• IBC, a DBS Company Named One of 2015’s Best Places to Work in Virginia by Virginia Business

    IBC, a DBS Company was recently named as one of the 2015 Best Places to Work in Virginia. The annual list of the Best Places to Work in Virginia was created by Virginia Business and Best Companies Group.

    This statewide survey and awards program is designed to identify, recognize and honor the best places of employment in Virginia, benefiting the state’s economy, workforce and businesses. The 2015 Best Places to Work in Virginia list is made up of 100 companies.

    Companies from across the state entered the two-part survey process to determine the Best Places to Work in Virginia. The first part consisted of evaluating each nominated company’s workplace policies, practices, philosophy, systems and demographics. This part of the process was worth approximately 25% of the total evaluation. The second part consisted of an employee survey to measure the employee experience. This part of the process was worth approximately 75% of the total evaluation. The combined scores determined the top companies and the final ranking. Best Companies Group managed the overall registration and survey process in Virginia and also analyzed the data and used their expertise to determine the final ranking.


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  • IBC Awarded Subcontract To Provide SAP Technical Management Support Services To ARMY ERP Systems

    Washington, DC (October 1st, 2014) – IBC, a DBS Company is proud to be part of Team LOGC2 (LOGC2 Inc. DBA Connected Logistics), that has been awarded a GSA Schedule contract to provide Enterprise Resource Planning (ERP) SAP Technical and Management Support Services (TMSS) for General Fund Enterprise Business System (GFEBS), Army Enterprise System Integration Program (AESIP), and associated Army ERP programs, together comprising one of the world’s largest and most complex ERP systems.

    The scope of this contract covers a broad mix of IT Professional Services, including ERP Business Process Management, Solution Implementation, and Integration; Enterprise Architecture Modeling and Development; Information Assurance; Task Order and Risk Management; UNIX Architecture and Backup; and Windows and Network Engineering. Under the TMSS contract, the Connected Logistics team will make recommendations on the technical architecture and software design of the Army’s ERP systems; monitor system integrator compliance with ERP and SAP best practices; and ensure the technical functionality of GFEBS, AESIP, and associated ERP systems matches the expected outcomes of those systems, among other key tasks and focus areas.

    The Army’s ERP programs are critical to the Army and DoD’s efforts to modernize, centralize, and streamline Army logistics, financial management, and contract management by transitioning away from legacy systems to meet critical audit readiness and financial management reform directives. The Connected Logistics team brings both an unparalleled breadth and depth of experience to PM GFEBS and PM AESIP and uniquely qualified and skilled personnel, including corporate experience stretching back to 2005, and many consultants and subject matter experts with more than a decade of experience supporting Army ERP systems.

    About IBC, a DBS Company
    IBC, a DBS Company (IBC), is headquartered in the Washington, DC area and is an innovative and entrepreneurial professional services firm providing the right solutions and qualified, talented people when you need them. IBC has a principal goal of empowering the enterprise by providing experienced IT functional and technical consultants who are driven by sharing knowledge with the customer.

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  • Washington SmartCEO Names IBC as 2014 GovStar Award Finalists

    Washington, DC (Sept. 14, 2014) — IBC, a DBS Company is honored to be named one of 2014’s GovStar award finalists by Washington SmartCEO and Title Sponsor Chase and J.P. Morgan. The GovStar awards celebrate companies that have demonstrated excellence in the complex and competitive government-contracting sector. IBC is one of three finalists in the Star Performer category for medium sized companies, having experienced incredible growth and nearly doubling our revenue over the past three years.

    This is a tremendous achievement for IBC as it honors our technology innovation, workplace environment, veteran support, growth, and contributions to the industry and marketplace. IBC is proud to be part of such an elite group of government-contracting finalists whom collectively generate more than $3.2 billion in annual revenue and employ over 9,900 individuals in Greater Washington. Additionally, IBC and the other finalists will be profiled in the November/December issue of Washington SmartCEO magazine.

    [testimonial author=”Dan Maguire, President, IBC”]”We are honored to be recognized as a finalist in the 2014 SmartCEO GovStar award. Achieving the corporate growth that put us in a position for this award is truly a testament to the dedication and hard work of our entire team at IBC. We very much appreciate being selected as a finalist in this prestigious award.”[/testimonial]

    Click HERE for a complete list of finalists and for program details. For more information on the GovStar finalists and winners, visit www.smartceo.com to view the digital edition of the November/December 2014 issue.

