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Posts Tagged ‘ROI’

What ROI does the CIO provide the business?  What is the next step for the CIO?  What is the evolutionary development path for IT?  All of these are daunting questions to which many have opinions and thoughts.  So, let me give my two cents.  Business and IT Alignment is necessary.  The CIO must play a significant role in this, not to mention develop beyond the role that he/she has been fulfilling for the last few decades within business and organizational constructs. In so doing, the elements of risk management, due diligence, and efficiency reverberate throughout most of the comments and thoughts that are going through your head at this very instant.  Not to mention the ironic and funny coincidence that a Chief Information Officer and a Chief Investment Officer both share the same acronym and, albeit abstract, similar function. Read the rest of this entry »

All too often, organizations that do have Business Continuity Plans (BCP) in place rarely test them.  Those that do, go through a typical tabletop exercise.  Organizations that have Disaster Recovery Plans (DRP) generally test them, but why?  I ask why because it has been my experience that the “tests” are an exercise in futility.  I say futility because they are tests to satisfy an audit that prove very little. Read the rest of this entry »

Organizations struggle with the disconnect that seems to exist between the business and IT.  Recently, I read an article that espoused the concept of the business unit “owning” the IT resources because traditional IT was too slow, cumbersome, and often a road block.  The expanse that exists between IT and the Business is more a function of society than anything.  Technical people and non-technical people do not tend to flock together.  Additionally, IT has had its flaws (  The answer, I believe, is somewhere in between.

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Indeed, backup (or as I like to call it, operational recovery) continues to grow in criticality and priority (i.e. mobile data – ? ).   Still few understand the differences between it, disaster recovery, and business continuity ( ).

  Nonetheless, operational recovery remains extremely pertinent.

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Ironically, one of the best mechanisms for organizing and managing an IT organization is its fundamental flaw as well.  Organizing IT in silos such as server, storage, network, security, service management, project management, or development groups has driven a behavior that has proven to be detrimental to the over all health of the organization itself.

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The process of information classification is a necessary evil in today’s enterprises. It is necessary to prevent data loss in any form or fashion, malicious or not. The process, if done correctly, is not trivial. The actual determination of classes is only the beginning. Applying it to an existing environment can be daunting. However, the transformation of an organization depends upon successful completion.
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In the September 10, 2010 edition of Processor magazine, there is an article “Mapping the IT Capability Maturity Framework“. I’m pleased to have had the opportunity to be interviewed and contribute to this and I invite you to have a look at the article. There are a lot of things that could be said about capability maturity and what I’ve been quoted on in this article is merely a snapshot of the thinking I’ve done about this that fits this particular context. If you would like to discuss what’s in the article or ask more general questions, please consider this a formal invite to reply to this thread and start a discussion. Thanks in advance.

Mapping The IT Capability Maturity Framework

Storage Management is only viable with visibility.  Visibility takes many different forms: business volume, database volume, legal discovery volume, infrastructure volume (server, storage, network, etc.), marketing volume, business intelligence volume, and so forth. You cannot manage that which you do not monitor, and you cannot monitor that which you are unaware of. While DFS and hardware thin provisioning are good tactical solutions, they are only covering the root cause, ineffective or no Enterprise Capacity Planning ( ).

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Disaster Recovery and Business Continuity are completely different. They are siblings but still two separate and unique topics. Disaster Recovery is technology + process + people for IT systems. Business continuity is people + process for business functions. You can have Business Continuity without Disaster Recovery. The opposite is a total waste of money. If there is no plan for the business to recover and connect to IT systems, you are pouring money down the drain.

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 It is ironic that this is a debate with some business leaders! IT, by its very nature and existence, is automation. However, without proper process, automation fails to hit the mark. Efficiency and time to market are the cornerstones of competition at a pure business level. Thus, automation is not simply a nice to have but a elemental component of business.

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