chapter 7 building and sustaining the dynamic enterprise chapter 7 enterprise infrastructure,...
Post on 21-Dec-2015
243 views
TRANSCRIPT
![Page 1: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/1.jpg)
Chapter 7Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS,
AND BUSINESS CONTINUITY PLANNINGBuilding and Sustaining the Dynamic Building and Sustaining the Dynamic
EnterpriseEnterprise
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
![Page 2: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/2.jpg)
7-2
STUDENT LEARNING OUTCOMES
1. Describe how a service-oriented architecture can be used as a philosophical approach to help the organization of the future.
2. Define and describe the various hardware and software infrastructure considerations.
3. Compare and contrast commonly used metrics for assessing the success of IT systems.
4. Describe business continuity planning (BCP) and its phases
![Page 3: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/3.jpg)
7-3
NEITHER RAIN NOR SNOW NOR DARK OF NIGHT… THE IRS
o In June 2006, a flood hit the IRS office in Washington, D.C.
o 4-foot wall of water engulfed the building
o Water had such force that it blew out doors and windows
o The building was useless and 2,400 employees had no place to work
![Page 4: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/4.jpg)
7-4
NEITHER RAIN NOR SNOW NOR DARK OF NIGHT… THE IRS
o Fortunately, the IRS had a business continuity plan, a backup plan for carrying on its business
o It included having data centers geographically separate from its main building
o So, no data was damagedo As well, employees had plans in place
to work in other locationso Downtime was minimal
![Page 5: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/5.jpg)
7-5
NEITHER RAIN NOR SNOW NOR DARK OF NIGHT… THE IRS
1. What sort of “personal continuity plan” do you have for your car, apartment, and other important parts of your life?
2. Are brick-and-mortar businesses or click-and-order businesses more susceptible to disasters and other interruptions?
3. When was the last time you were dealing with a company and someone said, “I’m sorry… our computer systems are down so I can’t help you?” How did that make you feel? How did you respond?
![Page 6: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/6.jpg)
7-6
CHAPTER ORGANIZATION
1. Introduction: SoA– Learning outcome #1
2. Hardware and Software Infrastructure
– Learning outcome #2
3. IT Success Metrics– Learning outcome #3
4. Business Continuity Planning– Learning Outcome #4
![Page 7: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/7.jpg)
7-7
INTRODUCTION: SoA
o Introduced SoA in Chapter 6o Service-oriented architecture (SoA) -
perspective that focuses on the development, use, and reuse of small self-contained blocks of code (called services) to meet all application software needs
o Software code is not developed solely for a single application
o Rather services are built that can be used and reused across all applications
![Page 8: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/8.jpg)
7-8
INTRODUCTION: SoA
o Can extend SoA to the entire organization
o An SoA organization would be…– Lean and agile using resources in the best
way– Proactive in addressing changes in the
market– Quick to respond and adapt to advances in
technology– Transformational in its processes,
structure and HR initiatives to match a changing and dynamic workforce
![Page 9: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/9.jpg)
7-9
INTRODUCTION: SoA
o SoA focused specifically on IT– Customers– End users– Software development– Information needs– Hardware requirements
![Page 10: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/10.jpg)
7-10
INTRODUCTION: SoA
Customers should be able to “plug and play” into your organization and have the same pleasurable experience
regardless of the channel
![Page 11: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/11.jpg)
7-11
INTRODUCTION: SoA
End users should have access to whatever information and software they need regardless of where they (the end users) are
![Page 12: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/12.jpg)
7-12
INTRODUCTION: SoA
Software development should focus on reusable components (services) to accelerate systems development. This means using component-based development methodologies and taking advantage of exciting Web 2.0
applications.
![Page 13: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/13.jpg)
7-13
INTRODUCTION: SoA
Information would be treated appropriately as a valuable organizational resource – protected, managed, organized, and made available to
everyone who needs it.
![Page 14: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/14.jpg)
7-14
INTRODUCTION: SoA
Hardware is both integrated and transparent.
![Page 15: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/15.jpg)
7-15
HARDWARE AND SOFTWARE INFRASTRUCTURE
o Infrastructure – the structure beneath a structureo IT infrastructure is the implementation of your
organization’s architecture
![Page 16: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/16.jpg)
7-16
ERP Revisited
o From Chapter 2, Enterprise resource planning (ERP) system – collection of integrated software for business management, accounting, finance, supply chain management, inventory management, customer relationship management, e-collaboration, etc.