    About IBC, a DBS Company
    IBC, a DBS Company (IBC), is headquartered in the Washington, DC area and is an innovative and entrepreneurial professional services firm providing the right solutions and qualified, talented people when you need them. IBC has a principal goal of empowering the enterprise by providing experienced IT functional and technical consultants who are driven by sharing knowledge with the customer.

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  • IBC, a DBS Company Receives Prestigious Inc. 5000 Award

    Inc. Magazine Unveils Its Annual Exclusive List of America’s Fastest-Growing Private Companies – the Inc.500|5000

    IBC, a DBS Company Ranks No. 1304 on the Inc. 5000 with Three-Year Sales Growth of 331%


    Reston, Virginia, August 20, 2014 – Inc. magazine today ranked IBC, a DBS Company NO. 1304 on its seventh annual Inc. 500|5000, an exclusive ranking of the nation’s fastest-growing private companies. The list represents the most comprehensive look at the most important segment of the economy—America’s independent entrepreneurs.

    Achieving an astonishing 3-year growth rate of over 330% percent, IBC has seen revenue climb from $4.3M to over $18.8M and the addition of over 40 jobs during this time period.  Such growth has more than secured IBC a place on the distinguished list, where it joins Under Armour, Pandora, Oracle, Toys ‘R’ Us, Timberland, Zappos.com and numerous other well-known brands that have been honored by the Inc.

    “We are thrilled to be part of such an exclusive group and being named to the Inc. 500|5000 list is a wonderful milestone and very exciting for everyone here at IBC. Growth does not come easy and over the last three years we have been successful in spite of challenging market conditions. This award is truly the result of our incredible team of professionals dedicated to the success of our business,” said Dan Maguire, Co-founder and Managing Principal.

    Complete results of the Inc. 5000 and company profiles can be found Here

    About IBC, a DBS Company

    IBC, a DBS Company (IBC), is headquartered in the Washington, DC area and is an innovative and entrepreneurial professional services firm providing the right solutions and qualified, talented people when you need them. IBC has a principal goal of empowering the enterprise by providing experienced IT functional and technical consultants who are driven by sharing knowledge with the customer.

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  • IBC to Host Event at 2014 SAPPHIRE NOW and ASUG Conference

    IBC, a DBS Company, is hosting an event and exhibiting during the 2014 SAP SAPPHIRE NOW conference being held in Orlando from June 3-5.

    IBC is sponsoring the Public Sector Networking Reception on June 3 from 6:30 to 8:00pm at the Hilton Orlando Hotel. This event is catered to representatives of federal civilian agencies, department of defense, state, city and county governments, colleges and school districts, as well as healthcare providers. Relax and enjoy delicious fine food and beverage while you mingle with industry leaders and SAP colleagues. Interested parties can email sapphire@ibcdbs.com for more information.

    In addition, IBC will be exhibiting at booth #1119 where members from our management team will be on site to speak with you and provide additional information about our SAP services and capabilities. Stop by and register for your chance to win an Xbox One.

    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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  • Navigating the Content Management Mine Field: Avoiding Common Challenges in your SharePoint Initiatives

    Over the past decade, the majority of organizations have made investments in SharePoint, either as a content management or business collaboration platform. This trend has continued with Microsoft’s latest release, SharePoint 2013, and the steady growth in Office 365 subscriptions. The continued popularity of the SharePoint platform is somewhat perplexing, given the rate at which SharePoint implementations fail to meet user expectations.

    SharePoint appears simple from the outside, and to be fair, it is pretty easy to get up and running out-of-the-box. It is in this simplicity, however, where the danger lies, ready to ruin great ideas. Given the relatively low up-front cost and effort, organizations frequently underestimate the complexity and effort it requires to deliver a successful SharePoint solution. In fact, according to a recent AIIM survey[i], only 6% of respondents consider their SharePoint projects successful, while 61% have either failed, stalled or are struggling. The most common barriers to success mentioned were lack of expertise, lack of vision, poor user adoption, and lack of governance.

