McNurlin_08.ppt

Managing Operations
Chapter 8
Information Systems Management In
Practice 7E
McNurlin & Sprague
PowerPoints prepared by Michael Matthew
Visiting Lecturer, GACC, Macquarie University – Sydney Australia

©2006 Barbara C. McNurlin. Published by Pearson Education. 8-2
Chapter 8
• The three major operational issues discussed are:
– Outsourcing information systems functions
– Information security, and
– Planning for business continuity
• Due to mergers, the Internet, e-commerce, and the September 11
terrorist attacks, the subject of computer operations has been
receiving a lot of attention
• Systems operations are important because, if they are not
professionally run (and backed up properly), a computer or network
crash could shut down a company’s business for some period of time
• Case examples include Microsoft, ANZ Banking Corporation, Mobil
Travel Guide, Eastman Kodak, Honda Motor Company, Exult, Credit
Card Fraud, Plymouth Rock Assurance, and Household International

Today’s Lecture
• Introduction
• What are Operations
– Why Talk About Operations?
– Solving Operational Problems
– Operational Measures
– The Importance of Good Management
– What’s New in Operations
• Outsourcing Information Systems Functions
– The Driving Forces Behind Outsourcing
– Changing Customer-Vendor Relationships
– Outsourcing’s History
– Managing Outsourcing
– Offshoring

Today’s Lecture cont.
• Information Security
– The Threats
– Security’s Five Pillars
– Management Countermeasures
– Technical Countermeasures
• Planning for Business Continuity
– Using Internal Resources
– Using External Resources

• Due to mergers, the Internet, e-commerce, and the
September 11 terrorist attacks, the subject of
computer operations has been receiving a lot of
attention
• Systems operations are important because:
– If they are not professionally run:
• A company could suffer a computer or network crash that could
shut down their business for some period of time
• It is not a trivial area, especially as companies
become increasingly reliant on networks and
computers to run their business
Introduction

• Poorly run IS shops cause IS
executives to end up ‘fighting fires’
instead of setting policy
OR
• They find themselves looking for a job!
Introduction cont.

The main change in operations is the shift in viewpoint
towards managing operations (Figure 8-1):
• Traditionally – managing inward, i.e.: managing one’s
own operations staff
• Today – just as likely to mean managing outward =
managing relationships with (external) service providers
– Outsourced IT service providers who have taken over the day-
to-day operational work
• In some instances
• Back to the future?
– Benefits not realised
– Unexpected costs - $ and otherwise
Introduction cont.

What Are Operations?
Why Talk About Operations?
• A Typical MIS Department Budget:
– 33% Systems and Programming
• 70% Maintenance
• 30% New Development
– 10% Administration and Training
– 57% Operations
• Involve more $$$ than any other part of the IS
department
• Very involved (difficult), challenging and
rewarding area

Solving Operational Problems
Operational problems are obvious
to the entire company:
• Response times are slow
• Networks are down
• Data isn’t available
• Data is wrong

Solving Operational Problems cont.
• Three strategies to improve operations:
1. Buy more equipment
2. Continuously fight fires and rearrange
priorities, getting people to solve the
problems at hand
3. Continually document and measure what
you are doing, to find out the real problems,
not just the apparent ones. Then set
standards and manage to them = the
preferred solution

Operational Measures
• External: What the customer sees:
– System uptime
– Response time
– Turnaround time
– Program failures
• = Customer Satisfaction
• Internal: Of interest to systems people:
– Computer usage as % of capacity
– Disk storage used
– Job queue length etc.
• Problems reported by external measures can be
explained by deviations in internal measures

The Importance of Good Management
• The corporate culture created by IS management must
recognize and value good operations
• Skills of an Operations manager = similar to that
needed in e.g. a factory
– Manager must schedule work to
• meet delivery dates,
• monitor performance
• respond quickly to problems
• The key to managing operations is the same as in any
management job:
– Set standards
– Then manage to those standards
• By finding an outstanding operations manager

What’s New in Operations?
• Companies have ‘cleaned their operational house’
– Y2K and the Internet forced this
– Now = most in relatively good shape
• More Operations managers are Managing outward – BUT
CIOs must not relinquish responsibility for Operations
– Ensure their people are properly managing relationships
• Operations are being ‘simplified’
– Centralizing applications in one place rather than distribute them on
PCs
• Server based computing (Chapter 5)
• Certain operations are being offloaded
– e.g. webcasts

