Why this brochure? Clients, suppliers and employees who interact with Sogeti see an efficient, commercial, technological organization, but there is ‘another side’ that we want to make more visible: to explain what it means to work at Sogeti, our vision of CSR and where we are focusing our CSR energies. This brochure details concrete initiatives that are having a modest, but positive, impact on those less fortunate both near and far.

The Other Sogeti (pdf, 1 MB)

The world’s leading approach for improving test processes has itself been improved! Sogeti’s new TPI model – TPI® NEXT – reflects the changes in today’s business dynamics and technology developments. The model still provides a step-by-step guide to developing an insight into the relative maturity of an organization’s test processes, with recommendations for gradual and controllable improvement steps, but is now more closely aligned to meeting an organization’s business goals.

ISBN: 9789072194978
Book orders: www.utn.nl
Website: www.tpinext.com

Sogeti Group has launched the latest in its series of ground-breaking thought-leadership books on test topics – End-to-end testing with TMap NEXT®. This book is the first to describe a complete and methodical approach to one of the most complex test situations facing test professionals today; the testing of a business process from ‘end to end’ through a series of IT systems and subsystems, crossing platforms and organizations, both private and public.

End-to-end testing with TMap NEXT® provides the test professional facing these challenges with the methods, techniques and tools to plan and execute the testing successfully, with less duplicate testing and faster turnaround time. The end-to-end approach is based on TMap NEXT®, Sogeti's world-leading test methodology that promotes a structured approach to consistently achieving quality software.

ISBN number: 9789072194961
Book orders: www.utn.nl

Improving Collaboration between people and between organizations is no longer optional if you want to survive in today’s hyper connected business world. Speed of change, unpredictability and the increasingly social nature of the marketplace make collaboration instrumental to your company’s ability to differentiate. New ways of collaboration are starting to take place within your company, across value chains and in the individual social domain of your employees. On the technology side, a volatile mix of acronyms like SOA – Service Oriented Architecture, SaaS – Software as a Service and Web2.0 is brewing that is drastically changing our view on the role and value of Information Technology. If left to chance there is little hope for success: you need a strategy. In this book we address the changes and opportunities that come with this new business world that is starting to show all around us.

In these economically, competitively and environmentally challenging times it is imperative for manufacturers large and small to innovate further towards a seamlessly integrated fabric of information technology, digital manufacturing, simulation, robotics and physical production. The title of this book, “Virtual Concept > Real Profit with Digital Manufacturing and Simulation,” expresses this need. In five chapters the book discusses the various topics and issues that are central to the implementation and development of digital manufacturing and simulation.

The first “Welcome” chapter presents key concepts, needs and issues. These further are explored in four other chapters: “Crash Course,” “Challenges,” “Further Benefits” and “Epilogue on Vision and Reality.” Every chapter starts off with an introductory appetizer and concludes with a clear summary of the issues and solutions addressed. In between interviews with industry expert practitioners offer real-life insight. "Virtual Concept  >  Real Profit with Digital Manufacturing and Simulation" is a joint effort of Dassault Systèmes and Sogeti High Tech, explains co-author Jaap Bloem, Senior Analyst at the Sogeti Research Institute VINT.

Order the book on www.virtual-real.com.

The trend sketched out in this book is that of information technology increasingly encroaching on our bodies. From somewhere in the basement, an underground facility that some readers might still remember, then by way of the desktop in the office, computer technology has emphatically entered our retinas and into our experience. The eyes of the world are directed at YouTube and other social media. They announce a new era in which everyone can, in principle, use simple technology to begin his or her own media company: ‘Me the Media.’

The writers aim is to open the readers’ eyes to the completely new world that is being created. A new society with a revolutionary character, where power shifts from institutions towards connected citizens. A world  full of new media technology: from simple blogs to location-bound multimedia, ultimately producing a situation in which science fiction seems to be on the verge of becoming reality. Read more at www.methemedia.com. 

Written by Sogeti’s own test experts for both clients and test professionals, the Business Driven Test Management (BDTM) approach offers business and IT managers insight into the possibilities of exerting increased business control of the test process and can achieve a better balance between Result, Risk, Time and Cost.

The book also contains an introduction to and summary of the TMap NEXT® Test Management Approach. TMap® is the de facto industry standard for structured testing, used worldwide in public and private sector organisations.

Softwaretesting er en viktig del av utviklingen innenfor software. Mange virksomheter ser test som en ukontrollerbar del av utviklingsprosessen, og har derfor vanskeligheter med å forbedre dette. I boken Test Process Improvement, som blant annet er skrevet av en av Sogetis førende eksperter på testområdet, gir forfatterene praktiske forslag til, hvordan testprosessen kan effektiviseres og forbedres ut fra perspektiver som kvalitet, gjennomlføringstid og kostnader.

Boken beskriver Test Process Improvement-modellen, som blir testet og brukt av et stort antall eksperter på testområdet. Modellen gir brukeren et strukturert rammeverk, som enten kan anvendes til å forbedre en eksisterende testprosess eller til å starte en prosess fra bunn. Forfatterene har brukt sin omfattende ekspertise for å gi leseren praktisk informasjon og et rammeverk som gjør det mulig for leseren å tilpasse modellen til sin egen organisasjon.

