Problem- Several innovations in data management are reshaping the IT l.pdf
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Problem: Several innovations in data management are reshaping the IT landscape. Among them are: server virtualization, storage virtualization, desktop virtualization, artificial intelligence, cloud applications, and the near future network virtualization. As an executive, we will ask ourselves, and discuss, the extent to which the virtualization of processing portends the removal of a dedicated IT staff. We will discuss the extent to which the CIO is no longer the manager of a dedicated expert staff, but fully engaged in vendor management and service oversight. Finally we should ask ourselves the extent to which bricks and mortar will even define the corporation as an entity. The corporation, or at least its administrative wing, is more of an abstract. Does it matter if the processing engine of your corporate data is in Bangladesh or Nairobi? Does it matter what flag the vendor's employee's salute or what god they worship? Once we have achieved global network infrastructure stability and redundancy, we may find ourselves seriously questioning our understanding of "corporation" or even employment. Discuss: What is the balance between sustaining the interests of the corporation's stakeholders (shareholders. Executives, the board of directors) and sustaining the interests of our staff? Is our traditional staff (bound by the "contractual" arrangements) significant when weighed against the interests of the stockholders? This is not an easy or obvious question. Start with Eisenhart. The discussion is not about server virtualization. That is a footnote to illustrate how technology renders more efficient that which people once did. The readings here occupy three niches: virtualization technology; the nature of the corporate structure and its relevance to workers; and managing disruption. I include a discussion of Charles Handy. He was prescient regarding the future of work. The interest theory article should be read to understand how interests are managed through the contract. Agents work for principals. Both are subject to the terms (limitations) of the contract..
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I need citations and references to this solution that was pr.pdf
I need citations and references to this solution that was provided.
Problem: Several innovations in data management are reshaping the IT landscape. Among them
are: server virtualization, storage virtualization, desktop virtualization, artificial intelligence, cloud
applications, and the near future network virtualization. As an executive, we will ask ourselves,
and discuss, the extent to which the virtualization of processing portends the removal of a
dedicated IT staff. We will discuss the extent to which the CIO is no longer the manager of a
dedicated expert staff, but fully engaged in vendor management and service oversight. Finally we
should ask ourselves the extent to which bricks and mortar will even define the corporation as an
entity. The corporation, or at least its administrative wing, is more of an abstract. Does it matter if
the processing engine of your corporate data is in Bangladesh or Nairobi? Does it matter what flag
the vendor's employee's salute or what god they worship? Once we have achieved global network
infrastructure stability and redundancy, we may find ourselves seriously questioning our
understanding of "corporation" or even employment. Discuss: What is the balance between
sustaining the interests of the corporation's stakeholders (shareholders. Executives, the board of
directors) and sustaining the interests of our staff? Is our traditional staff (bound by the
"contractual" arrangements) significant when weighed against the interests of the stockholders?
This is not an easy or obvious question. Start with Eisenhart. The discussion is not about server
virtualization. That is a footnote to illustrate how technology renders more efficient that which
people once did.
SOLUTION: (The question of balancing the interests of a corporation's stakeholders and its staff is
a complex one that requires careful consideration of multiple factors. At its core, this question is
about the relationship between the corporation and its employees, and how this relationship
impacts the corporation's ability to achieve its goals and create value for its stakeholders. One way
to approach this question is to consider the work of William Eisenhart, a management theorist who
developed a model of organizational effectiveness based on the concept of congruence.
According to Eisenhart, an organization is effective when there is a high degree of congruence
between its strategy, structure, and people. In other words, the people who work for the
organization need to be aligned with its goals and the way it operates in order for it to be
successful. In the context of virtualization technology, this means that the corporation needs to
carefully consider how it uses this technology to achieve its goals while also ensuring that its
employees are able to adapt to the changes it brings. This may involve providing training and
support for employees as they learn to work with new technology, as well as creating a culture of
innovation and continuous learnin.
