term paper: american international bank proposal

IT SOLUTIONS PROPOSAL FOR AMERICAN INTERNATIONAL BANK 1

Overview, Critical Analysis, and IT Product Specificity Resolution Proposal for Uniformity

and Conformity Control Interface and Integration of

Client’s Globalization Network for New Configuration

in Infrastructural Design and Processes:

Presented and Submitted To American International Bank [Client]

by

Mercury Strategic Globalization, Ltd. [Consultant] –

A Subsidiary of MSG International, Ltd. [Parent Company]

Marvin Scott Green

Golden Gate University, 2012 MBA Candidate

In Partial Fulfillment to

Meet the Requirements for the

Master of Business Administration Degree in Finance

Information Technology Management 225, 10SU.SF1

Professor Howard Bernstein

Friday, December 30, 2011


Table of Contents

CONSULTANCY INTRODUCTION ___________________________________________________ 4

PHASE I: CLIENT’S LEGACY IT SYSTEM OVERVIEW AND FORMAL PROBLEM ANALYSIS _______ 5

A) PRELIMINARY ASSESSMENT AND EVALUATION OF CURRENT IT __________________________ 5

B) ORGANIZATIONAL HIERARCHY AND COMMUNICATION STRUCTURAL DESIGN AND OUTLAY __ 6

ORGANIZATIONAL CHART ________________________________________________________ 6

C) CORPORATE AFFAIRS AND PUBLIC RELATIONS SOP STRUCTURE WITHIN THE CONSTRUCT OF

IT INFRASTRUCTURE AND BUSINESS MODEL _____________________________________________ 7

D) CHAIN OF COMMAND AND AUTHORIZATION PROTOCOL AND PROCEDURES IN CURRENT IT

INFRASTRUCTURAL ENVIRONMENT _____________________________________________________ 7

E) CORPORATE AND REGIONAL BRANCH OFFICE ELECTRONIC COMMUNICATIONS AND COMPUTER

SYSTEM INTERFACE AND INTEGRATION DIAGRAM _________________________________________ 8

F) IT INFRASTRUCTURE COMMUNICATIONS DESIGN, INTEGRATION, AND COMPATIBILITY

METHODOLOGY FOR CUSTOMERS, CLIENTS, AND VENDORS _________________________________ 8

G) REVIEWING IT MODEL TYPE AND ITS UTILITY WITHIN COMPANY’S BUSINESS MODEL _______ 9

H) IT APPLICATION TYPES, I.E. SECURITY, FIREWALLS, ADMIN. PROCESSING TOOLS, ETC. _____ 9

I) CENTRALIZED AND DECENTRALIZED INTERNAL AND EXTERNAL IT DATABASE AND

APPLICATION STRUCTURES FOR COMPUTERS AND TELECOMMUNICATIONS ___________________ 10

J) ELECTRONIC DEVICE OPERATIONAL SYSTEMS AND FULL INTEGRATION PATTERNS AND GRID 10

K) FOREIGN ENTITY SYSTEM COMPATIBILITY MODEL AND INTEGRATION GRID DESIGN AND

SECURITY MODEL ___________________________________________________________________ 11

L) IT EDUCATIONAL TRAINING AND PROFESSIONAL DEVELOPMENT PROGRAMS FOR ALL USERS

INSUFFICIENCIES __________________________________________________________________ 11


PHASE II: CONSULTANT’S IT SOLUTIONS NETWORK SYSTEM PRESENTATION ______________ 11

A) BRIEF PRODUCT OVERVIEW AND DESCRIPTION _____________________________________ 11

B) INFORMATION TECHNOLOGY COMPUTER SYSTEMS, APPLICATIONS, AND TOOLS __________ 12

C) IT SYSTEM COMMUNICATION SERVICE PROVIDERS __________________________________ 14

D) EXTERIOR AND INTERIOR COMPUTER AND ELECTRONIC COMMUNICATION GRID

REALIGNMENT OF STRUCTURAL MATERIALS FOR ALL CORPORATE OFFICES AND ALL BRANCH

SUBSIDIARIES _____________________________________________________________________ 15

E) SERVICE-ORIENTED SECURITY (SOS) IMPLEMENTATION AND INTEGRATION STRATEGY FOR

COMPLETE DESIGN INTERFACE AND CONNECTIVITY TO EXISTING BUSINESS SYSTEM MODEL ___ 17

F) NEW PRODUCT IT INFRASTRUCTURAL DESIGN MODEL OVERVIEW RECAPITULATION ______ 18

G) HUMAN RESOURCE MANAGEMENT: NEW IT EDUCATIONAL TRAINING AND DEVELOPMENT _ 19

PHASE III: PROJECT MANAGEMENT WORKFLOW SCHEDULE FOR PILOT TEST PROGRAM AND

FULL SYSTEM ACTIVATION AND PRE- AND POST-OP SERVICES ____________________________ 20

PHASE IV: FINAL CONTRACT AND SERVICE LEVEL AGREEMENT (SLA) DISCUSSION ________ 20

PHASE V: FINAL WRAP-UP Q & A SESSION AND CLOSING COMMENTS ___________________ 20

SOURCE CITATIONS: ________________________________________________________________ 21

WEB SOURCES: ____________________________________________________________________ 21

APPENDAGES: _____________________________________________________________________ 22


Consultancy Introduction

Consultancy Firm: Mercury Strategic Globalization, Ltd. (MSG, Ltd.)

Conceptualized and founded in 1986 by current Chairman and CEO, M. S. Green, who

was awarded a PhD in 1979 in electrical and civil engineering at the Tesla/Marconi School of

Engineering at Georgia Tech University, Mercury Strategic Globalization is a first-mover

consultancy, specializing in the provision of advanced state-of-the-art IT business solution

products in inventive and innovative design and utility, focused specifically on serving a

boutique of Fortune 500 clients in both commercial and investment wholesale banking.

During the inception of the company’s emerging prominence in the use of Enterprise

Resource Planning (ERP), or IT Enterprise Solutions systems, during the mid to late ‘80s, to

enhance and improve standard operating procedures (SOPs) and enhance the effectiveness of

Executive Support Systems (ESS) and Customer Relationship Management (CRM) - Operational

and Analytical systems for companies, generating a new touchstone evolutionary brand of IT

solutions products and creating an indelibly fresh and nascent paradigm in business intelligence,

each year MSG’s academically- and professionally-trained IT team of researchers and

developers consultants have created a new brand of IT solutions systems to cater precisely to the

extraordinary, critical needs of our clients and customers through our unique licensed pilot

product evaluation and testing program - a venerable and proven research program that is an

official trademark of the company and the industry’s standard bearer. Our company stands firm

on its excellent performance record that is irrefutable and supported by a rich history, clearly

demonstrating our eagerness to remain several years ahead of the curb in information technology

solutions.

