Color Blind 1.pdfColor Blind 2.pdfColor Blind 3.pdfColor Blind 4.pdf
100
C h a p t e r
8 A Management Framework for IT Sourcing1
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith.
“Delivering IT Functions: A Decision Framework.” Communications of the Association for Information Systems 19,
no. 35 (June 2007): 725–39. Reproduced by permission of the Association for Information Systems.
Every five years starting in 1995, the focus group has taken stock of the responsibilities for which IT is held accountable (Smith and McKeen 2006; Smith and McKeen 2012). To no one’s surprise, the list of IT responsibilities has grown
dramatically. To the standard list of “operations management,” “systems development,”
and “network management” have now been added responsibilities such as business
transformation, regulatory compliance, enterprise and security architecture manage-
ment, information and content management, mobile and social computing, business
intelligence and analytics, risk management, innovation, demand management, and
business continuity management (Smith and McKeen 2012). Never before has IT man-
agement been challenged to assume such diversity of responsibility and to deliver on
so many different fronts. As a result, IT managers have begun to critically examine how
they source and deliver their various services to the organization.
In the past, organizations met additional demands for IT functionality by simply
adding more staff. Today, increasing permanent IT staff is less viable than in the past
and this has led IT organizations to explore other options. Fortunately, several sourcing
alternatives are at hand for delivering IT functionality. Software can be purchased or
rented from the cloud, customized systems can be developed by third parties, whole
business processes can be outsourced, technical expertise can be contracted, data center
facilities can be managed, networking solutions (e.g., data, voice) are obtainable, data
storage is available on demand, and companies will manage your desktop environment
as well as all of your support/maintenance functions. Faced with this smorgasbord of
sourcing options, organizations are experimenting as never before. As with other forms
of experimentation, however, there have been failures as well as successes, and most
decisions have been made on a “one-off” basis. What is still lacking is a unified decision
framework to guide IT managers through this maze of sourcing options.
Chapter 8 • A Management Framework for IT Sourcing 101
This chapter explores how organizations are choosing to source and deliver IT
“functions.” The first section defines what we mean by an IT function and proposes a
maturity model for IT functions. Following this, we take a conceptual look at IT sourc-
ing options, and then we analyze actual company experiences with four different IT
sourcing options—(1) in-house, (2) insource, (3) .
This document discusses management information systems (MIS) and information technology (IT) architecture. It covers several topics:
1. The syllabus for a MIS unit which includes IT opportunities and challenges, strategic planning models, information management, IT architecture and infrastructure, cloud computing, and virtualization.
2. The importance of effective IT infrastructure management for organizations. Downtime or security breaches can negatively impact productivity and revenue.
3. Different types of IT architecture including enterprise, governance, risk management, information security, technology, business, systems, applications, data, solutions, and specialists architectures. The architecture establishes principles and guidelines for acquiring, building and interfacing IT resources.
This document summarizes the key processes within ITIL's Information and Communications Technology Infrastructure Management (ICT-IM). ICT-IM addresses infrastructure management and detailed operations, which are often seen as missing from ITIL. The four main ICT-IM processes described are: Design and Planning, which involves technology planning; Deployment, governing infrastructure changes; Operations, for daily infrastructure maintenance; and Technical Support, for knowledge acquisition. The document argues that without following ICT-IM's framework, organizations cannot achieve mature IT service management.
The document defines enterprise architecture and discusses its key components and levels of detail. It also reviews major industry trends like big data, data analytics, mobility, and cloud computing that enterprise architects should focus on. The benefits of enterprise architecture are outlined as more efficient IT operations, reduced business risk, and faster time to market. Customer relationship management (CRM) aims to increase profitability through solidifying customer satisfaction and loyalty. True CRM provides a holistic view of customers to inform business decisions.
This document provides an overview of a systems analysis and design course. It discusses the six main sections of the course: systems planning, analysis, design, implementation, support and security, and the systems analyst's toolkit. It then provides learning objectives and an introduction to systems analysis and design, defining key terms like information systems, systems analysts, and the five components of an information system: hardware, software, data, processes, and people. It also discusses modeling business operations and profiles.
Never before has Information Technology (IT) played a more important role in bringing competitive advantage to an organization. Yet IT has never before been more complex. In the past, the mainframe paradigm provided turnkey solutions to complex business problems. The functionality was provided by
the software vendor, which may have also been the hardware vendor. The business processes were adapted to this functionality. As these processes evolved it was discovered that the systems were not sufficiently flexible or adaptable to meet the new demands of the business. The introduction of distributed processing provided a means to deal with the inflexibility and monolithic nature of these legacy
applications.
This document summarizes an Economist Intelligence Unit report on IT operating models. It discusses the benefits and drawbacks of centralized and decentralized IT operating models. Many companies are adopting hybrid models that aim to balance centralized control with decentralized innovation and responsiveness. The optimal model depends on a company's structure, priorities, growth strategy, and industry. Flexibility is important, as companies' needs may change over time. The key is aligning IT with business goals and ensuring IT can effectively support the company's objectives.
ANALYSIS ON IDENTITY MANAGEMENT SYSTEMS WITH EXTENDED STATE-OF-THE-ART IDM TA...ijasuc
Every person has his/her own identity. It’s important to manage a digital identity in a computer network,
with high priority. In spite of different applications we use in organization, resources need to be managed
and allotted to the appropriate user with proper access rights. Identity management or IdM refers to how
humans are identified, authorized and managed across computer networks. It covers issues such as how
users are given an identity, the protection of that identity and the technologies supporting that protection.
This paper attempts to provide an analysis to various identity management systems based on the state-ofthe-art identity taxonomy factors.
This document discusses management information systems (MIS) and information technology (IT) architecture. It covers several topics:
1. The syllabus for a MIS unit which includes IT opportunities and challenges, strategic planning models, information management, IT architecture and infrastructure, cloud computing, and virtualization.
2. The importance of effective IT infrastructure management for organizations. Downtime or security breaches can negatively impact productivity and revenue.
3. Different types of IT architecture including enterprise, governance, risk management, information security, technology, business, systems, applications, data, solutions, and specialists architectures. The architecture establishes principles and guidelines for acquiring, building and interfacing IT resources.
This document summarizes the key processes within ITIL's Information and Communications Technology Infrastructure Management (ICT-IM). ICT-IM addresses infrastructure management and detailed operations, which are often seen as missing from ITIL. The four main ICT-IM processes described are: Design and Planning, which involves technology planning; Deployment, governing infrastructure changes; Operations, for daily infrastructure maintenance; and Technical Support, for knowledge acquisition. The document argues that without following ICT-IM's framework, organizations cannot achieve mature IT service management.
The document defines enterprise architecture and discusses its key components and levels of detail. It also reviews major industry trends like big data, data analytics, mobility, and cloud computing that enterprise architects should focus on. The benefits of enterprise architecture are outlined as more efficient IT operations, reduced business risk, and faster time to market. Customer relationship management (CRM) aims to increase profitability through solidifying customer satisfaction and loyalty. True CRM provides a holistic view of customers to inform business decisions.
This document provides an overview of a systems analysis and design course. It discusses the six main sections of the course: systems planning, analysis, design, implementation, support and security, and the systems analyst's toolkit. It then provides learning objectives and an introduction to systems analysis and design, defining key terms like information systems, systems analysts, and the five components of an information system: hardware, software, data, processes, and people. It also discusses modeling business operations and profiles.
Never before has Information Technology (IT) played a more important role in bringing competitive advantage to an organization. Yet IT has never before been more complex. In the past, the mainframe paradigm provided turnkey solutions to complex business problems. The functionality was provided by
the software vendor, which may have also been the hardware vendor. The business processes were adapted to this functionality. As these processes evolved it was discovered that the systems were not sufficiently flexible or adaptable to meet the new demands of the business. The introduction of distributed processing provided a means to deal with the inflexibility and monolithic nature of these legacy
applications.
This document summarizes an Economist Intelligence Unit report on IT operating models. It discusses the benefits and drawbacks of centralized and decentralized IT operating models. Many companies are adopting hybrid models that aim to balance centralized control with decentralized innovation and responsiveness. The optimal model depends on a company's structure, priorities, growth strategy, and industry. Flexibility is important, as companies' needs may change over time. The key is aligning IT with business goals and ensuring IT can effectively support the company's objectives.
ANALYSIS ON IDENTITY MANAGEMENT SYSTEMS WITH EXTENDED STATE-OF-THE-ART IDM TA...ijasuc
Every person has his/her own identity. It’s important to manage a digital identity in a computer network,
with high priority. In spite of different applications we use in organization, resources need to be managed
and allotted to the appropriate user with proper access rights. Identity management or IdM refers to how
humans are identified, authorized and managed across computer networks. It covers issues such as how
users are given an identity, the protection of that identity and the technologies supporting that protection.
This paper attempts to provide an analysis to various identity management systems based on the state-ofthe-art identity taxonomy factors.
Data is raw facts and events that are recorded, information is processed data that is meaningful and relevant, and intelligence emerges from information that has been analyzed and from which conclusions have been drawn. Management information systems process data into useful information reports and dashboards to help managers make effective decisions. There are three main categories of information technology - functional IT that supports tasks, network IT that enables collaboration, and enterprise IT that structures interactions across the organization.
A System Approach For Defining Data Center Value Proposition.pdfVernette Whiteside
This document discusses defining the value proposition of a data center using a systems approach. It introduces a method to measure a data center's value using a set of metrics that capture the behavior and outcomes of a data center as a system. These metrics would provide measures for variables like performance, investments, operations, and services. Analyzing these metrics would provide a system model to define stakeholder value. Current methods for evaluating IT investments often focus only on financial metrics and lack consideration of external factors, behaviors, and qualitative impacts. A balanced, mixed approach is needed to fully capture a data center's true value proposition.
RealOps IOA Editorial for BM Mag - FINALJohn Scott
The document discusses how IT service management (ITSM) and integrated operations automation (IOA) can help align IT with business needs by linking people, processes, and technology. ITSM frameworks like ITIL provide models for mapping IT services and processes to prioritize resources according to business priorities. IOA aims to introduce automation to replace manual IT tasks, freeing up staff for higher-level work. By integrating operational elements across technology, processes, and organizational silos, IOA can help achieve comprehensive automation and more efficient, scalable IT service delivery aligned with business goals.
The key challenges in managing global information systems and IT infrastructure include determining whether the current IT infrastructure and portfolio of investments are aligned with business strategy and objectives, maintaining the proper combination of technologies, and ensuring information architecture supports core business processes. Managers must evaluate whether the right hardware, software, and human resources can achieve strategic goals across diverse global operations and markets.
The document discusses a framework called the CIO Support Services Framework (CSSF) that aims to strengthen the office of the CIO. The CSSF identifies six core components that support a CIO: enterprise architecture, capital planning and investment control, a project management office, customer relationship management, IT security, and business performance management. Together these six areas constitute a fully capable Office of the Chief Information Officer and allow the CIO to strategically direct IT operations rather than focus only on reactive firefighting.