New Skills for the Service-Oriented IT Organization
The document discusses the skills needed for IT leaders and organizations to transition to a service-oriented model where IT competes for business internally and must acquire new skills. Key points:
1) IT will need to operate more like competitive external service providers by focusing on things like sales, marketing, standardization, and continually improving offerings to encourage internal consumption.
2) New roles will be required in areas like product management, business analysis, and service catalog development that don't exist in traditional IT.
3) While some existing technical roles can transition, the change requires a focus on soft skills and a mindset shift within IT to think more like competitive service providers.
How the Modern Data Center Extends Across Remote Locations Due to Automation ...
A discussion on how new demands from the industrial edge, 5G networks, and hybrid deployment models will lead to more diverse types of data centers in more places.
A Tale of Two IT Departments, or How Governance is Essential in the Hybrid Cl...
Transcript of a Briefings Direct discussion on how two organizations have been improving their application’s performance via total performance monitoring and metrics.
Opportunities In Managed Services Image Source Mag
This document summarizes opportunities for independent dealers and VARs in the managed services market. It notes that SMBs worldwide spent $860 billion on IT in 2011, and cites common pain points SMB VARs face like vendor management, marketing, and resource awareness. The author argues that dealers are well-positioned to transition to managed services due to their experience with vendor management, marketing in their communities, and managing to financial benchmarks. It provides examples of common managed services and potential partner companies that can help dealers expand into this market.
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Legacy IT Evolves: How Cloud Choices Like Microsoft Azure Can Conquer the VMw...
Transcript of a panel discussion exploring how organizations can gain a future-proof path to hybrid computing that simplifies architecture and makes total economic sense.
Fast-Changing Demands on Data Centers Drives the Need for Automated Data Cent...
Transcript of a BriefingsDirect podcast on how organization need to deal with the impact that IT and big data is having on data centers and how DCIM can help.
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I need citations and references to this solution that was pr.pdf
I need citations and references to this solution that was provided.
Problem: Several innovations in data management are reshaping the IT landscape. Among them
are: server virtualization, storage virtualization, desktop virtualization, artificial intelligence, cloud
applications, and the near future network virtualization. As an executive, we will ask ourselves,
and discuss, the extent to which the virtualization of processing portends the removal of a
dedicated IT staff. We will discuss the extent to which the CIO is no longer the manager of a
dedicated expert staff, but fully engaged in vendor management and service oversight. Finally we
should ask ourselves the extent to which bricks and mortar will even define the corporation as an
entity. The corporation, or at least its administrative wing, is more of an abstract. Does it matter if
the processing engine of your corporate data is in Bangladesh or Nairobi? Does it matter what flag
the vendor's employee's salute or what god they worship? Once we have achieved global network
infrastructure stability and redundancy, we may find ourselves seriously questioning our
understanding of "corporation" or even employment. Discuss: What is the balance between
sustaining the interests of the corporation's stakeholders (shareholders. Executives, the board of
directors) and sustaining the interests of our staff? Is our traditional staff (bound by the
"contractual" arrangements) significant when weighed against the interests of the stockholders?
This is not an easy or obvious question. Start with Eisenhart. The discussion is not about server
virtualization. That is a footnote to illustrate how technology renders more efficient that which
people once did.
SOLUTION: (The question of balancing the interests of a corporation's stakeholders and its staff is
a complex one that requires careful consideration of multiple factors. At its core, this question is
about the relationship between the corporation and its employees, and how this relationship
impacts the corporation's ability to achieve its goals and create value for its stakeholders. One way
to approach this question is to consider the work of William Eisenhart, a management theorist who
developed a model of organizational effectiveness based on the concept of congruence.
According to Eisenhart, an organization is effective when there is a high degree of congruence
between its strategy, structure, and people. In other words, the people who work for the
organization need to be aligned with its goals and the way it operates in order for it to be
successful. In the context of virtualization technology, this means that the corporation needs to
carefully consider how it uses this technology to achieve its goals while also ensuring that its
employees are able to adapt to the changes it brings. This may involve providing training and
support for employees as they learn to work with new technology, as well as creating a culture of
innovation and continuous learnin.