    If you’re reading this thinking “wow, that sounds familiar”, you’re not alone. The first step in revitalizing your SharePoint project, or avoiding these common missteps in a new implementation that you’re planning, is getting a better understanding of what went wrong and why. While there is no single secret to turning around your project, we strongly believe that asking a few key questions around the most common barriers is a good way to start addressing these challenges.

    What is your organization’s vision for SharePoint?

    39% of respondents claimed their SharePoint projects were not succeeding due to lack of vision and strategy. ii

    SharePoint can be just about anything you want it to be, but defining what it should be is the challenge. Often times organizations will implement SharePoint and assume all of their content management and collaboration issues will magically disappear. When organizations mix and match terms such as “Portal” and “Intranet” with SharePoint, it’s likely that the solution is being considered in too broad a context. The truth is that SharePoint by itself isn’t the answer many are looking for. SharePoint is the platform to build out solutions to address those issues, but understanding needs up front and having a plan to address them is critical. Define your high priority projects, build out a roadmap for their implementation, and spend the time to define how your vision for SharePoint aligns with the objectives of these projects. Rolling out SharePoint alone won’t do you any good if it fails to add value to your organization, so before you go and start a SharePoint project, make sure you have a vision for it.

    Ensure you have a strong sponsor

    The success of any SharePoint project is highly dependent on a strong sponsor. Before investing time and money into a SharePoint project, ensure you have a project sponsor that is willing to work with your team to set priorities and drive user adoption from the top down. Even better, encourage your sponsor to lead by example, and users will follow.

    Let people drive your strategy, not technology

    New technologies come into the marketplace all the time. The latest and greatest bring a variety of new features that tend to entice those that are more technologically savvy. When developing your SharePoint vision, make sure that the needs of the business and your users are at the forefront, not the features in the latest release. If something in place already works, it may be good enough. If not, ensure you involve key business stakeholders in the evaluation process.

    Start small, build momentum

    Provided the opportunity, identifying “low hanging fruit” to get a quick win is never a bad idea. It allows users to become comfortable with SharePoint and helps build confidence in the tool while making their job easier. If you’re successful, users will identify other opportunities to add to your SharePoint backlog. As your backlog grows, be sure to prioritize according to business needs as well as your ability to deliver. Consistently delivering focused solutions that meet the needs of your users help maintain your momentum and drive user adoption.

    Do you have skills to be successful?

    46% of respondents claimed their SharePoint projects were not succeeding due to lack of SharePoint expertise.[ii]

    SharePoint is not a document management tool.  SharePoint is not a collaboration portal. SharePoint is a platform. The SharePoint platform is a great basis to develop a solution for your organization’s specific needs, but it must be developed. There are numerous features available, and with so many features comes complexity. IT generalists and administrators cannot, and should not, be expected to know the intricacies of SharePoint. While they may be sufficient for environment maintenance, designing a content management strategy, information architecture and taxonomy optimized for SharePoint, should be left to SharePoint architects. SharePoint developers should be involved when customizations are required to ensure a positive user experience, adherence to best practices and long term sustainability. There’s no substitute for the experience SharePoint architects and developers bring when implementing a solution to meet a critical business need. If you lack SharePoint specific resource in-house, take one of the following measures to help your project succeed.

    Outsource to specialists

    The easiest and quickest answer to obtaining SharePoint expertise is to procure the services of SharePoint consultant. SharePoint consultants come in a variety of flavors. Some are generalists, while others are extremely specialized with a deep knowledge of a given feature set. The best SharePoint consultants aren’t necessarily cheap, but they provide innovative solutions and get the most out of the platform before opting for custom solutions. They are experienced, and are able to draw on those past experiences to guide you to success.

    Hire an expert

    If outsourcing isn’t an option, consider hiring experienced SharePoint resources for your current and future SharePoint projects. This may not be the ideal solution for short-term needs, but if your organization is large enough, and you plan on continuing your investing in SharePoint, this could be a viable option.

    Invest in SharePoint training for motivated staff

    SharePoint training is readily available from many providers if you prefer to train your current staff. IT staff are obvious candidates for SharePoint administrative training, but many engaged business analysts make great SharePoint ‘power users’ as they already understand the business process, and can then apply SharePoint out-of-the-box features to complement the process. This option is not ideal for immediate needs, and there is no substitute for experience, but a possibility for non-critical projects and supplementing longer-term efforts.