MICROSOFT
Case Example: Offloading of Operations (Webcast)
• The launch of a new version of Windows operating system
was done via
– Personal and
– Public Internet broadcast
– Private webcast – 6,000 OEM system builders in 83 countries
• Webcast by Akamai – >12,000 servers in 66 countries
– Specializes in hosting corporate Websites
– Giving users in far-flung locations fast downloads of Web content
and streaming media
• Private webcast which set a record for:
– Attendance
– Global reach
– Audience participation

The Focus of CIOs in Operations is Changing
• Their attention used to be focused on
ensuring they had the in-house expertise to
keep systems and networks up and tuning
• Their attention is now toward determining
where best to perform the various kinds of
operations:
– In house or with a third party (or permutations
and/or combinations thereof)
– Then manage it accordingly

OUTSOURCING INFORMATION
SYSTEMS (IS) FUNCTIONS
• Outsourcing means turning over a firm’s
computer operations, network operations, or
other IT function to a vendor for a specified
time
• CIOs are expected to at least to ‘prove’ that
their in-house operations are as efficient and
effective as if they were outsourced
– Shared Services concept
– Should outsource what they do not do well

• Focus on core businesses: In the 1980s, this led
to huge amount of merger and acquisition activity
• Shareholder value: Companies were “priced”
based on their shareholder value, that is, their
discounted cash flow, as a result of high-yield
bonds that allowed a few people to buy a
company and leverage it with debt
– Management must stress value, they must consider
outsourcing in all their nonstrategic functions
– U.S. driven – other countries have variations on this
pricing (share market) model but the drivers = still $$$
• And ‘follow the leader’ / trend?
Outsourcing IS Functions:
Driving Forces Behind Outsourcing

• Relationships have expanded from buying professional
services, to buying products and transactions, to
integrating systems, to outsourcing – the most bundled
approach to contracting
• In this evolution:
– CIOs have increasingly lost control
• More activities turned over to outsiders
– Providers take on more risks
• As they move to (options on) the right of Figure 8-2
– Provider’s margins increase
• Again = to the right
• Risks also improve: Don’t get “Nothing for nothing!”, and
– Importance of choosing the right provider becomes more
important
Changing Customer-Vendor Relationships

• In 1989 only (full) IT outsourcing was available
– Essentially began with ‘big-bang’ deals.
– The goal was purely financial.
– Problems occurred – ‘us VS them’ and culture clash
• Note: ‘Outsourcing’ existed in many other areas and had
for years e.g. trucking
• Early 1990s: Transitional outsourcing
– Two routes outsourcing legacy systems
• Maintenance of their legacy systems – hence – staff concentrate on
building new client server systems
• Client server development to specialists & keep maintenance in-
house
• Mid to late ’90s = Best-of-breed outsourcing
– Selective outsourcing began
– ‘Collaborative outsourcing’ – one company prime contractor and
secondary external service providers
Outsourcing’s History

• Shared services
– “in-sourcing” to shared service group-
• Improved efficiencies &
• Saved money
• Business process outsourcing
– As IT Outsourcing ‘matured’ it became a commodity
service
• Profit margins dropped
• Competitors rose
• Quality Vs. Cost Vs. $$$ Vs. Pressure – not all was ‘happy’
– Higher margins in specialized specific areas
• Business process of which IT was a significant component
Outsourcing’s History cont.

ANZ
Case Example: Business Process Outsourcing
• Australia’s third largest bank has outsourced its procurement
function, not to reduce costs, but to gain greater quality
purchases and lower ANZ’s annual purchasing spend
• The bank has learned numerous lessons in this world-leading
outsourcing deal:
1. Be prepared to change the contract as your environment changes
2. Make step changes in technology and processes to save time and
money, focus on having an effective transition
3. Do your best to make the outsourced group appear seamless to your
employees
4. Focus early on what you want and don’t get sidetracked
5. Keep incentive mechanism simple and transparent
6. Be able to benchmark performance, and
7. Understand, to a fair degree of detail, the value chain you plan to
embrace

• E-business outsourcing
– With the arrival of business use of the Internet, outsourcing has
been one way that companies can quickly get Websites up and
handling business
– In dot-coms and Internet- based operations
• Preferred mode of operation
– Even with the dot-com crash = still a legitimate way to mobilize
for e-business
• Allows a company to move fast
• Companies can remain flexible
• Does not tie up $$$ in computer and networking equipment
– Obsolete?

