Compiled and edited by Tony Shaw, Program Chair, Wilshire Conferences, Inc




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Manager, Data Management Group


Cardinal Health


In the last two years, Cardinal Health embarked on an extremely aggressive implementation of a new DBMS platform for its Enterprise Data Warehouse. A critical first step was selecting the DBMS platform that would serve as the engine for an advanced, active data warehouse implementation. At Cardinal, the data warehouse is a mission-critical component in the overall business and technology infrastructure. Consequently, it was imperative that the evaluation team submit the vendors to a rigorous yet objective process. This presentation explained the evaluation methodology and provide the audience with guidelines for establishing objective, bias-free criteria. Cardinal used a process that included performing benchmark studies with the vendors under consideration and this proved to be critical in crystallizing the decision for DBAs and management.


Business Semantics and the OMG Business Rules SIG


Donald Chapin

Business Vocabulary & Rules Consultant

Business Semantics Ltd.


In June 2003 the Object Management Group published an RFP requesting proposals for a metamodel which can be used to specify unambiguously the meaning of the vocabulary and rules of the business of any kind of organization. This RFP, “Business Semantics of Business Rules”, requires that the metamodel be conceptualized and expressed the way people in organizations think and talk, independent from any reference to any information system. It is to be based on First Order Predicate Logic to enable largely automated transformations to information systems designs. Initial proposals were submitted for this OMG RFP in January 2004. This presentation discussed each submission, how it fits the requirements in the RFP, and the potential benefits to organizations from using methods and tools that support this upcoming OMG standard.


SEMINARS

Thursday, May 6

2:00 pm – 5:30 pm


Being Right Isn't Enough: A Crash Course in Consulting Skills


Graeme Simsion

Senior Fellow

University of Melbourne


The workshop covered the importance of communicating and working effectively with stakeholders (in addition to having the "right" answer) and provided some important principles and techniques. Key ideas included:

  • identifying the full range of stakeholders (economic, user, technical)

  • setting and managing expectations from the beginning

  • clarifying the nature of the consultant-client relationship

  • understanding and dealing with conflict

  • the value of follow-up beyond the "end" of the project


The focus was on giving "internal" consultants some of the tools and techniques that external consultants use.

Managing IT Professionals Seminar



George Flanagin

Partner

Bright Crayon

Managing workplace culture of IT: IT professionals are more concerned than most workers about what their peers think about their skill level. Additionally, IT professionals quite often work at multiple sites, and intermingled with users, customers, and peers. A successful workplace culture has much to do with understanding the unique ways that IT professionals interact with each other, and helping them to understand the language of the users and customers.




Listening: Because a group of IT professionals is likely to have a different psychological profile (such as Meyers-Briggs Type Indicator), managers of IT professionals must learn to listen in a different way. In our look at these differences, we also discuss "emotional intelligence" and how it affects the management/IT interface in your corporation.



Handling difficult situations: IT professionals "rebel" more than other groups, frequently in response to issues of process and freedom.


Managing the time of the IT professional: The stereotype programmer comes in late, works through the night, and sleeps under his desk. This makes it difficult to track accountability, as well as to support the necessary communication with other groups. You need to create an orderly work environment that still has freedom.


Identifying resources: Most IT professionals are concerned with developing their careers, simply because the medium that they are working in changes quickly. The desired direction of career development may not always be in the direction the corporation perceives as "up."

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