The document discusses the differences between information technology (IT) and information systems (IS). IT refers to the hardware, software, and networking infrastructure, while IS are the systems that collect, process, store, and disseminate information to support decision making and business processes. An IS has five main components - data, hardware, software, processes, and people. Information systems can be classified by their organizational level as functional, enterprise-wide, or interorganizational systems, and also by the type of support they provide such as transaction processing, management information, or decision support.
The document discusses how IT contributes to business strategy at the Department of the Interior (DOI) through cooperation, innovation, and opportunity. It provides examples of how DOI is developing solution architectures to solve business problems and initiatives like the Enterprise Service Network and Law Enforcement Network. The vision is for a CTO Council and Service Oriented Integration Center of Excellence to leverage architectures and excellence, trust, collaboration and commitment.
Data architecture in enterprise architecture is the design of data for use in...Rasmita Panda
Data architecture describes how data is structured, stored, and utilized within a system. It includes conceptual, logical, and physical descriptions of data and how it maps to different applications and locations. The data architect is responsible for defining the target state of data and ensuring minor follow ups to keep enhancements aligned. Data architecture considers all relevant data entities and identifies relationships between an organization's functions, technologies, and data types.
Brighttalk converged infrastructure and it operations management - finalAndrew White
How Converged Infrastructure Will Change IT Operations Management
Over the past decade, Enterprises have leveraged a shared service model to make IT more cost effective. The emergence of “Converged Infrastructure” and “Fabric-Based Infrastructure” will allow IT to offer purpose driven solutions rather than the function driven solutions of the past. To do this, IT will need to evolve towards more modular designs, rely more on open standards, and rethink their approach to management frameworks.
In this session you will learn:
How converged infrastructure is used to create purpose driven solutions
Why new operational challenges are faced as this new approach is used broadly
What changes need to occur to succeed with this new paradigm
Top 10 guidelines for deploying modern data architecture for the data driven ...LindaWatson19
Enterprises are facing a new revolution, powered by the rapid adoption of data analytics with modern technologies like machine learning and artificial intelligence (A).
NFRASTRUCTURE MODERNIZATION REVIEW
Analyze the issues
Hardware
Over-running volume of data is a problem that should be addressed by data management and storage management. Data is being constantly collected but poorly analyzed which leads to excessive amounts of data occupying storage and delay in operations which inevitably affect production, sales and profits. If this remains unresolved, current data may have to be moved to external storage and recovered if needed. There is also the risk of data not being encoded into computers and thus will remain in manual state. This can be a case of redundant or extraneous data that is not yet cleaned and normalized by operations managers with the guidance of IT. This situation is known as data overload where companies actually use only a fraction of the data they capture and store. Many companies simply hoard data to make sure that they are readily available when they are needed. This negatively impacts the Corporation when assessing data relevance, accuracies and timeliness (Marr, 2016).
Software
The Largo Corporation (LC) seems to running on an enterprise resource planning system that is probably as long as 20 years old. Initially, LC has had success with the old system because they were able to establish themselves in various industries such as healthcare, media, government, etc. But due to various concerns, the Corporation is currently running on an outdated system because it is unable to provide services that keeps the Corporation a float. The LC is losing revenue and customers. Complete data without analysis is invaluable because, no information and insights can be produced that will support decisions. Customer data should lead to the best marketing and sales campaigns. The Corporation needs to recognize its weaknesses and implement changes to their software by incorporating funding for a new system that is reliable, secure, and has the ability to run on integrated systems; all of which will streamline data organization and analysis for the enterprise. (Rouse, n.d).
Network/Telecommunications
The network that was built in the 1980’s has become slow and unreliable affecting business operations. The problems caused by the old network are; lack of integration and communication between departments affecting the work flow, supply vs. demand, and inability to analyze data to carry out these operations. The Corporation should have taken into consideration the growth of the company by expanding and upgrading their networks along with their services. They should also take into consideration the number of departments, the number of users and their skill level, storage and bandwidth, and budget (Rasmussen, 2011). The current network does not allow employees to connect on their mobile devices which restricts flexibility and places limitations on productivity and portability.
Management
The responses of both IT and the business group are both juxtaposed against e ...
Company Metadata and Master Data Management Unit 9 Assigment 1 Jessica GrafJessica Graf
1. Metadata is organized data that describes and gives information about other data. There are three main types of metadata that corporations use: descriptive metadata for discovery and identification, structural metadata for describing how complex objects are composed, and administrative metadata for management of resources.
2. Security of metadata is important as it can contain sensitive customer information. Access control, mobile device security policies, secure storage environments, and limiting what data is considered metadata can help secure it.
3. For a service division, important metadata would include customer service histories, technician information, and logs of troubleshooting activities to integrate into a new system. Master data is critical business data like customer, supplier, and organizational information.
This document discusses a case study of implementing a Configuration Management Database (CMDB) for an organization called Catalyst. A CMDB plays an important role in supporting many ITIL processes, but Catalyst was facing challenges with manual processes, diverse tools and data models across different locations. Successfully implementing a CMDB that can centrally collect harmonized data based on an agreed core data model is important. However, collecting, maintaining and ensuring quality of the data in the CMDB requires effort and resources.
The document discusses a joint whitepaper from several major IT vendors that outlines a proposed common interface for configuration management database (CMDB) products to facilitate data federation. The whitepaper proposes services for CMDB administration, resource federation and reconciliation, resource querying, and subscription/notification to address key challenges around connecting diverse management data sources. While this cooperation is promising, open standards will be important to ensure interoperability and avoid vendor lock-in.
This document discusses enterprise content management (ECM) solutions, including their typical architecture and key challenges in implementation. It describes the four main components of an ECM architecture: (1) the user interface, (2) information governance, (3) attributes like data archiving and workflow, and (4) the repository for secure storage. The document also outlines stages in an ECM implementation roadmap strategy, highlighting the need to specify information governance over the lifecycle and establish interoperability between systems.
The document discusses the functions and management of information systems departments. It describes the typical roles and responsibilities within an IS department, including planning technology use, managing infrastructure and applications, protecting data, and managing outsourcing relationships. It also covers tasks for overseeing computing infrastructure like establishing standards and monitoring issues, as well as managing enterprise applications. The advantages and disadvantages of outsourcing parts of the IS department are presented.
This document discusses the evolution of information systems from electronic data processing (EDP) systems in the 1960s to today's enterprise systems and e-commerce applications. It outlines the development of different types of information systems including transaction processing systems, management information systems, decision support systems, executive information systems, expert systems, knowledge management systems, and enterprise resource planning systems. It also describes how information systems now support strategic, tactical, and operational management decision-making and enhance the value of information through data warehousing and data mining.
Most schools do not realize full advantages of scaling up due to administrative challenges and manual processing of student data. MIS systems allow for great automation of most processes freeing up time for teachers to concentrate on core functions.
COMMONALITY AND DIVERSITY OF OPERATING SYSTEMS .docxcargillfilberto
COMMONALITY AND DIVERSITY OF OPERATING SYSTEMS 2
Maintaining a strong security system in the networking environment to prevent any form of attack and compromise information has been a formidable problem in recent times. There is fairly a small number of operating systems compared to the vast number of computer systems that are in operation. This situation has created a leeway for cyber attackers to target the systems easily (Palmer, 2010). Cyber attackers have formulated diverse techniques to exploit the homogeneity of the network environment. This article will explore the benefits related to diversity and commonality in the event of a malicious attack.
The purpose of any security strategy is to completely eliminate or at least limit the impact of damage to a successful attack on a particular system. At some point, any computer can be vulnerable to malware attacks, and the most important aspect in a case like this is to achieve an optimum level of preparedness. Diversity of the operating systems is beneficial in several ways, though an organization could incur an extra operational cost. Moving some groups of users to various different operating systems helps avert the overall damage caused by the SQL Slammer and MSBlast worms. Malicious-code attacks directed towards the commonly used operating system, windows, have been so rampant, thereby necessitating the need for improved security procedures of the computers (Anderson & Anderson, 2010).
Significant operational damages have been incurred before by businesses and enterprise to extensive downtime, brought about by malware attacks. Adopting diversity in operating systems comes along with several security benefits;
· Helps contain malicious-code attacks- Virus and worm attacks target and exploit the flaws in windows operating systems. In a case like this, availing an alternative operating system would be critical in helping to contain the spread to other PCs owned by the business. The impact of the attack is leveled down since some core business can be carried out in the event of an attack.
· Directing some pressure towards Microsoft- Health competition among service and commodity provider is beneficial for the consumers. Being diversified in terms of operating systems pushes dominant companies like Microsoft to try so hard to meet the security needs of their customers.
· It helps speed up innovations in the sense that other operating system developers will work towards improving their operating systems to match that of the windows. Such innovations include stable security systems that prevent malware from instilling too much damage to the computer system.
Exercising commonality in the usage of operating systems comes with its own benefits, too, especially when dealing with a malicious attack. The business would not incur too much cost, in the event of a .
Common Mistakes I see on this paper are1. Using summaries and .docxcargillfilberto
Common Mistakes I see on this paper are
1. Using summaries and reviews written by other authors rather than using the actual IOM report and viewing each section, or viewing the IOM's summaries of it's report.
2. Forgetting to include information on how the IOM report will or has impacted one's practice. This is worth a high percentage of points
3. Not formatting the paper in APA, citing sources or using current sources like those supplied in our course resources for the week (since I am supplying a template APA should be flawless)
4. Going over the allowed length (papers that are over the criteria for length will be returned for revision)
5. Including background information, losing focus - remember the goal is to discuss the recommendations for education, practice, leadership and discuss how they can be achieved.
6. Ineffective introduction, too long, does not introduce the topic briefly, does not include a summary of what the paper will cover
LINKS TO THE IOM REPORT AND IOM SUMMARIES OF THE REPORT (These should be your main references for the report, don’t use a summary written about the report, use the IOMs summaries)
Download whole report as guest
Report Brief
Summary of Report on Education
Summary of Report on Practice
Summary of recommendations
Great infograph that highlights IOM recommendations. Here is the link. This link gives an outline of the IOM's recommendations. Both offer an option that provides quick access to needed information in a brief and easy to follow format. Hope these are helpful.
How to Reference and Cite the IOM Report
IOM will each have the same author (the Institute of Medicine is the author) and year you will differentiate them by adding a small case letter after the year of publication in both your reference and citation. The reference would be listed in alphabetical order using the title. I have posted examples below.
Institute of Medicine [IOM]. (2010). Future of nursing: Focus on education. Retrieved from www.nationalacademies.org/hmd/~/media/Files/Report%20Files/2010/The-Future-of-Nursing/Nursing%20Education%202010%20Brief.pdf
Research Article
The Cross-Category Effect
Mere Social Categorization Is Sufficient to Elicit an
Own-Group Bias in Face Recognition
Michael J. Bernstein, Steven G. Young, and Kurt Hugenberg
Miami University
ABSTRACT—Although the cross-race effect (CRE) is a well-
established phenomenon, both perceptual-expertise and
social-categorization models have been proposed to ex-
plain the effect. The two studies reported here investigated
the extent to which categorizing other people as in-group
versus out-group members is sufficient to elicit a pattern of
face recognition analogous to that of the CRE, even when
perceptual expertise with the stimuli is held constant. In
Study 1, targets were categorized as members of real-life
in-groups and out-groups (based on university affiliation),
whereas in Study 2, targets were categorized into experi-
mentally created .
