Contemporary Challenges for Information Technology Managers - Assignment Example

Contemporary Challenges for IT Managers (Author’s name) (Institutional Affiliation) Globalization Globalization is the development and progression of international integration. It arises from the interchange of worldwide ideas, products, views, and other features of culture. In telecommunications infrastructure, the growth of the Internet is a major aspect in globalization. Human interaction is an important factor in globalization. It is through human ideas and views that have brought globalization in telecommunication. Globalization is the creation of a universal network that serves both social and economic systems (James, 1999). An Information Technology manager is a key feature in globalization. The Information Technology manager’s objective is to maintain information standards and ensure desirable characteristics of services and products. The characteristics of products and services include reliability, quality, safety, environmental friendliness, interchangeability and efficiency at an economical cost (Boudreaux, 2008). Globalization is relevant to an Information Technology manager. An IT manager’s main objective is to develop global information systems for global decision making and data processing. A global information system is a network of data communication. It is used and developed in a worldwide context. It comprises of any information system that is meant to offer the totality of measurable data globally within a defined context. As a provider of services to individual and business users, the Internet is closely connected to global information systems. An IT manager has the task of creating, developing and maintaining information systems with a target of globalization. An information system involves complementary networks of software and hardware that organizations and people use (Haugen & Mach, 2010). In the course of globalization, an Information Technology manager is involved in computer and algorithmic processes. This includes their hardware and software designs, applications, principles and impact on society. The IT manager implements development and progression of international integration through information systems development. Information systems development is accomplished in stages which include problem recognition and specification, information gathering, system requirements specification, system design, system construction, system implementation, review and maintenance (Zajda & Gibbs, 2009). The system of globalization is important to an Information Technology manager since it assists the manager in organizational development. The manager identifies a problem that is affecting their place of work and specifies its relation to telecommunication. This is significant since it is the first step in information system development. After this, the manager gathers any information relating to the identified problem. This will assist in knowing more about the issue and find the appropriate way to solve it. This is followed by specifying the system requirements needed in the implementation of the solution. The appropriate system is then designed and constructed according to the agreed and suitable specifications. The manager designs a system for a global market by standardizing and localizing the system. After the completion of the system design and construction, the system is then implemented in order to commence its operation. A review is then done to evaluate the system and check if it enables efficient collaboration and communication. Finally, maintenance of the system is completed over a given time in order to keep and preserve a good condition of the system (Haugen & Mach, 2010). References Boudreaux, D. J. (2008). Globalization. Westport, Conn: Greenwood Press. Haugen, D. M., & Mach, R. (2010). Globalization. Detroit: Greenhaven Press. James, J. (1999). Globalization, information technology and development. New York: St. Martin's Press. Zajda, J. I., & Gibbs, D. (2009). Comparative information technology: Languages, societies and the Internet. Dordrecht: Springer. Disaster Recovery Disaster recovery is the process, procedure and policies connected to the preparation for recovery or continuation of technology infrastructure which are critical to an organization. This process is mainly conducted after a human-induced or natural disaster. Disaster recovery is a subsection of business continuity. It focuses on the technology or IT systems that support the functions of a business. Disaster recovery developed due to the recognition of organizations depending on computer systems (Hiatt, 2000). The process of disaster recovery has grown rapidly due to the advent of real-time processing and open systems. Real-time processing has increased dependence on IT systems by many organizations. Government regulations mandating disaster recovery plans and business continuity for organizations have aided in the growth of disaster recovery. The rapid growth of the Internet has led organizations to become further reliant on continuous availability of Information Technology systems (Emergency Management Australia, 1996). The system of disaster recovery is relevant to an Information Technology manager. It enables the manager to ensure that there is continued operation and rapid recovery of systems. The manager takes the preparation for recovery or continuation of systems very seriously. Through the organization and the Information Technology manager, a significant investment of money and time is involved with the objective of ensuring that there are minimal losses if a disruptive event takes place (Maiwald & Sieglein, 2002). The Information Technology manager is responsible for managing and assessing risks related to information technology departments. The