• Overcoming Common Agile Implementation Pitfalls

    Over the past two years, organizations of all types and sizes have adopted the agile methodology for the delivery of projects in some or all of their programs. While many are recognizing successes and tangible improvements from agile software development, many others are either struggling with their implementation of agile practices, or are simply not reaping the benefits that they could and should. In our experience, there is no “one size fits all” agile approach or implementation, and it is important for organizations to recognize that fact and adjust how you use agile to fit your programs and your processes. Also key is setting realistic expectations and defining specific goals for your agile adoption, and not simply expecting agile to solve every challenge or struggle you have in your software development process. Through your agile implementation planning, we encourage you to be cognizant of a handful of common pitfalls that we have seen contribute to marginalizing our clients’ agile implementation success.

    Agile in name, not in practice

    Agile is a cultural shift, and it does not happen overnight. It takes a well thought through plan to successfully migrate to using agile. Far too many organizations are effectively just putting an agile label on their mostly waterfall methodology, and not truly embracing the change. In order to reap the benefits of agile, you need to commit to and focus on adopting its fundamental principles and putting them into practice. Specifically, achieving continuous value delivery throughout every aspect of your project, and ensuring that all of the activities that your teams are performing are contributing to adding value and delivering a better product. Changing processes and procedures can be uncomfortable and challenging; but really taking the time to consider how you could adapt and change your legacy requirements and processes to be more agile can enable your organization to actually deliver with a more orthodox agile methodology and achieve the continuous value that it is intended to deliver.

    Key resources not dedicated and roles not well understood

    Agile as a methodology cannot work without the people in place to execute it. The Agile Manifesto reinforces this by stressing “Individuals and Interactions.” There are three specific roles in an agile delivery team – Product Owner, Scrum Master, and “the team” – and each need to have both a clear understanding of their responsibilities, and to be dedicated to a single agile team if possible.

    Product Owner: The most common issue we have seen with regard to the Product Owner (PO) role is the PO being responsible for other, ongoing “full time” tasks, in addition to his agile responsibilities. When the team needs a clarification or prioritization decision, often the overburdened PO is unavailable. Other product owners also struggle with the concept that their role is that of the single sign-off and decision-making authority, and thus if they need to enlist feedback from others within the organization, they need to do that in advance of when decisions need to occur.

    Scrum Master: For the Scrum Master, dedication issues can arise when organizations ask a team member or a product owner to simultaneously play the scrum master role. Scrum masters have unique responsibilities, and ideally should be distinct from the Product Owner and “the team.” The scrum master role requires an individual who can facilitate the team’s progress and tempo, shield them from interference, and work across stakeholders and with the product owner to set project direction. For organizations indoctrinated in the waterfall or other non-agile methodologies, this shift from a work management role to a work facilitation role can be a difficult cultural adjustment.

    “The Team”: The biggest issue we see with ‘the team’ is not having core resources fully dedicated to one agile team. In reality, there will be resources whose roles are to support multiple teams, given their individual contribution type or skill; the key with these resources is to manage the dependencies across teams so that each team is getting the involvement they need and plan for. When creating your core teams, building a cross-disciplined team (covering all core technologies) is ideal, but often when organizations have one or a few individuals with a unique skill set, they tend to ask them to spread time across teams within a given iteration. Dividing key resources across multiple agile teams at once could result in the following adverse effects:

    • Teams are unable to properly estimate velocity, as they don’t get the benefit of consistent presence and team member continuity;
    • Teams plan for or commit to work that they are unable to accomplish in a given iteration because the resource is not available or gets pulled into another effort;
    • The morale of the overstretched resources suffers, as they are not benefitting from the team atmosphere that agile fosters, and may feel over-utilized with multiple priorities always in front of them.

    Organizations adopting agile should strive for dedicated core resources as much as possible —as we have seen, a focused, full-time product owner, a scrum master skilled in facilitation, and a committed, autonomous team are vital to agile success.