    What is your governance plan?

    19% of respondents claimed their SharePoint projects were not succeeding due to lack of governance. ii

    Governance is a must around any SharePoint project. Without a good governance plan in place, your SharePoint solution will likely revert back to file share with slightly better search capabilities. It will also be susceptible to “SharePoint Sprawl”, a term used to describe the speed at which SharePoint implementations can quickly get out of control by users creating unneeded sites and storing content in disparate locations with no way to efficiently locate and retrieve when needed. Once the sprawl starts, it is difficult to stop, so here are a few ways to start getting your hands around it.

    Reevaluate your information architecture

    Information architecture is critical to any SharePoint project, and hopefully was done as part of your governance planning. If so, great, now is a good time to evaluate how effective it is and how it’s being enforced. If not, its time to take a look at how your users have been using SharePoint thus far, and then meet with your users to understand how they’d like to use it in the future. Based on their feedback, rethink your solution, create new content types, and consolidate duplicate sites, libraries, and lists. The sooner you align your information architecture with the needs of your users, the better.

    Inventory and monitor sites

    Poor governance often leads to dormant sites. Users create sites when they really need a library or create sites in the wrong place accidentally. The number of sites in many organizations we’ve seen has been staggering. Understanding how these sites are being used is a must before starting the clean up effort. Fortunately, it’s pretty easy to see how often sites are being accessed and how stale content is within a site. Unfortunately, knowing if that content is also duplicated somewhere else is not. Moving forward, limit who can create sites, develop usage reports, identify underused sites, and remove or consolidate as needed.

    Utilize SharePoint’s document routing features

    SharePoint has features that allow you to create rules that will move documents to a particular site or library based on the document’s characteristics. Enabling these features simplifies the process for users and improves compliance with the organization’s information policies. Simplifying any process for users is rarely a bad thing.

    What tools are people using to get work done?

    27% of respondents claimed their SharePoint projects were not succeeding due to poor user adoption. ii

    If users are not using SharePoint, odds are, they sought out, and found alternatives to the existing solution. If the intent was for document management, most likely they’re using email or consumer grade tools like Dropbox, Google Drive, or Box. If you designed a fancy workflow solution, your users may have found it more complicated than sending an email or picking up the phone. Regardless of what it is, they have found an easier way, and you may have to go back to the drawing board to make them comfortable with your SharePoint project.

    Engage users in the process

    It is critical to understand your users and how they work before designing any SharePoint solution. Users need to feel a sense of ownership and that you are designing a system to help them do their work, not force them to change in how they work. Throughout the planning and design process, meet with a variety of users across the organization regularly to collect feedback, discuss ideas and review prototypes. Engage users early and often for improved user adoption.

    Ensure users are properly trained

    Deploying a solution without proper training will confuse users and give the impression that your solution is complicated. Take the time prior to the rollout to plan multiple sessions for each user roll. Develop help guide materials and FAQs and make them readily available, ideally, accessible from within the solution itself. During rollout, have extra support available to answer any questions that may arise, but don’t wait for users to ask. Wander the halls and check in with them to get initial feedback. The earlier you can identify any potential issues, the faster you can fix it, and the fewer users will be impacted.

    Monitor and evolve

    Once you deploy your solution, it’s only the beginning. As part of your vision and strategy, you should have set some sort of goals. In order to measure your success, you need to monitor usage and any other applicable statistics. Actively monitoring and analyzing usage metrics allow you to identify features users like and others that may need to be reevaluated. With each iteration or additional feature added, you will have a better understanding of what is successful, and be able to improve user adoption.


    All SharePoint projects can be successful provided the proper planning is completed from the outset, to establish a SharePoint vision and governance model that makes sense for the organization. SharePoint experience and expertise is critical to designing and delivering solutions that users will embrace while making them more productive.  However, hindsight is 20/20, and when projects fail, starting over may not a viable option. If this has happened at your organization, all is not lost. Consider enlisting the help of a third party to assess your SharePoint program. They will be able to assist you in developing a focused vision and governance plan that is appropriate for your organization. Once the vision has been established, they will be able to provide you a SharePoint Roadmap, steering you clear of common barriers and guiding you to success.

