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 2007 is off to a great start and I’d like to welcomeour new clients that have joined us through our acquisition of Kognition Consulting.
We are very pleased to have the clients and staff of Kognition join us. They bring new capability in the areas of Mobility and Smart Client development and add strength to ourinnovation commitment. I am particularly happy towelcome Chris Auld as Director, Strategy and Innovationof Intergen.Chris is a Microsoft Regional Director, one of aroundonly 160 worldwide and two in New Zealand. In this roleChris is privy to significant new Microsoft technologies anddirections. He also regularly networks with the world’s topMicrosoft experts, both within Microsoft and the partner community.Chris is based in Wellington but travels extensively and will be workingclosely with our clients and staff throughout New Zealand and Australia.I would also like to take this opportunity to welcome our 2007 graduate intake.Each year we seek out the best graduates from New Zealand universities. They started in January and attended an intensive week-long boot camp inWellington. I predict there are some real future stars amongst this year’s intake.Congratulations must go to our Technical Services team. The team, with support from others, worked through New Year’s Eve and New Year’s Day, moving ourData Centre in Wellington. Having outgrown our offices some time ago, we hadbeen operating from two premises in Wellington. Late last year we secured newspace in Plunket House and the new Data Centre was designed and built in lessthan three months. Any office move is a big project, but when you have to movea Data Centre as well, it is huge. Extensive planning went into the move and,with hundreds of servers and clients who demand high availability, therewas no scope for anything to go wrong. The planning paid off,within the window allocated, and we now have a first classfacility that we are all very proud of.I am writing this from San Diego where I am attendingMicrosoft Convergence 2007, Microsoft’s annualconference for its Dynamics Customers and Partners. Iam amongst 8,500 attendees hearing about the latest offerings from Microsoft in the CRM and ERP space. It is staggering to see the effort that Microsoft is puttinginto this space and the scale of innovation and product enhancements that are either here or coming. The level of integration between Office and SharePoint with CRM and ERPis amazing. Two years ago we made an investment in developing aMicrosoft CRM practice and in acquiring a Microsoft Dynamics NAV business. This is paying off and, from what I have seen at this conference, we are in a uniqueposition to offer the next generation of integrated solutions from Microsoft.It is an exciting time in the Microsoft world at present and we hope that we canwork with you soon to help bring the benefits of the new products and innovationsto your organisation.
< Copyright 2007 Intergen Limited. All rights reserved. No part of this publication may be reproduced without permission of Intergen Limited >
ISSUE THIRTEEN
>>HOT NEWS:
>>THE INTELLIGENT BUSINESS MAGAZINE
New horizons
tony.stewart @intergen.co.nz 
Microsoft MVP awards:
Intergen nowhas three Microsoft MVPs (Most ValuableProfessionals): Chris Auld for his work inthe Mobility field, Mark Orange for hiscontribution to Microsoft SharePoint andPeter Jones for his involvement with ASP.NET. These awards further strengthenIntergen’s position as Microsoft expertsand industry leaders in these areas, andhighlight our ongoing commitment tofostering innovation and expertise by upskilling staff.
New Wellington office:
We are pleasedto announce that the move across theroad to our new premises is nowcomplete. We are now in Plunket House,126 – 132 Lambton Quay, and we look forward to showing you around.
Intergen Twilight seminars:
Intergen’s Twilight seminars are well under way forthe year. For more information onupcoming seminars in your area, or toregister, visit www.intergen.co.nz
 /
twilights
Intergen’s Wellington Development and Integration Services Team
PROJECT GOVERNANCE >>INTERACTIVE DESIGN >>INTERGEN AT LARGE >>CASE STUDIES >>DATA CENTRE >>KOGNITION/MOBILITY >>UPCOMING >>
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Good governance, at all levels, is not a guarantee of success in the delivery of a business vision, but it does set in place the backdrop and  structures that make successmore likely to be achieved.
Without a strategic and concerted approach togovernance, a project is exposed to a litany of management risks that could be the differencebetween a project that meets its deliverables anda project that fails to meet any of its intendedobjectives, wasting an organisation’s time and money and failing to deliver value.Governance around programs and projects is essential, and allIntergen PMs are schooled in the principles of its establishment for every project they manage.
 What is governance and why is it so necessary to all IT projects?
Information Technology Governance (ITG) deals primarily with the alignment between the business focus and IT management objectives. Information Technology Governance recognises that organisations are critically reliant on their IT systems,ensuring that strategic decisions about IT are owned at the highest level of anorganisation, not solely IT management.
>>INTERGENITE:
<
 SMARTS 
- THE INTELLIGENT BUSINESS MAGAZINE. ISSUE THIRTEEN >
>> PROJECT GOVERNANCE
>>2
Protecting the project – why governanceis a must-have
Emma Barrett 
What do you do? 
I head up the Wellington Project Management team at Intergen, making sure we have theright profile of PM skills to support our clients.I am also a CRM product specialist and helpour clients get the most benefit from theirMicrosoft CRM implementations.
How do you make a difference? 
I have had the opportunity to work withmany different organisations, implementingbusiness solutions in New Zealand, Australiaand the UK, which has given me an extensiveunderstanding of how software solutions cansupport different business processes, solveissues and provide measurable businessbenefit. I believe in collaborating with client project teams to really understand thebusiness needs and together ensure that theproject meets its objectives as well as thestakeholders’ expectations.
What do you love about your job? 