    Inadequate sponsorship and stakeholder engagement

    Agile promotes collaboration and engagement across the organization in order to ensure that the highest priority, highest value work is accomplished first, and that the right people are available when needed to support that work.

    Given the magnitude of the cultural shift to agile from other methodologies, stakeholders from throughout the organization must commit to and sponsor the move to agile. They should be “on board” and supportive of the new methodology, and take tangible steps to foster the potential process and technology changes necessary to make agile successful. Examples include supporting the modification of the gate review/approval process, promoting technology changes to support continuous integration, and understanding and adapting to the differences in levels of forecasting and reporting that the agile process can and should provide. Securing executive sponsorship up front is also critical to setting the right product vision and shaping the initial scope and goals of the agile program. These examples also further illustrate the need for proper stakeholder and executive expectation setting up front about what it takes for an organization to fully and successfully adopt agile, so that once the agile train starts moving, it does not derail because of avoidable concerns.

    Furthermore, taking the time to properly educate stakeholders at the outset of any new agile implementation will help ensure that everyone in the organization not only knows what agile is, but also and more importantly understands why you are doing it, and what their role is in the new method. Providing this level of understanding will help promote agile adoption.

    Ceremonies not being properly executed

    In any methodology, there are a number of phases, processes and procedures that define the execution framework, and agile is no different. Understanding the framework itself is key, but more importantly, you need to understand and value why each step or ceremony is part of the methodology, and use that understanding to effectively leverage that methodology. In our experience, there are certain agile “ceremonies” or steps that are often neglected, leading to unattained value:

    • Daily stand-up meetings: Too often, teams use this meeting to report status, because they are so used to status meetings from previous projects and traditional methodologies. This meeting is in fact not intended to be a status meeting, and its purpose is actually for the team to communicate with one another, not to provide status externally. Discussion in this meeting should be from the team, and only focus on answering three questions: what did I complete since the last meeting, what am I doing today, and do I have any obstacles that I need help removing? Furthermore, any issues or problems that are raised should not be solved during the meeting; team members should determine a time after the meeting to further discuss.
    • Sprint Retrospectives: The issue we have seen with the sprint retrospective is that its value is often overlooked, as teams are already looking ahead to the next sprint and do not see the benefit of spending time to conduct the retrospective. In reality, this is a key ceremony and an enabler of the important “inspect & adapt” principle of agile. This meeting is a time for the team to discuss what went well and where there may be room for enhancements or changes, so that they are continuously improving sprint over sprint, and furthering the achievement of value through their agile delivery.

    It is important for organizations that have adopted agile to realize that these and other agile “ceremonies” are not simply empty rituals, but are an integral part of agile success and are rigorously followed by successful teams.

    Not properly scaling the methodology

    Most of the available agile scrum training and guidance is focused on how to effectively operate a scrum team or run an agile project. However, recently we have been engaged with many clients that really require more of a program-level agile guide, which recognizes the importance of integration across multiple concurrently running agile teams, the need for common and centrally-defined architecture, and aligned release milestones. Without this program-level agile framework, your organization may have highly performing individual agile teams, but still not be able to deliver the tangible value earlier because of lack of alignment across teams, missed dependencies that cause feature delivery delays, or the creation of technical debt realized from the lack of consistent and well-thought out architecture.

    To mitigate these concerns, we have leveraged the concepts and methodology prescribed by the Scaled Agile Framework (SAFe), which stresses the recognition of Enterprise, Program and Team level agile adoption and processes. One of the key elements of the framework that we often see organizations overlook is the need to create a program vision and product roadmap, as well as to define incremental releases and feature sets. Establishing this definition up front helps deliver tangible value earlier to stakeholders, because it aligns work across agile teams to a unified feature set and sets the vision for all teams together, as opposed to individual goals.

    Conclusion:

    We strongly believe that the benefits of agile are only realized if you implement it in a way that will work for your organization, reflecting your culture, your people, your technology, and your processes, and at the right time, with the necessary support and plans in place. To help you realize these benefits, we also suggest that organizations consider enlisting the help of a third party expert to provide an agile assessment or capabilities workshop to help your organization avoid some of the pitfalls we explained here, and to sure up your framework for agile success.