    Do you need help revitalizing your SharePoint project, or planning a new one? At IBC, we understand the vast array of issues and challenges organizations face when implementing SharePoint. When you engage IBC as your SharePoint partner you gain access to a team of SharePoint experts that includes SharePoint Architects, SharePoint Developers, SharePoint Mentors, and SharePoint Support and Maintenance Specialists. Our SharePoint services team using best practices, ensures that your SharePoint solution meets your company’s needs while allowing your IT resources to remain focused on your company’s core business.

    [i] Doug Miles, “AIIM Industry Watch SharePoint 2013 Clouding the issues”, 2013, aim.org/research

    [ii] “How Successful is Your SharePoint Deployment”, 2013, aim.org/research

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  • Making the Jump: A Journey From Waterfall to Agile

    I used to be part of the “non-believers” when it comes to agile software development.  I’ve since converted to an agile evangelist of sorts, and appreciate the significant benefits the agile approach has to offer.  While my own conversion was not so easy, I’ll explain the transformation, what I consider to be the key program management benefits associated with the agile approach, and a few challenges that I think still remain.

    Why the change to agile?

    Having just completed a very lengthy and stressful, yet highly successful waterfall development project, I turned my nose at the thought of moving to the agile approach.  Why not just capitalize on everything we learned and kick-off the next project initiation phase?  Truthfully, I was anxious to get started on the next release, and time spent changing our life cycle methodology was only going to delay our start.  Plus, I didn’t see how we would deliver the end product any sooner.  The methodology was being thrust upon us from an oversight organization, essentially calling it the “panacea” for our lengthy, high risk, waterfall development approach.

    My Initial Skepticism

    With the decision to move to agile essentially made for me, I attended the Scrum Master Certification class and passed the certification exam.  Taking the class certainly didn’t convert me into a believer.  In fact, I was even more skeptical after reviewing the “agile manifesto”:

    Individuals and interactions over processes and tools

    Working software over comprehensive documentation

    Customer collaboration over contract negotiation

    Responding to change over following a plan

    As a practicing Project Management Professional (PMP), one thing became very clear to me – the agile manifesto had to be written by a group of software developers!  My experience showed that software developers (1) hate to plan, (2) hate giving me status reports even more, (3) hate documentation, (4) hate process, and (5) steer as far away from a contract as possible.  Surely, only a group of software developers would come up with this methodology that allows change to happen repeatedly and documentation to take a back seat to working software.  I left the Certified Scrum Master (CSM) certification class feeling like the agile manifesto was a publicity stunt crafted by developers to let them focus solely on writing software.  Hmm…. can’t wait to see this actually in process.

    The Transformation Begins

    Looking back, I suppose the things that started making me a believer were directly related to the things I dislike about the waterfall development approach.  The agile development approach solves many of these key items:

    • Trying to plan and estimate how things will go during the latter stages of development and testing while you are in the project initiation phase is almost a complete waste of time, no matter how many times you’ve delivered projects of the same scope and size.  The Project Management Body of Knowledge teaches us that every project is unique.  Trying to estimate future development activities before the design phase is complete will always lead to inaccurate results no matter how many times you’ve done it before.  The agile development approach allows you to plan in reasonable “chunks” called sprints or iterations or increments.  This activity is much more reasonable, and incredibly more accurate.  Additionally, once you’ve done it successfully a few times and your stakeholders buy-in, you can use your own team velocity as a predictive measure.
    • Having daily, in-person interactions with the team is extremely compelling.  One of the things I hated during the waterfall cycle was requesting weekly status from developers to update my integrated master schedule.   This hatred was exacerbated when we became “behind schedule” and significant re-planning was necessary to get us back on track and remain “within baseline”.  No amount of time spent re-planning ever allowed us to make up schedule variance.  Scheduling is one area where looking at comparative project data was accurate – software development projects that are behind schedule rarely, if ever, get delivered on time.   Listening to developers give status each day, in person, benefits the entire team by avoiding multiple interpretations of a status report and confirms the entire team is on the same page.
    • Communicating status to your peers every day can be motivating.  Using the agile approach, team members are required to articulate what they did yesterday, what they plan to do today, and any impediments they have to completing assigned tasks.  This ceremony – “ the daily stand-up” is the center of the workday for the team. During a long, 6-month waterfall development cycle, slipping a week or two seems harmless (even though as noted above, we know it never gets made up).  In a typical agile two or four-week sprint, not completing your assigned tasks can be scary.  Who wants to admit to their peers on a daily basis they can’t get the job done?  Whether the challenge is related to a technical issue or a functional issue, any barriers to success (called “impediments”) are highlighted and addressed daily.  This increased accountability to your teammates drives increased productivity.
    • Frequent feedback from an end user representative is even more compelling.  User acceptance testing happens at the end of the traditional waterfall life cycle.  I recall the overwhelming stress associated with demonstrating an “end-product” all at once.  Of course this final acceptance led to significant changes at a very costly time – when development was complete.  Getting feedback from a fully empowered product owner during the course of a 2 or 4-week sprint, and an expanded set of stakeholders at the end of the sprint almost eliminates the acceptance testing risk.  The frequent and early feedback cycle allows the development team to make corrections as part of the normal sprint process – much more effectively than at the end the waterfall cycle.
    • Designing as you go is more successful than overhead-intensive quality gates.  Producing, reviewing, inspecting, and finalizing dozens of deliverables to pass a waterfall quality gate increases project stress.  Largely a paperwork drill, preliminary and critical design reviews for example allow a team to create a baseline design, which is sure to change once full-scale development is finally underway.   Building accurate requirements, design, and testing artifacts as you progress through the agile development life cycle is much more successful, and whole lot more logical.