New Skills for the Service-Oriented IT Organization
The document discusses the skills needed for IT leaders and organizations to transition to a service-oriented model where IT competes for business internally and must acquire new skills. Key points:
1) IT will need to operate more like competitive external service providers by focusing on things like sales, marketing, standardization, and continually improving offerings to encourage internal consumption.
2) New roles will be required in areas like product management, business analysis, and service catalog development that don't exist in traditional IT.
3) While some existing technical roles can transition, the change requires a focus on soft skills and a mindset shift within IT to think more like competitive service providers.
How the Modern Data Center Extends Across Remote Locations Due to Automation ...
A discussion on how new demands from the industrial edge, 5G networks, and hybrid deployment models will lead to more diverse types of data centers in more places.
A Tale of Two IT Departments, or How Governance is Essential in the Hybrid Cl...
Transcript of a Briefings Direct discussion on how two organizations have been improving their application’s performance via total performance monitoring and metrics.
Opportunities In Managed Services Image Source Mag
This document summarizes opportunities for independent dealers and VARs in the managed services market. It notes that SMBs worldwide spent $860 billion on IT in 2011, and cites common pain points SMB VARs face like vendor management, marketing, and resource awareness. The author argues that dealers are well-positioned to transition to managed services due to their experience with vendor management, marketing in their communities, and managing to financial benchmarks. It provides examples of common managed services and potential partner companies that can help dealers expand into this market.
Dark Side of Cloud Adoption: People and Organizations Unable to Adapt and Imp...
Transcript of a discussion on how cloud adoption is not reaching its potential due to outdated behaviors and persistent dissonance between what businesses can do and will do with cloud model strengths.
Legacy IT Evolves: How Cloud Choices Like Microsoft Azure Can Conquer the VMw...
Transcript of a panel discussion exploring how organizations can gain a future-proof path to hybrid computing that simplifies architecture and makes total economic sense.
Fast-Changing Demands on Data Centers Drives the Need for Automated Data Cent...
Transcript of a BriefingsDirect podcast on how organization need to deal with the impact that IT and big data is having on data centers and how DCIM can help.
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Dit yvol3iss4
The document is a newsletter article that discusses the requirements for an enterprise-class configuration management database (CMDB) software solution. It explains that an enterprise CMDB must be based on dimensional modeling rather than a traditional relational database. It also must support federation of multiple data sources, reconciliation of data inconsistencies, synchronization of changes, and dynamic modeling and visualization of configuration information. Few existing CMDB products meet all of these requirements for a true enterprise solution.
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his article focuses on new job roles and responsibilitie
his article focuses on new job roles
and responsibilities emerging in the
field of technical communication.
Starting with exploring the “why” factor
behind the emergence of the new roles, the
article discusses the cultural changes that
are slowly taking place in the realm of
technical communication. It highlights the
new areas which are yet to be discovered by
technical writing community and seeks for
their active contribution in areas such as
business communication and knowledge
management. The article also provides
some insight into the future of technical
communication and depicts how old values
are inseparable from the “discipline” of
technical communication.
Are we really changing?
Technical Communication is often referred
to as an “umbrella” profession and this is
reaffirmed by contemporary diverse job
profiles offered under the banner of
“Technical Communication”. Quoting
George F. Hayhoe’s thought on future of
technical communication – “you can be
amazed at the range of titles they hold:
usability expert, content management
specialist, user experience designer,
information development manager,
instructional designer, user assistance
professional, and web master, to name only
a few.” Considering the dappled hats
technical writers wear each day I sometimes
try to visualize who we are and what would
be the exact picture of our future? Will the
“umbrella” be renamed to something like
New Technical Communication or as Prof.
William Hart-Davidson call’s it TechComm
2.0?
“Why” factor behind the New Role
or the Change
“Increasing public involvement in science
and technology suggests a new role for
technical communication in which
conventional skills of adapting technical
content to audience needs may be replaced
by skills that facilitate audiences' own
information search activities” (D. F.
Treadwell). With the advent of content
management system, single-sourcing, and
XML much of technical writing skills need to
be “relearn” and “unlearn”.