    At IBC, we bring a wealth of experience and expertise implementing technology solutions using both traditional waterfall and agile approaches. We are also helping organizations determine the right agile approach for them, and helping them to course correct their waterfall to agile transitions in a successful manner. We bring seasoned personnel, including many certified scrum masters, to address our client’s implementation needs. To see how we can help you, contact us today.

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  • A Look at IBC, a DBS Company: Merging Our Collective Experience to Better Serve Our Clients

    ibc infographic v7

    In October 2013, IBC, a DBS Company (IBC), was formed as a result of the merger between DominionBusiness Solutions, Inc. and Integrated Business Consulting, LLC.  Based in Reston, Virginia, our combined company brings the same small-business values and focus that drove our individual success, but now with a broader reach and an expanded set of joint capabilities.  As 2014 kicks off, we pause to reflect on our past success and look ahead to our promising future.

    Looking Back

    Reflecting on the past of each company reveals a similar history and a shared commitment to the success of our clients.  Both companies were founded with the idea that customers want and deserve more than just contractors who support their projects.  We shared the belief that true value comes from those organizations that treat their clients as strategic partners and work collaboratively to solve their business challenges together as a team.  Furthermore, we focused on empowering our clients by delivering solutions that reflect a shared vision and position our clients for long-term success.  Applying this philosophy and approach helped power the success of each of our legacy companies from their respective beginnings until now.

    Founded in 2009, Dominion Business Solutions (DBS) was established as a management and IT consulting firm focused on solving our clients’ most complex and mission-critical challenges.  DBS was launched by Dan Maguire and JP Foley with the support of a handful of trusted colleagues, re-building some of the same leadership team that had enjoyed tremendous prior success growing and exiting another IT consulting business.  Unlike a traditional IT services start-up, DBS leadership invested early in expanding the management team, operations, and resources of a much larger company – building the base infrastructure for the much larger company they planned to become.  Subsequently, DBS established itself as one of the region’s fastest growing and award-winning providers of technology solutions to both public sector and commercial clients, most notably receiving Consulting Magazines “Seven Small Jewels” award in 2012.

    Over our four-year existence we expanded our solution expertise and established a reputation in the marketplace for consistently delivering innovative and proven solutions that enable our clients to realize significant performance gains and achieve lasting results.  While DBS was able to achieve substantial growth in our relatively short corporate history, we saw in IBC a potential partner with a much more established brand and successful past performance with prime government contracts and relationships.  “We had enjoyed a period of substantial corporate growth, both solution offering and industry and agency vertical expansion; however, much of that growth was as a strategic teammate within the federal marketplace as opposed to prime contracts” said JP Foley.  “We knew that in order to successfully compete for larger and higher-visibility federal prime contracts and commercial enterprise-level opportunities, we needed additional depth of capability.  Merging with IBC, a company we had successfully teamed with in the past, was a logical and strategic solution to that goal.”

    Following a similar path, Integrated Business Consulting was founded in 2003 with a focus on providing deep functional and technical Enterprise Resource Planning (ERP) services. IBC’s founding partners, Todd Barber and George Hagstoz, found a crucial need in the SAP Public Sector space for Platinum Integration Experts.  They believed that the key to a successful Federal SAP Implementation required a strong understanding of the SAP product suite, coupled with a deep understanding of the Federal Financial management process. IBC’s original success was developed leveraging senior SAP implementation experts in the initial implementation of the Internal Revenue Service, US Army, and NASA.  Over the course of 10 years, Integrated Business Consulting expanded our service offerings to include Program Management Office Support, Audit Readiness, and Independent Verification and Validation across other ERP packages in addition to SAP.