More Related Content
Similar to Color Blind 1.pdfColor Blind 2.pdfColor Blind 3.pdfC.docx
Data is raw facts and events that are recorded, information is processed data that is meaningful and relevant, and intelligence emerges from information that has been analyzed and from which conclusions have been drawn. Management information systems process data into useful information reports and dashboards to help managers make effective decisions. There are three main categories of information technology - functional IT that supports tasks, network IT that enables collaboration, and enterprise IT that structures interactions across the organization.
A System Approach For Defining Data Center Value Proposition.pdfVernette Whiteside
This document discusses defining the value proposition of a data center using a systems approach. It introduces a method to measure a data center's value using a set of metrics that capture the behavior and outcomes of a data center as a system. These metrics would provide measures for variables like performance, investments, operations, and services. Analyzing these metrics would provide a system model to define stakeholder value. Current methods for evaluating IT investments often focus only on financial metrics and lack consideration of external factors, behaviors, and qualitative impacts. A balanced, mixed approach is needed to fully capture a data center's true value proposition.
RealOps IOA Editorial for BM Mag - FINALJohn Scott
The document discusses how IT service management (ITSM) and integrated operations automation (IOA) can help align IT with business needs by linking people, processes, and technology. ITSM frameworks like ITIL provide models for mapping IT services and processes to prioritize resources according to business priorities. IOA aims to introduce automation to replace manual IT tasks, freeing up staff for higher-level work. By integrating operational elements across technology, processes, and organizational silos, IOA can help achieve comprehensive automation and more efficient, scalable IT service delivery aligned with business goals.
The key challenges in managing global information systems and IT infrastructure include determining whether the current IT infrastructure and portfolio of investments are aligned with business strategy and objectives, maintaining the proper combination of technologies, and ensuring information architecture supports core business processes. Managers must evaluate whether the right hardware, software, and human resources can achieve strategic goals across diverse global operations and markets.
The document discusses a framework called the CIO Support Services Framework (CSSF) that aims to strengthen the office of the CIO. The CSSF identifies six core components that support a CIO: enterprise architecture, capital planning and investment control, a project management office, customer relationship management, IT security, and business performance management. Together these six areas constitute a fully capable Office of the Chief Information Officer and allow the CIO to strategically direct IT operations rather than focus only on reactive firefighting.
The document discusses the differences between information technology (IT) and information systems (IS). IT refers to the hardware, software, and networking infrastructure, while IS are the systems that collect, process, store, and disseminate information to support decision making and business processes. An IS has five main components - data, hardware, software, processes, and people. Information systems can be classified by their organizational level as functional, enterprise-wide, or interorganizational systems, and also by the type of support they provide such as transaction processing, management information, or decision support.
The document discusses how IT contributes to business strategy at the Department of the Interior (DOI) through cooperation, innovation, and opportunity. It provides examples of how DOI is developing solution architectures to solve business problems and initiatives like the Enterprise Service Network and Law Enforcement Network. The vision is for a CTO Council and Service Oriented Integration Center of Excellence to leverage architectures and excellence, trust, collaboration and commitment.
Data architecture in enterprise architecture is the design of data for use in...Rasmita Panda
Data architecture describes how data is structured, stored, and utilized within a system. It includes conceptual, logical, and physical descriptions of data and how it maps to different applications and locations. The data architect is responsible for defining the target state of data and ensuring minor follow ups to keep enhancements aligned. Data architecture considers all relevant data entities and identifies relationships between an organization's functions, technologies, and data types.
Brighttalk converged infrastructure and it operations management - finalAndrew White
How Converged Infrastructure Will Change IT Operations Management
Over the past decade, Enterprises have leveraged a shared service model to make IT more cost effective. The emergence of “Converged Infrastructure” and “Fabric-Based Infrastructure” will allow IT to offer purpose driven solutions rather than the function driven solutions of the past. To do this, IT will need to evolve towards more modular designs, rely more on open standards, and rethink their approach to management frameworks.
In this session you will learn:
How converged infrastructure is used to create purpose driven solutions
Why new operational challenges are faced as this new approach is used broadly
What changes need to occur to succeed with this new paradigm
Top 10 guidelines for deploying modern data architecture for the data driven ...LindaWatson19
Enterprises are facing a new revolution, powered by the rapid adoption of data analytics with modern technologies like machine learning and artificial intelligence (A).
NFRASTRUCTURE MODERNIZATION REVIEW
Analyze the issues
Hardware
Over-running volume of data is a problem that should be addressed by data management and storage management. Data is being constantly collected but poorly analyzed which leads to excessive amounts of data occupying storage and delay in operations which inevitably affect production, sales and profits. If this remains unresolved, current data may have to be moved to external storage and recovered if needed. There is also the risk of data not being encoded into computers and thus will remain in manual state. This can be a case of redundant or extraneous data that is not yet cleaned and normalized by operations managers with the guidance of IT. This situation is known as data overload where companies actually use only a fraction of the data they capture and store. Many companies simply hoard data to make sure that they are readily available when they are needed. This negatively impacts the Corporation when assessing data relevance, accuracies and timeliness (Marr, 2016).
Software
The Largo Corporation (LC) seems to running on an enterprise resource planning system that is probably as long as 20 years old. Initially, LC has had success with the old system because they were able to establish themselves in various industries such as healthcare, media, government, etc. But due to various concerns, the Corporation is currently running on an outdated system because it is unable to provide services that keeps the Corporation a float. The LC is losing revenue and customers. Complete data without analysis is invaluable because, no information and insights can be produced that will support decisions. Customer data should lead to the best marketing and sales campaigns. The Corporation needs to recognize its weaknesses and implement changes to their software by incorporating funding for a new system that is reliable, secure, and has the ability to run on integrated systems; all of which will streamline data organization and analysis for the enterprise. (Rouse, n.d).
Network/Telecommunications
The network that was built in the 1980’s has become slow and unreliable affecting business operations. The problems caused by the old network are; lack of integration and communication between departments affecting the work flow, supply vs. demand, and inability to analyze data to carry out these operations. The Corporation should have taken into consideration the growth of the company by expanding and upgrading their networks along with their services. They should also take into consideration the number of departments, the number of users and their skill level, storage and bandwidth, and budget (Rasmussen, 2011). The current network does not allow employees to connect on their mobile devices which restricts flexibility and places limitations on productivity and portability.
Management
The responses of both IT and the business group are both juxtaposed against e ...
Company Metadata and Master Data Management Unit 9 Assigment 1 Jessica GrafJessica Graf
1. Metadata is organized data that describes and gives information about other data. There are three main types of metadata that corporations use: descriptive metadata for discovery and identification, structural metadata for describing how complex objects are composed, and administrative metadata for management of resources.
2. Security of metadata is important as it can contain sensitive customer information. Access control, mobile device security policies, secure storage environments, and limiting what data is considered metadata can help secure it.
3. For a service division, important metadata would include customer service histories, technician information, and logs of troubleshooting activities to integrate into a new system. Master data is critical business data like customer, supplier, and organizational information.
This document discusses a case study of implementing a Configuration Management Database (CMDB) for an organization called Catalyst. A CMDB plays an important role in supporting many ITIL processes, but Catalyst was facing challenges with manual processes, diverse tools and data models across different locations. Successfully implementing a CMDB that can centrally collect harmonized data based on an agreed core data model is important. However, collecting, maintaining and ensuring quality of the data in the CMDB requires effort and resources.
The document discusses a joint whitepaper from several major IT vendors that outlines a proposed common interface for configuration management database (CMDB) products to facilitate data federation. The whitepaper proposes services for CMDB administration, resource federation and reconciliation, resource querying, and subscription/notification to address key challenges around connecting diverse management data sources. While this cooperation is promising, open standards will be important to ensure interoperability and avoid vendor lock-in.
This document discusses enterprise content management (ECM) solutions, including their typical architecture and key challenges in implementation. It describes the four main components of an ECM architecture: (1) the user interface, (2) information governance, (3) attributes like data archiving and workflow, and (4) the repository for secure storage. The document also outlines stages in an ECM implementation roadmap strategy, highlighting the need to specify information governance over the lifecycle and establish interoperability between systems.
The document discusses the functions and management of information systems departments. It describes the typical roles and responsibilities within an IS department, including planning technology use, managing infrastructure and applications, protecting data, and managing outsourcing relationships. It also covers tasks for overseeing computing infrastructure like establishing standards and monitoring issues, as well as managing enterprise applications. The advantages and disadvantages of outsourcing parts of the IS department are presented.
This document discusses the evolution of information systems from electronic data processing (EDP) systems in the 1960s to today's enterprise systems and e-commerce applications. It outlines the development of different types of information systems including transaction processing systems, management information systems, decision support systems, executive information systems, expert systems, knowledge management systems, and enterprise resource planning systems. It also describes how information systems now support strategic, tactical, and operational management decision-making and enhance the value of information through data warehousing and data mining.
Most schools do not realize full advantages of scaling up due to administrative challenges and manual processing of student data. MIS systems allow for great automation of most processes freeing up time for teachers to concentrate on core functions.
Similar to Color Blind 1.pdfColor Blind 2.pdfColor Blind 3.pdfC.docx (20)
COMMONALITY AND DIVERSITY OF OPERATING SYSTEMS .docxcargillfilberto
COMMONALITY AND DIVERSITY OF OPERATING SYSTEMS 2
Maintaining a strong security system in the networking environment to prevent any form of attack and compromise information has been a formidable problem in recent times. There is fairly a small number of operating systems compared to the vast number of computer systems that are in operation. This situation has created a leeway for cyber attackers to target the systems easily (Palmer, 2010). Cyber attackers have formulated diverse techniques to exploit the homogeneity of the network environment. This article will explore the benefits related to diversity and commonality in the event of a malicious attack.
The purpose of any security strategy is to completely eliminate or at least limit the impact of damage to a successful attack on a particular system. At some point, any computer can be vulnerable to malware attacks, and the most important aspect in a case like this is to achieve an optimum level of preparedness. Diversity of the operating systems is beneficial in several ways, though an organization could incur an extra operational cost. Moving some groups of users to various different operating systems helps avert the overall damage caused by the SQL Slammer and MSBlast worms. Malicious-code attacks directed towards the commonly used operating system, windows, have been so rampant, thereby necessitating the need for improved security procedures of the computers (Anderson & Anderson, 2010).
Significant operational damages have been incurred before by businesses and enterprise to extensive downtime, brought about by malware attacks. Adopting diversity in operating systems comes along with several security benefits;
· Helps contain malicious-code attacks- Virus and worm attacks target and exploit the flaws in windows operating systems. In a case like this, availing an alternative operating system would be critical in helping to contain the spread to other PCs owned by the business. The impact of the attack is leveled down since some core business can be carried out in the event of an attack.
· Directing some pressure towards Microsoft- Health competition among service and commodity provider is beneficial for the consumers. Being diversified in terms of operating systems pushes dominant companies like Microsoft to try so hard to meet the security needs of their customers.
· It helps speed up innovations in the sense that other operating system developers will work towards improving their operating systems to match that of the windows. Such innovations include stable security systems that prevent malware from instilling too much damage to the computer system.
