The document discusses the problem of IT silos and proposes the use of operational level agreements (OLAs) as a solution. IT silos refer to separate technology teams that do not effectively communicate or coordinate, hindering overall service delivery. OLAs define how different IT groups work together to meet service level requirements by outlining responsibilities, response times, and other details. The document provides a step-by-step process for implementing OLAs that involves identifying services, drafting agreement details, and monitoring performance.
Your take-away from the IT Service Management (ITSM) presentation are:
• A clear understanding of PM practices used in the implementation of ITSM
• Planning tips to successfully deliver an ITSM process improvement project
• Marketing ideas to socialize the message to the organization
• Testing techniques to achieve organic improvements along the way
• Ways to achieve buy-in from stakeholders
Identity and Access Management Reference Architecture for Cloud ComputingJohn Bauer
This presentation will outline a comprehensive reference architecture for meeting the secure access and provisioning demands of outsourcing business and technology processes to “the cloud”. The attendee will walk away with a more solid understanding of what identity and access management challenges face organizations looking to move application and business process support to cloud computing providers as well as offer a reference architecture that outlines how to build standards based solutions for each challenge.
John F. Bauer III has over 20 years of Information Technology and Security delivery experience. John is currently the Enterprise Security Architect for Key Bank and has previous held leadership positions at British Petroleum, Cliffs Natural Resources, MTD Products, and National City/PNC Bank. John has spoken previously on the topic of Information Security at CA World, Oracle Open World, Digital ID World and NACHA conferences. John has both a Computer Science degree and MBA from Case Western Reserve University’s Weatherhead School of Management and is a frequent Adjunct Professor on Network Security at Cuyahoga Community College. John also maintains an active blog: MidwestITSurvival.com.
Your take-away from the IT Service Management (ITSM) presentation are:
• A clear understanding of PM practices used in the implementation of ITSM
• Planning tips to successfully deliver an ITSM process improvement project
• Marketing ideas to socialize the message to the organization
• Testing techniques to achieve organic improvements along the way
• Ways to achieve buy-in from stakeholders
Identity and Access Management Reference Architecture for Cloud ComputingJohn Bauer
This presentation will outline a comprehensive reference architecture for meeting the secure access and provisioning demands of outsourcing business and technology processes to “the cloud”. The attendee will walk away with a more solid understanding of what identity and access management challenges face organizations looking to move application and business process support to cloud computing providers as well as offer a reference architecture that outlines how to build standards based solutions for each challenge.
John F. Bauer III has over 20 years of Information Technology and Security delivery experience. John is currently the Enterprise Security Architect for Key Bank and has previous held leadership positions at British Petroleum, Cliffs Natural Resources, MTD Products, and National City/PNC Bank. John has spoken previously on the topic of Information Security at CA World, Oracle Open World, Digital ID World and NACHA conferences. John has both a Computer Science degree and MBA from Case Western Reserve University’s Weatherhead School of Management and is a frequent Adjunct Professor on Network Security at Cuyahoga Community College. John also maintains an active blog: MidwestITSurvival.com.
Discussion 1 post responses.Please respond to the following.docxcuddietheresa
Discussion 1 post responses.
Please respond to the following:
LG’s post states the following:Top of Form
"When Problem Decomposition is not Easy"
Consider the development of a simple mobile application that displays personal financial management video clips selected from a central repository. Discuss how you would systematically analyze the requirements of this application and identify its problem components.
Using a spiral process of stakeholder engagement which includes understanding the business objectives or needs the application is to provide. Next, looking at the requirements gathering process, whereby sitting with the stakeholders and customers to define those needs, understanding the assumptions and constraints, expectations, and coming up with a conceptual model both from a business and system design. Using the model as a base, the requirements will be developed into a high-level requirement set, where they are broken into the logical grouping, such as business, user, functional, non-functional, and transitional segments. Next, the requirements will be viewed with the stakeholders and customers, to address priority, need vs. want, and addressing any ambiguous requirements to gain clarity for completeness.
Explain how software engineering would help you identify the components and their interconnections.