    In 2009, IBC began focusing on prime contracts and was able to secure a number of new clients including the FCC, USDA, and GSA over the past 2 years. “In looking forward at the challenges faced in the Federal Sector, we felt it was important to expand our service offerings and capabilities quickly to increase our depth in supporting our customers.  Having partnered with DBS in the past, we knew that both companies had a similar culture and shared business goals.  This synergy developed through the merger allowed us to quickly achieve our growth goals with minimal organizational impact.” said Tim Spadafore, Managing Principal.

    Overall, the merger represented a great opportunity to unite the distinct cultures and experiences of our companies through our shared philosophy and commitment to outstanding client service.  Together, we are now able us to better serve our customers across all industries and solutions, while also providing new opportunities for our employees to take on new challenges and responsibilities.

    Looking Ahead

    As we look forward to the future, we share a sense of excitement about the opportunities now available to us as a result of the merger.  Our combined strengths are positioning us for a new era of sales, business development, and opportunity pursuit.  A great example of this is our recent bid to manage a large-scale SAP implementation at a major Federal Agency, requiring a project team of almost 100 personnel.  Neither legacy firm would have been capable of bidding the opportunity alone, but as a combined entity, we were able to author a strong, credible proposal and garner the respect and confidence of both the client and our large business partners.  The ability that we now have to pursue opportunities of this order of magnitude will be a tremendous driver of our growth in the coming years.

    Another exciting result of the merger is the opportunities it creates for continued career growth for our employees.  As we now have nearly double the clients and projects, employees will have tremendous opportunities to learn new skills, contribute on different engagements, and find areas for career growth not previously available.  Also, our expanded internal operations capabilities are now supporting new initiatives such as formal (and informal) mentor programs and improved training and education paths, that will help ensure that employee has a clear path for career growth and enhancement.

    A final thought related to what this merger means for us as we look ahead, is the concept of “stability”. Consulting firms operating in the current economic environment, coupled with the uncertainties of the Federal Government, face significant challenges and risks.  As a small business, even the smallest of risks can be real and impactful. While our newly merged business isn’t free of these types of factors, we are much more able to adapt and incur both the positive and negative fluctuations of our business.  The “new” IBC is strong, stable, and poised for sustainable growth.

    “I am personally very excited about this merger”, started Dan Maguire, Managing Principal. “It is clear to me that the resulting combined company provides a solid foundation for our employee’s careers and it will tell a very positive story for future recruiting. I am very optimistic about our future.”

    We invite you to learn more about our story and explore how our company can help your organization at www.ibcdbs.com.

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  • IBC Opens SAP Training Facility in Herndon, VA

    IBC, a DBS company is now offering SAP training in Herndon, VA providing customers in the Virginia, DC and entire mid-Atlantic area a more convenient option to take their SAP training.  IBC is an SAP and Business Objects Authorized Education Partner (AEP) and for over ten years has been a leading provider of SAP and Business Objects training.  IBC will be offering classes that are in high demand and will also offer classes that are targeted specifically for the Public Sector.  IBC has the top SAP instructors in the industry having an average of more than twelve years of experience with SAP training and consulting.  IBC instructors will give you (your customers) the detailed knowledge you (they) need to perform your job (their jobs) more efficiently and make an immediate impact in your (their) organization. View the available courses at the new Herndon, VA location or register for other SAP classes that will take your SAP knowledge to the next level by visiting us at store.ibcdbs.com

    About IBC, a DBS Company

    IBC, a DBS Company (IBC), is the product of a recent merger between Dominion Business Solutions, Inc., and Integrated Business Consulting, LLC. Founded in 2009 and headquartered in the Washington, DC area, Dominion Business Solutions is an innovative and entrepreneurial professional services firm providing the right solutions and qualified, talented people when you need them. Integrated Business Consulting (IBC) was founded in 2003 with the principal goal of empowering the enterprise by providing experienced ERP functional and technical consultants who are driven by sharing knowledge with the customer. Both legacy companies have a long and established track record of successful IT delivery in the commercial and federal sectors.