Change is inevitable when we want to shrug
off the old “Technical Writer” tag and move
on for more trendy ones like user experience
designer or information designer as the old
tag is no longer “stylish”.
But are these the only factors?
Many organizations are now realizing the
importance of information management.
This fuelled the inception of various content
management tools, knowledge management
software, XML-based authoring
environment, etc. The terminologies used for
defining an end-user manual as software
documentation is no longer valid. It is
popularly known as “information product”
amongst information developers in the
industry. Also information product is no
longer all about “manuals”. It spans from
marketing brochure, proposal, report, white
paper, web document or may be a web site
and the list can go on. I would like to refer
this new dimension of information product as
“information solution”.
“The imp ...
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How Software-Defined Storage Translates into Just-in-Time Data Center Scaling
Opus Interactive adopted a software-defined storage approach to better support its multitenant hosting customers. This allowed Opus to scale storage infrastructure in a just-in-time manner to meet dynamic customer demand. The software-defined storage provided high availability, flexibility to scale out without disruptions, and could be managed from a single pane of glass across multiple data centers. This approach helped Opus efficiently support its growing customer base with thousands of virtual servers using only 11 system administrators.
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This document summarizes an article from the DITY newsletter about implementing basic configuration management without extensive resources. It discusses that configuration management's core purpose is controlling changes through documentation. Rather than seeing it as requiring a comprehensive system, organizations can start by linking together existing data sources. Most organizations already have relevant information scattered across spreadsheets, manuals, and other records. The key is uncovering these disparate sources and managing the information as a "configuration management databank" through linking various repositories, rather than viewing it as a single database. This allows basic configuration management benefits to be realized with minimal additional cost.
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Perhaps too much has been written about the debate surrounding Nicho.pdf
Perhaps too much has been written about the debate surrounding Nicholas Carr\'s [2003] article,
IT Doesn\'t Matter, in the Harvard Business Review. In lieu of a debate, what management needs
now are some answers on how to measure IT value and how to develop an appropriate
investment strategy for the IT function. Many believe that for too long the IT function went 444
Communications of the Association for Information Systems (Volume 14, 2004)443-455 From
the CIO Point of View: The “IT Doesn’t Matter” Debate by L. DeJarnette, R. Laskey, and H.
Edgar Trainor without a rational, effective investment strategy. Boiled down that is the net, net
of the Carr debate. Turning back to the debate itself, in the main, each position centers on an
individual\'s perspective and actual experience with the IT function. Simply put, an individual
opinion is in the eye of the beholder. Many people with bad IT experiences are aggressively in
the pro-Carr camp. Others have an opposite experience and reaction. For many, the debate can
trigger an emotional rather than a rational response. Personally, I have seen almost 40 years of IT
history elapse. Certainly this experience does not constitute totality but it is enough to weigh in.
This individual perspective, involving both positive and negative experiences, was shaped by
experiences in three roles. Initially as a CIO for a Fortune 100 and then, for a Fortune 25
companies. Second, as a Big-4 Partner and consultant to IT and general management with
experience with over 100 clients. Last, as a non-IT executive who was critically dependent on IT
performance on multiple occasions. At the Southern California chapter of the Society of
Information Management (SCSIM), the panel was organized from a perspective of black hat,
white hat and grey hat. My draw for the event was the black hat, speaking from the IT doesn’t
matter or pro-Carr camp. After some soul searching and reflection, I found the role easier to
accept than I initially believed possible. This article is based in part on the SCSIM panel but is
augmented by the reaction by others, largely CIOs at the event, shared in private at the
conclusion of the chapter meeting. What is the appropriate way to deal with the issues raised in
the Carr debate? Hopefully, this article takes some positive steps to deal with the debate premises
in a constructive manner. HISTORY REPEATS ITSELF, PERHAPS IT SHOULD AGAIN In IT
Doesn’t Matter, the Carr position, as pointed out in Larry DeJarnett\'s article (which follows this
one) is that scarcity governs whether a resource is truly strategic. Carr\'s perception is that IT is a
commodity, thus making it non-strategic by my definition. A historical view puts Carr\'s premise
into perspective. From the beginning and into the mid-to-late 1990\'s IT uniqueness was
pervasive because most systems were either custom or significantly modified application
packages. The era of competitive advantage systems arose with firms such as Merrill Lynch,
Am.