In today’s global economy, our brand name stands out as the premier leader in IT

solutions product and IT infrastructure re-engineering and migration, restoration and synergy,

and redevelopment and enhancement of high quality, efficient and low-cost enterprise business

solutions. Fortunately for us, due to an increasingly growing global demand for our product

services, we have further expanded operations worldwide to provide our quality customized IT

solutions products and services to a wide range of other leading companies in various industries,

who seek our expertise to help improve an evolving but yet full and completely compatible

integration of business model – including operational processes, support administration, and

overall organization culture – domestic and international strategic planning, marketing, and

customer relationship management, and company vision into a more complex and sophisticated

IT global environment. Therefore, we take much pride in our ability to maintain a center of

directedness and purpose based on simple fundamental principles that are concentric in the scope

and breadth of our company’s core philosophy and business model of designing, developing,

manufacturing, servicing, and modifying an IT solutions product of the highest order in quality,

speed, efficiency, and flexibility to satisfy the needs of each and every one of our clients today

and well into the future.


PHASE I: Client’s Legacy IT System Overview and Formal Problem Analysis

a) Preliminary assessment and evaluation of current IT After an intensive assessment of your current IT infrastructure system model and

overall analysis of operational system integrity and integration competency, aside from a

host of technical issues which proved to be insufficient to handle the daily complexities of

your global network system needs for banking and financial-related services, the one

pending and most pressing issue to address and resolve completely involving your current

IT infrastructure model concerns the absence of a consistently clear and concise IT

corporate policy that is standard operating procedures (SOPs) for parent company and all

of its regional and local branch subsidiaries.

A well-designed, published business plan and policy should decisively and

uniformly be streamlined in accordance and in conformity to a modernized global IT

Enterprise Resource Planning (ERP) system network and be flexible enough for full

integration within the breadth and scope of the company’s Executive Support System

(ESS), Decision Support System (DSS), and Customer Relationship Management (CRM)

models, as well. Throughout the course of our investigation, evaluation, and analysis of

your current legacy model at your New York and London offices along with all of the

other various forms of IT operational equipment and electronic and digital electronic

devices to run your business operations, we concluded that a high degree of operational

(and technical, which will be later discussed) inefficiencies that placed routine daily

business processes and activities at extreme risk, which was reflected in your inability to

detect fallacies in your lending practices that led to $75 million of unauthorized loans to a

sole client. A comprehensive companywide policy interwoven in an effective IT

infrastructure that is consistent and details every type of process, protocol, and procedure

for every employee from the upper tier of the executive management team to retail bank

support staff to outside vendors would have been the proper first-line of defense and

would protected your company from that eventful crisis and any other such-related ones,

as well.

Extenuating from and ancillary to our firm-wide policy recommendation, a

designated public relations unit in collaboration with newly coordinated designed

information technology and risk management departments must be established as part of

pre-emptive measures to anticipate unforeseen economic changes in the global

marketplace where business is impacted. These and all other departments of the business

will intertwined and interfaced into the entire web of our new IT infrastructure framework

and grid, using all electronic and computerized applications and tools capabilities to

ensure full disclosure of data and information content and material and maintain open

source accessibility to all lines of communications on every level, in strict adherence to

new directives and instructions stipulated under new policy governance and procedure

codes.

In general, the core fundamentals of your current system are adequately strong to

managed mid-to-medium level banking activities, but as we have come to realize, the

company’s current IT infrastructure model and framework is incapable of evolving

technologically to transition and migrate effectively to meet increasing customer demands

globally, placing irresistible pressure points on on- and offsite business operations and

processes.


In regard to the technological problems, preliminary analysis indicates that the

overall physical structure and grid of your IT infrastructure is too decentralized and many

of the your branch subsidiaries not only have outmoded and outdated systems but they use

independent central processing units (CPUs) and onsite servers that are connected to a

entire corporate network and a local area network (LAN) telecommunication network

system, utilizing remote and largely inadequate backup systems which can exacerbate

impromptu moments in crisis and delay or stymie reconciliatory actions in the process.

Due to your global expansion over the past few years, storage capacity for all network

systems is insufficient and not malleable to meet interconnectivity broad-based

operational and analytical customer relationship management (CRM), ESS, and DSS

demands for parent and all of its subsidiaries. To further iterate and emphasize our point,

here is where any frail IT infrastructure is most vulnerable and at great risk. It is at this

particular juncture where we, MSG, Ltd consultancy, will provide you with the best

available Enterprise Resource Planning (ERM) solutions product and services that will not

only address your present needs today but also well into the future. We are your first and

last line of defense, reducing unnecessary cost burdens in all aspects of operational chain

management and finally, but yet more importantly, safely monitoring and eliminating

potential security threats and concerns associated with storing, managing, and transmitting

your data and information, substantially decreasing business object-oriented IT task

responsibilities and correlating risks that are associated with them, to allow you to

concentrate and focus more on what you do best: increase profit and marketability and

expand your business safely and effectively on the global stage.

b) Organizational Hierarchy and Communication Structural Design and Outlay

ORGANIZATIONAL CHART

Chairman & Chief Executive

Officer

Chief Operating

Officer

Chief Information

Officer

CGO & Corporate Secretary

Chief Financial Officer

VP, Policy, Government

and Corporate Affairs

Director of Information Technology

Director of Data

Processing (Pamela

Lawrence)

VP & Director IT Security

Services

Director of Risk Management

Director of Global Banking

(Former Dir. Tamara Long)

Vice President & Corporate

Counsel

VP & Treasurer

SVP of Corporate Accounting

Director of Human

Resource Management

International Regional

Branch Offices (11)

SVP & Director of Security and

Facility Services

Director of US Banking


Authorization synchronicity and synergy protocols diagramed between

management organization structure and its standard operation procedures for electronic

communication is ineffectual and must be restructured to optimize new IT infrastructure

and communication network. We proposed under the new SOP policy that all lines of

electronic communication between headquarters, regional headquarters, and branch

offices be reconfigured and interfaced to provide immediate, real-time interconnectivity

and open line availability, in accordance to new business model plan and IT

infrastructure.

