In this presentation, we will discuss about world class manufacturing focusing on customer based principals, global markets, achieving world class, global competition reality, importance of automation in production and operations. We will also talk about global competitiveness, competitive priorities of manufacturing, recent trends, various attributes of excellent companies, overview on various world class suppliers, buyers, manufacturers. Present scenario of global business conditions, performance of world class manufacturers, world class service delivery and customer focused principals will also be discussed.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation, we will discuss about world class manufacturing focusing on customer based principals, global markets, achieving world class, global competition reality, importance of automation in production and operations. We will also talk about global competitiveness, competitive priorities of manufacturing, recent trends, various attributes of excellent companies, overview on various world class suppliers, buyers, manufacturers. Present scenario of global business conditions, performance of world class manufacturers, world class service delivery and customer focused principals will also be discussed.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
A global economy and increase in customer expectations in terms of cost and services
have put a premium on eective supply chain reengineering. It is essential to perform
risk benet analysis of reengineering alternatives before making a nal decision. Sim-
ulation provides an eective pragmatic approach to detailed analysis and evaluation of
supply chain design and management alternatives. However, the utility of this method-
ology is hampered by the time and eort required to develop models with sucient
delity to the actual supply chain of interest. In this paper, we describe a supply-chain
modeling framework designed to overcome this diculty. Using our approach, supply
chain models are composed from software components that represent types of supply
chain agents (like retailers, manufacturers, transporters), their constituent control ele-
ments (like inventory policy), and their interaction protocols (like message types). The
underlying library of supply chain modeling components has been derived from anal-
ysis of several dierent supply chains. It provides a reusable base of domain-specic
primitives that enables rapid development of customized decision support tools.
ISO is understanding the changes in your market and delivering a product that exceeds your client’s expectations and developing brand loyalty in a fast changing world.
A decision support system (DSS) is a computer-based information system that supports business or organizational decision-making activities. DSSs serve the management
Professional Development Presentation conducted at the 5 March 2016 APICS Triangle Chapter monthly professional development meeting.
APICS Triangle Chapter is the 2nd largest chapter in the Southeast USA with nearly 500 supply chain professional members.
For more information, please contact Jeffrey McDaniels, via jeffrey@scmtrainer.com.
Optimize tradeoffs to make and deliver products and services in the most cost effective and efficient ways while maintaining the highest quality. The goals of OSCM is to manage and reduce costs through increased productivity, cost reductions, sourcing and procuring, and increased efficiencies and effectiveness in the chains of logistics.
It also involves planning and estimating supply and demand, which is used to coordinate and orchestrate the level of all these activities.
Supply Chain Management in the Motor Vehicle Industry, the Example of Mini.aguesdon
The powerpoint presentation based on my dissertation. It is much less complete than the dissertation itself, as the presentation must only last 3 minutes.
Please feel free to leave any comment or suggestion !
A global economy and increase in customer expectations in terms of cost and services
have put a premium on eective supply chain reengineering. It is essential to perform
risk benet analysis of reengineering alternatives before making a nal decision. Sim-
ulation provides an eective pragmatic approach to detailed analysis and evaluation of
supply chain design and management alternatives. However, the utility of this method-
ology is hampered by the time and eort required to develop models with sucient
delity to the actual supply chain of interest. In this paper, we describe a supply-chain
modeling framework designed to overcome this diculty. Using our approach, supply
chain models are composed from software components that represent types of supply
chain agents (like retailers, manufacturers, transporters), their constituent control ele-
ments (like inventory policy), and their interaction protocols (like message types). The
underlying library of supply chain modeling components has been derived from anal-
ysis of several dierent supply chains. It provides a reusable base of domain-specic
primitives that enables rapid development of customized decision support tools.
ISO is understanding the changes in your market and delivering a product that exceeds your client’s expectations and developing brand loyalty in a fast changing world.
A decision support system (DSS) is a computer-based information system that supports business or organizational decision-making activities. DSSs serve the management
Professional Development Presentation conducted at the 5 March 2016 APICS Triangle Chapter monthly professional development meeting.
APICS Triangle Chapter is the 2nd largest chapter in the Southeast USA with nearly 500 supply chain professional members.
For more information, please contact Jeffrey McDaniels, via jeffrey@scmtrainer.com.
Optimize tradeoffs to make and deliver products and services in the most cost effective and efficient ways while maintaining the highest quality. The goals of OSCM is to manage and reduce costs through increased productivity, cost reductions, sourcing and procuring, and increased efficiencies and effectiveness in the chains of logistics.
It also involves planning and estimating supply and demand, which is used to coordinate and orchestrate the level of all these activities.
Supply Chain Management in the Motor Vehicle Industry, the Example of Mini.aguesdon
The powerpoint presentation based on my dissertation. It is much less complete than the dissertation itself, as the presentation must only last 3 minutes.