• Utility Computing
– Also known as on-demand computing, virtual data centers and
grid computing
• Idea = computing power can be treated like electricity: You plug in
and only pay for what you use
– Numerous vendors, especially IBM, HP and Sun are promoting
access rather than ownership
• Selling the idea of turning clients’ fixed IT costs into variable costs
– Important to understand:
• The amount of consulting required
• The chargeback mechanism (for only paying for use)
• The contract terms
• Where it could provide benefits etc.
• In 15 years, IT outsourcing has expanded (and changed)
significantly

MOBIL TRAVEL GUIDE
Case Example: Utility Computing
• Illustrates the convergence of e-business and IT
outsourcing into utility computing in a high-need area:
its Web site
• Travel guide for North America
– Information static and site couldn’t handle the spikes in
demand during e.g. holidays
• Wanted to upgrade site but rather than making the
large investment to upgrade its own IT resources =
turned to IBM to host and manage the site
– No need for upfront investments
– No concern re handling peaks
• Saving 35% in maintenance and software costs
• Only paying for what it uses of IBM’s world-class,
highly scalable e-business infrastructure

• Managing outsourcing is different from managing internal staff
– One reason = it is a joint effort between parties that may not
have the same goals
• Typically, parties establish layers of joint teams.
– Top-level team: final word in conflict resolution
– Operational team: oversees day-to-day functioning
– Joint special purpose teams: created from time to time to solve
pressing issues
– Committees: oversee the use of formal change management
procedures
– Relationship Manager(s): look after the ‘relationship’
• Skills = different to those of e.g. a data center manager
Managing Outsourcing:
1. Organizational Structure

EASTMAN KODAK COMPANY
Case Example: Managing Outsourcing
• First IS outsourcing by a ‘good shop’
– “Shocked the IS world”
• Four suppliers (ESPs) – manage portions
of IS:
1. Operate data centers and networks
2. Manage telecommunications
3. PC support
4. Voice messaging

• Management structure:
1. Management Board
• Meets twice a year, includes senior management from both
companies – Focus on strategic issues
2. The Advisory Council
• Meets monthly, 15 members- handles technical and
operational issues
3. The Supplier and Alliance Management Group
• Manages long term outsourcing relationships & contracts
with large IT suppliers
4. The Relationship Manager
• Focal point between itself and service provider – ensures
Kodak gets more than just delivery
5. Working Groups
 Added to deal with specific technology areas.
6. Client Surveys
 Sent out twice a year to 5,000 internal users
Case Example: Managing Outsourcing cont.

• Kodak needs all these forms of co-
ordination for effective supplier
management
• Considered a ‘best practice’
outsourcing and relationship model
Case Example: Managing Outsourcing cont.

• The foundations of governing an outsourcing
relationship are laid in the (LARGE) contract(s)
• Service Level Agreement (SLA)
– Responsibilities, performance
requirements, penalties, bonuses
• Another important component of SLAs is
metrics. An SLA needs to be measurable to be
of use
• It is only when trust in one another breaks
down that they turn to the contract. (Fig 8-4:
Governance rules)
2. Governance

• Recommendations to manage day-to-day interactions:
– Manage expectations, not staff
• Facilitation becomes the mode of working. Rather than say “do this”, the
approach becomes “how can we solve this together”
– Realize that informal ways of working may disappear
– Loss of informal ways of working may add rigor
– Integration of the two staffs requires explicit actions
• Does not happen naturally
• Explicit policies are likely to be needed
– Don’t unduly restrict outsourcing staff access
– Joint celebrations
– Invite each other to meetings
– The best way to manage day-to-day is communicate frequently
• Preferably ‘face to face’!
3. Day-to-Day Working

• Topic that is receiving increased attention
• Buying parts and services that go into one’s
own products and services
• Assisting one’s suppliers to improve their
product and services by generally improving
their processes
4. Supplier Development

HONDA MOTOR COMPANY
Case Example: Supplier Development
• Not an IT related example (manufacturing)
but a good one!
• This automobile manufacturer conducted
pioneering work in improving suppliers’
capabilities by pairing Honda engineers with
a supplier’s engineers to drastically lower the
cost of one part supplied to Honda
• The results are like “walking around picking
money up off the floor.”

