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Web 2.0, information society and businesses as living

now live together for an information network, in which the man is a producer and consumer of the same multi-media. (Voice, Data, Video) The speed of adaptation of technology and media have managed to catch up, so as to create a world that runs parallel to ours. However I believe that the "virtual" technology offers us today is a reflection of what the human being as such feel and live.
is interesting to know the type of information that is generated and consumed is filed, understanding patterns of human behavior from the way we are using the media to "connect" with the world.

Now, information society or knowledge?, I think most of the world live in the information age and for whom every day is required on the ability filter, analyze, understand and involve information that can be useful or not for the generation of knowledge.

believe that the information is a means to generate knowledge networks which have the potential to build intellectual capital. This intellectual capital there if you have the opportunity to be recognized and shared with new networks, reason as a source of development knowledge is necessary to release the information management. This freedom implies the possibility that the information is not only available, but there are so many sources of contradictory arguments. The diversity of sources of information and level of interaction knowledge networks are key to the development of intellectual capital.

Under this order of ideas .. what kind of information and knowledge we are developing? (Focus on values? Into something else?)

Sometimes this network of information and knowledge could buy something with brain function, number of neurons and volume of interconnection networks that enable pulse at the end is information, which reflect feelings, thoughts, intellect ...?? If I bring it to a network in an enterprise ... I think it is feasible for a company to behave as such .. with ability to learn, generate knowledge and after all .. be behaving as a vivo.

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Audit continuity plan - a way to avoid shocks!

Due to requests from participants on the blog of information security. ( http://groups.google.com/group/Seguridad-de-la-informacion ), I think detail is worth a bit of a methodology for testing and auditing a business continuity plan, the which according to my considerations must be examined from the perspectives of: Strategy, Process, Technology and People.

worth noting that the BS25999 standard gives a very good reference for the audit points to the continuity plan, but there's always more to add at functional.

This is what I consider relevant in an audit process at the level of business continuity plans to see you are saying.

1. Validation BCP processes and strategies of continuity compared to the value chain of business and information assets that support
   - Validation of resources needed to implement the processes of continuity
   - Verification of approval process with the Office of Organization and Methods at the firm, as well as determination of possible gaps if there have been updates to the Introduction Infrastructure that supports the processes.
   - Validation strategies and processes of continuity with third party service providers


2. Verification vulnerabilities and residual risks or level of exposure to risks of loss or alteration of information caused by deficiencies in infrastructure support. (Ideal consider logical attacks to support infrastructure)


3. Check the stakeholders of the plan, learning of them on the service level agreement (SLA) continuity plan and the existence of tools for SLA measurement. Assessment


4. knowledge through the written assessment of internalizing BCP processes as well as the roles assigned assessment through interviews as assigned roles on their knowledge of the activities carried out and finally an evaluation through simulation exercises threats. Verification


5. processes of knowledge transfer and training of human resources for the continuity and recovery processes.


6. Verification of the results and adjustments to the simulation process of a threat aimed at a specific area of \u200b\u200bthe IT department and / or functional areas of the company
   - Assessment of compliance with procedures designed
   - Evaluation of Effectiveness in restoring business operations


7. Verification process simulation results and a threat to reach on all IT departments and functional areas of the company.
   - Assessment of compliance with procedures designed
   - Evaluation of effectiveness in restoring business operations
Assessment

8. infrastructure required for operation of the contingency operation


9. operability assessment of critical systems from the location of infrastructure


10. contingency coverage and scope of BCP test plan as well as measurement del nivel de efectividad del mismo.
    - Definición del alcance del plan de pruebas
    - Definición de las etapas del plan de pruebas
    - Identificación del personal requerido para ejecutar las pruebas


11. Alcance y resultados de la implementación del proceso de gestión del cambio
    - Verificación de plan de comunicaciones
    - Resultados de la ejecución de talleres de comunicación
    - Resultados y ajustes del plan de concientización y capacitación
    - Contenidos asociados con talleres de capacitación en aspectos técnicos del BCP
    - Contenidos asociados con de concientización relacionados con la importancia del plan de continuidad para el negocio


12. Verification processes for updating and ongoing maintenance of the BCP. (Roles, responsibilities, controls and records)


13. Verification metric performance level of services for external and internal clients. Validate the level of alignment of the indicators with SLAs and business strategy as well as their interrelationship.

I welcome your comments and see how this better, or at least define something a little more detailed. Greetings

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How to establish a governance model for technology services

First of all define it IT governance, in my opinion, I could say all those are practices, policies, indicators, processes and structures that help a manager technology can meet with service levels of technology required by the business to operate efficiently and properly aligned with the purposes and goals of the strategic plan .

The purpose of an IT governance model is to meet the quality requirements IT service in the light of business strategy and information security, as well as all its assets. Should optimize the use of IT resources, including applications, information, infrastructure and people. And finally, IT must provide the state, structure and enterprise architecture and decide to use control mechanisms and governance principles to be applied. Practices such as

COBIT, ITIL, ISO are benchmarks supporting a governance structure for technology services. Which are very useful when companies do not have defined or management processes are immature. For So take a practice reduces the reactivity exists in the areas of technology.

There is an analogy between governance and IT companies, both follow the same principles associated with the business strategy.

Corporate Governance:

1. Market Trend = customer preferences, legal context of the environment, segments of interest, conduct of competitors, etc.