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  • IBC Committed to Supporting Lombardi

    IBC continues to be proud supporters of the Georgetown Lombardi Comprehensive Cancer Center.  In 2013, IBC team members dedicated their time and services as active members of the Corporate Executive Committee for the Lombardi Gala, which is a celebration to benefit the Georgetown Lombardi Comprehensive Cancer Center with one hundred percent of the proceeds from the Gala, going directly to Lombardi for cancer research, education, and treatment.  In 2013, IBC committee members helped in Lombardi’s efforts to raise over $850,000 throughout this event.  IBC realizes the importance of finding a cure for cancer and is proud to continue to support a wonderful and compassionate organization such as the Georgetown Lombardi Comprehensive Cancer Center.  “As a committee member, I got to see the great work that Lombardi does and the tremendous impact it has on so many lives.  It’s truly an honor to be able to work with an organization making such a difference in the fight against cancer.” – Joe Costello, IBC Managing Director and Lombardi Gala Committee member.  IBC is committed to continuing its support of the Georgetown Lombardi Comprehensive Cancer Center in their ongoing efforts to improving the lives of those dealing with this disease in hopes of one day finding a cure.

    About Georgetown Lombardi Comprehensive Cancer Center

    Georgetown Lombardi Comprehensive Cancer Center, part of Georgetown University Medical Center and MedStar Georgetown University Hospital, seeks to prevent, treat, and cure cancers by linking scientific discovery, expert and compassionate patient care, quality education, and partnership with the community; guided by the principle of cura personalis, “care for the whole person.”

    Lombardi is one of only 41 comprehensive cancer centers in the nation, as designated by the National Cancer Institute (NCI), and the only one in the Washington, DC, area. The director of the Cancer Center is Louis M. Weiner, MD.

    Established in 1970, the Georgetown Lombardi Comprehensive Cancer Center is named for legendary football coach Vince Lombardi, who was treated for cancer at Georgetown University Hospital. What began as a small clinic treating cancer patients has grown into a state-of-the-art cancer center housing more than 240,000 square feet of clinic and research space.

    In 1974, Georgetown Lombardi became the 16th NCI-designated Comprehensive Cancer Center in the country. Today, we remain the only center with this designation in the Washington, DC, area, and one of just 41 in the entire country.

    About IBC, a DBS Company

    IBC, a DBS Company (IBC), is the product of a recent merger between Dominion Business Solutions, Inc., and Integrated Business Consulting, LLC. Founded in 2009 and headquartered in the Washington, DC area, Dominion Business Solutions is an innovative and entrepreneurial professional services firm providing the right solutions and qualified, talented people when you need them. Integrated Business Consulting (IBC) was founded in 2003 with the principal goal of empowering the enterprise by providing experienced ERP functional and technical consultants who are driven by sharing knowledge with the customer. Both legacy companies have a long and established track record of successful IT delivery in the commercial and federal sectors.

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  • IBC Announces Partnership with MicroStrategy

    MicroStrategyLogo_Red_RGB_PNG copy

    IBC, a DBS Company, providing management and information technology solutions to federal and commercial clients is please to announce its partnership with MicroStrategy.  MicroStrategy, is a leading worldwide provider of enterprise software platforms, for analytics, mobile, identity and loyalty.  With this partnership, IBC will offer services supporting the MicroStrategy Business Intelligence (BI) Platform™, the MicroStrategy Mobile Platform™, and MicroStrategy Applications™ in addition to its existing professional services.

    About MicroStrategy

    Founded in 1989, MicroStrategy (Nasdaq: MSTR) is a leading worldwide provider of enterprise software platforms.  The Company’s mission is to provide the most flexible, powerful, scalable and user-friendly platforms for analytics, mobile, identity and loyalty, offered either on premises or in the cloud.