manager is responsible for evaluating values, risks, threats, vulnerabilities and development of countermeasures. This ensures continuation in any IT services disruption. The manager implements disaster recovery plan through control measures (Phillips, 2009). Control measures are mechanisms or steps that can eliminate or reduce various threats for organizations. The IT manager can use different types of measures in disaster recovery plan. The control measure on IT disaster recovery is classified in three types. They include preventive measures, detective measures and corrective measures. The Information Technology manager is responsible in evaluating a disaster and therefore, chooses the appropriate control measure. The first control measure is the preventive measure. This control measure is aimed at preventing any event from occurring. The manager takes protective, precautionary and defensive actions in the organization in matters concerning information technology in order to prevent any disaster event from occurring. The second control measure is the detective measure. This control measure is aimed at discovering or detecting unwanted events. The manager conducts investigative and exploratory actions in the organization in matters concerning information technology in order to determine unwanted events. The third and final control measure is the corrective measures. This control measure is aimed at restoring or correcting the system after an event or a disaster. The manager implements counteractive and helpful actions in the organization in matters concerning information technology in order to reinstate and rectify the system (Maiwald & Sieglein, 2002). Disaster recovery is relevant to an information technology manager. This is because it is a good plan of information technology service continuity. It is a key factor in business continuity planning. Through this process, an organization is able to expose internal and external threats. This enables the organization to synthesize soft and hard assets in order to provide effective recovery and prevention from a disaster event. Through this, an organization is empowered to maintain value system integrity and competitive advantage (Phillips, 2009). References Emergency Management Australia. (1996). Disaster recovery. Australia: Emergency Management Australia. Hiatt, C. J. (2000). A primer for disaster recovery planning in an IT environment. Hershey, Pa: Idea Group Pub. Maiwald, E., & Sieglein, W. (2002). Security planning & disaster recovery. New York: McGraw-Hill/Osborne. Phillips, B. (2009). Disaster recovery. Boca Raton: CRC Press. Green Computing Green computing is information and communications technology sustainability. It is related to environmentally sustainable information technology or computing. Green computing is associated with the process of manufacturing, using, designing and disposing servers, computers and associated subsystems effectively and efficiently with no or minimal influence on the environment. The aim of green computing is to reduce the use of unsafe material. This process intends to maximize energy efficiency of a products’ lifetime. This promotes the biodegradability or recyclability of factory waste and defunct products. Organizations implement green computing initiatives in order to support environmentally sustainable information technology or computing. The implementation is achieved through the information technology department (IGI Global & Information Resources Management Association, 2010). The information technology manager is a key factor in green computing of an organization. The main processes relating to green computing that concern the IT manager are the use and dispose of servers, computers and associated subsystems effectively and efficiently with no or minimal influence on the environment. The associated subsystems include monitors, storage devices, printers, and communication and networking systems. The manager is responsible for choosing the appropriate computer systems and technologies to be used in their respective organizations. In support of green computing, the IT manager recommends the use of energy-efficient computers and efficiency related computer technology systems (Hillyard-Parker, 1999). Green computing is relevant to information technology managers. The IT manager supports green computing through green computing initiatives. These approaches include product longevity, data center design, software and deployment optimization, power management, material recycling and telecommuting. These strategies are a key aspect in the process of green computing. The IT manager is responsible in implementing products with longevity. This supports green computing since the products are durable and can endure for a long phase. The product can be used for a long phase without the need of frequent maintenance. The manager also assists in the data center design. The data center facilities consume a lot of energy. Therefore, the manager assists in creating energy efficient designs for data centers. The designs that support green computing comprise of good energy efficient IT systems, environmental conditions, air management, cooling systems and electrical systems. This will in turn increase efficiency and performance. The IT manager implements software and deployment optimization. This is achieved through algorithmic efficiency, resource allocation, computer virtualization and terminal servers. Algorithms efficiency impacts the amount of computer resources that are required for any computing function. Resource allocation is used to assign the resources which are available in an economic way. Computer virtualization uses the mechanism of running two or more computer systems one a single set of physical hardware. It is the abstraction of computer