Symposium/ITxpo marries the enterprise goals IT professionals and business leaders tell us are priorities for their organizations, with the technologies and disciplines needed to realize those goals. Armed with those insights and actionable advice, conference attendees return to work better-equipped to succeed both as an organization and as an individual.
With over 200 sessions in total, the best way to view the Symposium agenda is via the Agenda Builder where from mid-July recommended agendas will be listed for all industries and job roles relating to our Symposium Communities:
- • Applications
- • BI & Information Mgmt
- • Business Process Improvement
- • CIO
- • Enterprise Architecture
- • Infrastructure & Operations
- • Project Portfolio Management
- • Security & Risk
- • Sourcing & Vendor Management
Visit the Agenda Builder
Tracks
In 2008, the agenda will also be organised into the following Tracks:IT in the Business
In the current environment Business leaders need to understand even more how information technology can be pressed into the service of the business to gain cost advantages while also targeting competitive advantages. IT leaders need to know the business as well as their business peers do, and provide solutions that address problems and opportunities in business language and in business terms. Terms like profit, risk, revenue, productivity must be as easy for the for the IT leader as IT governance, SOA, cloud computing, and virtualization. The purpose of this track is to provide you, the IT professional, with a way to communicate with your business the solutions to their problems in their language. This means having a sense of their problems within your industry, and also a sense of the business imperatives that drive their priorities. IT in the Business is about the issues confronting your business as well as the solutions to those issues, in a way that connects IT more closely to the line of business organizations in your enterprise or the policymakers in your governmental institution.
Business and Technology Leadership: Delivering the Difference
Business expectations for IT challenge the CIO's ability to deliver at a time when resources are under pressure. Those expectations are at the heart of your 2009 plans and commitments. As the enterprise needs to change, so too the CIO must lead and change IT's contribution, capability, operations and their own leadership role in the enterprise. These changes define business and technology leadership. Traditional IT points to utility and generic IT. CIOs and IT must deliver the solutions that make a difference and that will require new skills, credibility and relationships. CIOs will need new tools and skills to deliver the business and technology leadership needed to make a difference in 2009 and reshape their future the future of IT.
Strategic Initiatives: Acting on Disruptions and the Opportunities They Create
The politics and science of global warming, rising energy costs and environmental concerns loom large in future planning. So do disruptive innovations that are rewriting the script for datacenters (modernization, virtualization and containerization) and software (open source, forced migrations and new sourcing options such as SaaS). Disruptive patterns are emerging from known, lower order phenomena to create large scale higher order consequences: The genie of Moore's law and other predictable changes in emerging technology are having unexpected implications in user's individual technology choices and the explosion of interest in social software, consumerization and a demand for managed diversity. Cloud computing and social process support have grown out of earlier trends and now defy historically accurate predictions about where and how IT should work and what values it should deliver. We will include the ever important future technology scan as well as special research reflecting unconventional thinking where we will expose maverick thinking within the analyst community.
Enterprise Architecture and Strategic Planning in a Turbulent World
Change without integrated enterprise architecture and strategic planning leads to reactive and fragmented tactical responses, wasted resources and funding, and loss of competitive advantage. Regardless of your organization's size, industry, location or culture, we are all experiencing huge business, economic, social, political and cultural turbulence. The dominance of global economies, the evolution of new business and computing models, and the emergence of digital natives in the workplace render authoritative and controlling IT practices obsolete. Business and IT are increasingly intertwined. This dynamic will forever change the role, scope and practices that have defined IT in the past. However, even during this evolution, IT still needs to continue to keep delivering and supporting technology-driven solutions.
Process, Applications and Information
The increasing demand from the business to support innovation and agility has forced IT departments to re-examine their assets, take advantage of emerging and evolving technologies, methodologies and disciplines. This includes an introspection of core applications, data, processes, portals and middleware. Understanding how SOA, BPM, MDM, Business Intelligence and Data and Content Management affect these layers is a must. Additionally companies should not only examine their present state, they should strive to understand how the portfolio of "parts, process and people" is rapidly changing and converging. Companies that do so will have the competitive edge, companies that don't will be rendered obsolete by their consumers.
Infrastructure Management
Infrastructure is what makes business dreams a reality. Technologies such as multicore, virtualisation and telepresence will provide new application and implementation opportunities for the business. Computational models such as SOA and cloud computing will revolutionise both sourcing and implementation decisions. New concepts such as context and communications aware applications will demand new infrastructure. And against this background megavendors are fighting to make their technology stack your future infrastructure and users are covertly redefining the infrastructure by bringing new devices and applications into the enterprise. The next decade of infrastructure will pose greater opportunities and challenges than ever before.
IT Operations Management and Security
IT Operations Management and IT Security are two distinct disciplines with different mandates, but with overlapping and integrative processes. As IT moves towards service oriented architectures and dynamic resource and service provisioning, both security and operations management requirements need to be designed into the application architecture and into the IT infrastructure, in a way that enables rather than impedes agility. Come hear about how to accomplish this.
IT Acquisition and Vendor Management Strategies to Maximize Performance
IT sourcing options have never been more prolific or more complex. Understanding when to buy vs. lease, own vs. rent, outsource vs. insource will not only affect your fi nancial results but could have a profound impact on business performance. In this track we explore the vast array of new options for sourcing IT products and services. We will contrast the old methods with the new and present tools, techniques and frameworks to help you develop the best sourcing strategies for your business. Attendees will also learn to effectively evaluate and manage IT vendors to maximize performance.
Have a question?
- Can't find what you are looking for?
- Contact Us