• To round out our discussion of outsourcing, we turn to a topic receiving much
attention today: sending work offshore
– Now = a big political issue
• Late 1990s – Offshore outsourcing
– Started when labor markets were especially tight due to Y2K
– Companies turn to offshore outsourcing because labor costs are lower and there
is ample supply of educated people
• Ireland, India, Philippines
• The trickle in the late ’90s has turned into a steady stream of white-collar
work going offshore
– Application maintenance and development
– Call centers
– Customer service
– Back office processing
– BPO
– Claims processing
– Etc.
• Manufacturers have faced international competition, whereas service firms
have (had?) not
Offshoring

Offshoring cont.
• Offshore outsourcing differs in some
unique ways from domestic
outsourcing
– Some areas to be considered:
1. Offshoring options are broadening
2. Both parties need cultural training to bridge
cultural differences
• Clients = cultural integration programs
• Providers = accent neutralization

Offshoring cont.
• Offshore outsourcing differs from domestic
– Some areas to be considered cont.
3. Communication issues need to be addressed from the outset
• “Yes”
– Asia = “I hear what you are saying”
– West = “I can do what you ask” or “I agree with you”
• Tips
– Avoid colloquialisms such as sporting analogies
– Use short, concise sentences with common words
– Have the provider write a ‘statement of work’ to gauge
understanding
– Get all commitments in writing
– Include on your team someone who know their culture
• Communication issues continue throughout offshore relationships
4. Country laws need to be followed

EXULT
Case Example - Offshoring
• Provides full-service HR outsourcing to Global 500 companies
– Mature in outsourcing relationships because outsourcing is its
primary business
• 2 Indian companies maintain its core HR computer systems
(SAP & Peoplesoft)
– Chose 2 Vs. 1 to ensure resources could be scaled up as needed
• In choosing the providers used consultants to do the detailed
review and content (neoIT) and to structure the contract (TPI)
– Aim = for best deal. Needed to understand the Indian market and
its practices. Consultants helped achieve that
• Current split of maintenance work
– 70% Indian
– 15% provider employees ‘onshore’
– 15% Exult ‘onshore’
• Requires us buyers to work within the highly disciplined Indian
maintenance processes rather than to try to change them
– Applies to all outsourcing!
• Good economic outcomes

Offshoring cont.
• Use Offshoring to Advantage
– A major criticism is that it decreases skills and know-
how of its client’s IS organization
• This need not be so
• Redefine Services Using Offshoring
– Understand customers
– Understand demographics
– Stay in touch with customers
– Offer end-to-end service
– Dominate the screen
• As information moves online, companies are vying to control
“the screen” = where the information ends up

• Outsourcing has become a strategic alternative for
companies
– With the pace of change so rapid in IT and e-business, the
only hope of many companies is to tap the expertise of
companies that are (paid to be) keeping pace with the
changes
• = Their ‘day job’
• Outsourcing does not however mean relinquishing
responsibility
• This is serious stuff
– Marriage?
– Trouble in ‘paradise’?
Outsourcing – The ‘Final Word’

• Used to be an arcane technical topic
• Today even CEOs need to ‘know about it’ due to the
importance of electronic information in running their
businesses
• Need to understand Internet-based threats and
countermeasures and continuously fund security work
to protect their businesses
• Since 1996 the Computer Security Institute have
conducted an annual survey of US security managers
– Spring 2004 survey report – 2 key findings:
1. The unauthorized use of computers is declining
2. The most expensive cybercrime was denial of service
Information Security

The Threats
Note: heaps of similar
Surveys e.g. KPMG

The Threats
• Threats are numerous
• Websites are particularly vulnerable
• Political activism is one motivation for
Website defacement
• Theft of proprietary information is a major
concern
• Financial fraud is still a significant threat
– Especially credit card information
– No data of any value should be stored on web
servers

CREDIT CARD FRAUD
Case Example: Threats
• In one case, MSNBC reported that a bug in one
shopping cart software product used by 4,000 e-
commerce sites exposed customer records at those
sites
– One small e-commerce site did not receive the warning
– Within days, cyber criminals charged thousands of dollars
on the credit cards of users of this small site
• In another case, two foreigners stole 56,000 credit
card numbers, bank account information, and other
personal financial information from U.S. banks
– Then tried to extort money from the cardholders and the
banks, threatening to publicize the sensitive information
they had unearthed