Please feel free to leave any comment or suggestion !
IT Solutions and Infrastructure Management Services.pdfXlogia Tech
"An IT infrastructure specialist is a professional with expertise in managing and maintaining the various components of an organization's information technology infrastructure. This role involves a deep understanding of hardware, software, networks, and other critical IT elements. IT infrastructure specialists are responsible for ensuring the reliability, security, and efficiency of an organization's IT systems.
Key responsibilities of an IT infrastructure specialist include designing and implementing IT solutions, configuring and managing hardware and software resources, troubleshooting issues, and optimizing system performance. They work with diverse technologies such as servers, storage systems, networking equipment, and virtualization platforms."
The purpose of IT infrastructure management is to provide structure and control of the functions responsible for diverse technical operations which generally involve hardware, software, and networking in both physical and virtual environments. The main goal is to minimize downtime and maintain business productivity.
Color Blind 1.pdfColor Blind 2.pdfColor Blind 3.pdfC.docxdrandy1
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) .
Color Blind 1.pdfColor Blind 2.pdfColor Blind 3.pdfC.docxcargillfilberto
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) .
The best Definition of the IT updated 2023 document 5.docxintel-writers.com
What is information technology?
Information technology (IT) is the use of any computers, storage, networking and other physical devices, infrastructure and processes to create, process, store, secure and exchange all forms of electronic data. Typically, IT is used in the context of business operations, as opposed to technology used for personal or entertainment purposes. The commercial use of IT encompasses both computer technology and telecommunications.
What does information technology encompass?
The IT department ensures that the organization’s systems, networks, data and applications all connect and function properly. The IT team handles three major areas:
1. deploys and maintains business applications, services and infrastructure (servers, networks, storage);
2. monitors, optimizes and troubleshoots the performance of applications, services and infrastructure; and
3. oversees the security and governance of applications, services and infrastructure.
The different responsibilities within the team that break into several key areas including:
• Administration. Administrators handle the day-to-day deployment, operation and monitoring of an IT environment, including systems, networks and applications. Admins often perform a range of other duties such as software upgrades, user training, software license management, procurement, security, data management and observing adherence to business process and compliance requirements.
A different way to look at the challenges of IT operations :
monitoring your environment is one thing but don't you need to know who is taking care of your issues ?
IT operations is as much about your NOC people than it is about your monitoring infrastructure
As technology progresses, IT management software can streamline routine tasks, unify software projects, manage projects, and maintain records effortlessly.
Read more Articles here https://ciente.io/blog/
Learn more https://ciente.io/
Follow for more Blogs Update https://www.linkedin.com/company/ciente.io/
Introduction to IT, Introduction to IS, Difference be IS and IT, Need for Information System, Information Systems in the Enterprise, Impact of Information Technology on Business (Business Data Processing, Intra and Inter Organizational communication using network technology, Business process and Knowledge process outsourcing), Managers and Activities in IS, Importance of Information systems in decision making and strategy building, Information systems and subsystems.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Home assignment II on Spectroscopy 2024 Answers.pdf
Role of Operations in IT Industry
1. An Interim Project Report
On
Role of Operations in IT Industry
Submitted By
Soumya Tiwari
In partial fulfillment of
PGDOM
Symbiosis Institute ofBusiness Management
Pune
(2017-18)
2. Introduction:
Operation Management:
Operations management is an area of management concerned with designing and controlling the
process of production and redesigning business operations in the production
of goods or services. It involves the responsibility of ensuring that business operations
are efficient in terms of using as few resources as needed and effective in terms of meeting
customer requirements. It is concerned with managing an entire production system which is the
process that converts inputs (in the forms of raw materials, labor, and energy) into outputs (in the
form of goods and/or services), as an asset or delivers a product or services. Operations produce
products, manage quality and creates service. Operation management covers sectors like banking
systems, hospitals, companies, working with suppliers, customers, and using technology.
Operations is one of the major functions in an organization along with supply chains, marketing,
finance and human resources. The operations function requires management of both the strategic
and day-to-day production of goods and services.
IT Industry:
Information technology (IT) is the application of computers to store, study, retrieve, transmit and
manipulate data, or information, often in the context of a business or other enterprise. IT is
considered a subset of information and communications technology (ICT). In 2012, Zuppo
proposed an ICT hierarchy where each hierarchy level "contain some degree of commonality in
that they are related to technologies that facilitate the transfer of information and various types of
electronically mediated communications".
3. Role of Operation Management in IT:
Information technology operations, or IT operations, are the set of all processes and services that
are both provisioned by an IT staff to their internal or external clients and used by themselves, to
run themselves as a business. The term refers to the application of operations management to a
business's technology needs.