    The MicroStrategy Analytics Platform™ enables leading organizations to analyze vast amounts of data and distribute actionable business insight throughout the enterprise.  Our analytics platform delivers reports and dashboards, and enables users to conduct ad hoc analysis and share their insights anywhere, anytime.  The MicroStrategy Mobile App Platform™ lets organizations rapidly build information-rich applications that combine multimedia, transactions, analytics, and custom workflows.  The MicroStrategy Identity Platform™ provides organizations the ability to develop a secure mobile app for identity and credentials. The MicroStrategy Loyalty Platform™ is a next-generation, mobile customer loyalty and engagement solution.  To learn more about MicroStrategy, visit www.microstrategy.com and follow us on Facebook (http://www.facebook.com/microstrategy) and Twitter (http://www.twitter.com/microstrategy).

    MicroStrategy, MicroStrategy Business Intelligence Platform, MicroStrategy Analytics Platform, MicroStrategy Mobile App Platform, MicroStrategy Identity Platform, and MicroStrategy Loyalty Platform are either trademarks or registered trademarks of MicroStrategy Incorporated in the United States and certain other countries.  Other product and company names mentioned herein may be the trademarks of their respective owners.

    About IBC, a DBS Company

    IBC, a DBS Company (IBC), is the product of a recent merger between Dominion Business Solutions, Inc., and Integrated Business Consulting, LLC. Founded in 2009 and headquartered in the Washington, DC area, Dominion Business Solutions is an innovative and entrepreneurial professional services firm providing the right solutions and qualified, talented people when you need them. Integrated Business Consulting (IBC) was founded in 2003 with the principal goal of empowering the enterprise by providing experienced ERP functional and technical consultants who are driven by sharing knowledge with the customer. Both legacy companies have a long and established track record of successful IT delivery in the commercial and federal sectors.

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  • GSA IV&V Award

    In October 2013 IBC was awarded a new contract by the General Services Administration (GSA) to provide Independent Verification and Validation (IV&V) support for Office of the Chief Information Officer (OCIO) Financial Systems Control Branch, on behalf of the Office of Financial and HR IT Services (IB) for the purpose of successfully managing GSA’s core financial management system, Pegasys and other IB applications. IBC staff will ensure superior software quality and effective controls are built into the process that will provide for additional billing and account receivable management, financial reporting and dashboard management capabilities.” Having supported GSA in BAAR Phase I and II as the Quality Assurance Team, IBC offers the benefits of knowing what worked well, what lessons can be learned, and what “tweaking of approaches” we can bring to more effectively support GSA’s upcoming IV&V initiatives.”, said Tim Spadafore, Managing Principal.  “We’re excited about the opportunity to provide continued support for GSA.”

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  • DBS & IBC Announce Merger

    We are pleased to announce that effective October 16, 2013, Dominion Business Solutions, Inc. and Integrated Business Consulting, LLC have merged into one business with the distinctive name, IBC, a DBS Company. Please learn more about our storyview our corporate one-page summary, and read our official press release.

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  • IBC Adopts the DC VA Medical Center Fisher House

    2013 proved to be an eventful year for IBC’s Community Outreach team. IBC “adopted” the DC VA Medical Center Fisher House, and as part of this adoption program, IBC employees volunteered their time to help with interior painting and general upkeep of the facility, as well as catered a lunch with the BBQ Bus for the Fisher House resident families. Our goal with adopting the DC VA Medical Center Fisher House was to contribute to making the lives of the current resident families as comfortable as possible. “We at IBC are honored to partner with such a wonderful organization as the Fisher House. We’re proud to support their mission to provide comfort and accommodations to the families and veterans that have put their life on the line to protect our freedoms”, said J.P. Foley, Founder and Managing Principal. “It is truly a privilege to be part of the Fisher House program.”

    Fisher House Background

    In 1990, Zachary and Elizabeth Fisher began the Fisher House Program in order to provide support for Americas’ military. In 1994, the first VA Fisher House opened in Albany, New York. Today there are 58 Fisher Houses with plans to build 19 more in the near future.