Exercising commonality in the usage of operating systems comes with its own benefits, too, especially when dealing with a malicious attack. The business would not incur too much cost, in the event of a .
Common Mistakes I see on this paper are1. Using summaries and .docxcargillfilberto
Common Mistakes I see on this paper are
1. Using summaries and reviews written by other authors rather than using the actual IOM report and viewing each section, or viewing the IOM's summaries of it's report.
2. Forgetting to include information on how the IOM report will or has impacted one's practice. This is worth a high percentage of points
3. Not formatting the paper in APA, citing sources or using current sources like those supplied in our course resources for the week (since I am supplying a template APA should be flawless)
4. Going over the allowed length (papers that are over the criteria for length will be returned for revision)
5. Including background information, losing focus - remember the goal is to discuss the recommendations for education, practice, leadership and discuss how they can be achieved.
6. Ineffective introduction, too long, does not introduce the topic briefly, does not include a summary of what the paper will cover
LINKS TO THE IOM REPORT AND IOM SUMMARIES OF THE REPORT (These should be your main references for the report, don’t use a summary written about the report, use the IOMs summaries)
Download whole report as guest
Report Brief
Summary of Report on Education
Summary of Report on Practice
Summary of recommendations
Great infograph that highlights IOM recommendations. Here is the link. This link gives an outline of the IOM's recommendations. Both offer an option that provides quick access to needed information in a brief and easy to follow format. Hope these are helpful.
How to Reference and Cite the IOM Report
IOM will each have the same author (the Institute of Medicine is the author) and year you will differentiate them by adding a small case letter after the year of publication in both your reference and citation. The reference would be listed in alphabetical order using the title. I have posted examples below.
Institute of Medicine [IOM]. (2010). Future of nursing: Focus on education. Retrieved from www.nationalacademies.org/hmd/~/media/Files/Report%20Files/2010/The-Future-of-Nursing/Nursing%20Education%202010%20Brief.pdf
Research Article
The Cross-Category Effect
Mere Social Categorization Is Sufficient to Elicit an
Own-Group Bias in Face Recognition
Michael J. Bernstein, Steven G. Young, and Kurt Hugenberg
Miami University
ABSTRACT—Although the cross-race effect (CRE) is a well-
established phenomenon, both perceptual-expertise and
social-categorization models have been proposed to ex-
plain the effect. The two studies reported here investigated
the extent to which categorizing other people as in-group
versus out-group members is sufficient to elicit a pattern of
face recognition analogous to that of the CRE, even when
perceptual expertise with the stimuli is held constant. In
Study 1, targets were categorized as members of real-life
in-groups and out-groups (based on university affiliation),
whereas in Study 2, targets were categorized into experi-
mentally created .
Common symptoms of memory changes during the lifetime in healthy.docxcargillfilberto
Common symptoms of memory changes during the lifetime in healthy people generally start gradually beginning with those associated with episodic memory i.e. forgetting names of people or details of personally experienced events. While semantic memory does not decline in the same way and can in fact be equal to those of younger people, aging adults typically access general knowledge and information more slowly (Dixon et al., 2006).This is a sign of declining working memory which encompasses processing speed, attentional capability/distractibility and problem solving (Dixon et al., 2006; Richmond et al., 2011). Another type of memory change may stem from a decline in sensory acuity. For example, loss of vision, hearing, taste and smell would all impact how stimuli are encoded and will contribute to additional attentional interference (Wolfe & Horowitz, 2004)
Compared with expected changes in memory functioning over the lifespan, pathological conditions such as anterograde amnesia and loss of semantic memory are much more debilitating. Since typically developing memory decline is gradual and centers around past experiences rather than general knowledge, people are often able to adapt to their “forgetfulness” with the assistance of formal and informal compensatory strategies such as more effortful attention, associative learning of new information, making to-do lists, keeping a journal and/or relying on another close individual to fill in missing pieces of stories and events (Dixon et al., 2006)
While typically aging adults may make a to-do list but have to spend time trying to find where they left it, in the case of anterograde amnesia, this sort of strategy would be ineffective. This is because these individuals would have no memory of even making a list since they have lost the ability to form new memories (Squire & Wixted, 2011). People with this condition are likely to become easily confused in social situations involving unfamiliar people since they will not retain any introductory information provided.
Loss of semantic memory would also be more negatively impactful than loss of episodic memory because an individual would lose the ability to make sense of objects in their everyday environment. For example, they make not be able to identify what a television or a toilet is or what each item is used for. As is the case with anterograde amnesia, compensatory strategies that are effective for typical aging memory decline could not be used for semantic memory loss since the individuals would not be able to engage in metamemory cognitions that would enable them to identify their areas of deficit and the most appropriate strategies to address these (Squire & Wixted, 2011). In addition, in both conditions, the individual would require a high level of external support to live safely.
References
Dixon, R. A., Rust, T. B., Feltmate, S. E., & See, S. K. (2007). Memor.
Common Surface-Level Issues for the Informative Essay(Note Thes.docxcargillfilberto
Common Surface-Level Issues for the Informative Essay
(Note: These Surface-Level Issues will be the only grammar/mechanics issues that I will look for in this paper. I will add more in subsequent papers.)
· Have a title! Every written work has a title; yours should be no exception. (The title should be something interesting, and NOT Assignment 1 or Informative Essay!)
· Neither authors nor articles SAY anything (same thing with TALKS ABOUT) – it’s a text. “Anderson argues…” or “Jones believes…” or “Brown states…”
· Always write about the article (or any source you are use) in the present tense. It is a text, which means it always exists in the present. Even if the author is dead, the text is not. This means “Smith notes…” not “Smith noted…”
· The titles of articles belong in quotations marks. Italics are for books and movies.
· Make sure your writing is more formal than your speech – there should be no “I was so freaked out” or “I was totally bummed.” This is a formal essay, so even though it is personal, your writing should reflect formality. Don’t use slang.
· Do not use the word “you” (the second person) in a formal essay. People use it a lot to try to generalize. “You think the Internet is safe, but it’s not.” Instead, you can write, “Many people think the Internet is safe, but it’s not.”
· Avoid using too many rhetorical questions in your essay. A few are fine for effect, but be careful how and why you use them. It is generally not considered a good idea to begin paragraphs with a rhetorical question either.
· Notice how I changed it to, “MANY people think…” rather than, “EVERYONE thinks…” Be careful that you don’t assume too much about what people in general think.
· Introduce all quotes. They should not be their own sentences. (Also a reminder that the first time you introduce a source you need to give that source credibility so it is clear that the source has expert knowledge.)
Grammar/Mechanics Issues:
· Make sure all of the punctuation is correct. One thing to remember is that the quotation marks go right after the quote, not after the in-text citations parentheses.
· Make sure everything is spelled correctly. One thing to look for: there/their/they’re issues as well as to/too/two. Those are the most common, but there are others, of course.
· Subject/verb agreement. This is pretty-straightforward, and means looking for things like, “There is some more of those in the other room.” And, “My brother receive the prize for the best haircut.”
· Sentence fragments/run-on sentences. Make sure that all your sentences. Have a complete thought! Also, make sure they do not have too many thoughts in them because that means that it is a run-on sentence and that means that it can be too confusing for your readers if you include too much in one sentence, so you will want to be sure to break it up. (
Formatting/Documentation Issues
· Make sure the paper is written in 12 point Times New Roman font with 1 inch margins on all sides. .
Commercial Space TravelThere are about a half dozen commercial s.docxcargillfilberto
Commercial Space Travel
There are about a half dozen commercial space entrepreneurs globally today. Pick one of those companies, and then provide a short history of their company, outline their current projects, and describe their future plans for space travel. Describe the biggest obstacles that they will have to overcome to achieve their goals.
Your initial discussion post should be succinct (only about 200–300 words) and include references to your sources.
.
Common sports-relatedshoulder injuriesShoulder pain is.docxcargillfilberto
Common sports-related
shoulder injuries
S
houlder pain is commonly treated in general practice; its causes are often
multi-factorial. The focus of this article is on sports-related shoulder injuries
likely to be seen in the community. This article aims to overview the presen-
tation, assessment and management of these conditions in general practice.
The GP curriculum and common sports-related shoulder injuries
Clinical module 3.20: Care of people with musculoskeletal problems lists the learning objectives required
for a GP to manage common sports-related shoulder injuries in the community or refer for specialist management. In
particular, GPs are expected to be able to:
. Communicate health information effectively to promote better outcomes
. Explore the perceptions, ideas or beliefs the patient has about the condition and whether these may be acting as
barriers to recovery
. Use simple techniques and consistent advice to promote activity in the presence of pain and stiffness
. Agree treatment goals and facilitate supported self-management, particularly around pain, function and physical
activity
. Assess the importance and meaning of the following presenting features:
. pain: nature, location, severity, history of trauma
. variation of symptoms over time
. loss of function – weakness, restricted movement, deformity and disability, ability to perform usual work or
occupation
. Understand that reducing pain and disability rather than achieving a complete cure could be the goal of
treatment
. Understand indications and limitations of plain radiography, ultrasound, and magnetic resonance scans
. Diagnose common, regional soft-tissue problems that can be managed in primary care
. Understand the challenge that many musculoskeletal conditions might be better and more confidently managed
by other healthcare personnel rather than GPs, because most GPs do not gain the necessary treatment skills
during their training
. Refer those conditions which may benefit from early referral to an orthopaedic surgeon
The four most common categories of shoulder pain
seen in primary care are (Mitchell, Adebajo, Hay, &
Carr, 2005):
. Rotator cuff disorders (85% tendinopathy)
. Glenohumeral disorders
. Acromioclavicular joint disease, and
. Referred neck pain.
There are many different types of sports that can cause
acute or chronic shoulder injuries. In professional English
Rugby Union, for example, the most common match
injury is of the acromioclavicular joint (32% overall) and
the most severe injury requiring the longest time off
(mean of 81 days) is shoulder dislocation (Headey,
Brooks, & Kemp, 2007).
Shoulder injuries can also occur in non-contact sports,
such as golf, tennis, swimming and weightlifting.
Although shoulder injuries may be more common in con-
tact sports, the injury may have a larger impact on the
performance of individuals playing non-contact sports.
For example, golfers require very precise manoeuvres
of their dominant.
Common Law Strict Liability Introduction Strict liabilit.docxcargillfilberto
Common Law Strict Liability
Introduction: Strict liability, or liability without fault, is a category of unintentional torts
in which the wrongdoer may be held liable for harm to others even when exercising
utmost care and being as careful as possible. Strict liability applies to (1) abnormally
dangerous activities. Abnormally dangerous activities are those that involve a high risk
of serious harm to persons or property that cannot be completely eliminated even with
reasonable care, such as using and storing explosives, stunt flying, keeping wild
animals, and trespassing livestock.
Product Liability**
Introduction: Product liability, sometimes called strict product liability refers to cases in
which a person is injured by a product, or use of a product because the product is
defective in some way. When a product is defective it may become abnormally
dangerous although the product, when not defective, may be safe.
Please also see Instructor Notes link in week 2 for further details and explanation of
product liability.
