Repository supports business, information, technology, and
solution viewpoints and their relationships and supports business direction,
vision, strategy, etc EA Modelling, support the minimum viewpoints of business,
information, solutions, and technology. Modeling of As-Is and Target state,
Impact Analysis, and Roadmaps Decision Analysis, capabilities such as gap
analysis, traceability, impact analysis, scenario planning, and system thinking.
Multiple Views support multiple views for different types of audiences/users
such as Executives, Architects/Designers, Business Planners, Suppliers, etc.
Support customization and extensions of meta-model, diagrams, menus, matrices,
and reports Collaboration and Sharing, provide good collaboration-oriented
features, which include simultaneous model editing, a shared remote repository,
version management including model comparison and merge, easy publishing, and
review capabilities
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Environmental sustainability is only one use case for blockchain technology.
Companies can use distributed ledgers for social sustainability and governance.
For example, pharmaceutical companies can collect data on a blockchain that
identifies and traces prescription drugs. This data collection can prevent
consumers from falling prey to counterfeit, stolen, or harmful products. Banks
can collateralize physical assets, such as land titles, on a blockchain to keep
an unalterable record and protect consumers from fraud. In supply chain finance,
organizations can use distributed ledger technology to match the downstream flow
of goods with the upstream flow of payments and information. That can help level
the playing field for smaller financial institutions. Sustainability must be
seamless. ServiceNow recently partnered with Hedera to help organizations easily
adopt digital ledger technology on the Now Platform. This partnership provides a
seamless connection between trusted workflows across organizations.
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Enterprises face multiple risks throughout their supply chains, Deloitte says,
including shortened product life cycles and rapidly changing consumer
preferences; increasing volatility and availability of resources; heightened
regulatory enforcement and noncompliance penalties; and shifting economic
landscapes with significant supplier consolidation. ... “Often people think of
the supply chain as one thing and it is not,” Korba says. “We think of the
supply chain as the sum of several parts of the whole business operation —
from understanding customer demand to materials management and manufacturing
or sourcing and purchasing, to logistics and transportation, to inventory
management and automated replenishment orders at Optimas and at our customers’
locations.” A key to success is the ability for all the supply chain
tools the company uses to work together seamlessly, to help keep customers
appropriately stocked and better manage costs, demand, inventory, production,
and suppliers. The information provided through analytics needs to address
financial issues such as cashflow and pricing on the supply and demand
sides.
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Serverless architecture brings two benefits. First, it enables a pay-as-you-go
model on the full stack of technology and on the most granular basis possible,
thereby reducing the overall run cost. The pay-as-you-go model is activated by
putting functions into production via the operator of the serverless ecosystem
only when they are needed. Therefore, serverless architecture not only reduces
costs below the economies of scale provided by cloud-based setups capable of
operating infrastructure at large scale, but also reduces idle capacity.
Second, serverless architecture provides ecosystem access for the underlying
infrastructure as well as the entire functionality, thereby drastically
reducing the cost to transform the company’s IT environment. Ecosystem access
for functions is achieved through the provider’s FaaS and BaaS models instead
of being redeveloped for every client. While ecosystem access in SaaS was only
possible for the entire software package, with serverless architecture even
small-scale functions can be reused, thereby offering more flexibility and
reusability on a broad basis.
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Companies adopting the free-to-play monetization techniques in their titles
naturally have an incentive to max out the users’ shopping sprees. To this
end, they can deploy a whole array of design decisions, from annoying pop-ups
with links to in-game shops to more sophisticated tools. The latter use
behavioral data and psychological tricks to goad the users into spending more.
Some of the latest patents coming from leading industry names, such as
Activision, put machine learning at the service of the company’s bottom line.
Tweaking the matchmaking system to prompt new players to spend more? Check.
Clustering players in groups to target them with tailored messaging,
offerings, and prices? Check. These and other techniques live and breathe
behavioral data. As such, they do raise red flags in terms of data
exploitation, especially if you consider who tends to fall for them the
hardest. Free-to-play games make a solid chunk of their revenues off a very
small subset of their player base, the so-called “whales,” as high-paying
players are known in the industry.