    Fisher Houses provides temporary accommodations (housing) to American military veterans and Active duty service members’ families, caregivers, and loved ones during the time of need when a veteran is ill or injured. VA Fisher Houses are located on the grounds of many military bases and VA hospitals providing a comfortable “home away from home” that enables families to be together during extended treatment for serious illness or lengthy rehabilitation. The houses provide a warm and compassionate environment where families and caregivers find support and encouragement from others in similar circumstances during what may well be one of the most trying times in their personal lives.

    About IBC, a DBS Company

    IBC, a DBS Company (IBC), is the product of a recent merger between Dominion Business Solutions, Inc., and Integrated Business Consulting, LLC. Founded in 2009 and headquartered in the Washington, DC area, Dominion Business Solutions is an innovative and entrepreneurial professional services firm providing the right solutions and qualified, talented people when you need them. Integrated Business Consulting (IBC) was founded in 2003 with the principal goal of empowering the enterprise by providing experienced ERP functional and technical consultants who are driven by sharing knowledge with the customer. Both legacy companies have a long and established track record of successful IT delivery in the commercial and federal sectors.

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  • Proud Sponsor of the Mattie Miracle Walk & Family Festival

    mattie_miracle logoIBC, a DBS Company, has been a proud sponsor and supporter of the Mattie Miracle Foundation Walk & Family Festival since 2011. In addition to providing financial support and committing to Mattie Miracle’s childhood cancer psychosocial mission and goals, IBC employees and family members continue to participate in this great event year after year. In 2013, the Mattie Miracle Foundation Walk & Family Festival was able to raise over $40,000, which goes to directly supporting its mission. Locally, the foundation endows the Mattie Miracle Childlife Program Fund at Georgetown University Hospital. “The Mattie Miracle Cancer Foundation is an incredible source of inspiration for me and my family. While we personally mourned the loss of Mattie Brown, we could not be more proud of Peter and Vicki for building this foundation. We wholeheartedly thank them for increasing childhood cancer awareness and for providing critically needed emotional support for patients and their families. The IBC family is so honored to both participate in the annual walk and to be a financial Platinum Sponsor for this valued organization.” – Todd Schuerhoff, Managing Principal

    About Mattie Miracle

    The Mattie Miracle Cancer Foundation is a 501(c)(3) Public Charity founded in loving memory of Matthew J. Brown. The Mattie Miracle Foundation is a foundation dedicated to increasing childhood cancer awareness, education, advocacy, research and social support to children, their families, and medical personnel. Children and their families will be supported throughout the cancer treatment journey, to ensure access to quality medical and mental health care, and to enable children to cope with cancer so they can lead happy and productive lives.

    About IBC, a DBS Company

    IBC, a DBS Company (IBC), is the product of a recent merger between Dominion Business Solutions, Inc., and Integrated Business Consulting, LLC. Founded in 2009 and headquartered in the Washington, DC area, Dominion Business Solutions is an innovative and entrepreneurial professional services firm providing the right solutions and qualified, talented people when you need them. Integrated Business Consulting (IBC) was founded in 2003 with the principal goal of empowering the enterprise by providing experienced ERP functional and technical consultants who are driven by sharing knowledge with the customer. Both legacy companies have a long and established track record of successful IT delivery in the commercial and federal sectors.

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  • IBC Education Store Now Open!

    IBC is excited to announce the roll out of the IBC Education Store which can be found at https://store.ibcdbs.com/. Through our close partnership with the SAP Authorized Education Partner program, IBC offers the highest quality educational experience to our customers. Whether a customer is looking for a public class, virtual class or computer based product, the IBC Education Store is the place to get it all. The store offers educational products for all of SAP’s solutions including the SAP Business Suite, Business Objects, HANA and Sybase. There are six primary education offerings: classroom, virtual classroom, eLearning, Subscriptions, eAcademy and Online Knowledge Products.

    “We are incredibly proud of what has been accomplished to bring this vision to reality. Many months of hard work went into the creation of this new channel. While IBC has been providing most of these products for years, the Education Store will provide our customers a simple and user friendly mechanism for identifying and purchasing the education they need.” Todd Barber, Managing Principal, IBC.

    (more…)

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