**Strict product liability is often confused with the separate common law tort of strict
liability, sometimes referred to as “liability without fault”. Strict liability applies only to a
small category of abnormally dangerous activities, such as use of explosives, fireworks,
and stunt flying. Please see section above.
Warranties and Product Liability
Introduction: A warranty is a promise, or guarantee, by a seller or lessor that certain
facts are true of the goods being sold or leased. Types of warranties include (1)
warranties of title guaranteeing that the goods have clear and valid title, (2) express
warranties promising specific facts about the goods, and (3) implied warranties of
merchantability, or fitness for a particular purpose. A warranty creates a legal duty for
the seller or lessor; a non-breaching party can recover damages for breach of
warranty(ies). Because warranties are associated with the sale or lease of products,
breach of warranty claims are a part of product liability claims and manufacturers and
sellers of goods can be held liable for breach of warranty for defective products.
Warranties are subject to regulation under the UCC, product liability tort law, contract
law, and the Magnuson-Moss Warranty Act.
Product Liability**
Product liability, sometimes called strict product liability refers to cases in which a
person is injured by a product, or use of a product because the product is
defective in some way. When a product is defective it may become abnormally
dangerous although the product, when not defective, may be safe.
Definitions of a Defective Product in Product Liability
Products may become defective because of:
1) defective manufacture (so the product is "broken", not perfectly made, i.e., a product
is manufactured so that the electric wiring is improperly made/attached, etc. and may
cause a fire or cause elect.
Common Core 2
Common Core Comment by Author: this should not be bold
Casey Berry
English / 200
September 5, 2018
Ms. Gaby Maruri
Introduction Comment by Author: this needs to be centered and not in bold; it needs to be the title of your paper Comment by Author:
Common core is a standardized education tool that is being used in almost 43 states of America. It is like an outline that has various benchmarks which need to be completed at the end of each grade so that students can successfully learn. It is like having a check and balance on what the students should learn. The primary aim is to prepare learners of America for college and make sure that they are acquiring various skills. Although some people believe that Common Core has been a great model and useful for education, it is an unnecessary program to have in schools and needs to be eliminated for several reasons. Comment by Author: plural needed
However, this practice is disadvantageous for students as well as teachers because no other material knows better than the teachers about the needs, wants, and goals of the students. Teachers can easily teach their students after analyzing their needs and previous knowledge. Moreover, this tool is unconstitutional as it has been created by the National Governors Association Center for Best Practices and the Council of Chief State Officers with help from the Bill and Melissa Gates Foundation not the Department of Education. Comment by Author: choose a different phrase---“outer” is a bit awkward Comment by Author: Comment by Author: Comment by Author: rephrase this---“…can know about the needs, wants, and goals of students better than the classroom teacher.” Comment by Author: missing comma
Common core unconstitutional Comment by Author: needs to be centered; titles should not be complete sentences—think of newspaper titles…they’re fragments
The step to create a tool of education has not been taken by the Department of Education. Instead, it has been established by the National Governors Association and Council of Chief State School Officers with no input from the Department of Education. It means that they have taken the responsibility of making crucial decisions regarding policies of education and the standardized testing system from the authorities of states (Robins, 2013). Comment by Author: article missing---a
what do you mean by “the step to create a tool of education”?? Did the department of education hire the private company who created The Common Core?? Comment by Author: of Comment by Author: the standardized
Common Core not embraced by teachers
After this program was introduced, many teachers, who had been using their styles and methodologies of teaching for many years, had to adapt their methods and had to bring enormous changes to their lesso.
common core state stanDarDs For english Language arts & .docxcargillfilberto
This document provides exemplar texts for the Common Core State Standards for English Language Arts. It begins with an introduction explaining the process used to select texts to serve as examples for each grade band. The criteria for selection were complexity, quality, and range. The document is then divided into sections for each grade band, with stories, poetry, and informational texts provided as examples along with some sample performance tasks related to the texts. The goal is to provide guideposts for teachers in selecting texts of similar complexity, quality, and range to meet the Standards for their classrooms.
COMMON ETHICAL PROBLEMS OF INDIVIDUALSBA 354COLLEG.docxcargillfilberto
COMMON ETHICAL PROBLEMS OF INDIVIDUALS
BA 354
COLLEGE OF BUSINESS
1
ASSUMPTIONS OF THE “GIVING VOICE TO VALUES” APPROACH:
Ethical dilemmas at work are common, not rare.
You have values that you want to live up to.
There are many ways that you can voice your values.
Practicing ahead of time will help you to be more effective.
2
THE POWER OF FAIRNESS
The example of grades
Equity
Reciprocity
Impartiality
3
Discrimination
Unequal treatment based on one’s race, gender, ethnicity, national origin, religion, age, disability, etc.
Standard for hiring, promotions, etc., should be the ability to do a job
+
4
Have you ever experienced discrimination?
What could you have done about it?
Why is discrimination an ethical issue?
DISCRIMINATION
5
CONFLICTS OF INTEREST
Objectivity is compromised by possibility of financial or other gains.
Gifts or bribes
Access to resources such as privileged information
Relationships or Influence
6
CONFLICTS OF INTEREST
7
Conflict of Interest
Your daughter is applying to a prestigious university. Since admission to the school is difficult, your daughter has planned the process carefully. She has consistently achieved high marks, taken preparatory courses for entrance exams, and has participated in various extracurricular activities. When you tell one of your best customers about her activities, he offers to write her a letter of recommendation. He's an alumnus of the school and is one of its most active fund raisers. Although he's a customer, you also regularly play golf together and your families have socialized together on occasion.
8
CUSTOMER CONFIDENCE
Includes such issues as
Confidentiality
Product safety
Truth in advertising
Fiduciary responsibilities
9
Confidentiality
You work for a consulting company in Atlanta. Your team has recently completed an analysis of Big Co. including sales projections for the next five years. You're working late one night when you receive a call from an executive vice president at Big Co. in Los Angeles, who asks you to immediately fax her a summary of your team's report. When you locate the report, you discover that your team leader has stamped "For internal use only" on the report cover. Your team leader is on a hiking vacation and you know it would be impossible to locate him. Big Co. has a long-standing relationship with your company and has paid substantial fees for your company's services.
10
Product Safety
You’re the head of marketing for a small pharmaceutical company that has just discovered a very promising drug for the treatment of Alzheimer’s disease. You have spent months designing a marketing campaign which contains printed materials and medication sample kits for distribution to almost every family physician and gerontologist in the country. As the materials are being loaded into cartons for delivery to your company’s representatives, your assistant tells you that .
Common CoreCasey BerryEnglish 200August .docxcargillfilberto
Common Core
Casey Berry
English / 200
August 29, 2018
Ms. Gaby Maruri
Common Core
I) Introduction
A. Common Core is an educational tool that should not be used in our public schools.
B. Common Core is unconstitutional and is a disadvantage for teachers as well as students and their parents.
C. Although some people believe that Common Core has been a great model and useful for education, it is an unnecessary program to have in schools and needs to be eliminated for several reasons.
II) Body
A. Common core is unconstitutional.
· Common Core was not a concept done by the Department of Education (DOE).
· It was created by a company named Achieve, Inc. and released under two private associations, the National Governors Association (NGA) and the Council of Chief State School Officers (CCSSO).
· Educational responsibility has been taken away from the states and local districts.
B. Common Core has not been embraced by teachers very well.
· Many teachers have had to adapt their style of teaching to accommodate the Common Core curriculum.
· It only focuses on three specific subjects such as Mathematics.
· Focuses more on “critical thinking” rather than knowledge.
C. It is not beneficial for students and their parents.
· Parents have a difficult time helping their children with homework because they do not understand the methods used to solve the problems.
· Prepares students more for the workforce, rather than college.
III) Refuting Opponents Arguments Comment by Author: You list opposing arguments, but you did not provide refutations.
D. States win more money
· States that implement Common Core have the chance to compete for Race to the Top money and a better chance at a No Child Left Behind Waiver.
E. Prepares students more efficiently
· Students who are taught Common Core are more prepared for college than others.
F. Statewide standards benefit students from other states
· Statewide based school standards allow teachers to assist better students who move frequently and are constantly changing schools.
IV) Conclusion
G. While for some Common Core is a success, it is still a nuisance that needs to be eliminated. It takes rights away from teachers, parents and schools.
H. A Disaster For Libraries, a disaster for Language Arts, a Disaster for American Education. Comment by Author: Not sure how this will play out, but just be sure that this does not present itself as new information. Comment by Author: Comment by Author:
I. Finally, there is no evidence that having national standards and increasing testing have improved student learning in the past.
References
Shanahan, T. (2015). COMMON CORE STATE STANDARDS. Elementary School Journal, 115(4), 464-479.
I believe that this reference is justified and appropriate because the entire book covers the standards and meat of the common core curriculum. It is broad and general to help readers with little to no knowledge on the topic.
Robbins, J. (2013). Uncommonly bad. Ac.
Common Holy Days in Jewish Religious TraditionsComplete th.docxcargillfilberto
Common Holy Days in Jewish Religious Traditions
Complete
the table below with information about Jewish holy days. Identify at least seven Jewish religious holy days and place each holy day in the correct season (time of year). Provide a brief explanation of each holy day you identified.
Note
: An example has been provided. You may add additional rows or move the text fields to different locations within the table as needed.
Fall
(September – November)
Winter
(December – February)
Spring
(March – May)
Summer
(June – August)
Enter text.
Example:
Hanukkah
Hanukkah is an 8 day-long Festival of Lights. It is a celebration of the victory of the Maccabees over the armies of Syria, as well as the rededication of the Temple in Jerusalem.
Enter text.
Enter text.
Enter text.
Enter text.
Enter text.
Enter text.
Part 2: Major Sects of Judaism
Select
three major sects of Judaism to compare and contrast. Identify them in the table below.
Sect of Judaism
Enter text.
Sect of Judaism
Enter text.
Sect of Judaism
Enter text.
In the table below,
list
at least two similarities and two differences among the sects of Judaism you selected.
Similarities
Differences
Enter text.
Enter text.
Part 3: Summary
Write
a 525- to 700-word summary that includes the following:
· A description of the life and importance of one key person in Jewish history
· An explanation of one key event in the history of Judaism that is connected to that person
· A description of any rituals, symbols, or sacred texts in Judaism associated with this event or person
· Brief explanation of Jewish ethics
Summary
Enter text.
Include
references formatted according to APA guidelines.
References
Enter text.
.
Common Hacking Techniques You Should Know AboutHacking is th.docxcargillfilberto
Common Hacking Techniques You Should Know About
Hacking
is the process of gaining unauthorized access into a computer system, or group of computer systems. This is done through cracking of passwords and codes which gives access to the systems.
Discussion/Research Questions
What are the best ways to guard against hacking attacks?
List one of the biggest (known) hacks of all time and provide a few details related to this incident
.
Common Pool Resource ManagementKim Townsend SUS 350 Sustai.docxcargillfilberto
Common Pool Resource Management
Kim Townsend
SUS 350 Sustainable Communities
Key Features of Common Pool Resources
Goods that are difficult or costly to exclude users from
Subtractability-use of a resource by one person means it is not available to another
Core resource-a measure of the stock which must be retained to provide non-declining future stock
Fringe units-extractable units where availability is a function of the relative productivity of the core resource and rate of harvest
Marine Fisheries CPR Example
Used by multiple individuals through time and at the same time.