o ERP is big businesso Federal government will spend $7.7 billion
on ERP in 2009o 60% of Fortune 1000 companies have
ERP systems
![Page 17: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/17.jpg)
7-17
ERP Revisited
o Dominant ERP providers – SAP, Oracle/PeopleSoft, SSA Global, and Microsoft
o About 50 or so established emerging ERP vendors that will challenge the big 4
![Page 18: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/18.jpg)
7-18
ERP Evolution
o MRP – 1970s; focus on production planning, calculating time requirements, procurement; basic automated manufacturing focus
o MRP II – 1980s; closed the loop to include financial and accounting systems and serve as a decision support tool for managers
![Page 19: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/19.jpg)
7-19
ERP Evolution
o ERP – late 1980s/early 1990s; focus on critical “time to market”; shorter lead times; customers want it now
o ERP II – today; focus on complete ERP integration with CRM, business intelligence, and a host of other applications across the organization
![Page 20: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/20.jpg)
7-20
ERP and SoA
o For ERP to integrate everything, everything must be plug-and-play components or services
o All modules of an ERP vendor must be interoperable
o Software from multiple ERP vendors must be interoperable
o The infrastructure beneath must be hidden from users and customers
![Page 21: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/21.jpg)
7-21
ERP and SoA
![Page 22: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/22.jpg)
7-22
SoA-Enabled ERP Advantages
o Reliable information access
o Avoids data and operations redundancy
o Delivery and cycle time reduction
o Cost reduction
o Easy adaptabilityo Improved
scalabilityo Global outreacho E-business
support
![Page 23: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/23.jpg)
7-23
SoA-Enabled ERP Disadvantages
o Time-consumingo Expensiveo Lack of
conformity of modules
o Vendor dependence
o Too many features
o Too much complexity
o Questionable scalability
o Not enough extended ERP capability
![Page 24: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/24.jpg)
7-24
Supporting Network Infrastructures
o Computer network – fundamental underlying infrastructure for any IT environment– Decentralized– Centralized– Distributed– Client/server– Tiered
![Page 25: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/25.jpg)
7-25
Decentralized Network Infrastructure
o Decentralized – involves little or no sharing of IT and other resources such as information
o Almost nonexistent today
![Page 26: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/26.jpg)
7-26
Centralized Network Infrastructure
o Centralized – sharing information systems in one central area or on one central mainframe
o Like decentralized, almost nonexistent today
![Page 27: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/27.jpg)
7-27
Distributed Network Infrastructure
o Distributed – distributing the information and processing power of IT systems via a network
o First true network infrastructureo Processing activity is allocated to the location(s)
where it can most efficiently be done
![Page 28: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/28.jpg)
7-28
Distributed Network Infrastructure
![Page 29: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/29.jpg)
7-29
Client/Server Infrastructure
o Client/server infrastructure (network) – one or more computers that are servers which provide services to other computers, called clients
o Servers and clients work together to optimize processing, information storage, etc
o When you surf the Web, the underlying network infrastructure is client/server
![Page 30: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/30.jpg)
7-30
Client/Server Infrastructure
![Page 31: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/31.jpg)
7-31
Tiered Infrastructure
o Tiered (layer) – the IT system is partitioned into tiers (layers) where each tier performs a specific type of functionality– 1-tier – single machine– 2-tier – basic client/server relationship– 3-tier – client, application server, data or database
server– N-tier – scalable 3-tier structure with more servers
![Page 32: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/32.jpg)
7-32
Tiered Infrastructure
![Page 33: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/33.jpg)
7-33
IT SUCCESS METRICS
o To justify costs of technology, you need to measure its success
o Metrics are also called benchmarks, baseline values a system seeks to attain.
o Benchmarking – process of continuously measuring system results and comparing them to benchmarks
![Page 34: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/34.jpg)
7-34
Efficiency & Effectiveness Metrics
o Efficiency – doing something right– In the least time– At the lowest cost– With the fewest errors– Etc
o Effectiveness – doing the right things– Getting customers to buy when they visit
your site– Answering the right question with the right
answer the first time– Etc
![Page 35: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/35.jpg)
7-35
Efficiency & Effectiveness Metrics
Bottom-line initiatives typically focus on efficiency, while top-line initiatives tend to focus on effectiveness.