The eBay engineering team recently outlined how they came up with a scalable
release system. The release solution leverages distributed architecture to
release more than 3,000 dependent libraries in about two hours. The team is
using Jenkins to perform the release in combination with Groovy scripts. As we
learnt from Randy Shoup (VP of engineering and chief architect at eBay) and
Mark Weinberg (VP, core product engineering at eBay) had systemic challenges
with releasing major dependencies, leading to the equivalent of distributed
monoliths. Late last year, eBay began migrating their legacy libraries to a
Mavenized source code. The engineering team needed to consider the complicated
dependency relationships between the libraries before the release. The
prerequisite of one library release is that all the dependencies of it must
have been released already, but considering the large number of candidate
libraries and the complicated dependency relationships in each other, it will
cause a considerable impact on release performance if the libraries release
sequence cannot be orchestrated well.
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While Meta’s promotional vision for metaverse worlds is a series of distinct
snapshots, other metaverse platforms, such as Decentraland, The Sandbox, and
Cryptovoxels, feature some level of urban planning. Like in many real-world
cities, they use a grid system with plots of land distributed on a horizontal
plane. This allows for property to be easily parceled and sold. However, many
of these plots have remained empty, demonstrating that they are primarily
traded speculatively. In some instances, content—buildings and things to do,
see, and buy within them—has been added to plots of land, in an effort to
create value. Virtual property developer the Metaverse Group is leasing
Decentraland parcels and offering in-house architectural services to tenants.
Its parent company, Tokens.com, has virtual headquarters there too, a blocky
sci-fi-style tower in an area called Crypto Valley. ... Real cities are now
choosing to emulate themselves in the metaverse. South Korea’s Metaverse 120
Centre will provide both recreational and administrative public
services.
One of the primary risks stems from the lack of regulatory certainty as the
existing legal and regulatory frameworks for financial markets were not
designed for trading, clearing or settling on DLT, he added. Innovation should
be done in a way that the financial system is taken forward to benefit society
as a whole, including contributing to achieving objectives such as improving
efficiency, lowering barriers to entry for financial activity and
addressing any challenges restricting access to meaningful financial services.
... “PK2 has demonstrated that building a platform for a tokenised security
would impact on the existing participants in the financial market ecosystem,
as several functions currently being performed by separately licensed market
infrastructures could be carried out on a single shared platform. ... Further,
the report, produced in partnership with the Intergovernmental Fintech Working
Group and financial industry participants, highlights several legal,
regulatory and policy implications that need to be carefully considered in the
application of DLT to financial markets.
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In web3, new storage solutions allow people to store data for each other in a
secure and decentralized way. This makes it much, much, more difficult to
obtain user data through hacking a server full of data. At the same time, the
way data will be managed on the user-side is that it will be completely
permission-based. Users will be able to manage data access on the fly, giving
and withdrawing permission to personal data when needed. In our vision, this
will end up being the way the internet is going to work in the future, whether
you apply for a loan or do an online personality test. ... The power of
blockchain here lies in the power of digital sovereignty, in other words, the
freedom to do whatever you want online without anybody telling you otherwise.
Here again, the decentralized nature of blockchain is key, because it makes it
virtually impossible for any third party to interfere with the process. ...
The idea is that the decentralized nature of blockchain allows people to
transact wealth freely, without the need for banks, governments, or anybody
else. This once sounded like a futuristic libertarian utopia, now it’s
becoming a reality.
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Delivering successful products is essential and goes hand in hand with knowing
how good we are at creating the product: our performance. I suggest resisting
the urge to measure our performance as a cost. There are many useful metrics
available such as speed, quality, predictability, etc that monitor our
performance. A word of caution is needed to decide which metrics are valuable
and which are not. For example, Velocity is not suitable to compare team
performance. Although it can be a valuable metric at a team level, intended
for the team to monitor its own speed. However, velocity does not add up to
give you a number on your organisational speed. Some suggestions for useful
metrics: cycle time, release frequency, product index, innovation rate, etc.
... Measuring how well we perform in delivering value to the customer also
serves as a metric for organisational change. How? If it takes multiple
sprints and 16 hand-offs to ship an integrated product, we can monitor how we
are doing in trying to deliver that integrated product without hand-offs in a
single sprint. If the number of handoffs of a team goes down, their ability to
deliver Done goes up, which is a metric of organisational improvement.
Quote for the day:
"Leaders must encourage their
organizations to dance to forms of music yet to be heard." --
Warren G. Bennis
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