Subtractable—over-fishing reduces availability of stock for other users.
Core—total number of fish in a specific population required to sustain the population through time.
Fringe—number of fish that can be harvested without reducing the ability of the population to sustain itself through time.
Water
Subtractability-use of a resource by one person means it is not available to another
Core?
Fringe?
We must consider both quantity and quality of water in a system
Why is water quantity/quality important?
The Tragedy of the Commons
https://www.youtube.com/watch?v=WYA1y405JW0
Narrative created by Garrett Harden, a renowned ecologist, in a 1968 Nature paper
Is this model too simplistic? Which assumptions can be questioned?
Elinor Ostrom: Sustainable Development
and the Tragedy of the Commons
https://www.youtube.com/watch?v=ByXM47Ri1Kc
Elinor "Lin" Ostrom (born Elinor Claire Awan;[2] August 7, 1933 – June 12, 2012) was an American political economist[3][4][5] whose work was associated with the New Institutional Economics and the resurgence of political economy.[6] In 2009, she shared the Nobel Memorial Prize in Economic Sciences with Oliver E. Williamson for "her analysis of economic governance, especially the commons".[7] To date, she remains the only woman to win The Prize in Economics.
7
Elinor Ostrom’s Cooperative Management Conditions
Dr. Ostrom studied thousands of locally self-governed CPR systems all around the world
to determine what the sustainable systems had in common, and what the failures had in common.
Ostrom developed a set of design principles associated with sustainable local community governance of small-scale CPRs.
Ostrom’s Cooperative Management Conditions (1/2)
Clearly defined boundaries
Who gets access, who doesn’t
Resource boundaries
Congruence
Costs ≈ Benefits of cooperating
Appropriation rules are fair and sensible, locale-specific
Argues against “one rule system fits all” approach.
Collective-choice arrangements
Most individuals affected have a voice in changing the rules
Monitoring
Monitors are the cooperative members
Ostrom’s Cooperative Management Conditions (2/2)
Graduated sanctions
Punishment scaled to the offence
Sanctions administered by the cooperative
Conflict-resolution mechanisms
Access to low-cost, rapid, local way to resolve conflicts
Recognition of Rights to Organize
Community’s right t.
Common Assignment Prepare a written analysis of the impact of the.docxcargillfilberto
Common Assignment:
Prepare a written analysis of the impact of the 4th, 5th, 6
th
8
th
and the 14th Amendments to the US Constitution in processing offenders through the criminal justice system. Explain the concept of due process as applied to the U.S. Constitution.
What due process rights are contained in the US Constitution? Give examples.
What is procedural due process and why does it exist?
Do you think any of these rights should be revoked at any time? Which ones?
What made you choose those?
To what extent does procedural due process hinders or strengthens the criminal justice system?
.
Common Assignment Essay Objective of this Assignment.docxcargillfilberto
Common Assignment Essay
Objective of this Assignment: This assignment will be used to evaluate student progress on the
course learning objectives. The assignment will be uploaded as a file on Blackboard.
Instructions: Students will follow the process outlined below to guide them in the development of a
comparative essay. The essay should be approximately 700-1000 words, and should include
footnotes.
➢ Step One: Essay Purpose / Relevance / The Task of a Historian
o Purpose: Students should consider why the topic of memorializing the Mexican
American War is a contemporary problem facing historians.
o Task of a Historian: Your work should clearly communicate the purpose of public history
sites (museums / battlegrounds / memorials), the current struggle between art and truth,
the reasons why this event has been ignored by previous generations / administrations,
and the societal impact of neglecting a major historic event.
o Relevance: Your work should consider the current facilities and public history sites
dedicated to honoring this event and its participants, as well as the funding and
supporters associated with those sites. (At a minimum you should examine the facilities
in Texas, however, there are links provided to steer you to other state /federal facilities).
Furthermore, you should consider the message provided at those sites / exhibits and
whether this message is satisfactory given the mission of public historians.
o You may copy and paste sections of your source analysis from the previous essay, just
pay attention to flow and be sure to utilize footnotes.
➢ Step Two: You must use these two sources. Read these first so you can understand the war,
and how it has or has not been remembered.
o REQUIRED SOURCE--"1848/1898: Memorial Day, Places of Memory, and Imperial
Amnesia" by Amy Greenberg in JSTOR
o REQUIRED SOURCE--"The Annexation of Texas and the Mexican War" by Z.T.
Fulmore in JSTOR
➢ Step Three: Study the information on current Mexican American War exhibits, battlegrounds,
monuments, dedications, etc. I have organized the suggested resources, emphasizing Texas
sites in the highly suggested category.
o Highly Suggested Sources:
▪ Palo Alto Battlegrounds: https://www.nps.gov/paal/learn/historyculture/places.htm
▪ Brazos Veteran’s Park: http://www.bvvm.org/photos/
▪ Mexican American War Exhibit for BVVM: https://www.theeagle.com/news/local/new-
memorial-at-veterans-park-honors-marines-valor-at-the/article_7b08cdbb-5899-5a12-
bdcd-014ebd3514fc.html
▪ Capitol 360 View of Mexican American War acknowledgement:
https://tspb.texas.gov/prop/tc/tc-spaces/spaces09.html
▪ Capitol Monuments: https://tspb.texas.gov/prop/tcg/tcg-monuments/index.html
o Potentially Useful Sources:
https://www.nps.gov/paal/learn/historyculture/places.htm
http://www.bvvm.org/photos/
https://www.theeagle.com/news/local/new-memorial-at-veterans-park-honors-marines-va.
Committees1. To provide for greater transparency in the HU.docxcargillfilberto
Committees
1. To provide for greater transparency in the HUD–VASH supported housing program for homeless
veterans, and for other purposes.
2. Representative Scott H. Peters. House and Senate committees: Energy and Commerce, Ways and
Means, Judiciary, Oversight and Government Reform, Education and the Workforce, Senate Committee,
Homeland Security and Governmental Affairs, Veterans' Affairs, Health, Education, Labor, and Pensions,
Banking, Housing, and Urban Affairs, Energy and Natural Resources.
3. N/A no committee report
4. H.R.7022 — 115th Congress (2017-2018)
Homes for Our Heroes Act of 2018
Sponsor: Representative Scott H. Peters Committees: House - Financial Services, Veterans' Affairs
Committee Reports: N/A
Latest Action: House 10/02/2018: Referred to the Committee on Financial Services, and in addition to
the Committee on Veterans' Affairs, for a period to be subsequently determined by the Speaker, in each
case for consideration of such provisions as fall within the jurisdiction of the committee concerned.
Tracker: introduced
Here are the steps for Status of Legislation:
1. Introduced
Members
1. To authorize the Department of Energy to conduct collaborative research with the Department of
Veterans Affairs in order to improve healthcare services for veterans in the United States, and for other
purposes.
2. Representative Ralph Norman. Both House and senate committees: Judiciary, Ways and Means,
Energy and Commerce, Education and the Workforce, Oversight and Government Reform, Financial
Services, Foreign Affairs, Natural Resources, Rules, Armed Services, Science, Space, and Technology,
Transportation and, Infrastructure, Agriculture, Budget, House Administration, Homeland Security, Small
Business, Veterans' Affairs, Appropriations, Intelligence, Ethics, Senate Committee, Judiciary, Banking,
Housing, and Urban Affairs, Energy and Natural Resources, Homeland Security and Governmental
Affairs, Agriculture, Nutrition, and Forestry, Armed Services, Commerce, Science, and Transportation,
Environment and Public Works, Finance, Foreign Relations, Small Business and Entrepreneurship, and
Veterans' Affairs.
3. The committee’s favorability is to recommend that the bill as amended do pass.
4. H.R.6398 — 115th Congress (2017-2018)
Department of Energy Veterans' Health Initiative Act
Sponsor: Rep. Norman, Ralph [R-SC-5]
Committees: House - Science, Space, and Technology, Veterans' Affairs | Senate - Energy and Natural
Resources
Committee Reports: https://www.congress.gov/congressional-report/115th-congress/house-
report/974/1?q=%7B%22search%22%3A%5B%22H.R.6398%22%5D%7D&r=1
Latest Action: Senate - 09/26/2018 Received in the Senate and Read twice and referred to the
Committee on Energy and Natural Resources.
Tracker: Passed House.
Here are the steps for Status of Legislation:
1. Introduced
2. Passed House
CLASS EXERCISE #2
THE STATUS OF BILLS IN CONGRESS
Go to: http://thomas.loc.gov/ and become familiar.
Commitment to ProfessionalismCommitment to Professionalism..docxcargillfilberto
Commitment to Professionalism
Commitment to Professionalism.
Due by Day 7
. As leaders in early childhood education we are in the unique position of creating partnerships with the community, organizations, and local government in an effort to promote the needs of the children we are serving. Through a program’s daily operation, we are witnesses to the specific issues that are facing the children, families, and community in which we work. When we highlight and broadcast these issues and advocate for a community’s needs, we are also advocating for increased awareness of the value and professionalism of the field of early childhood education. When we participate in advocating in our field we are further demonstrating that we are professionals that deserve to be valued and respected.
After reading the week’s text, write a reflection in two parts:
Part I
Identify the focus of your advocacy efforts and give an example of an issue you would like to address as an advocate.
Identify one individual or group (local policy maker, state-level legislator, corporate leader, etc.) that you can contact for support of your issue and provide a rationale for choosing this individual/group.
Describe the strategies you would use to gain the support needed for this issue through individual advocacy.
Describe the strategies you would use to attract the support needed for this issue through collective advocacy.
Create two talking points (as discussed in Chapter 13) using one
concrete example
(refer to key term in chapter reading for precise definition) for each point to demonstrate the importance of the issue.
These talking points should be appropriate to use when talking to legislators or the media about the issue for which you are advocating.
Part II
Create a Commitment to the Profession Statement. Remember, this is a draft that will continually be revised and modified as new information is acquired. Address the following:
Describe how you will advocate on behalf of young children, their families, and the profession.
Describe how you will support the development of future practitioners and leaders in the field.
Refer to Figure 13.1 “A Professional Continuum” and describe how your efforts will support the field away from
unskilled workers
and toward
paradigm professionals
.
The Commitment to Professionalism paper
Must be at least two double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the
Ashford Writing Center (Links to an external site.)
.
Must include a separate title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
Use the text and two outside sources to support your responses.
The
Scholarly, Peer Reviewed, and Other Credible Sources (Links to an external site.)
table offers additional guidance on appropriate source types. If you have questions about whether a specific so.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Color Blind 1.pdfColor Blind 2.pdfColor Blind 3.pdfC.docx
1. Color Blind 1.pdfColor Blind 2.pdfColor Blind 3.pdfColor
Blind 4.pdf
100
C h a p t e r
8 A Management Framework for IT Sourcing1
1 This chapter is based on the authors’ previously published
article, McKeen, J. D., and H. A. Smith.
“Delivering IT Functions: A Decision Framework.”
Communications of the Association for Information Systems 19,
no. 35 (June 2007): 725–39. Reproduced by permission of the
Association for Information Systems.