The definition of IT operations differ throughout the IT industry, where vendors and individual
organizations often create their own custom definitions of such processes and services for the
purpose of marketing their own products. Operations work can include responding
to tickets generated for maintenance work or customer issues. Teams can use event monitoring to
detect incidents. Many operations teams rely on on-call responses to incidents during off-hours
periods. IT operations teams also conduct software deployments and maintenance operations.
Definitions:source (Wikipedia)
Joe Hertvik defines IT Operations as being "responsible for the smooth functioning of the
infrastructure and operational environments that support application deployment to internal and
external customers, including the network infrastructure; server and device management;
computer operations; IT infrastructure library (ITIL) management; and help desk services for an
organization."
Gartner defines IT operations as "the people and management processes associated with IT
service management to deliver the right set of services at the right quality and at competitive
costs for customers."
IT operations is generally viewed as a separate department from software development. It can
include "network administration, device management, mobile contracting and help desks of all
kinds."
Ernest Mueller defines IT operations as "a blanket term for systems engineers, system
administrators, operations staff, release engineers, DBAs, network engineers, security
professionals, and various other sub disciplines and job titles."
4. Need/Significance:
When people tell they work in IT Operations, they sometimes get a blank stare. While IT
Application programmers are well understood, people are a little fuzzier on what an IT
Operations department does. To clear up any confusion, here’s my take on what IT Operations
is, how it differs from IT Applications, and how IT Operations can be managed in an overall IT
department.
Responsibilities
Systems administration
A system administrator, or system admin, is a person who is responsible for the upkeep,
configuration, and reliable operation of computer systems. Database administrators (DBAs) are a
type of system admin.
Network administration
A network administrator maintains infrastructure such as network switches and routers. They use
technologies such as firewalls to prevent unauthorized network access.
Help desk
Many IT operations teams are responsible for running a help desk. Help desks provide
general technical support for both hardware and software issues.
IT Operations:
Every organization that uses computers has at least loosely-defined IT operations, based on how
it tends to solve internal and client needs. Elements of IT operations are chosen to deliver
effective services at the required quality and cost. IT operations are usually considered to be
separate from IT applications. In a software development company, for example, IT operations
include all IT functions other than software development and management. However, there is
always some overlap between the departments.
IT operations determine the way an organization manages software and hardware and includes
other IT support, such as network administration, device management, mobile contracting and
5. help desks of all kinds. IT operations management (ITOM) and IT operations analytics (ITOA)
help an organization refine the way that IT approaches services, deployment and support and
help to ensure consistency, reliability and quality of service.
Current IT trends affecting IT operations include cloud computing, machine-to-machine (M2M)
communications and the Internet of Things (IoT). The efficiency of cloud computing typically
means that IT operations for a given organization require fewer administrators. The increasing
interconnectivity and automation of M2M and IoT require adaptations to the traditional IT
operations skill sets and business processes.
Different organizations define IT operations in various ways; the term is also used to describe the
department that manages IT operations as well as the collection of services and processes and
how the department operates as a standardized procedure.
Vendors that offer IT operations management (ITOM) platforms and related services include
IBM, HP, BMC Software and CA Technologies.
Redefining IT Operations:
First, we start with what IT Operations is not.
1. IT Operations is not IT Applications
• IT Operations generally does not deal in programming activities. Going from that, we can
refine IT Ops as follows:
• IT Operations generally covers everything (all IT functions) outside of Application
programming and management
• By doing this, the IT Operations and IT Applications relationship becomes a Venn
diagram that doesn’t overlap, like this.
6. This is interesting but unrealistic, as there are many areas where IT Operations and IT
Applications do intersect. Generally speaking, IT applications is usually in charge of business
analysis, design, coding, testing, and custom software deployment and IT Operations is not.
But it’s also important to realize that the two functions overlap in the following areas:
▪ Off-the-shelf software installation and configuration for business applications support
▪ Database maintenance – Applications and users maintain the database from a database
integrity viewpoint; Operations maintains it from an efficiency and processing viewpoint
(cleaning up deleted records, re indexing, creating new indexes and views, backing up, etc.)
▪ Troubleshooting applications
▪ Monitoring application performance and issues, and alerting emergency resources when a
problem occurs (call trees)
▪ Telecom configuration for communication with business partners, customers, and other
entities (ex., FTP, EDI, e-commerce connections for ordering, copying data between servers,
etc.)
▪ Help Desk – Help Desk duties are sometimes split between an IT Applications Help Desk
and an IT Operations Help Desk
▪ Job scheduling management to insure that all required jobs run according to schedule on all
platforms
▪ Financial system auditing – Insuring financials are secured according to regulatory and
security requirements (including Sarbanes-Oxley, HIPAA, auditing, and other requirements)
▪ Integrating specialized equipment with particular applications – This may include scanners,
industrial printers, display terminals, thin clients, tablets, cell phones, etc.