Prompt Vh one ta twe paregaph- eddress the following - Describe the st.pdf
Prompt Vh one ta twe paregaph, eddress the following - Describe the steps fieinda was ute to
peform horicontal anaysis and vertical anaypis - identily the financial statements Delince will use
to perform norizontar ansiysis and vertial analyes - Explan how the findings fiem horiontal and
veitical arulyws can be used to help Belida with her feport.
Property- plant- and equipment (PP&E) are considered assets that gener.pdf
Property, plant, and equipment (PP&E) are considered assets that generate revenue or other
value beyond the current accounting period. PP&E are generally capitalized, meaning that these
assets appear on a company's balance sheet.
Group of answer choices
True
False.
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Dit yvol3iss4
The document is a newsletter article that discusses the requirements for an enterprise-class configuration management database (CMDB) software solution. It explains that an enterprise CMDB must be based on dimensional modeling rather than a traditional relational database. It also must support federation of multiple data sources, reconciliation of data inconsistencies, synchronization of changes, and dynamic modeling and visualization of configuration information. Few existing CMDB products meet all of these requirements for a true enterprise solution.
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his article focuses on new job roles and responsibilitie
his article focuses on new job roles
and responsibilities emerging in the
field of technical communication.
Starting with exploring the “why” factor
behind the emergence of the new roles, the
article discusses the cultural changes that
are slowly taking place in the realm of
technical communication. It highlights the
new areas which are yet to be discovered by
technical writing community and seeks for
their active contribution in areas such as
business communication and knowledge
management. The article also provides
some insight into the future of technical
communication and depicts how old values
are inseparable from the “discipline” of
technical communication.
Are we really changing?
Technical Communication is often referred
to as an “umbrella” profession and this is
reaffirmed by contemporary diverse job
profiles offered under the banner of
“Technical Communication”. Quoting
George F. Hayhoe’s thought on future of
technical communication – “you can be
amazed at the range of titles they hold:
usability expert, content management
specialist, user experience designer,
information development manager,
instructional designer, user assistance
professional, and web master, to name only
a few.” Considering the dappled hats
technical writers wear each day I sometimes
try to visualize who we are and what would
be the exact picture of our future? Will the
“umbrella” be renamed to something like
New Technical Communication or as Prof.
William Hart-Davidson call’s it TechComm
2.0?
“Why” factor behind the New Role
or the Change
“Increasing public involvement in science
and technology suggests a new role for
technical communication in which
conventional skills of adapting technical
content to audience needs may be replaced
by skills that facilitate audiences' own
information search activities” (D. F.
Treadwell). With the advent of content
management system, single-sourcing, and
XML much of technical writing skills need to
be “relearn” and “unlearn”.
Change is inevitable when we want to shrug
off the old “Technical Writer” tag and move
on for more trendy ones like user experience
designer or information designer as the old
tag is no longer “stylish”.
But are these the only factors?
Many organizations are now realizing the
importance of information management.
This fuelled the inception of various content
management tools, knowledge management
software, XML-based authoring
environment, etc. The terminologies used for
defining an end-user manual as software
documentation is no longer valid. It is
popularly known as “information product”
amongst information developers in the
industry. Also information product is no
longer all about “manuals”. It spans from
marketing brochure, proposal, report, white
paper, web document or may be a web site
and the list can go on. I would like to refer
this new dimension of information product as
“information solution”.
“The imp ...
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Laurel Group Thought Leaders Print 0213
Cloud services provide on-demand access to IT resources and applications over the Internet. There are three layers of cloud services: infrastructure (e.g. servers), platform (tools to build apps), and applications (SaaS). SaaS is growing rapidly among SMBs as it allows outsourcing functionality at lower costs. Infrastructure services provide flexibility but don't address scaling or management costs. Platform services abstract infrastructure, allow scaling, and significantly reduce development and operational costs. Concerns around data governance, availability, and security are impacting adoption, driving growth of private clouds which provide more control. Ultimately, both vendors and customers share accountability for security and data ownership.
