Ap Bio Lab Manual Lab 8

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.

Virtue Ethics And Abortion- Hursthouse

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?

Rash That Feels Like A Sunburn

IT consolidation - Saving money on crisis times


At the request of a friend, now I jumped a escribir un post en otro idioma, espero perdonen la redacción, jeje.. ahi les va..

IT areas face new challenges to reduce operation costs. Virtualization and IT consolidation is one of multiple options which are available in the market, some reasons to consolidate and virtualize IT infrastructure are wideranging. While most IT managers focus on just the cost of the physical IT infrastructure, there are many additional benefits that can be derived from IT consolidation which will affect the P&L directly, IE: Simplified management, improved data protection, improved resource utilization, easier revision control, easier data protection and security, flexibility and reduced server and software costs.

I will share with you some useful steps to save money in this crisis times.

First Step: Capacity planning process, you always find that you clould use your IT infrastructure in a better way.

• Determine service level requirement- Define workloads, determine the unit of work, Identify service levels for each workload.
• Analyze current system capacity - Measure service levels and compare to objectives, measure overall resource usage, measure resource usage by workload and identify components of response time.
• Plan for the future - Determine future processing requirements, plan future system configuration

Second Step: Lay out a change strategy

• Understand where you are and where you want to be on your IT infrastructure journey.
  Link IT infrastructure consolidation with the key business needs for change or business strategy objectives.
• Find and Put someone in charge, and empower the person with the authority and accountability for results - Not the IT manager.
• Engage financial and personnel management resources with the IT team to help measure current costs, and design an appropriate chargeback approach.
• Create a financial incentive for willing participation - People perspective.

Third Step: Develop a plan for resiliency

• Consider the redundancy of applications, storage and servers.
• Implement backup systems that enable immediate failover for mission critical systems.

Fourth Step: Test performance & consolidation

• Before consolidation process test all your movements.

Fifth Step: Plan a phased roll-out deployment

• Define the support model in the initial phases of the consolidation process.
• Define the applications make the most sense to be consolidated first
• Complete the consolidation process with change management, information and communcation in functional areas.
• Define performance Indicators - service & cost.

And do not forget, always use metrics in all steps. measure if you dont, you wont Be Able to do it

How Long Does Temazepam Last

Information Technology - Part of the "Other"?

found this slat out of nowhere, is anything like the areas of IT in many organizations, no? particularly because the areas of IT are generally considered the "rest" of the organization. Usually

area IT is the manages and maintains the information in "Your business." ask: Why still depends on administrative areas? information management that can not give an advantage to your company, and for further consideration as part of the "rest"?

I think part of the reasons why the IT area have come to be part of "rest" of their organizations are:

• the part of IT managers: Failure ability of IT managers to speak and understand business issues, lack of clarity at the level of profitability of their areas (financial and training costs) and eventually the lack of initiatives from the management point of view information to accelerate business processes (Knowledge of aspects of business.)
• And by organizational managers, lack of knowledge or fear of managers of organizations on the use and management of technology tools, past experiences (traumatic) with the implementation of IT (fear the error and do not learn from them), and low tolerance for learning processes.
• And for both , the inability to appropriate knowledge from other companies or market-tested practices and in similar contexts, as well as the lack of creativity to achieve the adaptability of the same.
  Ahi

think I leave for a while, because as in the book, the blame is always final "cow" Any comments?