    The Agile PMO Manifesto

    All of these benefits associated with moving towards an agile development methodology not only convinced me it was a much better approach, but also showed the agile methodology creates a much more enjoyable environment for all parties.   This better environment can be summarized in the “Agile PMO Manifesto” –

    Two Week Sprint Plans over 1000+ line integrated master schedules

    Daily lightweight status updates over monthly status reports and variance analysis 

    Daily risk and issue management over risk control boards and endless risk analysis 

    Frequent cycles of user acceptance and design reviews over infrequent quality gates 

    This agile PMO manifesto suits a PM much better.  Even the most hardcore, “by-the-book”, PMP would have a hard time disagreeing with these principles.  If the agile manifesto has been supplemented with these items, I would have been a believer in the agile development approach since day one.

    Still not a Panacea, but a Great Start

    Moving to an agile approach does not solve all software development problems.  Indeed, program sponsors will always want answers to two key questions:  (1) “When will you be done?” and (2) “How much is this going to cost?”  Agile development actually makes the answers to these questions challenging.  At IBC, our collective experience with agile projects has shown us the “triple constraint” of weighing scope, schedule, and resource variables against one another is very much still a requirement.  Agile development is considered a “capacity-driven” approach, meaning the agile team can accomplish whatever the agile team can accomplish.  Until the “velocity” or throughput of an agile team is determined, the end date of a project, and the associated budget, remain largely estimates.   This scenario makes it difficult for a sponsor to fund a project if the velocity, and answers to the two key questions, will not be known for a few sprint cycles.  We’ve identified this challenge in multiple client scenarios, and came to the realization that agile is more than just a development methodology –this new approach to developing and delivering working software requires an organizational change in mindset.

    At IBC, our agile development services and solutions help organizations achieve the multiple benefits of an agile methodology by addressing the technical, managerial, and organizational components of moving to a new approach.  If you’re interested in learning more about how to move your organization towards an agile development methodology, how to get started with a new agile team, or tips to work with your project sponsor, please contact us.  We can help your organization realize the benefits associated with the “Agile PMO Manifesto” and make software development projects rewarding for everyone – not just the folks trying to do less documentation.  In doing so, we can convert your organization into believers, just like me.

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  • IBC Continues Mattie Miracle Walk & Family Festival Platinum Sponsorship

    Mattie Miracle 5thIBC, a DBS Company is proud to announce our Platinum Sponsorship of the 5th Annual Mattie Miracle Foundation Walk & Family Festival.  This is the third year in a row that IBC (formally DBS) has provided Platinum Sponsorship for the Mattie Miracle Walk and Family Festival and as a company we are honored to continue our involvement with such a wonderful organization. Not only is IBC proud to provide financial support to Mattie Miracle’s childhood cancer psychosocial mission and goals, but IBC also takes pride in the high number of employee participants that take part in this great event.  “The Mattie Miracle Annual Walk & Family Festival is truly a special event for everyone involved. We are so lucky to be a part of such a great foundation that enhances awareness of the psychological and emotional needs of children and families battling childhood cancer.” – Blair Todd, Director of HR.