![Page 36: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/36.jpg)
7-36
Types of IT Success Metrics
o Infrastructure-centric metricso Web-centric metricso Call center metricso Financial metrics
![Page 37: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/37.jpg)
7-37
Infrastructure-Centric Metrics
o Infrastructure-centric metric – measure of efficiency, speed, and/or capacity of technology
o Throughput – amount of information that can pass through a system in a given amount of time
o Transaction speed – speed at which a system can process a transaction
o System availability – measured inversely as downtime, or the average amount of time a system is down or unavailable
![Page 38: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/38.jpg)
7-38
Infrastructure-Centric Metrics
o Infrastructure-centric metric – measure of efficiency, speed, and/or capacity of technology
o Accuracy – measured inversely as error rate, or the number of errors per thousand/million that a system generates
o Response time – average time to respond to a user-generated event, such as a mouse click
o Scalability – conceptual metric related to how well a system can be adapted to increased demands
![Page 39: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/39.jpg)
7-39
Web-Centric Metrics
o Web-centric metric – measure of the success of your Web and e-business initiatives
o Unique visitors – # of unique visitors to a site (Nielsen/Net Ratings primary metric)
o Total hits – number of visits to a siteo Page exposures – average page
exposures to an individual visitoro Conversion rate - % of potential
customers who visit your site and who actually buy something
![Page 40: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/40.jpg)
7-40
Web-Centric Metricso Web-centric metric – measure of the
success of your Web and e-business initiatives
o Click-through - # of people who click on an ad and are taken to another site
o Cost-per-thousand – sales dollars generated per dollar of advertising
o Abandoned registrations - # who start to register at your site and then abandon the process
o Abandoned shopping carts - # who create a shopping cart and then abandon it
![Page 41: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/41.jpg)
7-41
Call Center Metrics
o Call center metric – measures the success of call center efforts
o Abandon rate - % number of callers who hang up while waiting for their call to be answered
o Average speed to answer (ASA) – average time, usually in seconds, that it takes for a call to be answered by an actual person
![Page 42: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/42.jpg)
7-42
Call Center Metrics
o Call center metric – measures the success of call center efforts
o Time service factor (TSF) - % of calls answered within a specific time frame, such as 30 or 90 seconds
o First call resolution (FCR) - % of calls that can be resolved without having to call back
![Page 43: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/43.jpg)
7-43
Financial Metrics
o Ultimately, an IT system must make financial sense
o Financial metrics are also called capital analysis financial models
o Many and variedo You will learn these and their
applications in other classes
![Page 44: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/44.jpg)
7-44
Financial Metrics
![Page 45: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/45.jpg)
7-45
IT Metrics and Service Level Agreements
o Service level agreement (SLA) – formal, contractually obligated agreement between 2 parties
o SLAs must include IT success metricso SLAs are between your organization
and outsourcing organizations– SLAs define how you will measure the
outsourcing organization’s efforts– These measures are in service level
specifications (SLS) or service level objectives (SLO)
![Page 46: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/46.jpg)
7-46
IT Metrics and Service Level Agreements
o SLAs are also between your organization and an application service provider
o Application service provider (ASP) – supplies software applications (and related services) over the Internet that would otherwise reside on customers’ computers
o If you engage an ASP, you would do so with an SLA
![Page 47: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/47.jpg)
7-47
BUSINESS CONTINUITY PLANNING
o Business continuity planning (BCP) – rigorous and well-informed organizational methodology for developing a business continuity plan, a step-by-step guideline defining how the organization will recover from a disaster or extended disruption
o BCP is very necessary today given terror threats, increased climate volatility, etc
![Page 48: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/48.jpg)
7-48
BUSINESS CONTINUITY PLANNING METHODOLOGY
![Page 49: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/49.jpg)
7-49
BCP METHODOLOGY
1. Organizational strategic plan
2. Analysis
3. Design
4. Implementation
5. Testing
6. Maintenance
![Page 50: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/50.jpg)
7-50
Organizational Strategic Plan
o It all starts hereo The strategic plan defines what is and
what is not importanto You must have a business continuity
plan for what is important
![Page 51: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/51.jpg)
7-51
Analysis
o Impact analysis – risk assessment, evaluating IT assets, their importance, and susceptibility to threat
o Threat analysis – document all possible major threats to organizational assets
o Impact scenario analysis – build worst-case scenario for each threat
o Requirement recovery document – identifies critical assets, threats to them, and worst-case scenarios
![Page 52: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/52.jpg)
7-52
Design
o Build disaster recovery plan, detailed plan for recovering from a disaster. May include– Collocation facility – rented space and
telecommunications equipment– Hot site – fully equipped facility where
your company can move to– Cold site – facility where your company
can move to but has no computer equipment
![Page 53: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/53.jpg)
7-53
Design
Disaster recovery plan should include a disaster recovery cost curve, which charts the cost of unavailable information/technology compared to the cost to
recover from a disaster over time.
![Page 54: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/54.jpg)
7-54
Implementation
o Engage any businesses that will provide collocation facilities, hot sites, and cold sites
o Implement procedures for recovering from a disaster
o Train employeeso Evaluate each IT system to ensure
that it is configured optimally for recovering from a disaster
![Page 55: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/55.jpg)
7-55
Testing
o As opposed to traditional SDLC, testing in BCP methodology occurs after implementation
o Simulate disaster scenarioso Have employees execute disaster
recovery planso Evaluate success and refine as
necessary
![Page 56: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/56.jpg)
7-56
Maintenance
o Perform testing annually, at a minimum
o Change business continuity plan as organizational strategic plan changes
o Evaluate and react to new threatso No “system” is ever complete
![Page 57: Chapter 7 Building and Sustaining the Dynamic Enterprise Chapter 7 ENTERPRISE INFRASTRUCTURE, METRICS, AND BUSINESS CONTINUITY PLANNING Building and Sustaining](https://reader036.vdocuments.site/reader036/viewer/2022081504/56649d585503460f94a382db/html5/thumbnails/57.jpg)
7-57
Assign #8 - pg. 249 - #1, 3; pg. 250 – Assignments and Exercises - # 1, 3; pg. 251 – Discussion Questions - #3, 4, 6.