Software engineering helps identify the components and their interconnections because the approach requires identification of components such as hardware, software, users, tasks, and databases, amongst other pieces to be determined and understand how each will interact with the others. Some boundaries must be known that similar to the scope of a project to help provide a context on what is in or out. It includes things like the activities that will be performed and the entities associated with the activities. Understanding these provide the developers in the design and development process. For example, the above mention contextual design or model can be used or provide a reference to things like architectural design, displaying these components and interconnections on paper (or visual drawing) to help articulate the boundaries, activities, and entities for the system.
Phleeger, S. L., Atlee, J. M. (2009-02-01). Software Engineering: Theory and Practice, 4th Edition [VitalSource Bookshelf version]. Retrieved from vbk://9781323089309
Pochimcherla, A., Pochimcherlahttp, A., & Pochimcherla, A. (2018, January 26). Computer science basics - Decomposition - break a problem into smaller. Retrieved from http://steamism.com/compsci-decomposition/.
SP’s post states the following:Top of Form
"When Problem Decomposition is not Easy" Please respond to the following: Consider the development of a simple mobile application that displays personal financial management video clips selected from a central repository. Discuss how you would systematically analyze the requirements of this application and identify its problem component ...
IT service management, also known as ITSM, is essentially the process by which IT professionals manage the end-to-end delivery of IT services to clients. This comprises all of the processes and activities involved in designing, developing, delivering, and supporting IT services.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
1. Solving the IT Silo Problem
The workable, practical guide to Do IT Yourself
Page 1 of 3
Vol. 5.23 • June 9, 2009
Solving the IT Silo Problem
By Hank Marquis
Hank is EVP of Knowledge Management at Universal Solutions Group, and Founder and Director of NABSM.ORG. Contact Hank by email at
hank.marquis@usgct.com. View Hank’s blog at www.hankmarquis.info.
The purpose of the IT Infrastructure Library (ITIL®) is to optimize delivery of IT services to
Customers and Users. The ITIL describes a set of processes, roles and responsibilities that
cross many traditional IT "silo" boundaries.
IT silos are technology centers with their own management and staff. Silos normally do not
share the same priorities, values, or goals, and often they do not share the same tools.
Since they also do not share the same management, there are often communications and
coordination problems when silos need to interact to resolve service issues.
The ITIL has a solution to the IT silo problem - the Operational Level Agreement, or OLA. OLAs define
how IT groups work together to meet IT service level requirements. Implementing OLAs takes mutual
respect and a desire to improve Customer service, but the process is straightforward.
Following I explain OLAs, their value, and how to implement them.
Successful ITIL Adoption
Successful ITIL adoption depends upon cross-silo process interaction and shared responsibilities. For ITIL to succeed, the
entire IT organization, including the staff and management of all silos must work together as a service-delivery chain.
However, this is not the case in many IT organizations. Support groups often reside in different departments and
locations. It becomes even more difficult with distributed organizations. A common example is a Problem escalated from
the Service Desk into a technical functional group, for example, software development. It is common for the Problem to
“disappear” without any paper trail or notification back to the Service Desk. Another common complaint is trying to get
“mind share” from other departments. Classic examples are the battles between network and mainframe.
Users of services do not see IT technology silos, and they do not perceive IT services as composed of silos. Users perceive
IT services as end-to-end structures. This difference in views -- IT with a technology focus and Users with an end-to-end
focus -- often results from the “silo mentality” of IT. This “silo mentality” appears when each IT silo reports that all is well,
but the Users complain of inadequacies because of miscommunications and lack of orchestration between silos.
No matter what the silo or the issue, without a firm understanding and agreement on performance, responsiveness,
authorities and responsibilities, there will always be finger pointing and communications issues. This is simply because
each silo has its own primary responsibility. For example, the primary responsibility of software development is to develop
software. The primary responsibility of networking is to maintain the transmission systems. What may appear to one silo
to be a major issue requiring immediate response might not be so important to another silo.
