SECG Consulting Papers
Defining the Business Value of IT
A thorough examination of the literature shows that these complex models can be reduced to two key concepts: 1) Enterprise IT Architecture, and 2) Technology Lifecycle Cost Management. IT spending is driven by the enterprise architecture as part of pre-defined business strategies and initiatives. This, coupled with the employment of a risk-adjusted lifecycle cost management methodology to optimize IT costs, provides the desired framework for defining the business value of IT.
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Implementing IT Cultural Change Without Resistance
The topic of resistance to change is a major topic in the area of organizational behavior and human resource management. People resist change when they perceive the change is against their values or paradigms. They also resist change if it makes them or others they care about uncomfortable or emotionally upset. The change might be in conflict with the knowledge base that they\'re accustomed to. Sometimes the change necessitates a shift in one or more of their well-established behavior patterns, and that also causes resistance. Organizational resistance to change is often expressed through logistical, economic, and political roadblocks that inhibit a break from the status quo. Many times, individuals use organizational barriers to disguise their personal resistance.
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End-to-end PC Lifecycle Cost Management
According to surveys, the three dominant issues facing CIO\'s today are 1) Cost management and/or cost reduction, 2) Maintaining or improving service levels to end users, and 3) risk mitigation. These issues seem to be in conflict with one another. That is, it would seem to be impossible to improve service levels while reducing costs and without increased risk. In order to successfully address these critical issues, it is important to know all costs associated with owning and managing PC’s (includes laptops) within the enterprise. Understanding these costs facilitates effective management of the IT infrastructure and enables significant, cost-saving business decisions. Not understanding these costs may lead to poor management decisions, higher risk, and higher costs.
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The Low-Profile Fluidized Catalytic Cracking Process
This paper documents another significant development in fluid catalytic cracking: the Low-profile Fluid Catalytic Cracker (LPFCC.) Because the catalyst moves through a series of lifts and drops, the highest point on this unit is less than 55 feet above grade, which is a significant improvement over conventional FCCs (usually > 220 feet, requiring a more expensive superstructure and incurring higher operating costs.) The LPFCC allows for a much higher local catalyst/oil ratio, while maintaining thermal balance. Staged catalyst activity/temperature provides the capability of keeping feed streams separate, especially difficult-to-crack feeds. The lower capital and operating costs of the LPFCC permit it to be attractive in conditions where the traditional FCC would not, such as refineries with relatively low throughput or those needing additional marginal capacity. The LPFCC allows flexibility in reaction severity in each reactor, such as shorter (order of magnitude) reaction times, ability to increase temperature for greater selectivity, and the ability to use more reactive/selective catalysts. Additionally, because its modules are portable and relatively easy to set up in remote locations, the LPFCC is useful, at the well-head, to upgrade heavy/high-paraffin crude oil, in the field, for cheaper transport to the refinery.
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Information Technology Assets Procurement Best Practices
Establish Procurement Practices. Administer Procurement Request. Select Suppliers/Negotiate Contracts. Administer Supplier/Contract Agreement. Select Suppliers/Negotiate Contracts. Receipt and Acceptance of Orders. Manage Supplier Relationship.
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