Currently, there is substantial fragmentation and segregation of IT system direct

linkage of computer network and electronic system that does not meet current global

requirements and demands. The problem will be easily modified and resolved with a

new enterprise resource management (ERM) system and business intelligence (BI) design

that will combine every multitask operation and function for intranet and extranet linkage

of all electronic communication and computerized system networks, connecting

executive support systems (ESS), customer relationship management systems (CRM),

and Decision Support Systems (DSS) structures for upper, middle, and lower

management teams, administrative staff support services, vendor services, and clients and

customers. A technical description and layout will be offered during the consultant’s new

IT infrastructure presentation.

c) Corporate Affairs and Public Relations SOP structure within the construct of IT

infrastructure and business model

In accordance to new standard operating procedure (SOP) policy, as an extension

to section B an executive support system (ESS) will be assimilated and interfaced directly

into the newly created organizational IT infrastructure for the company’s Corporate

Affairs and Public Relations departments in New York and London offices and will serve

as an exclusive interdependent liaison and a monitoring, control, and coordinating vehicle

between executive leaders and their upper-level managers and regional governmental

agencies. Electronic and computerized network systems will be fully linked and securely

integrated, satisfactorily and in full compliance with local, state or province, and

nationwide government ordinances and in strict accordance to regional office bylaws and

company policy.

d) Chain of Command and Authorization Protocol and Procedures in Current IT

infrastructural environment

To further elaborate on the topic regarding the chain of command and

authorization protocol and procedure matrix, the current business model is

discombobulated and does not clearly distinguish clear communication lines of authority

within the entire organizational management structure. Approval and authorization

autonomy and independence among rank and file is too decentralized and fractured and

needs new close proximity structural base and centralization. No evidence of electronic

and computerized system encryption uniformity and approval and authorization rules

conformity that is consistently integrated within the existing IT infrastructure, including

critical path security matters regarding maintenance and records applicability and rules

procedure for IT and digital electronic device usernames and passwords. New rules of

engagement integrating SOP authorization and approval protocol and procedures and the

new IT network will be created to ameliorate overall efficiency and performance of new


IT infrastructure and business intelligence model for all matters relating to authorization

protocol, procedure, and policy.

e) Corporate and regional branch office electronic communications and computer

system interface and integration diagram

US Corporate Headquarters International Branch Offices

f) IT infrastructure communications design, integration, and compatibility

methodology for Customers, Clients, and Vendors

The current IT infrastructure intranet and extranet and Internet communication

grid, ancillary and under the auspices of intra- and interdepartmental governing policy

and procedures for headquarters in New York and London and all regional offices, is too

ambiguous and insufficient to meet Transmission Control Protocol (TCP)/Internet

Protocol (IP) and Transaction Processing Systems (TPS) requirements and demands for

all internal and external employees, clients/customers, and vendors. Both enterprise

applications and enterprise content management systems for business-to-business (B2B)

and customer relationship management models and methodologies for business-to-

customer (B2C) are highly incompatible and nonconforming to handle and support a

global information technology operations network.

Office

CPUs

Office

Servers

EC

Network

Databases

London

Office

Office

CPUs

Office

Servers

EC

Network

Databases

New York

Office

Current

Legacy IT

Network

Linkage

Database and EC

Network - Other Ten

International Offices

Database and EC

Network -

Portugal

Office

Cu

rren

t IT

Netw

ork

Lin

ka

ge

Disconnected and Fragmented

IT Global Network and Non-

Uniformed Policy, Procedure,

and System Protocol Controls


The third/fourth generation IBM 4300 Series model mainframes in both New

York and London offices and all other legacy computer systems in Portugal and the 10

other regional branch offices are outdated, obsolete, and unfit to handle and incompatible

for a contemporary global IT network system that encompasses any number of rapidly

changing global marketplace variables and fluctuations. Lead times needed to adequately

respond and immediately resolve any pending issue are exacerbated by the delays caused

by current antiquated electronic and IT systems, consequently compounded by a weak,

porous, and incongruous, and, at times, undesirable enterprise resource planning (ERP) or

business model. The newly proposed IT Infrastructure will not only significantly reduce

lead time for the routine and non-routine processing of daily transactions effectively but

lessen the amount of time needed to fully reconcile any number of employee relationship

management (ERM), management-level system management, and customer relationship

management (CRM) issues, as well.

g) Reviewing IT model type and its utility within company’s business model

Although the current legacy mainframe IBM 4300 Series computer’s limited data

administration and management system capabilities - providing a scarcity of open source

accessibility that is antithetical of today’s version of storage area network (SAN) for

retrieval of data information for various decision-support systems (DSS) manipulations

that are commonly used in data mining modeling and sophisticated information analytical

processes - have served the company’s past intimated customer relationship management

architecture with reasonable success, the proliferation of advanced technology in a

convergence of a new globalization business norm is now demanding a reassessment of

your current legacy IBM 4300 Series model migration capability and adaptability for

standardized full integration and conformity with a new breed of enterprise management

systems which are wielding paradoxically a simplistic and more sophisticated presence in

today’s IT infrastructural design for a new global IT network system paradigm

Furthermore, the absence of an IT network system backward chaining capability

for necessary upgrades is highly inflexible and nonmalleable, having an extremely cost

negative impact on return on investment. This is largely due to the global IT

requirements for a more robust internal and external IT structural framework for

structured query language (SQL), transaction processing systems (TPS), and transmission

control protocol/Internet protocol (TCP/IP) compliance rules and conversion interfaces

needed to alleviate high total cost of ownership (TCO), optimize total quality

management (TQM), and, of course, maximize ROI. Moreover, the regional standalone

computer systems are incompatible to the legacy IBM 4300 computers and too outmoded

for conversion upgrades to be integrated into a modernized companywide IT

infrastructure. Unfortunately, these systems fail to meet today’s global ERP/EMS

standards and requirements; thus, ultimately will result in compromissorial outcomes and

could jeopardize the financial position of the organization, resulting in decreased market

share in the interim.

h) IT application types, i.e. security, firewalls, admin. processing tools, etc.

All security protection hardware and software applications and systems are

decentralized and are absent of risk adverse sophistication and evasive protocol policy

and procedure that are commonly and notably found in secure hypertext transfer protocol

(S-HTTP), secure sockets layer (SSL) with an enhanced security policy that is clearly


distinct and stipulates appropriate user authorization protocol and procedure for

companywide intra- and extranet services and transactions for support administration

staff, company decision makers, and in web-base internet services for clients/customers

and company vendors.