TMap (Test Management Approach) er en metode til softwaretesting, som er anvendt av testeksperter fra Sogeti i Holland og Belgia. TMap er en effektiv og internasjonalt anerkjent metode, som bistår virksomheter med å spare tid og kostnader ved å skape velproduserte og driftsikre kvalitetssystemer. Boken gir leseren en introduksjon til TMap-metoden, gir støtte til' behandling' av organisatoriske og infrastrukturelle problemstillinger, og viser eksempler på forskjellige utviklingssituasjoner, hvor TMap-metoder blir benyttet.

TMap Next® er en revidert og helt oppdatert versjon af TMap®, Sogetis internasjonale anerkjente metode for strukturert test.

Boken TMap® Test Topics tar opp forskjellige temaer og deres relasjon til testmetodikken TMap®. Sogetiboken er skrevet til organisasjoner som tester og som er kjent med TMap®-metodikken og ønsker å vite hvordan TMap® kan tilpasses til deres respektive situasjon. Boken tar opp temaer som datawarehouse-testing, end-to-end-testing, TMap® og RUP, outsourcing-testing, iterativ og komponentbaseret utvikling med mer.

Boken, som er skrevet av eksperter hos Sogeti, er en konkret guide som omhandler enterprise architecture, som gjør det mulig for virksomheter å oppnå målene sine raskere. Med fokus på IT-styring innenfor organisasjonen gir leseren anvendlige verktøy, råd og strategier for å implementere og designe prosessene i virksomheten i en arkitektur som gir en oversiktlig struktur. Det er enklere å bygge videre på dette når behovet oppstår. Dynamic Enterprise Architecture henvender seg til IT-sjefer, som med bokens hjelp kan bidra til økt inntjening.

Sogetis bok "Making IT Governance Work in a Sarbanes-Oxley World" behandler både det menneskelige og økonomiske aspektet av IT-governance og behandler historikk samt konsekvensene av Sarbanes-Oxley for virksomheters IT-avdelinger. Boken gir et tydelig bilde av forholdet mellom ”corporate governance” og "IT governance”, og gir konkrete råd og tips om hvordan du effektiviserer din IT-virksomhet og viser de rapporteringsrammeverk og -verktøy som finnes, når du eksempelvis skal SOX-tilpasse din virksomhet på en smart måte.

Integrerte systemer finnes overalt. Alt fra biler og fly til Tv-apparater og mobiltelefoner kan ikke fungere uten disse. Testing Embedded Software er en verdifull guide til testingeniører, programmerer, projektledere som jobber med integrerte systemer. Dette er den første boken som gir leseren en komplett og dyp innsikt i test av integrerte systemer.

”Building an Enterprise Architecture Practice” er bok nummer to om Sogetis DYA®-konsept, en konkret og praktisk håndbok som klart og tydelig beskriver hvordan man etablerer en arkitekturbank som leverer verdi til hele organisasjonen.

Never let a good crisis go to waste! It is a perfect time to embrace the next practices that companies will need to thrive when the upturn is there: create meaningful innovation, cultivate thick value, drive bottom-up engagement and become more Googly! To know more, read Sogeti's IT Journal #4.

IT Journal 4 (pdf)

Is there any future in work? How will it be organized and how will companies, their partners and employees interrelate tomorrow? What will the technological, economic and financial environment look like in the coming years? In such troubled times, these are burning issues. Companies’ survival in the next decade will depend entirely on the outcome of today’s decisions. Without looking into a crystal ball, a few existing avenues can be explored, providing thinking matter for the basis of work in the future.

Widespread use of the new information and communication technology and the implosion of our banking systems will undoubtedly have a ratchet effect. Moreover, crises often accelerate the process under way. Web 2.0, and the social media, blogs, chats and instant transfer of data in its wake are already ramming the rigid organization in place, centred on a strong chain of command and unwilling to jettison even the tiniest bit of power.

IT Journal 3 (pdf)

Innovation is a vital source of energy and driving force for any company. Marketing pressures the company to proclaim every new product and service “innovatory”, and consumers and users have to make sense of it all. However, it is patently obvious that some 40% of the products we use every day were created less than 20 years ago. For once the analysts agree: the technology frenzy still has a long way to go.

Innovation is synonymous with success. Examples abound. According to the World’s 50 Most Innovative Companies, published annually by the Boston Consulting Group and Business Week, Apple, Toyota and Virgin stand out among others as companies which have made a leap forward by adapting technology to particular requirements. Countries act likewise. India, for example, aims to become a technology giant on a par with the United States and Europe. But the aim to innovate does not suffice. Companies must have the capability of both innovating themselves and exploiting the innovatory ideas of others.

IT Journal 2 (pdf)

Transparency is a sign of the times. The development of new technology, and Web 2.0 in particular, delineates yet unknown horizons for transparency. Hence, states, enterprises and people are now demanding greater clarity both for themselves and for others. The public at large is challenging the authorities, at every level, to make the processes of decision-making, budget management and access to documents concerning them much more transparent. Companies – themselves subject to ever increasing regulatory constraints, forcing them to change their structures and therefore their IT systems – are being driven by consumers to apply a code of ethics. And the very same people, who are driving transparency, and who are even digitally exhibitionist in their blogs, are reticent to accept transparency when their daily behaviour is tracked and their privacy threatened.

Information technology plays a key role in forcing states, sometimes against their will, to adopt more transparency. For example, utilisation of the Internet to develop new forms of e-government is prompting politicians to change the way they speak and act, forcing companies to transform their internal processes and fostering exposure of individuals. Can our society be completely transparent? Are we moving into a world with no secrets?

IT Journal 1 (pdf)