    The Mattie Miracle 2014 Walk & Family Festival is set to take place on Sunday, May 18th, 2014 please come and join us! Register Here.


    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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  • The IBC Veteran’s Day 5k to be held November 9, 2014


    IBC, a DBS Company, is pleased to announce that it has partnered with Potomac River Running on its annual Veteran’s Day 5k Run. “The IBC Veteran’s Day 5k” will be held on Sunday, November 9, 2014 at 8:00 a.m., at the Fairfax Corner Shopping Center, in Fairfax, Virginia.  Benefiting Team Red, White, & Blue, the event is estimated to attract over 1,000 runners, and will also feature activities for the entire family, including a 1k kid’s fun run.

    “We are thrilled to be partnering with Potomac River Racing for the IBC Veteran’s Day 5k run,” said Dan Maguire, Managing Principal and Founder of IBC. “IBC is proud and excited to honor United States service men and women, as well as support such a worthy organization like Team RWB, at this event.”

    “The partnership with IBC is so important to us because the team that we work with at IBC shares our goals of keeping the DC area healthy and happy while using running as a vehicle to support each other, especially our veterans,” said Lauren Klumpp, Sponsorship Director of Potomac River Running. “There is nothing quite like the finish line of a race and it is all made possible through IBC’s support.”

    Race registration is open now through  www.prraces.com, with special discounts available to active or retired military members.

    “The 5k run is sure to be a memorable day for both racers and spectators alike, and we invite the community to join us in giving back to our Veterans this Veteran’s Day,” added Maguire.


    For more information, please contact Scott Gold at sgold@ibcdbs.com or community-outreach@ibcdbs.com

    About IBC, a DBS Comany

    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.

    About Potomac River Running

    Potomac River Running is a family-owned, locally based running specialty store with 9 locations in the District, Maryland, and Virginia. We opened in the spring of 2003 in Loudoun County with the goal of sharing our passion for an active lifestyle with the community and recently celebrated 10 years in the DC Metro area.  We are honored to have been voted one of the 50 Best Running Stores in America in each of the past eight years, since the award’s inception in 2006.

    About Team Red, White & Blue

    Team Red, White & Blue’s goal is to transform the way America supports its veterans when they leave the military by bringing veterans, their families, and American citizens together through authentic social interaction and shared experiences in communities all over America. Our chapters and communities deliver consistent, local opportunities for veterans and the community to connect through physical and social activity. They host weekly fitness activities, monthly social events, and participate in local races and events together. These programs are at the core of Team RWB’s mission. To learn more about Team Red, White & Blue and how you can help, visit www.teamrwb.org.

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  • What’s Wrong With My Enterprise Architecture?

    Enterprise Architecture (EA) has developed a reputation. We’re often reminded of this when in a meeting with senior business leadership and someone explicitly mentions the EA program. Eyes roll back in heads, quick loaded glances are exchanged, an audible exhale is heard as if to say, “Ugh. Not this again.” If you’ve seen one of these reactions or maybe even all three simultaneously (unofficially known as the EA Trifecta), unfortunately you are not alone. EA programs in all corners of business and government are struggling to demonstrate substantial organizational value and achieve true enterprise buy-in and acceptance.

    It is not for a lack of trying. Organizations that have decided to invest in EA programs are usually making substantial personnel (both internal resources and external consultants) as well as software investments in support of their EA programs. In addition, organizations typically incur significant indirect EA costs in the form of stakeholder meetings and presentations. Many enterprises have started to take a hard look at their EA program to assess whether the EA program is worth the investment. It has left organizations asking themselves, “What’s wrong with our architecture?”, a question that Frank Lloyd Wright most certainly asked himself more than once.

    As IT professionals, we see organizations experiencing a variety of challenges with their enterprise architecture programs. There are many potential pitfalls when it comes to establishing a value-driven EA capability. If you find yourself struggling to comprehend what’s wrong with your architecture, consider the following questions that might uncover some of the issues preventing your EA program from providing real enterprise value.


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