Referential integrity of current physical and intellectual property security systems

are suspect and open to high risk threat exposure, both internally and externally, and must

acquire drastic overhaul and upgrades to guard entire organization IT network system

against malicious intrusions, computer hacking, and viral invasion to intranet, extranet,

internet-based transaction processes, capital assets, internal and external IT systems

Due to the historically autonomous and independent IT system construct and

policy pretext of the company’s IT management system, sitting within context and

confines of a more diversified, complex, and sophisticated global IT landscape, security

parameters and measures must include the latest firewall protection schemes, encrypted

language models, and alarms systems for both intellectual and physical properties, all

integrated, monitored, and controlled on a centralized IT infrastructure platform and

within a management control program (MCP) module, utilizing the coordinating facility

of both on- and offsite central computer processing units (CPUs), servers, databases,

database centers and warehouses, and internet and internet-based servers and modems.

i) Centralized and decentralized internal and external IT database and application

structures for computers and telecommunications

Both intra- and interdepartmental computer and telecommunication databases and

applications utility for all employees on every level of the organization structure is not

properly interlinked nor interfaced for open communication, transmission of content and

material, cross-functional integration of workflow activity, report analysis, and data and

information reporting between offices and departments. The IT infrastructure is too

abstract and lack in system automation and continuity to perform various non-

collaborative and collaborative task assignments under SOPs in real-time.

The omission of companywide encryption protocol and procedure, particularly in

the situation where two separate binary computer operating systems are used to run the

entire IT network, is dysfunctional and very undesirable. Although system designers and

programmers are centralized in the two primary regional locations, New York and

London and where primary technical assistance teams and help desks are housed,

creating new software and hardware, programmable language in the form of structured

query language, providing system conflict resolution for the company IT entire network,

the systemic nature of this process that precipitated circumstances involving the loan

crisis fails to meet modern and standardized computing requirements and functionality

for the global marketplace.

j) Electronic device operational systems and full integration patterns and grid

Outdated electronic devices and connectivity support structure and system

interface

No evidence of single source relationships, functionalities or connections from a

primary communications service provider

Lack of IT grid continuity in system pattern and connectivity


k) Foreign entity system compatibility model and integration grid design and

security model

Poorly design and nonfunctional, incompatible for internal and external IT security

system matrix and infrastructure

Security system integrity is at high risk and susceptible and compromit to illegal

activities from internal and foreign intrusion such malicious viral attacks, hacking,

employee errors and omissions, internal and external property abuse and thief, etc

Insufficient compliance agreement stipulating preventive measures to deter and fort

improper action, abuse, and utility of company IT resources, equipment, and

facility

l) IT educational training and professional development programs for all users

insufficiencies

Human resource management model is not comprehensive enough and too

outdated to properly facilitate and conform to contemporary and modern

educational and training needs in a global context

No clear evidence of an updated version of a companywide employee conduct

policy and instructional manual that is either written, established, or in place and

for which is also consistent across the board to inform employees of IT office

etiquette, procedure, and protocol on all three levels of management hierarchy –

Executive (Top), Middle, Lower – and to which is accessible to support staff from

a reference point that is an uniformed, centralized, and mobile helpdesk facility.

Moreover, there is no evidence of incentive-driven performance programs and a

clear outline illustrating the various metrics and benchmarks required to improve

IT skill-set and overall job performance nor are there outside educational resources

to enhance and improve IT knowledge base and skill-sets

PHASE II: Consultant’s IT Solutions Network System Presentation

a) Brief Product Overview and Description

The main operating enterprise management operating system (ERM) will be

provided Picom Software Solutions Systems, Ltd. of Toronto, Canada

(http://www.picomsoft.com), a private software solutions company who specializes in

providing to leading banking and financial institutions worldwide quality and secure

state-of-the-art IT enterprise resource solutions and software-as-a-service (SaaS)

enterprise systems. With regional headquarters stationed in Ontario, Canada and

Herzeliya, Israel, serving both North America, Europe, and the Middle East, this small

but highly reputable international private firm has for several years offered their expertise

in Enterprise Resource/Record Management (ERM) and Customer/Content Relationship

Management (CRM), providing the best in customized ERM process systems that are

exclusively designed from their own research and development facility.

Because of their unique position of offering customized and specialized IT

products and services to a select group of high-profile clients in two primary industrial

sectors, insurance and banking, this professional disposition gives the company the type

of ERM and CRM leverage necessary for providing IT solutions systems that are flexible

and conversion-oriented enough for full IT integration conformity, interface

compatibility, and fixed implementation or complimentary component scalability for both

http://www.picomsoft.com/


backward and forward chaining processes and protocols for all of their clients existing

legacy computer systems, electronic communication and telecommunication system

device, and IT application needs.

In addition, this personalized client strategy is performance-focused and

customer-centric in every way, creating a climate that is suitable and very agreeable for

businesses who treasure a more professionally intimate level of service (LOS)

relationship with their valued customers and clients. Picom solutions systems

consolidates logistically and systematically data and information from every multiple

source application and database of a company’s entire existing legacy and limited

modernized IT network into a user-friendly and efficient operational workflow tool

conducive to the symbiotic relationship demands of an employee relationship

management (ERM) and an enterprise application framework for support services

administration and staff, a functionally reliable and secured, effective access-integrated

platform for clients and vendors in a customer-decision-support systems (CDSS)

environment, and a highly competent decision-making support model and methodology

for Executive Support System (ESS) utility for forward-progressive facilitation and

critical path content analysis, vision and goal assessment, re-assessment, and evaluation

discussion, interaction, project plan development and execution for a contemporary

global IT network.

Although there are a small but influential number of stakeholders invested in the

success of Picom, the company nonetheless has a very impressive list of sustaining

business and technology partnership relationships with the following international

organizations: Hewlett-Packard (http://www.hp.com), Oracle (http://www.oracle.com),

BEA, Sun Microsystems, Red Hat. Each of these partnerships provide the financial

support and IT database, application, security, and electronic communication tools and

devices to effectively meet the intense and increasing demands of a global IT community.