Dit yvol3iss8
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.
How Software-Defined Storage Translates into Just-in-Time Data Center Scaling
Opus Interactive adopted a software-defined storage approach to better support its multitenant hosting customers. This allowed Opus to scale storage infrastructure in a just-in-time manner to meet dynamic customer demand. The software-defined storage provided high availability, flexibility to scale out without disruptions, and could be managed from a single pane of glass across multiple data centers. This approach helped Opus efficiently support its growing customer base with thousands of virtual servers using only 11 system administrators.
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This document summarizes an article from the DITY newsletter about implementing basic configuration management without extensive resources. It discusses that configuration management's core purpose is controlling changes through documentation. Rather than seeing it as requiring a comprehensive system, organizations can start by linking together existing data sources. Most organizations already have relevant information scattered across spreadsheets, manuals, and other records. The key is uncovering these disparate sources and managing the information as a "configuration management databank" through linking various repositories, rather than viewing it as a single database. This allows basic configuration management benefits to be realized with minimal additional cost.
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This document provides a summary of a podcast discussion between Dana Gardner and Doug de Werd about the evolution of IT management. Some key points:
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- Automation is getting a boost from new ML and AI capabilities like AIOps, just as multicloud deployments increase demands.
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Accenture outlook cloud_computing_where_is_rain
This article discusses 3 key predictions about how cloud computing will change business and IT:
1. Cloud computing will enable more inter-company business processes and emergence of "business ecosystems" of companies with complementary strengths.
2. Cloud computing provides an "exoskeleton model" of sourcing IT capabilities externally rather than internally, allowing smaller companies and industries access to sophisticated IT.
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Falcon Security Essay
The document discusses cloud computing models that could support the growing business needs of Falcon Security. It suggests that Falcon adopt cloud services like Amazon RDS for databases, Amazon S3 for storage, and Google Mail, Office 365, and Microsoft CRM online for software. The paper compares cloud computing to service-oriented architecture and discusses private, public, and hybrid cloud deployment models as well as platform as a service (PaaS), software as a service (SaaS), and service-oriented architecture (SOA).
VMware_WSJ. CS_Career Path_FINAL Slideshare_040414cc
The document outlines 6 career positions that can help lead to becoming a Chief Information Officer (CIO): 1) Cloud Crusader with experience managing cloud architectures, 2) Contract Consigliere with skills in negotiating cloud contracts and managing expectations, 3) Tech Translator to effectively communicate technical topics to business stakeholders, 4) Confident Consultant with exposure to diverse projects and strategic thinking from consulting work, 5) Line Leader to broaden skills by working in a line of business, and 6) Digital Virtuoso as a champion of the company's digital vision and strategy.
6 Jobs Leading to CIO
There’s a new route to the top of the IT department. The path has changed in the past years as CIOs are now required to command a full arsenal of business, technology, and political skills. Find out what’s new in the path to becoming a CIO and gain insight into the six positions that candidates should have under their belt.
For more thought provoking cloud management insights, please visit vmware-erdos.com.
Positioning And Understanding Virtualisation
1. The document discusses topics related to IT, including the impact of the global financial crisis, virtualization, and what organizations are planning to buy.
2. It explores user perceptions of IT and virtualization adoption across different company sizes. Significant drivers for implementing virtualization include scale, geography, and compliance.
3. Challenges and barriers to desktop virtualization adoption are discussed, along with the effect of virtualization on hardware acquisition strategies and operating system selection. The need for improved virtualization management and licensing models is also examined.
Perhaps too much has been written about the debate surrounding Nicho.pdf
Perhaps too much has been written about the debate surrounding Nicholas Carr\'s [2003] article,
IT Doesn\'t Matter, in the Harvard Business Review. In lieu of a debate, what management needs
now are some answers on how to measure IT value and how to develop an appropriate
investment strategy for the IT function. Many believe that for too long the IT function went 444
Communications of the Association for Information Systems (Volume 14, 2004)443-455 From
the CIO Point of View: The “IT Doesn’t Matter” Debate by L. DeJarnette, R. Laskey, and H.