OLAs are internal “back to back” agreements that define how two different organizations will work together to support
the delivery of defined IT services to Customers and Users. While an OLA is very similar to a Service Level Agreement
(SLA), it is also very different. An OLA does not underpin a Customer or User service. An OLA underpins the SLA itself,
specifically, the OLA defines how departments will work together to meet the Service Level Requirements (SLRs)
documented in an SLA (if you do not have formal SLAs in place, you are still delivering IT services, and a Service Catalog
will do instead).
An OLA often includes hours of operation, responsibilities, authorities, response times, supported systems, etc. OLAs tend
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2. Solving the IT Silo Problem
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to be more technical than SLAs since they define IT supporting IT.
Not every SLA requires unique OLAs, and just a few key OLAs can help resolve the silo problem. However, it can be
difficult to implement OLAs – especially between departments under different management. Implementing an OLA
requires patience and the commitment of all involved, as well as the understanding that each silo has its own job to
accomplish. Of course, the common relationship all silos share is the provision and maintenance of IT Services of all kinds
to the business.
Implementing Operating Level Agreements
Often the process of implementing OLAs can be difficult. This is easy to understand since no one wants to face
repercussions if they fail to perform their primary functions or their agreed responsibilities under the OLA. You must take
care to stress that the goal is to optimize delivery of IT services to Customers and Users. There must be a joint group that
works together to define and implement OLAs.
1. Getting started with OLA implementation requires a Service Catalog. The Service Catalog is the first step in
implementing Service Level Management and defines the services that IT delivers. The services described in the
Service Catalog are the basis for understanding the OLAs required.
2. With the Service Catalog established, the next step is to review exactly how the various IT departments and
organizations (the silos) are going to assure the services described in the catalog.
3. For each IT Service, prepare a worksheet that describes the work that the various silos must perform. Establish a
working committee to assess and review the results. It is very important that all parties agree!
4. Develop the tracking system that will record and report on OLA performance. Just like an SLA, OLAs require
monitoring. It is the job of the Service Level Management (SLM) process to monitor OLAs. If you do not yet have
formal SLM, then you must assign an owner to the OLA.
5. With all the high-level details assembled, it is now time to draft the OLA document. The worksheet for the OLA
requires details and specifics. The next step is for the OLA owner to work with the OLA team to develop the specifics
required for an OLA to actually deliver value. [See the free OLA template for a document you can use to begin your
own OLAs.] Common OLA contents include:
Document Control & Version Information: The OLA should be under Change Management Control, and
reside in the CMDB.
Authorizations, Dates & Signatures: The OLA must have the authority to allow enforcement. This comes
from the signatures of the various management levels. It is best if signed by the management of both silos; and
then the first common manager of both silo signatories.
Objectives & Scope: Clearly state the purpose of the OLA, and it is not punitive, but rather in support of one
or more IT Services in the Service Catalog.
Parties: Define the parties (signers) of the OLA.
Services Covered: State specifically the services provided by each silo involved, listing the deliverables for
each party. This is not the same as the IT Services covered under the Objectives & Scope, but rather the
services each party will render to the other.
Roles & Responsibilities: For the agreed services covered, document who has responsibility for each step in
delivering the service.
Prioritization & Escalation: This section will probably be the most contentious to define, since failure to
perform can result in escalation. It is important to stress that the goal is not finger pointing or to make another
department a scapegoat, but to assure delivery of prompt service as agreed, and the acceleration of support for
high priority issues.
Response Times: Clear and unambiguous definitions of how long it will take the parties to respond. For
example, if the OLA is between the Service Desk and the mainframe group, this section might include the
definition of initial response to inquiry; time to review and evaluate; time to perform diagnostics; etc. These
times must align with the escalation times as well.
Reporting, Reviewing & Auditing: Any agreement requires oversight and reporting, and no agreement runs
forever. This section clearly defines the duration of the OLA, when and under what conditions to review the
OLA, and when, what and to whom to report. Also included in this section should be Key Performance
Indicators (KPIs) so that the OLA owner can track performance and if required take action before breaches
occur.
Appendixes: Include references to related documentation, procedures, definitions, and any other resource that
makes it easier to follow, understand or maintain the OLA.
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