The following sections (b-g) contain our IT proposal in design, components, and

implementation:

b) Information Technology Computer Systems, Applications, and Tools

Consultant’s Proposal for IT Integrated Computer and Electronic Communication

Infrastructure Network Vendor Diagram For New York and London Offices

(

http://www.hp.com/

http://www.oracle.com/

http://www.picomsoft.com/index.html



Diagram and logo provided by Picom Software Systems, Ltd., Copyright Reserved

Regional and Local Offices Hardware Systems: Central Databases, Database

Warehouses, Servers, Binary Central Processing Units (CPUs), Modems and

Transistors, and Other Microprocessors

The company is in an excellent logistical global position with two main office

hubs located in New York and London, and due to this geographical outlay, we

recommend, in accordance to the diagram indicated above, that our proposed IT Oracle

database grid should be replicated from the New York office design and provided in a

similar format for the London office. The technical term to describe this type of

structure is called “Distributed Databases.” All configurations, functionalities, features,

and processes are essentially the same and will follow a uniformed standard operation

procedure policy (SOP) and protocol. The Oracle distributed databases are designed and

developed into two segmented identical IT DB systems: One is called a ‘Partitioned

database” and the other is labeled “duplicate database.” Each of the unit systems is

configured with identical central database warehouses, designed and developed

exclusively by Oracle, capturing and storing the same exact historical and current raw

data and information for the entire company and all of its activities. Each repository

(Oracle’s central database) containing your company’s raw data and information,

indicated in the Picom diagram illustration above, feeds into a centralize client/end-user

Picom Extensible Markup Language (XML) server with American Standard Code for

Information Interchange (ASCII), Hypertext Markup Language (HTML), and other

language conversion capabilities that are constructed on various multinational corporate

platform agents for Hewlett Packard UX 11i, Sun Solaris, IBM AIX, Microsoft

Windows, and Linux, and external task agents and Application Programming Interfaces

(API) such as Oracle reports, business objects (or object-oriented programming) notably

found in BusinessObjects’ Crystal reports, and external portal servers like Microsoft

SharePoint, which processes and transmits raw data and information to points of entry

for each and every network user of your company.


In addition to Oracle’s mainframe databases, all offices - both regional and branch

- will use a single relationship database management resource for desktop systems called

Microsoft Access that will address and resolve current primary concerns regarding

sufficient data storage capacity and transmission speed, easy accessible entry points for

the retrieval of data information, user-friendly tools and applications to permit historical

and real-time manipulative actions to create table charts, graphs, and reports to the user’s

specification such as sorting tables according to multiple key signatures and identifiers

like account name or number, locations such as city, region, state, country, continent,

region, headquarters, and branch offices, and other similarly-related locales, and import

and export compatibility mode for the entire network operating system (NOS) in the

form of standard intra- and extranet e-mail, e-faxes, or PDF formats and for smooth

integration to other desktop applications like Excel spreadsheets, all centralized and

interconnected companywide into your newly-constructed enterprise solutions systems

network.

A Diagram Example of Distributed Databases Concept and Design [Hart, 2010]

Diagram provided by Christopher Hart, Copyright Reserved © 2010

c) IT System Communication Service Providers

The company’s sole provider of both hard-line and wireless network

communications will be Verizon Communications, Inc

(http://www.verizonbusiness.com), serving New York and London regional

offices, Portugal, and the 10 other branch offices, due in large part to the

telecommunication company enormous global coverage, particularly in the United

States, Europe, Middle East, and Asia

Minor broadband providers will include Portugal Telecommunications

(http://www.telecom.pt) and T-Mobile (http://www.t-mobile.com), servicing

Portugal, London, and parts of Europe, Middle East, and Asia

To maintain continuity between companywide issued electronic handheld mobile

devices and laptops, we recommend Windows Mobile

(http://www.microsoft.com/windowsmobile), using Access Netfront IP Phone

http://www.verizonbusiness.com/

http://www.telecom.pt/

http://www.t-mobile.com/

http://www.microsoft.com/windowsmobile


(http://www.access-company.com/products/mobile_solutions/) technology on

an Access Linux Platform, as the standard mobile phone equipment

d) Exterior and Interior Computer and Electronic Communication Grid

Realignment of Structural Materials for all Corporate Offices and all Branch

Subsidiaries

Desktops and Workstation Equipment, Applications, Electronic Communication

and Electronic Digital Devices, and Printers

Executives and Top-Tiered Managers Desktop Servers, Monitors, and Keyboards

Regional offices in New York and London will use a computer and electronic

communication floor plan and office grid design that are more conducive to management

support structures for both Executive Support (ESS) and Decision-Making Support (DSS)

workstation systems. Each executive workstation/portal will house and be supported by a

Hewlett Packard (Original Equipment Manufacturer or OEM) Parallel Workstation 4.0

Extreme, offering first-mover innovative Intel 3D virtualization support technology to

assist management executives, mid to lower-level managers, and information technology

end-users to create virtual 3D multi-task modeling platforms in Linux to aid them with

their decision-making processes and an assortment of business and workflow-related

activities. Every individual ESS workstation will be set up to provide dashboards,

menus, communications, and graphics to be used for internal data like TPS/MIS data,

financial data, office systems, modeling and analysis and external data such as Dow

Jones, Standard & Poor, and Internet news feeds, viewed on high-performance HP

LP2475w 24-inch Widescreeen LCD Monitor and typed and clicked on HP USB

Keyboard and Mouse Bundle.

A virtual machine (VM) technology will enable the user to create various user-

specific virtual environments; using direct connections to Nvidia technology cards to

better enhance single use or facilitate simultaneous collaborative efforts internally within

the management structure and to seamlessly transpose 3D graphical data from internal

and external sources into virtual reality formats. Some of the key features that will

accelerate and optimize work performance are Parallel Fastlane Architecture with support

for Intel VT-d for direct access to graphic and network cards for virtual environments,

Adaptive Hypervisor, up to 16-way virtual symmetric multiprocessing (SMP) - a scalable

cabinet design containing multiple CPUs sharing the same memory, up to 64GB RAM

for each VM, up to 2TB of virtual hard disk, Display Manager with Multi-Monitor

support, Parallel Tools with support for selected Nvidia Quadro graphic cards, Scalable

Link Interface Multi-Operating Systems (SLI-MOS), Support 64-bit Guest OSs and

Primary OSs. Portable connections are also provided for mobile units such as handheld

devices and laptops. Another unique feature of the Extreme workstation is what’s termed

the “Parallel Transporter Migration Tool,” an application that duplicate VM data to create

a clone VM which can be use for other Parallels desktops.

As you can clearly see the HP Parallel Workstation 4.0 Extreme is ideal and

offers many utilities and functionalities for decision-makers. In addition, with a well-

http://www.access-company.com/products/mobile_solutions/


established operating systems support structure consisting of Windows XP SP2 64-bit

and Windows Vista SP1 64-bit for both primary and guest OSs, Linux RHEL 5.3 64-bit

for Primary OSs and Linux RHEL 4.7 & 5.3 64-bit and Fedora 10 64-bit for Guest OSs,

the Portugal office and all other 10 international branches will have a similar, but yet,

scaled-down version of Extreme 4.0 facility and capability. This IT OS is a key

component that is missing from the current IT architectural design model, an

infrastructural plan for which lacked consistency in connectivity, accessibility, practical

functionality, and speed.