It's great to see our clients and the Intergenteam membersenjoying their workingrelationship and the shared satisfaction whenthe end result of the project is recognised.
 A bit about me
I live with my husband Nathan in Lyall Bay. Almost every weekend for the last two yearshas involved DIY of some kind. Now that ourhouse renovations are finished we are lookingforward to the ski season and spending moretime out and about with friends and family.
 The chief goals for Information Technology Governance are to:
>>
assure that IT investments generate business value and
>>
mitigate the risks associated with IT. As with good governance at the corporate and IT levels, program and project governance are critical to ensure that project delivery aligns with the vision and value of the programs of work and IT strategy. Good governance makes delivery teams more successful by establishing a framework for decision-making,accountability and communication. Logically, the greater the structure, definitionand acceptance of governance, the less likely it is that there will be issues in themanagement of the program/project. As a vendor, Intergen is flexible in working with governance structuresexisting within client organisations and programs of work. Weare also comfortable taking a lead or advisory role inestablishing or aligning governance to facilitate management activities and achieve the desired business outcomes.Projects must have a clearly defined set of responsibilities,accountabilities and authorities, and individuals assignedto the roles must have the requisite skills and experienceand the organisational authority to make the requireddecisions.A component of governance is the definition of the desiredbusiness vision. This is not a passive activity within the iterativedevelopment lifecycle used at Intergen. Each iteration requiresaccountable business stakeholders to work with the development leadsto re-confirm the highest value features for the next delivery cycle. This ensurescontinual and timely alignment of the project with the business vision and value.In addition to this, communication and stakeholder management is essentialto ensure all parties are informed and engaged. The more involved the seniormanagement sponsors and stakeholders, the better the governance performance.Intergen has consistently used Microsoft SharePoint to provide either a targetedor broad scope of information to stakeholders depending on client requirements.SharePoint is also used to manage and share program and project documentation.
Intergen’s WellingtonProject Managers
 
>>INTERGENITE:
<
 SMARTS 
- THE INTELLIGENT BUSINESS MAGAZINE. ISSUE THIRTEEN >
>>3
>>INTERACTIVE DESIGN
Sue Quigley 
What do you do? 
 As a Senior Interactive Designer at Intergen I conceptualise and createappropriate and engaging websitedesigns for our clients, developingdynamic look and feel that meetsbusiness needs and boosts traffic.
How do you make a difference? 
My goal is to balance aesthetics andperformance. It is important to deliverpowerful graphic design without sacrificing usability. A positive userexperience is a combination of terrificlook and feel and impeccable siteperformance.
What do you love about your job? 
I love it when a site goes live! It isthrilling to see all those weeks of discussions, concepts and revisionsculminate in an actual, functionalwebsite for the whole world to surf.
 A bit about me
My husband and Irecently escaped therat race and politicsof Washington, DC,and moved toWellington. At first we had troublestaying left on roadsand puzzled over what exactly people meant by “panel beater”“singlet” or “shandy”.I enjoy exploring NewZealand by hiking, bikingand kayaking. I alsodesign and create aline of fine silver jewellery.
 Web 2.0!Marketing buzzword?Industry-speak? A second bubble?Meaningless phrase?Or is it something more?
It’s a question that has been generating a lot of discussionaround the Intergen offices lately. Interestingly, we seemto fall into two groups when exploring the meaning of Web 2.0. There are those of us that feel it is just that, a marketingbuzzword designed for self-promotion and building hype.Really there is nothing new in Web 2.0; it has all beendone before. We’re using the same types of technologiesand concepts. And when exactly was ‘Web 1.0’?Conversely, there are those of us that feel Web 2.0 signifiesa change in mindset we’re seeing online. It’s a new focuson the web actually delivering what was promised in the90s. We’re on the cusp of a new era where the user issituated as the central and absolute focus of the web.Users have gone from being mere consumers of the web to a new hybrid of highly linked and networked producer-consumers (or consumer-producers!).We have websites and applications that get better the more people use them,something fundamentally different to the web of yesteryear.Looking deeper at Web 2.0 there are four key concepts behind “what makessomething Web 2.0”. The first is that we are seeing a huge change in the userinterfaces we are able to deliver online. A lot of this is about bringing theinteractions users are familiar with from the desktop onto the web. The second core concept behind what makes something Web 2.0 is data freedomand transformability. Companies are loosening some of the traditional controlsthey would enforce with their data and they’re allowing their users to accessit in any way they would like. Even allowing users to build their owntools to access data! The third key concept behind what makes something Web 2.0 isthat users are the point. A lot of sites weare seeing now only exist and are only useful because of how userscontribute and participate in thesite. Think YouTube! The fourth and last key concept weare seeing with Web 2.0 iscontinuous improvement in each andevery level of websites’ operationsand their business management. Minorenhancements are being made to aspectssuch as application releases, infrastructure,pricing and marketing - everything!What happens when we combine the four concepts of Web 2.0? Applications that get better the more that people use them.One thing both sides will agree on is that there is no concrete accepted definitionof Web 2.0 and that does mean the term has wildly different meanings fordifferent people. We could see this as another reason to discard Web 2.0, or wecan embrace it and see where it takes the next evolutions of the web.2007 is an exciting year!
 john.lewis@intergen.co.nz 
Factoid:
 The term Web 2.0 was actually coined in 2004 by O’Reilly Media whowere brainstorming a name for their then upcoming web conference.
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