Edgar Trainor without a rational, effective investment strategy. Boiled down that is the net, net
of the Carr debate. Turning back to the debate itself, in the main, each position centers on an
individual\'s perspective and actual experience with the IT function. Simply put, an individual
opinion is in the eye of the beholder. Many people with bad IT experiences are aggressively in
the pro-Carr camp. Others have an opposite experience and reaction. For many, the debate can
trigger an emotional rather than a rational response. Personally, I have seen almost 40 years of IT
history elapse. Certainly this experience does not constitute totality but it is enough to weigh in.
This individual perspective, involving both positive and negative experiences, was shaped by
experiences in three roles. Initially as a CIO for a Fortune 100 and then, for a Fortune 25
companies. Second, as a Big-4 Partner and consultant to IT and general management with
experience with over 100 clients. Last, as a non-IT executive who was critically dependent on IT
performance on multiple occasions. At the Southern California chapter of the Society of
Information Management (SCSIM), the panel was organized from a perspective of black hat,
white hat and grey hat. My draw for the event was the black hat, speaking from the IT doesn’t
matter or pro-Carr camp. After some soul searching and reflection, I found the role easier to
accept than I initially believed possible. This article is based in part on the SCSIM panel but is
augmented by the reaction by others, largely CIOs at the event, shared in private at the
conclusion of the chapter meeting. What is the appropriate way to deal with the issues raised in
the Carr debate? Hopefully, this article takes some positive steps to deal with the debate premises
in a constructive manner. HISTORY REPEATS ITSELF, PERHAPS IT SHOULD AGAIN In IT
Doesn’t Matter, the Carr position, as pointed out in Larry DeJarnett\'s article (which follows this
one) is that scarcity governs whether a resource is truly strategic. Carr\'s perception is that IT is a
commodity, thus making it non-strategic by my definition. A historical view puts Carr\'s premise
into perspective. From the beginning and into the mid-to-late 1990\'s IT uniqueness was
pervasive because most systems were either custom or significantly modified application
packages. The era of competitive advantage systems arose with firms such as Merrill Lynch,
Am.
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his article focuses on new job roles and responsibilitie
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Problem- Several innovations in data management are reshaping the IT l.pdf
- 1. Problem: Several innovations in data management are reshaping the IT landscape. Among them are: server virtualization, storage virtualization, desktop virtualization, artificial intelligence, cloud applications, and the near future network virtualization. As an executive, we will ask ourselves, and discuss, the extent to which the virtualization of processing portends the removal of a dedicated IT staff. We will discuss the extent to which the CIO is no longer the manager of a dedicated expert staff, but fully engaged in vendor management and service oversight. Finally we should ask ourselves the extent to which bricks and mortar will even define the corporation as an entity. The corporation, or at least its administrative wing, is more of an abstract. Does it matter if the processing engine of your corporate data is in Bangladesh or Nairobi? Does it matter what flag the vendor's employee's salute or what god they worship? Once we have achieved global network infrastructure stability and redundancy, we may find ourselves seriously questioning our understanding of "corporation" or even employment. Discuss: What is the balance between sustaining the interests of the corporation's stakeholders (shareholders. Executives, the board of directors) and sustaining the interests of our staff? Is our traditional staff (bound by the "contractual" arrangements) significant when weighed against the interests of the stockholders? This is not an easy or obvious question. Start with Eisenhart. The discussion is not about server virtualization. That is a footnote to illustrate how technology renders more efficient that which people once did. The readings here occupy three niches: virtualization technology; the nature of the corporate structure and its relevance to workers; and managing disruption. I include a discussion of Charles Handy. He was prescient regarding the future of work. The interest theory article should be read to understand how interests are managed through the contract. Agents work for principals. Both are subject to the terms (limitations) of the contract.