For some lower-level managers and all administrative support staff employees at

all locations will be provided with the latest in computer, electronic, and electronic digital

equipment to be freely integrated into the new IT infrastructure. Since Picom IT banking

solutions products and services are designed and run by two of the world’s foremost and

leading OEM companies, HP and Oracle, who are well-regarded as purveyors of the most

advanced and flexible IT operating systems in the global marketplace today, we

recommend their line of desktop hardware, tools and applications for lower-level

managers and administrative staff support groups. The following is a breakdown of

enterprise service (ESM) and customer relationship management (CRM) desktop

systems/user interface pairings for all non-executives, some upper-, middle-, and lower-

level managers, and all exempt and non-exempt support staff employees:

Employee Desktop Servers, Monitors, and Keyboards

1. For all non-exempt administrative staff members, the Hewlett Packard’s Compaq

500B Microtower PC, housing an Intel® Pentium

® Dual-Core processor that includes

Windows XP Professional OS, is a low cost workhorse among the banking industry

for day-to-day routine activities like quick, accessible retrieval of customer standard

data and information for verification and confirmation purposes, data entry using

simple desktop applications and databases like Microsoft Excel, Word, Office

Communicator integrated with Outlook e-mail app with VoIP, SharePoint, light,

Access, and Oracle, just to name a few

2. The HP Pro 3005 Microtower PC, with an AMD Anthlon X2 Processor that contains

a 320GB hard drive along with 2GB of standard memory (SDRAM) and includes

Windows 7 Professional 64 OS, is a more than reputable and reliable PC to handle

low-level management demands and all of the various multi-purpose functions

performed by upper-tiered administrative support. In addition to the standard OS

features found in the Compaq 500B Microtower PC, the HP Pro 2005 also includes

Backup and Recovery Manager plus Redundancy Array of Independent (or

Inexpensive) Disks (RAID) 1.0 data mirroring capability as well for users who are

processing complex and sensitive tasks

3. Employees will be able to view their work on HP LE1901w 19-inch Widescreen

LCD Monitors

4. All employees will use HP USB Keyboard and Mouse Bundle


Information Technology Department Servers, Applications, and Tools

1. Both New York and London offices will have regional on-site IT departments using

Oracle’s Sun Blade T6340 Servers

2. For each of the 11 branches, including Portugal’s, a licensed, certified IT professional

will be assigned an on-site workstation for problem solving and maintaining technical

management collaboration with both main regional offices in New York and London.

These branches will run on Oracle’s Sun x86 Servers with optimal scalability and

certified to run on Oracle Enterprise, Oracle Linux, Oracle VM, Red Hat Enterprise

Linux, SUSE Linux Enterprise, Windows Servers, and VMware

3. IT applications and tools used by all IT professionals for regional and branch offices

to help executives, managers, and employees improve workflow efficiency and

overall job performance and to address risk exposure and threat intrusion are Oracle’s

Enterprise Performance Management and Business Intelligence, Reveleus Corporate

Credit Risk, and CRM On Demand, all under the complete applications design model

and integrated IT management strategy of Oracle’s Enterprise Manager 11g Solutions

systems

Customer Branch Self-Service Workstation

Customers who are performing a number of in-person point-of -transaction and

account enquiry banking activities at self-service stations that are located in all 11

branch offices will be able to do so easily by using the latest advancement in touch-

screen technology and application that is found in HP Compaq 5009tm 15-inch LCD

Touchscreen Monitor.

e) Service-Oriented Security (SOS) Implementation and Integration Strategy for

Complete Design Interface and Connectivity to Existing Business System Model

Database Security Architecture and Design Solution Systems

Built on Oracle’s service-oriented-architecture (SOA) security system called Oracle

Database 11g Security and Compliance, Picom Solutions Systems gives you security

protection for all of your database needs via transparent data encryption, for effective

monitoring and control of data information and activity, and for securitized

configurations. The system also conforms and uses secure sockets layer (SSL)

cryptographic technology to allow safe transmission of data and information and other

forms of communication over the Internet. Each regional and branch office local area

network (LAN) system will be provided with additional IT infrastructure security

support using HP’s low-cost, high-performance security solutions product called

ProCurve Adaptive Network Solutions, comprising Power over the Ethernet (PoE)

security and convergence capability switches – ProCurve 5412zl in a redundant

configuration, ProCurve 5406zl, and ProCurve 3500yl series – to meet uniformity

requirements of VoIP and to establish data recovery warehousing. A secondary

premier SOA security system application, specifically designed to detect fraudulent


activities via the Internet, included in the overall security scheme of the company’s IT

network community, that will be provided by Detica NetReveal

(http://www.deticanetreveal.com) is called Detica TxtReveal technology, utilizing

Java Platform to Enterprise Edition (J2EE) open architecture solution web-based

technology, a product standard pioneered by Sun Microsystems, for easy application

developing and deployment, primarily via application programming interfaces (APIs).

Desktop, Server, and Mobile Security Architecture and Design Solution Systems

Under the OS framework of Oracle Database 11g Enterprise Management Edition,

Oracle® Advanced Security is the best security solutions system for all of your

company’s IT security needs. Furthermore, all desktop computer systems will be greatly

protected by Oracle’s Sun Secure Desktop Global Software that is currently the leading

global security software application in the banking, financial services industry.

f) New Product IT infrastructural Design Model Overview Recapitulation

All of the components of the new IT enterprise system aforementioned in Phase II of

this section will address critical IT infrastructural issues and resolutions accordingly:

1. The lack of oversight and foresight in corporate affairs, or public relations, internally

and with the various governmental agencies, information technology, and risk

management expose the weaknesses in the company’s overall IT infrastructure

network, which resulted in the company’s failure to adequately and successfully

monitor its lending practices in a real-time environment. Our IT system framework

not only will ensure consistency in connectivity among all offices in real time, but

will also serve more than a comprehensively sufficient platform for all key parties

involved with any issue to access and retrieve the required data and information for

report analysis, discussion, and conferencing among distant parties in real time and in

accordance to user preference, i.e. alphabetical recordkeeping according to regional

office, client, or a combination of both or other input variations, to manipulate the

desired data and information in a virtual environment through ESS dashboard

technology, creating the scenarios that will help aid and facilitate effective decision

making, and allow that data and information to be safely transmitted to any office

quickly in protected formats in the form of SQL, VoIP, TCP/IP, TPS through a wide

selections of unified communication vehicles and telecommunication systems like T-

lines, Wi-Fi, Internet, etc., that is replicated and reciprocated in original form to

mitigate confusion and help render expedient resolve.