If we take the common areas into account, our IT Operations-IT Applications diagram morphs
into this:
7. The shaded area here defines the first part of what IT Operations does. To complete the list, we
have to add those areas that IT Operations is responsible for that have nothing to do with IT
Applications.
In general, the rest of IT Operations tasks fall into three areas: Computer Operations & Help
Desk; Network Infrastructure; and Server and Device Management. So here’s what our Venn
Diagram looks like, if I break down IT Operations into these areas.
Here’s a list of what IT Operations deals with that fall into these three sub-areas.
8. Network Infrastructure
▪ Infrastructure – All networking functions for internal and external IT communications
(router, hubs, firewalls, DNS servers, file servers, load balancing, etc.)
▪ Telecommunications – Managing and configuring all internal and external communication
lines so that customers, employees, vendors, and other interested parties can access
applications.
▪ Port management – Opening and closing ports on the firewall to allow the network to
communicate with outside servers.
▪ Security – Insuring the network is secured only to authorized users and to prevent/counter
attacks from outside sources
▪ Remote access to the network for users – Setting up access from outside the network using
techniques such as VPN, two-factor authentication, etc.
▪ Internal telephone system management – Managing the company phone system
▪ Monitoring network health and alerting network personnel when an issue occurs with
network resources (including storage, services such as email or file servers, application
servers, communications, etc.)
Server & Device Management
▪ Server management for applications and infrastructure – Set up configuration, maintenance,
upgrades, patching, repair, etc.
▪ Network and individual storage management to insure that all applications have access to the
storage requirements they need for disk, memory, backup, and archiving
▪ Email and file server configuration and folder setup and authorization – I classify this as a
separate area because outside of order taking & fulfillment and customer service, email and
file server management are two of the most important IT functions in a company
▪ PC provisioning – Acquisition, configuration, management, break/fix, applications
installation & configuration, upgrades of company approved desktop and laptop devices
▪ Mobile device and cell phone telecommunications management – Provisioning, assigning,
managing, cell phone contracts, and phone numbers. Provisioning for mobile device
approved by the organization. Providing for BYOD access to the network.
▪ Desktop, laptop, and mobile device software application licensing and management
9. Computer Operations & Help Desk
▪ Data Center management – Management of the physical locations where the equipment
resides, including floor space, electricity, cooling, battery backups, etc.
▪ Help Desk management – Level 1 support for IT Operations with responsibility for
escalating issues to and following up on issues with Level 2 and Level 3 support.
▪ User provisioning – Creation and authorization of user profiles on all systems. Also includes
changes to user profiles and the procedure for deleting old user profiles
▪ Auditing – Proving to outside entities (corporate auditors, the government, regulatory
agencies, business partners, etc) that your network is correctly configured and secured
▪ Communications with network users when a major incident occurs impacting network
services
▪ High availability and disaster recovery – Providing capabilities to insure your application
servers and network can function in the event of a disaster
▪ Backups management- Instituting and running daily, weekly, monthly, yearly backups to
insure data can be recovered, if needed
▪ Computer operations – Printing and distributing reports, invoices, checks, other outputs from
a production systems, such as an IBM i
▪ Maintain, manage, and add to the IT Infrastructure Library (ITIL) for the organization
Items All Areas are responsible for
▪ Vendor and contract management – Responsible for working with vendors, negotiations, and
paying bills for all hardware, software, and services employed by the network and its
applications
▪ Outside contractor management – Working with outside resources that provide services for
the network
▪ Break/fix and repairing problems that occur
▪ Project management and deployment – Deploying improvements and fixes to the network
and applications infrastructure
Organizing your IT Operations department
The IT Operations sub-areas defined above along with shared functions between IT Operations
and IT Applications, are one way of organizing the operations group in an overall IT
organization. Different IT organizations will organize their departments in different ways,
depending on their own needs and resources. The idea behind documenting these functions is to
provide a template for Data Center planning, organization and talent acquisition.
10. It’s also important to note that whether you run an in-house Data Center, run your IT
environment in a managed or hosted environment, or move your applications to the cloud, an IT
Operations department will have to deal with these functions, regardless of where your physical
network is located. Most of these functions are universal; it’s only their implementation that
varies in different environments.
So what’s a good definition of IT Operations, anyway?
When I put it all together, here’s the definition of IT Operations I like best.
IT Operations is responsible for the smooth functioning of the infrastructure and operational
environments that support application deployment to internal and external customers, including
the network infrastructure; server and device management; computer operations; IT
infrastructure library (ITIL) management; and help desk services for an organization.
This isn’t to say this is the only way to define IT Operations (see the Wikipedia definition at the
beginning of the article for another example). It’s merely the definition I feel most comfortable
with based on my own experience, and how I would think about organizing an IT Operations
department if I were building that department from scratch.