The Threats cont.
• Losses are increasing dramatically because
companies have rushed into e-commerce, often with
applications that do not have security built into the
architecture or procedures
– People think security can be added later but it really can’t be
bolted on as an afterthought
– Best security = designed into applications via checks during
processing and at data transfer points
• It is easier to guard a bank vault than to guard every
house in town
– That’s why many companies are outsourcing their data
center operations to data center specialists with vault-like
security

• Mobile computing and telecommunications
increase the possibility for crime
– The greater number of network openings provides
opportunities for illegal entry
• The rise of e-commerce and e-business put
more communications online to the Internet,
which is open to everyone including crackers
(evil hackers)
• As the Internet doesn’t (currently?) have
intrinsic security protocols this public space is
vulnerable
The Threats cont.

• The ‘hacker community’ (public club?)
– ‘True’ Vs. Parasites
• Approaches hackers use:
1. Cracking the password
2. Tricking someone (social engineering = ‘cute’ term!)
3. Network sniffing
4. Misusing administrative tools
5. Playing middleman
6. Denial of service
7. Trojan horse
8. Viruses
9. Spoofing
The Threats cont.

1. Authentication: verifying the authenticity of
users
2. Identification: identifying users to grant
them appropriate access
3. Privacy: protecting information from being
seen
4. Integrity: keeping information in its original
form
5. Nonrepudiation: preventing parties from
denying actions they have taken
Information Security :
Security’s Five Pillars

• The major problem these days:
– Enterprises cannot have both access to information
and airtight security at the same time
• Companies must make tradeoffs between:
– Absolute information security and
– The efficient flow of information
• Because airtight security is not possible:
– Companies need to prioritize their risks and work on
safeguarding against the greatest threats
• An example to consider is the case example of one company
from a Gartner Executive Programs report
Management Countermeasures

• Five major findings from the Computer Crime
Survey:
1. Most organizations evaluate the return on their
security expenditures
2. Over 80% conduct security audits
– Including by ‘outsiders’ e.g. KPMG
3. The percentage reporting cybercrimes to law
enforcement declined
– Some = worried re
• Damage to stock price / company reputation
• Competitors using for their advantage
4. Most do not outsource cybersecurity
5. Most respondents view security awareness training
as important
Management Countermeasures cont.

AN INTERNET SERVICES COMPANY
Case Example: Security
• This firm’s starting point in protecting its systems is to
deny all access to and from the Internet
• From there, it opens portals only where required, and
each opening has a firewall and only permits specific
functions
• The security team constantly “checks the locks” by:
– Keeping track of the latest bugs found
– Staying up to date on the latest security attacks
– Subscribing to hacker e-mail lists and bulletin boards
– Personally exploring some risks
– Logging and monitoring all incoming and outgoing traffic,
and
– Testing the system monthly from a remote site
• Most importantly, it educates employees and clients
as the greatest security precaution

• The trend in computer security is toward
defining security policies and then centrally
managing and enforcing those policies via
security products and services or policy-based
management
• E.g. a user authenticates to a network once,
and then a “rights based system” gives that
user access only to the systems to which the
user has been given rights
– Establishes basic control of segregation of
duties
– The ‘computer’ (system) is the control
Information Security:
Technical Countermeasures

Three techniques used by companies to protect
themselves
1. Firewalls: Control access between networks
• Used to separate intranets and extranets from the
Internet so that only employees and authorized
business partners can access
• Implementation
– Packet filtering to block “illegal” traffic, which is
defined by the security policy… or
– By using a proxy server, which acts as an
intermediary
Technical Countermeasures cont.

2. Encryption: to protect against sniffing, messages
can be encrypted before being sent e.g. over the
Internet
• Two classes of encryption methods are used today:
– Secret Key encryption
• DES
– Public Key encryption
• RSA
• Needs public and private key
• Incorporated into all major Web browsers and is the basis for
secure socket layer (SSL)
• Most individuals don’t have such keys hence B2C
applications are only secure from the consumer to the
merchant
Technical Countermeasures cont.