2. Strategy = firms develop their strategies in accordance with market trends and demand it to It discusses issues of capacity, environment, client and context.


3. governance structure = Generally the strategy of a firm can be inferred by its governance structure, if customer-oriented or production, within that defined governance structure to support control systems to obtain strategy as such, such as dashboards, key business processes, compensation systems, promotion systems, evaluation systems, etc.

IT Governance

1. Internal Market = Needs service business information needs, behavior and functional user trends within the organization, internal customer needs, trends of technology tools that can meet information needs.


2. IT Strategy = goals is for the purpose of technology services, which are translated into technology initiatives that meet the information needs for business and generate a portfolio of technology projects that meet the operational needs to ensure scalability, flexibility and security of information. Metrics implementation of the strategy.


3. IT Governance = Answer the operating model required by the IT area to ensure stability of services, the structure defines the relationship between: Processes, People and technology and therefore is composed of management control systems, procedures , policies, training plans, etc.

Similar not?

methodology to define a governance model technology (IT Governance Methodology)

1. Business Strategy = Identify business strategy and value chain and technology services support the performance of such services


2. Assessment of maturity = Check the level of maturity of the technology management process, identify the gap between requiring the business performance level and quality of information.


3. business and IT Gap = Identify the gap between your company's strategic plan and the existing technology plan, identify goals and define IT service metrics to each of them.


4. Controls Assessment = Identify existing controls and the adequacy of the same in accordance with pursuing business-documented processes exist, there are proper results, responsibility and accountability are clear and effective?


5. control gap = gap Identify the existing control processes and metrics. Watch your exposure to risks and identify vulnerabilities.


6. benchmarks Benchmark = Identify items in the reference models that are useful for your business, define the set of processes (End to end) it requires to ensure quality service and develop a plan for the implementation of processes beginning with those that generate the greatest impact on the perceived quality of service by the user - Reference models can be successful in a particular sector and not in others.


7. Government model = Build the set of policies, roles, responsibilities, required profiles, career plans, reports and management committees that support the business processes identified, as well as the command structure and compensation required within IT to ensure communication between functional areas.


8. Change Management = Develop a change management plan which should include aspects of: training the staff in technology, communication to end users on the new mode of operation and responsibility within the service level agreements provide customer service and operational between functional areas, select "sponsors" in client area and the area of \u200b\u200btechnology.


9. = Implementation Implement processes in the order of priority and provide performance metrics to the client users.


10. Metric Measure = constantly change, the impact on the customer and adjust what is required. The end user is the one who decides if you did right or wrong, so provide the tools for customers to measure their performance as IT manager.


11. Help = Finally, if you still need help ... Ask someone who knows the subject, I remember the IT Governance is not about technology but about people.

Well I hope your comments to see if we refine the recipe.

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Of Love and Other Demons - CEO vs. CIO when nobody knows what he wants

The leadership between CEO and CIO can be a relationship of great value generation or "pump" for organization. It is critical that both parties there is appropriate communication channels and understanding the scope of each of its parts.

The CEO is a leading business strategy, the CIO is leading strategy operationalization of the business information you need to ensure the achievement of the strategy led by the CEO. Each has its domain of leadership, which the CEO is leveraged in the IOC, why should be consistent in purpose and scope.

IT CAN NOT exist without the business (provides the platform for rapid operation thereof), is absurd find organizations where IT does not reflect the business model level strategy, operations and competitive advantage of it. Therefore there does not provide IT business value, IT not buy and implement a package of SW, or infrastructure without a business reason to support it (What are your business reasons?) . The needs and priorities of each company are unique and specific to your industry, market and business strategy.

The ideal of communication between the parties is the ability to understand the business model and strategy of the same as the CIO may have. Current requirements call for CIOs to have an understanding of strategy business, finance, business model, marketing and personnel management, as the technology clearly reflects both the structure and business model. And the CIO is responsible for providing effective support tool that provides value to the business.

That much is the training and knowledge of the CIO in business aspects? is actually the right side of your organization? or even depends on the administrative area?

think it is key to aligning IT business, which involves:

1. That IT services realistically reflect the business model of the firm, in especially those that support the firm's competitive advantage.


2. Comply with expectations level of service to our internal and external .


3. The information flow of business processes operations consistent with it.


4. Monetization IT operations, as a generator of business value by accelerating the flow and use of information at the level of business processes. (Gentlemen, you have to measure how bring to business.) Taking

into account the increasing prevalence of IT in business operations, how does this change the CEO's involvement in technology issues? How does this CIO participation in business issues? How is this becoming more blurred this line?

key success factors

• CIO capacity to interpret the needs of the organization as business needs (Do not be so techie)
• Role of the CIO as a key factor the information management and processes within the organization.

Fallas

more usual of relations between the CEO and CIO:

• LOST IN TRANSLATION : CIO does not speak the language of business, especially aspects that you can find outside their specific domains. Finance, human resource management, marketing and sales, etc. The CIO must evolve to a profile of business and operations, as a result, the priorities of the CIO deviate from business priorities.
• INCENTIVES CROSS: CEO remembers the CIO and his team only when things go wrong. So the IT team tends to be averse risk, the enemy of change and exceedingly jealous of the stability and system redundancy
• Greek tragedy: any request to the IT team is a complex process that ends with "it is very difficult" and "take time" - frustrating business areas
• CONSTANT DENIAL: the CEO refuses to learn the technology and feel unable to understand what happens in the "black box" of IT.

And as your organization?