Every five years starting in 1995, the focus group has taken
stock of the responsibilities for which IT is held accountable
(Smith and McKeen 2006; Smith and McKeen 2012). To no
one’s surprise, the list of IT responsibilities has grown
dramatically. To the standard list of “operations management,”
“systems development,”
and “network management” have now been added
responsibilities such as business
transformation, regulatory compliance, enterprise and security
2. architecture manage-
ment, information and content management, mobile and social
computing, business
intelligence and analytics, risk management, innovation,
demand management, and
business continuity management (Smith and McKeen 2012).
Never before has IT man-
agement been challenged to assume such diversity of
responsibility and to deliver on
so many different fronts. As a result, IT managers have begun to
critically examine how
they source and deliver their various services to the
organization.
In the past, organizations met additional demands for IT
functionality by simply
adding more staff. Today, increasing permanent IT staff is less
viable than in the past
and this has led IT organizations to explore other options.
Fortunately, several sourcing
alternatives are at hand for delivering IT functionality. Software
can be purchased or
rented from the cloud, customized systems can be developed by
third parties, whole
business processes can be outsourced, technical expertise can be
contracted, data center
facilities can be managed, networking solutions (e.g., data,
voice) are obtainable, data
storage is available on demand, and companies will manage
your desktop environment
as well as all of your support/maintenance functions. Faced with
this smorgasbord of
sourcing options, organizations are experimenting as never
before. As with other forms
of experimentation, however, there have been failures as well as
successes, and most
3. decisions have been made on a “one-off” basis. What is still
lacking is a unified decision
framework to guide IT managers through this maze of sourcing
options.
Chapter 8 • A Management Framework
for IT Sourcing 101
This chapter explores how organizations are choosing to source
and deliver IT
“functions.” The first section defines what we mean by an IT
function and proposes a
maturity model for IT functions. Following this, we take a
conceptual look at IT sourc-
ing options, and then we analyze actual company experiences
with four different IT
sourcing options—(1) in-house, (2) insource, (3) outsource,2
and (4) partnership—in
order to contrast theory with practice. The penultimate section
of the chapter presents a
framework for guiding sourcing decisions stemming from the
shared experiences and
insights of the managers in the focus group. The final section
presents strategies for the
effective management of IT sourcing.
A MAturity Model for it functions
Smith and McKeen (2012) list the overall responsibilities for
which IT is held account-
able. IT functions, in contrast, represent the specific activities
that are delivered by IT
in the fulfillment of its responsibilities. For instance, IT is held
responsible for deliver-
4. ing process automation, which it may satisfy by providing the
following IT functions to
the organization: project management, architecture planning,
business analysis, system
development, quality assurance and testing, and infrastructure
support. Although an IT
department provides myriad functions to its parent organization,
a compendium of the
key roles was created by amalgamating the lists provided by the
members of the focus
group (see Table 8.1).3 This is meant to be representative, not
comprehensive, to demon-
strate how IT functions can form the basis of a sourcing
decision framework.
Participants pointed out that not all IT functions are at the same
stage of devel-
opment and maturity, a fact that has ramifications for how these
functions could be
sourced. And although some functions are well defined,
common to most companies,
and commodity-like, others are unique, nonstandardized, and
not easily shared. There
was general agreement, however, that a maturity model for IT
functions has five stages:
(1) unique, (2) common, (3) standardized, (4) commoditized,
and (5) utility.
1. Unique. A unique IT function is one that provides strategic
(perhaps even
proprietary) advantage and benefit. These IT functions seek to
differentiate the
organization in the marketplace. They are commonly, but not
necessarily, deliv-
ered by internal IT staff due to the strategic aspect of the
function being provided.
5. Alternately, the function may be provided either by “boutique”
firms that create
special-purpose applications or by firms with in-depth industry
experience that
cannot be matched by internal IT staff (or even the internal
business managers).
Examples of unique IT functions might be business analysis,
application integration,
or knowledge-enabling business processes. Such functions
depend on familiarity
with the organization’s internal systems combined with an in-
depth knowledge of
the business.
2. Common. This type of IT function caters to common (i.e.,
universal) organiza-
tional needs. Such a function has little ability to differentiate
the business, but it
2 We use the term “outsource” inclusively to reflect specific
options such as “off-shoring” and “near-shoring.”
3 We actually prefer the term service to function but we chose
the term function to avoid confusion with the
usage of service as in service-oriented architecture (SOA).
102 Section II • IT Governance
Table 8.1 list of IT Functions
IT Function Description
Business analysis Liaison between IT and the business to align
IT planning, match
technology to business needs, and forecast future business
6. directions
Systems analysis Elicits business requirements, designs process
flow, outlines
document management, and creates design specifications for
developers
Strategy and planning Project prioritization, budgeting,
financial planning/
accountability, strategy development, policy development,
and portfolio analysis
Data management Transactional data (e.g., invoicing, shipping),
customer data
(e.g., customer relationship management [CRM]), records
management, knowledge management, and business
intelligence
Project management Managing the resources (e.g., money,
people, time, and
equipment) necessary to bring a project to fruition in
compliance
with requirements
Architecture Establishing the interaction of all system
components (e.g.,
hardware, software, and networking), enterprise compliance
with
specifications and standards
Application development Designing, writing, documenting, and
unit testing required
code to enact specific functionality in compliance with a design
specification
Quality assurance and
7. testing
Testing all components of an application prior to production to
ensure it is functioning correctly and meets regulatory and audit
standards
Networking Managing all networking components (e.g., hubs
and routers)
to handle all forms of organizational communication (e.g., data,
voice, and streaming video)
Operating systems and
services
Operating systems for all hardware platforms and other devices
(e.g., handhelds), upgrades, maintenance, and enhancements
Application support Provides enhancements, updates, and
maintenance for
application systems plus help and assistance for application
users
Data center operations Manages all operations of the production
data center and
data storage environment, including backup, DRP, security and
access, and availability
Application software Manages all major applications (e.g.,
purchased or developed)
to ensure viability of functionality and upgradability with a
special emphasis on legacy systems
Hardware Data servers, power supplies, desktops, laptops,
Blackberries,
telephones, and special equipment (e.g., POS, badge readers,
and RFID tags)
8. Chapter 8 • A Management Framework
for IT Sourcing 103
provides a necessary, perhaps critical, component (e.g.,
financial systems and
HR). Providers capitalize on commonality of function and are
motivated to pro-
vide functions (e.g., customer relationship management [CRM],
quality assurance,
and content management) to maximize market applicability.
Most print operations
are now common functions, for instance. Although they differ
from firm to firm,
they are required by most firms but are not considered to
provide any competitive
advantage.
3. Standardized. Standardized IT functions not only provide
common tasks/ activities
but also adhere to a set of standards developed and governed by
external agen-
cies. Although multiple, perhaps competing, standards may
exist, the attributes of
such functions are well articulated, and as a result these
functions enjoy wide appli-
cability due to their standardization. Providers of such
functionality (e.g., billing/
payment functions, check processing, forms management,
facilities management,
and disaster recovery planning) seek opportunities beyond
common functions by
promoting (i.e., developing, proposing, and/or adopting)
standards to enhance the
9. interoperability of their functional offerings.
4. Commoditized. These functions are considered commodities
similar to oil
and gas. Once attributes are stipulated, functions are
interchangeable and
indistinguishable (i.e., any barrel of oil will suffice).
Furthermore, there may be
many providers of the function. A good example is application
service providers
(ASPs) who deliver standard applications developed by third-
party vendors to
client firms without customization. Other commodity functions
include network
services, server farms, storage capacity, backup services, and
universal power
supply (UPS). What really distinguishes a commodity is the
realization that the
“risks imposed by its absence outweigh the burdens of
maintaining its availability”
(Marquis 2006).
5. Utility. A utility function is a commodity (such as
electricity) delivered by a cen-
tralized and consolidated source.4 This source typically consists
of an amalgam of
suppliers operating within an integrated network capable of
generating sufficient
resource to fulfill continuous on-demand requests. Private
utilities operate in com-
petition with other providers, whereas public utilities tend to be
single providers
overseen by regulatory agencies that govern supply, pricing,
and size. Examples of
utilities include Internet service providers (ISPs) as well as
other telecommunica-
10. tion services (e.g., bandwidth on demand, and cloud services).
These stages represent an evolutionary progression (or
maturation) in IT func-
tionality. The logic is straightforward: successful, unique
functions are copied by other
organizations and soon become common; commonality among
IT functions paves
the way for standardization; standardized functions are easily
and effectively trans-
acted as commodities; and finally, commoditized functions can
be provided by utilities
should an attractive business model exist. The group interpreted
this progression as an
ongoing process—that is, individual functions would be
expected to advance through
4 This concept has generated a significant amount of interest
(Hagel and Brown 2001; Rappa 2004; Ross and
Westerman 2004). Carr (2005), for example, speculates that not
only is the utility computing model inevitable,
but it will also dramatically change the nature of the whole
computing industry in a fashion similar to electri-
cal generation of the previous century.
104 Section II • IT Governance
the sequence of stages as they matured. Furthermore, the
continual discovery of new
and unique IT functions, which are required by organizations to
differentiate them-
selves and create strategic advantage in the marketplace, would
guarantee the continu-
ation of the whole evolutionary progression as depicted in
11. Figure 8.1.
Using this maturity model, we then classified the IT functions
listed in Table 8.1
according to their attained maturity stage. The results are
represented in Figure 8.2.
The differences among various IT functions are quite
remarkable. Hardware (including
servers and storage) was considered to reside at the commodity
end of the maturity
model due to its degree of standardization and interoperability,
whereas business
analysis remains a relatively unique IT function that differs
considerably from organi-
zation to organization. Application software is more varied;
some application softwares
are commodity-like, whereas other applications are highly
unique to individual firms.
The remaining IT functions vary similarly with respect to the
maturity of their develop-
ment and adoption industrywide.
The impetus for this discussion of function maturity was an
implicit assumption
that mature functions would be likely candidates for external
sourcing, and unique
functions would be likely candidates for internal sourcing. For
instance, functions such
as hardware, networks, common applications, and data center
operations would be
natural candidates for external provisioning, and IT planning,
business and systems
analysis, project management, and application development
would be more likely pro-
vided by internal IT staff. The group agreed that these were
indeed general trends. What
12. proved to be somewhat of a surprise, though, was the degree
that this generalization
did not appear to hold as members of the focus group repeatedly
shared examples of
their specific sourcing activities that ran counter to this
generalization; for example,
they insourced commoditized functions and outsourced unique
functions. We will
return to this point later.
Unique
Common
Standardized
Commoditized
Utility
figure 8.1 Maturity Model for IT Function Delivery
Chapter 8 • A Management Framework
for IT Sourcing 105
it sourcing options: theory Versus prActice
Building on classifications developed by Lacity and Willcocks
(2000), we considered
four different sourcing options for IT functions:
1. In-house. Permanent IT staff provide the IT function.
2. Insource. IT personnel are brought into the organization to
supplement the
13. existing permanent IT staff to provide the IT function.
3. Outsource. IT functions are provided by an external
organization using its own
staff and resources.
