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Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
Information Tech & Heavy Industry
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Information Tech & Heavy Industry

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Assistance in bridging gap between in-place infrastructure (mainframe based) and the desired future environment (client/server based)

Assistance in bridging gap between in-place infrastructure (mainframe based) and the desired future environment (client/server based)

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  • 1. Information Technology Management Orlando Moreno [email_address] 408.656.2498
  • 2. Operations Budget Elements
    • Hardware
    • Software
    • IT, Communication and equipment
    • Data center AND personnel
    • Disaster recovery planning
    • Security
    • Invention AND Collaboration
    [email_address] 408.656.2498
  • 3. Operations Problems Solutions
    • Technology
    • Continuously fight fires and rearrange priorities - getting people to solve the problem at hand
    • Continuously document and measure what is done so as to find the real solutions, not just the apparent ones
    [email_address] 408.656.2498
  • 4. Applications Characteristics
    • Functional quality of the applications, measured by how they meet user needs
    • Technical quality of the applications, measured by how easy they are to maintain and how efficiently they run
    • Application age and life expectancy
    • Portfolio coverage , measured by how much work that can be automated is automated
    [email_address] 408.656.2498
  • 5. 5-step Automation Process
    • 1.- Define areas of human intervention and divide them into:
      • Procedures that are easy to eliminate
      • Procedures that are hard to eliminate
    • 2.-Define instructions that could be added to application software to eliminate procedures identified in previous step
    [email_address] 408.656.2498
  • 6. 5-step Automation Process
    • 3.- Agree on a method to incorporate the new instructions into new applications and into all changes made to existing applications
    • 4.- Isolate the easy-to-implement instructions into projects and execute them
    • 5.- When unattended operation appears easy to achieve, organize a project to do it.
    [email_address] 408.656.2498
  • 7. Drivers of Outsourcing
    • Focus on core business
    • Value based on their discounted cash flow (shareholder value)
    [email_address] 408.656.2498
  • 8. Customer-vendor Relationships
    • Buying their professional value (planning or consulting, building or maintaining applications, building or maintaining networks, and training)
    • Buying their products (may or may not include training)
    • Buying their transactions (checks, or credit reports)
    [email_address] 408.656.2498
  • 9. Customer-vendor Relationships
    • Using a systems integrator , to generally handle some turnkey solutions and projects
    • Outsourcing , where the outsource provider contracts to handle all or certain information systems
    • Systems integration is project based; outsourcing is time-based
    [email_address] 408.656.2498
  • 10. Outsourcing Changes
    • Strategic view of outsourcing
    • Selective outsourcing
    • Transformational outsourcing
    • Outsourcing application development
    • “ One stop shopping” approach to outsourcing
    [email_address] 408.656.2498
  • 11. Outsourcing Changes
    • Strategic view of outsourcing -
      • Outsourcing now an accepted practice
      • Now a way to improve competitive position often resulting in major restructuring
      • This restructuring results in mega-deals and full-service outsourcing
    [email_address] 408.656.2498
  • 12. Outsourcing Changes
    • Selective outsourcing
      • Only specific areas of the IS department outsourced
      • Deals are short termed (2-5 years) as opposed to strategic deals (5-10 years)
      • Driving forces are lack of skills and desire to offload non-core competency areas to providers
    [email_address] 408.656.2498
  • 13. Outsourcing Changes
    • Transformational outsourcing
      • Assistance in bridging gap between in-place infrastructure (mainframe based) and the desired future environment (client/server based)
      • Companies’ willingness to admit failure (success is based on the client’s expectations)
      • Some restructuring of a large number of deals seems to be in the offing
    [email_address] 408.656.2498
  • 14. Outsourcing Changes
    • Outsourcing applications development
      • Idea that applications were competitive edge is dying
      • Now better to get applications built faster because competitive edge comes from begin first
      • Sometimes speedy development can only come from outsource providers
    [email_address] 408.656.2498
  • 15. Outsourcing Changes
    • ‘ One-stop Shopping’ approach
      • Firms use it when they outsource infrastructure functions (LAN operation, desktop, mainframes) along with a “best of breed” approach when outsourcing applications
      • Client and prime contractor seek a partnering relationship than a customer/supplier relationship
    [email_address] 408.656.2498
  • 16. Key Questions
    • Which IS activities are strategic?
    • Will outsourcing save at least 15%?
    • Does our firm have access to the needed technology and expertise?
    • Does outsourcing increase our firm’s flexibility?
    [email_address] 408.656.2498
  • 17. Key Questions
    • Is the vendor likely to exist in five year's time?. If not, you and your subscribers may find yourself stranded with an obsolete, unsupported billing system.
    • Is the system fully integrated or does it rely on patching components from several different vendors, which increases implementation and support costs and complexity?
    [email_address] 408.656.2498
  • 18. Key Questions
    • Can the system translate easily to the languages of your country, without additional expensive and time-consuming coding?
    • Does the system deliver true customer care enabling, for example, at least 60 per cent of queries to Customer Service Representatives to be answered from the first screen seen by the contact centre agent?
    [email_address] 408.656.2498
  • 19. Network Management
    • Fault handing
    • Performance monitoring
    • change management
    • Tactical planning
    • Cost control
    [email_address] 408.656.2498
  • 20. Net Management Trends
    • Integrated net management is a major goal
    • Management of distributed applications on horizon
    • Automation of network operations on increase
    • Outsourcing of network management on increase
    [email_address] 408.656.2498
  • 21. Internet Security
    • Use layered approached
      • Begins at the internet connection device (router)
      • Screening router can be used to verify the source as well as the destination of every packet sent to the corporate network by packet filtering
    [email_address] 408.656.2498
  • 22. Internet Security
    • Protect against 5 kinds of attacks
      • Eavesdropping
      • Password sniffing
      • Data Modification
      • Spoofing
      • Repudiation
    [email_address] 408.656.2498
  • 23. Internet Security
    • Firewalls provide access protection but do not ensure end-to-end transaction security
    • Cryptographic protocols used to provide security on the Net
    • Another method is to secure the data in individual transactions and not worry about securing the Net
    [email_address] 408.656.2498
  • 24. Disaster Recovery
    • Create an effective disaster plan
    • Learn the strengths of different data backup systems
    • Make use of vaulted backups
    • Recover e-mail services
    • Defend systems from attack
    • Lead and manage effectively during times of crises
    [email_address] 408.656.2498
  • 25. Internal Disaster Recovery
    • Multiple data centers
    • Backup telecommunications facilities
      • Build duplicate communication facilities
      • Use alternate technologies that re-deploy in case of an emergency
    • Local area networks (servers backup servers)
    [email_address] 408.656.2498
  • 26. External Disaster Recovery
    • Integrated disaster recovery services
    • Specialized disaster recovery services
    • On-line and off-line data storage facilities
    • Service bureaus, consortia and informal cooperative arrangements
    [email_address] 408.656.2498
  • 27. Questions Orlando Moreno [email_address] 772-679-3997 [email_address] 408.656.2498                                                                      

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