resources. Terminal servers are also used in green computing. This enables users using the same system to connect to a central server and the actual computing done at the server (Kim & Lee, 2011). The approach of green computing also involves power management. This includes the process of data center power, operating system support, power supply, storage, video card and display. Green computing recommends operating systems that control power-saving aspects of its hardware directly. This enables a system to automatically shut down components after a given period of inactivity. Through the manufacturing of energy efficient computer systems and technologies, power management has been achieved (Lawton, 2001). References Hillyard-Parker, H. (1999). Information technology: Levels 1-3. Harlow: Longman. IGI Global., & Information Resources Management Association. (2010). International journal of green computing. Hershey, PA: IGI Global. Kim, J. H., & Lee, M. J. (2011). Green IT: Technologies and applications. Berlin: Springer. Lawton, T. (2001). Information technology: Level 1. Oxford: Heinemann. Outsourcing/offshoring Outsourcing is the contracting outside a business process. It is the process where an organization finds an independent organization to complete a process through purchasing it as a service. Offshoring is the process of relocating a business process by a company from one country to another. Offshore outsourcing is the process of contracting an external organization to conduct some business functions in another country apart from the country where the services or products are actually manufactured or developed (Blunden, 2004). The processes of outsourcing, offshoring or offshore outsourcing are a significant factor to an information technology manager. Outsourcing is an important process. Several organizations may come to a contractual agreement that involves the exchange of payments and services. This helps organizations to perform in their main competencies and lessen shortage of expertise or skill in areas that they plan to outsource. Outsourcing offers great budget control and flexibility. This enables organizations to pay for the needed services only and reduces the need to train and hire specialized staff. This reduces operating expenses and capital. The reasons for outsourcing are mainly opportunity costs and risk (Brudenall, 2005). Information technology enabled services offshoring has grown and developed over the years. Its growth is associated to the availability of huge amounts of affordable and reliable communication infrastructure. This is due to the Internet and telecommunication expansion over the past two decades. This was encouraged with the digitization of services. Offshoring as a process has a focus and strategy. The mission and idea of a company or organization is a key factor in offshoring. Strength in multiple terms has to be highlighted in an organization in order to survive and achieve their objectives in the outsourcing world. An organization has to have robust structures and processes in place with enough workforces to execute projects. Offshore outsourcing process includes information technology outsourcing. This is process whereby a company outsources internet or computer related work to other companies. The reasons for information technology outsourcing include cost reduction and lack of resources. Offshore outsourcing has been impacted by the Internet. The widespread availability and use of the Internet has facilitated small businesses and individuals to contract anyone from all across the global in order to get projects completed at a lower cost. This is due to lower property and wages prices. This system has added the constituent of scalability by allowing businesses to outsource information responsibilities across the Internet to many workers. The Internet has offered small businesses the capacity to compete with larger competitors who are able to set up offshore locations (Carmel & Tjia, 2005). The process of outsourcing or offshoring is relevant to an information technology manager. The manager is responsible to strengthen the capacity of an organization through the Internet so as to be able to compete with large competitors. The manager initiates a process over the Internet to contract freelancers that are able to complete their projects. The manager contracts freelancers from everywhere in the globe through the Internet. The jobs that are offshore-able are associated with several characteristics. The main characteristic is that the work can be conducted over the Internet. The characteristics state that the job can be telework. This means that the work arrangement of employees does not need them to commute to a central work place. Another characteristic is that there should be a significant wage difference between the offshore and original countries. The work has to have high information content and is repeatable. Also, the work should be easy to set up (Sahay, Nicholson, & Krishna, 2003). The significant factor that drives the offshore outsourcing development is the aim of cutting costs. The significant factor that enables this is the global electronic internet network which allows the instant access and delivery of digital data from all over the world. References Blunden, B. (2004). Offshoring IT: The good, the bad, and the ugly. Berkeley, CA: Apress. Brudenall, P. (2005). Technology and offshore outsourcing strategies. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan. Carmel, E., & Tjia, P. (2005). Offshoring information technology: Sourcing and outsourcing to a global workforce. Cambridge: Cambridge University Press. Sahay, S., Nicholson, B., & Krishna, S. (2003). Global IT outsourcing: Software development across borders. Cambridge, UK: Cambridge University Press. Read More