4. Partnership. A partnership is formed with another
organization to provide IT
functions. The partnership could take the form of a joint venture
or involve the cre-
ation of a separate company.
Figure 8.3 depicts the group’s assessment of what the
relationship between
specific IT functions and sourcing options should be by
superimposing the four IT sourc-
ing options on the maturity grid. From this model it is clear that
in-house staff should be
assigned tasks that are in the unique–common maturity stages.
Asking in-house staff to
provide commodity-like functions would not be leveraging their
unique knowledge of
the business; because of their versatility, they can provide any
IT function. As a result,
their area of application was seen as being on the left of Figure
8.3 from top to bottom.
Insourcing is basically a strategy of leveraging the in-house IT
staff on a temporary basis.
As such, contract staff should normally be assigned to work
with permanent IT staff on
a subset of the full range of tasks provided internally.
Partnerships tend to exist in the
lower part of Figure 8.3 because the truly unique tasks of
business/systems analysis,
14. Business Analysis
IT
F
u
n
ct
io
n
Systems Analysis
Strategy & Planning
Data Management
Project Management
Architecture
Application Development
Quality Assurance and Testing
Operating System and Services
Application Support
Data Center Operations
Application Software
Networking
15. Hardware
Unique Common
Maturity Stage
Standardized Commoditized Utility
figure 8.2 IT Functions Ranked by Maturity Stage
106 Section II • IT Governance
planning, data management, and project management tend to be
limited to a single
organization and its strategy. Instead, partnerships were
envisioned to focus on func-
tions such as hardware, applications, software, and networking.
Such partnerships
could form regardless of maturity stage, which explains the left-
to-right positioning
of this IT sourcing option in Figure 8.3 Finally, outsourcing
should comprise a subset of
partnerships much the same as insourcing comprises a subset of
in-house functions. The
reason is due to differences in governance; outsourcing
arrangements are well articu-
lated and governed by service-level agreements (SLAs), and
partnerships are typically
governed by memoranda of understanding (MOU). If an
organization is interested in a
more flexible, innovative, and open-ended initiative, it would be
better advised to seek
a joint venture with another firm. Hence, partnerships were seen
to have broader poten-
16. tial as a sourcing option for IT functions.
Figure 8.3 represents the focus group’s “generally accepted
wisdom” regarding IT
function sourcing. Unfortunately, due to the extent of the
overlap of functions provided
by the different sourcing options, Figure 8.3 provides limited
guidance for managers
tasked with choosing sourcing options for specific IT functions.
In order to gain more
insight into decision behavior in practice, the group was asked
to share recent examples
of IT functions they were currently delivering by each of the
four sourcing options. In
addition, they were asked to describe the justification criteria
that their firm used in
making these decisions as well as the benefits they felt they had
realized.5 These exam-
ples were analyzed and the results used to create Table 8.2.
5 With few exceptions (e.g., Bandula and Hirschheim 2009),
relatively little research has focused on under-
standing the reasons for (and justification of) IT sourcing
decisions within organizational settings.
In-house
IT
F
u
n
ct
io
18. Unique Common
Maturity Stage
Standardized Commoditized Utility
figure 8.3 Delivery Options for IT Functions
Chapter 8 • A Management Framework
for IT Sourcing 107
Table 8.2 examples of Usage of the Four Delivery Options
Delivery
Option examples Justification Realized benefits
In-house • Strategic system
development
• Legacy system support
• New system
development
• Help desk/desktop
support
• Information/document
management
• Application support
• Intranet development
• Technology support
19. • Business systems
analysis
• Project management
• Security services
(change control)
• Business intelligence
and reporting
• Need to have
complete control
over the intellectual
property
• Need it now
• Work is strategic
• Skunkworks
• Internal
consulting to the
business
• High-speed delivery
• Leverage internal
business and system
knowledge
• Ownership of
intellectual property
20. • Security of data
• Protection and
preservation of critical
knowledge
• Focus on core systems
that are considered
key assets
Insource • Portal development
• Specialized system
(e.g., POS, CRM)
development
• Data warehouse
development
• Database development
• Intranet development
• Corporate systems
development
• Contract staff to
provide key skills
• Both local contractors
and offshore company
on retainer
• Need to have
control over project
delivery
21. • Exposing
intellectual property
not an issue
• Recurring program
delivery such as ERP
and CRM
• Highly flexible
(e.g., personnel,
engagement, and
assignments)
• Bestof multiple
vendors used
• No need to expand
internal IT staff
• Staff easily meshed
with existing teams
• Semipermanent
personnel if desired
• Quick access to
specific skill sets
• Manage people as
opposed to contracts
• Evens out staffing
“hills and valleys”
(continued)
22. 108 Section II • IT Governance
Delivery
Option examples Justification Realized benefits
Outsource • Infrastructure for new
product
• Business processes
(e.g., billing, payroll)
• Operations
• Help desk
• Field service support
• Network management
• Technology infrastruc-
ture (servers, storage,
communications)
• Web site development
and hosting
• Technology rollout
• New stand-alone
project delivery
• The work is not
“point of
23. differentiation.”
• Company does
not have the
competency
in-house.
• Deliverable is well
understood, and
SLAs are articulated
to the satisfaction of
both parties.
• The outsourcer is
“world class.”
• Speed to market for
specific products/
systems
• Acquire instant
expertise as vendors
are experts (often
world class)
• Business risk
transferred to
supplier
• Outsourcer provides
more “levers” for
value creation
(e.g., size, scope)
• Lower cost than
in-house
24. Partnership • Common service
(e.g., statement
processing and
payment services)
• Emergency backup and
support
• Shared infrastructure
• Special application
development (e.g.,
critical knowledge
requirement)
• Realize alignment
on a benefit-sharing
model
• Enable collaborating
partners to compete
with others outside
the partnership
• Future business
growth and/or
opportunities that
arose from the
partnership
• Benefits not limited
to a specific prod-
uct or system
deliverable
25. • Decreased learning
time and shared
learning costs with
partners
Perhaps the most surprising result based on the examples in
column 2 of Table 8.2
is the lack of evidence of a relationship between IT functions
and sourcing options. Such
a relationship, were it to exist, would provide a natural basis for
a decision framework.
However, not only does it not exist, but there is also
considerable evidence to the contrary
(i.e., the observation that identical IT functions are being
delivered by all four sourcing
options). As a case in point, various types of systems
development as well as applica-
tion support/maintenance functions are provided by all four
sourcing options. Earlier we
noted the generally accepted wisdom did not appear to hold up
that commodity func-
tions are ready candidates for outsourcing, whereas unique
functions are not. The data in
Table 8.2 further corroborate this observation.
Given this, one wonders what the operative
criteria for choosing sourcing options are if not the type (or
maturity) of the IT function.
Table 8.2 Continued
Chapter 8 • A Management Framework
for IT Sourcing 109
the “reAl” decision criteriA
26. To explore this issue, participants were asked to review a recent
business case and to
share the actual criteria that were used to select the specific IT
sourcing option. Column 3
in Table 8.2 illustrates the justifications used for each of the
four sourcing options. This
paints a much clearer picture of the decision criteria being used
by IT managers when
selecting sourcing options.6
decision criterion #1: flexibility
As a decision criterion, flexibility has two dimensions: response
time (i.e., how quickly
IT functionality can be delivered) and capability (i.e., the range
of IT functionality).
In-house staff rate high on both dimensions. Insourcing, as a
complement to permanent
IT staff, is also a highly flexible sourcing option. Although
outsourcing can theoretically
provide just about anything, as a sourcing option it exhibits less
flexibility because of
the need to locate an outsourcer who can provide the specific
function, negotiate a con-
tract, and monitor progress. Finally, partnerships enjoy
considerable flexibility regard-
ing capability but much less in terms of response time.7 Within
a partnership, the goal is
to create value for the members of the partnership beyond what
can be created by any
single organization. How this value is created is up to the
partnership, and as long as
the parties agree, virtually anything is possible.
decision criterion #2: control
27. This decision criterion also has two dimensions: delivery (i.e.,
ensuring that the deliv-
ered IT function complies with requirements) and security (i.e.,
protecting intellectual
assets). Because they rank high on both dimensions of control,
in-house and insourcing
options are favored in cases where the work is proprietary,
strategic, “below the radar”
(i.e., skunkworks), or needed immediately (see Table 8.2).
Outsourcing is the preferred
delivery option when the function is not considered “a point of
differentiation” and the
deliverable is well understood and easily governed by means of
a service-level agree-
ment. Partnerships are designed to be self-controlling by the
membership, and as pre-
viously observed, the functions provided by partnerships tend to
be more open ended
than those provided by other options.
In Table 8.2, column 4 presents the benefits of each sourcing
option. For the most
part, this list is closely aligned with the list of justifications
found in column 3. As such, it
reinforces the existence of flexibility and control as key
decision criteria. But in addition,
a third key factor appears: knowledge enablement. Mentioned
only tangentially within
the list of justifications (e.g., “competence,” “internal
consulting,” and “world class”),
it is much more evident within the list of realized benefits (e.g.,
“leveraging internal
business and system knowledge,” “preservation of critical
knowledge,” “quick access
to specific skill sets,” “decreased learning time,” and “sharing
28. the learning costs with
7 Response time within a partnership depends on two
interdependent conditions holding: (1) a partnership
must already exist, and (2) all partners must be committed to
the same delivery timeline.
6 This analysis excludes other factors such a political,
institutional, or environmental which can sometimes
override normal organizational factors in IT sourcing decisions
(Mola and Carugati 2012).
110 Section II • IT Governance
partners”). Marquis (2006) argues that “what is not easily
replicable, and thus is poten-
tially strategic, is an organization’s intelligence and capability.
By combining skills and
resources in unique and enduring ways to grow core
competencies, firms may succeed
in establishing competitive advantage.”
decision criterion #3: Knowledge enhancement
Behind many sourcing decisions is the need to either capture
knowledge or retain it.
One firm cited the example of developing a new business
product. It “normally” would
have been outsourced, but it was intentionally developed by in-
house staff augmented
by key contract personnel. The reason was to transfer
knowledge of this new busi-
ness product to internal IT personnel as well as to business
personnel (who were also
29. unfamiliar with this type of business offering). At another firm,
the decision was made
to insource key expertise “not to do the work, but to train
internal staff how to do the
work.” The manager stated, “It would have been more logical
and far cheaper to out-
source the whole project.” In another firm the support function
for a key application
was repatriated because the firm felt that it was losing an
important learning oppor-
tunity that would keep staff abreast of developments in the
market and develop new
knowledge concerning a key line of business with growth
potential. Furthermore, it is
not just knowledge development that is the critical factor;
knowledge retention is equally
important. Whether implicitly or explicitly, knowledge
enhancement appears to play a
key role in most sourcing decisions.
decision criterion #4: Business exigency
Unforeseen business opportunities arise periodically, and firms
with the ability to
respond do so. Because of the urgency and importance of these
business opportuni-
ties, they are not governed by the standard planning/budgeting
processes and, indeed,
most do not appear on the annual IT plan. Instead, a decision is
made to seize the
opportunity, and normal decision criteria are jettisoned in order
to be responsive to
the business. In these cases, …