Note: The Internet is not secure because, for one thing,
none of the TCP/IP protocols authenticate the
communicating parties
3. Virtual Private Networks (VPN): maintains data
security as it is transmitted by using:
– Tunneling: creates a temporary connection
between a remote computer and the CLEC’s or
ISP’s local data center. Blocks access to anyone
trying to intercept messages sent over that link
– Encryption: scrambles the message before it is
sent and decodes it at the receiving end
Technical Countermeasurescont.

• Three ways to use VPNs:
1. Remote Access VPNs: give remote
employees a way to access an enterprise
intranet by dialing a specific ISP
2. Remote Office VPNs: give enterprises a way
to create a secure private network with
remote offices. The ISP’s VPN equipment
encrypts all transactions
3. Extranet VPNs: give enterprises a way to
conduct e-business with trading partners
Technical Countermeasurescont.

PLYMOUTH ROCK ASSURANCE
CORPORATION
Case Example: Use of a VPN (Security)
• This automobile insurance company
created an extranet that independent
agents could use to transact business
with the company
• The most cost-effective approach was
to create a DSL-based virtual private
network between each agent and
PRAC, an offering of a local company

Information Securitycont.
• Information security has become an important management
topic, and it has no clear-cut answers
• It is too costly to provide all the security a company wants, and
performing security checks on packets takes a lot of processor
power, which can slow down performance
• Even with world class technical security, management needs to
make sure all employees follow security policies because
companies are only as safe as their weakest link. In fact, that
weakest link could be a supplier or contractor who has secure to
a company’s systems, yet has poor security of its own
• Security is as much a human problem as a technical
problem
• Fines etc. = this is not a ‘victimless crime’
• PRACTICE SAFE COMPUTING!!!!!

Planning for Business Continuity
• Business continuity is broader than disaster
recovery because it includes:
– Safeguarding people during a disaster
– Documenting business procedures (instead of
relying on certain employees who may become
unavailable), and
– Giving employees the tools and space to handle
personal issues first so that they can then
concentrate on work
– Where will the work be done?
• In short, it is a business issue, because IT
disaster recovery is just one component

Using Internal Resources
• Organizations that rely on internal resources
for IT disaster recovery generally see this
planning as a normal part of systems
planning and development. They use :
– Multiple data centers
• Move to have all computing in ‘one location’ = now
under question
– Distributed processing
– Backup telecommunication facilities
– Local area networks
• One LAN can be used to backup servers for other
networks

Using External Resources
• Cost Vs. Risk may not justify permanent
resources so companies use the services
of a disaster recovery firm:
– Integrated disaster recovery services
– Specialized disaster recovery services
– Online and off-line data storage facilities

HOUSEHOLD INTERNATIONAL
Case Example: Planning for Business Continuity
• Typical of a large financial services institution,
Household justified its disaster recovery planning
based upon legal and regulatory requirements and
the need to maintain uninterrupted customer service
• Company established full time staff to prepare,
maintain and test disaster recovery plans
• Comdisco Disaster Recovery Services was relied on
as it’s a major supplier of alternate site data
processing services in North America
• Heaps of rain in Chicago: large number of disasters
declared
• Household declared a disaster quickly– it enabled
close relocation

HOUSEHOLD INTERNATIONAL
Case Example: Planning for Business Continuity cont.
Lessons Learnt:
• Consider the risks of a natural disaster in
selecting a data center location
• Create a plan to return to the primary site after
a disaster
• Do not expect damaged equipment, disks, and
tapes to always be replaced, monitor
equipment
• Plan for alternate telecommunications
• Test site under full workload conditions
• Maintain critical data at the alternate site

Conclusion
• The subject of managing computer
operations is, perhaps surprisingly, at
an all-time high because of:
– The emergence of e-commerce
– The increasing use of outsourcing
– News-grabbing viruses
– Attacks on major websites, and
– The terrorists acts on September 11th,
October 12th etc.

Conclusion cont.
• As enterprises increasingly rely on computing
and telecom to work closely with others, they
open themselves up to more threats by
electronic means
• Companies must be increasingly vigilant to
outside threats
• In short, the view of operations is shifting from
managing inward to managing outward
• It’s ‘essential’ but often ‘forgotten’ and it’s not
easy. Key = MANAGEMENT

Part II Discussion Case
MANAGING INFORMATION
SECURITY ON A
SHOESTRING BUDGET

McNurlin_08.ppt

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