2. Because of interlinked database, server, and telecommunication connections with all

offices, using uniformed and real-time protocols and procedures, lending practices

and procedures can now be protected better against redundancy and activity abuses

from clients, providing workable cross-reference interlocking networks between all

offices to ensure the solid system integrity of all internal and external activities of the

business operation. Each office can quickly verify and confirm any number of

business processes and customer activities at the touch of a button or click of a

mouse.

http://www.deticanetreveal.com/


3. The task of scheduling managers and executives to meet at designated locations on a

weekly, monthly, semi-annual, or yearly basis for the various business conferences

and inter-office prove to be one of the more difficult activities incurred by your

company. The Oracle Beehive videoconferencing solution system will provide a live

person-to-person, location-to-location broadcast connectivity that will significantly

reduce cost effectively and be a substantial beneficial asset for your company

decision makers to quickly address non-routine strategic planning concerns or more

pressing issues of daily activities comparable to the one experienced during the

lending crisis. In consideration of the disproportional financial position of each

branch location, those offices who may find this investment to be rather substantial to

meet their particular need, another option that will provide live, real-time connectivity

through videoconferencing for those branch offices can be attained by way of

mounted desktop cameras that are installed and embedded on the bezel of each

employee’s monitor (included as part of the workstation package) or the provision of

HP L3065 30-inch Widescreen LCD monitor unit that is ideal and can be configured

for videoconferencing for peer-to-peer or small to medium group activity meeting

settings.

g) Human Resource Management: New IT Educational Training and Development

Because our new IT infrastructure, once fully installed and activated for operational

use, will easily automate your business processes and thus requiring less raw

programming and application design, the majority of the maintenance and upgrades

for the proposed enterprise IT solution system will still need onsite qualified and

certified DB, server, application, and security IT programmers, analysts, and

technicians to ensure sustaining servicing and periodic testing of equipment, hardware

and software programs and applications, and all electrical components and correlating

interface connections to maintain a positive perpetual flow of business operations at

all times. These individuals, along with all other end-users, i.e. executives, managers,

support staff administrators, etc., will be taught and trained in IT and network

operating systems (NOS) policy, procedure, and systems protocols for LAN, MAN,

WAN, and universal telecommunications and wireless communications under

common and ubiquitous domestic and foreign governing rules, standards, and

regulations like Internet address identifiers such as transmission control

protocol/Internet Protocol (TCP/IP) and IPv6 (an addendum to TCP/IP), Internet

messaging services (i.e. e-mail, text messaging, discussion and chat rooms, etc.)

provided by standard Telnet, File Transfer Protocol (FTP), and the World Wide Web,

packet switching technology such as Voice over Internet Protocol (VoIP), secure and

encrypted communication networks like virtual private networks (VPNs), access

webpage and interface points like Hypertext Transfer Protocol (HTTP), uniform

resource locator (URL), and web-based content and context formatting interfaces such

as Hypertext Mark-up Language (HTML) and Extensible Mark-up Language (XML),

and finally, wireless communication standardized technology such as third-generation

or 3G networks, wireless fidelity (Wi-Fi), 802.15 wireless standard in the form of

Bluetooth technology, using personal-area networks (PANs), Institute of Electrical and

Electronic Engineers (IEEE) wireless communication standard known as 802.16

Worldwide Interoperability for Microwave Access (WiMax), all of these governing


knowledge utilities learned in accordance to their specific job specification and current

IT acumen. The director of human resource, AIB’s CFO, CIO, DOI, key personnel

within each regional and branch information technology department via

teleconferencing, a service for which we will provide links that will become a part of

the test pilot program and final implementation, will team together with MSG and

Picom’s consultants and professionals to create an agenda to discuss initiatives and

informally draft an outline to set user interface policy, protocol, and procedure in place

for the entire new IT network infrastructure, later create the necessary action plans for

educational and operational training of new systems and future modifications and

upgrades, and to draft a cost assessment outline that is associated with new training

and educational procedures. Once these crucial areas have been determined, they will

be recorded, written, and distributed by Dir. of HR and his or her managerial staff in a

living IT systems manual for each office resource center or onsite library in book form

and digital format. As mentioned before in section 2 under Information Technology

Department Servers, Applications, and Tools, each office will have one designated IT

systems professional and a team of system administrators and technicians

(proportionate to size of office) to be on-hand IT facilitators and crisis resolution

experts and response team, providing a quick and immediate reference point for all

employees with various IT concerns and needs, utilizing direct and open lines of

communication via Internet, wireless communication, etc. to the designated onsite IT

professional at every other location. This internal IT function and service will be

ancillary to the overall restructuring effort for the new IT network in functionality and

operational processes to better solidify continuity and consistency throughout the new

framework that will undoubtedly improve workflow efficiency, create a more reliable

and credible sense of transparent uniformity in open source communication mediums,

crisis resolution discussions, and data and information integrity when data and

information is being retrieved and reported from, manipulated and analyzed by, and

disseminated and distributed to various interdepartmental sources on a companywide

basis. This automation and connectivity is the most obvious contentious concern for

your company decision makers and the major difference in proper IT functionality and

efficiency between the existing IT infrastructural model and our proposed one.

PHASE III: Project Management Workflow Schedule for Pilot Test Program and Full

System Activation and Pre- and Post-Op Services

Please refer to appendage no. 1 for detailed sample description of Resource Input.

Please refer to appendage no. 1A for detailed sample description of Workflow Schedule.

Please refer to appendage no. 2 for detailed sample description of 2011-2012 Activity Schedule.

PHASE IV: Final Contract and Service Level Agreement (SLA) Discussion

Please refer to appendage no. 2A for detailed sample description of Service Level Agreement

(SLA) Outline provided by KnowledgeLeader (http://www.knowledgeleader.com)

PHASE V: Final Wrap-Up Q & A Session and Closing Comments

http://www.knowledgeleader.com/


Source Citations:

Literary Sources:

Chong, R. F., Wang, X., Dang, M., & Snow, D. R. (2008). Understanding DB2: Learning

visually with examples. Upper Saddle River, NJ: IBM Press Pearson, Plc.

Christensen, M. J. & Thayer, R. H. (2001). The project manager’s guide to software

engineering’s best practices. Los Alamitos, CA: IEEE Computer Society.

Cole, Dr. E., Krutz, Dr. R., & Conley, J. W. (2005). Network Security Bible. Indianapolis, IN:

Wiley Publisher, Inc.

Francis, Arthur (1986). New Technology at Work. New York: Oxford University Press.

Maiwald, E. & Sieglein, W. (2002). Security Planning & Disaster Recovery. New York:

McGraw-Hill/Osborne.

Morrison, J. & Morrison, M. (2003). Guide to Oracle9i. Boston, MA: Course Technology.

Olsson, Anders (2003), Understanding Changing Telecommunications – Building a Successful

Telecom Business. Hoboken, NJ: John Wiley & Sons, Ltd.

Sauvant, K.P. (1986). International Transaction in Services: The Politics of Transborder Data

Flows. Boulder, CO: Westview Press

Shy, Oz (2001). The Economics of Network Industries. New York: Cambridge University

Press.

Tardugno, A.F., DiPasquale, T.R., & Matthew, R.E. (2000). IT Services: Costs, Metrics,

Benchmarking and Marketing. Upper Saddle River, NJ: Prentice Hall PTR

Tudor, J. K. (2001). Information Security Architecture: An integrated approach to security in

the organization. London: Auerbach.

Young, George (1985). Venture Capital in High Tech Companies: The Electronic Industry in

Perspective. London: F. Pinter.

Web Sources:

Hart, C. (2010). Bulletproof Technology: Resilient Network Infrastructure. Retrieved July 2,

2010, from http://christopher-hart.com/blog/

Parallels® (1999-2010). Parallel Workstation 4.0 Extreme. Retrieved June 10, 2010, from

http://www.parallels.com/products/extreme

Picom Software Systems® (2010). Picom Software Systems. Retrieved June 10, 2010, from


http://christopher-hart.com/blog/

http://www.parallels.com/products/extreme



.

Appendages:

1. (Tardugno, 2000)

Consultant's 2010 Proposal Resource and Workflow Schedule for Installation and Pre- and Post-Service

Service

Sche

dule

or

On

Dem

and

Offer

ed

Skill

Set Freq

UO

M

Cost management S

Level of service

management S

Project management O/D

1A. (Tardugno, 2000)

Service

Sche

dule

or

On

Dem

and

Freq

(per

Yr) UOM

SA

Effor

t

Hrs/

UOM

Total

SA

OSA

Effor

t

Hrs/

UOM

Total

OSA

DBA

Effort

Hrs/U

OM

Total

DBA

Cle

rk

Eff

ort

Hrs

/UO

M

Total

Clerk

Ntwk

Spec

Effort

Hrs/U

OM

Total

Ntwk

Spec

Mgr

Effo

rt

Hrs/

UO

M

T

o

t

a

l

M

g

r

Server monitoring

and corrective action O/D 365 Days 1.5 547.5 0 0 0 0 0

Connectivity from

outside servers alive and well

Disk Drive capacity

with defined limits

Network connectivity

alive and well

Paging software

active

No runaway processes

Memory utilization

within defined limits

Ensure all databases

active after backup

process

Detect problems or bottlenecks

Analyze performance

compared to capacity

Provide tier II level

service support

Troubleshoot database

problems

Software Event

Monitoring


.

System Default

Detection

Disk Fault Detection

Print Services O/D 260 Days 2 520 0 0 0 0 0

Troubleshooting in

the decentralized environment

Black box hookups

Software

installation/configurat

ion on new printers

File server management of print

queues

Provide spooling services (software

configuration, re-

ordering queues to print more critical

jobs first)

Provide secured

printing capability where needed for

confidential printing

Resolve printing problems

Network

Management S 260 Days 0 0 0 0 1 260 0

Analysis of network impacts based on new

adds and changes O/D 21 server 0 0 0 0 24 504 0

Maintain a network

topology drawing

Manage new

installations/connects

to network

Control the granting and revoking of

modern access from

outside

Provide naming services resolution

Add, remove, update

a domain

Total Effort Hours 1068 0 0 0 764 0

2. (Tardugno, 2000)

Consultant's 2011-2012 Proposal Activity Schedule for Installation and Pre- and Post-Service

2011 2012

1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

Project

Activity

Planning

Management

Requirements


.

Prototyping

Conference

Management

Functional

Design

Design Review 1

Detail Design

Design

Review 2

Quality Assurance

Coding

Reuse Acquisition

Code

Inspection

Unit Test

Functional

Test

System Test

Pilot Field

Test (New

York and London)

User

Document

Document

review

Pilot Test,

Review, and

Acceptance Ticket for Go

Live

Installation

2A.

Service Level Agreement (SLA)

Sample Template

Version X.0

(insert date)

(Insert language specifying the appropriate use and distribution of the document.)

Document Revision History

Date Author Revision Description


.

Approvals

Date Name Title Embedded signature/email

Table of Contents

1.1 Audience 25

1.2 Purpose 25

1.3 Assumptions 25

1.4 Contacts 25

2.1 File Formats 25

2.2 File Delivery Expectations 25

2.3 Escalation Actions 26

2.4 <Application> Escalation Resources 26

2.5 Service Hours for Problem Resolution 26

2.6 <Application> File Development 26

Appendix A. <Application> Contact Information 26

Appendix B. Definitions 26

Scope

(insert information describing the scope of the document)

Audience

(insert information describing the appropriate audience for the document)

Purpose

(insert information describing the purpose of the document)

Assumptions

(insert information describing the assumptions associated with the document)

Contacts

(insert information describing the contacts associated with the document). See Appendix A for

additional contact details.

Service Details

File Formats

(insert information describing the file formats required by the document)

File Delivery Expectations

(<Application> agrees to meet the delivery standards listed here)

File Type

Expected

Frequency/Minimum

Frequency

Arrives at

Company

X no later

than:

Transport Method

(FTP/

Manual File Drop)


.

File Type

Expected

Frequency/Minimum

Frequency

Arrives at

Company

X no later

than:

Transport Method

(FTP/

Manual File Drop)

Escalation Actions

(insert information describing the escalation actions required by this document)

<Application> Escalation Resources

(insert information describing the escalation resources required by this document)

Service Hours for Problem Resolution

(insert information describing the service hours available to resolve problems)

<Application> File Development

(insert information describing the file development process required by this document)

Contact Information

Name Role Office Phone Mobile Phone

Definitions

Term Acronym Definition

term paper: american international bank proposal

Documents