Business Driven Technology
7th Edition
ISBN: 9781259567322
Author: Paige Baltzan Instructor
Publisher: McGraw-Hill Education
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Chapter 19, Problem 4CQ
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Scale of an existing IT infrastructure:
- Existing IT infrastructure is not built for large system; it was designed for small system.
- Scaling that existing infrastructure into large system is very difficult.
- Increasing the scale increases the stress to hardware and software, so countless data required to stream all over the system...
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Assume that you are working at Technology Solutions Inc. as a senior system analyst. Currently, the systems review committee of your company is dealing with strong disagreements and arguments about two key projects:
Saim Mehmud, the marketing manager, says it is vital to have a new computerized reservation system that will improve customer service and reduce operational costs.
Taha Tariq, director of finance, is equally adamant that a new finance and accounting system is needed immediately, because it will be very expensive to adjust the current system to new government reporting requirements.
What do you think, which project needs to be approved first and why?
What can be done to enhance an IT infrastructure's overall design when auditing and accountability are used? If possible, can you provide specific examples?
Knowing that more than 70% of its IT employees will be eligible for retirement over the next three years, a major city in the United States quickly developed a strategy to hire fresh IT specialists and combine them with seasoned veterans. Organizational IT experience was crucial, since their IT systems were almost entirely constructed in-house over a 20-year period, and such talents were unavailable on the open market. Is this a hint that more work needs to be done on crisis management and backup plans? Perhaps there was a previous paper or strategy that should have dealt with this problem.
Chapter 19 Solutions
Business Driven Technology
Ch. 19 - What are the three interdependent variables...Ch. 19 - Prob. 2OCCh. 19 - Prob. 3OCCh. 19 - Prob. 1CQCh. 19 - Prob. 2CQCh. 19 - How could more time spent in the analysis and...Ch. 19 - Prob. 4CQCh. 19 - Prob. 1RQCh. 19 - Prob. 2RQCh. 19 - Prob. 3RQ
Ch. 19 - Prob. 4RQCh. 19 - Prob. 5RQCh. 19 - Prob. 6RQCh. 19 - Prob. 7RQCh. 19 - Prob. 8RQCh. 19 - Prob. 9RQCh. 19 - Prob. 1MBDCh. 19 - Prob. 2MBDCh. 19 - Prob. 3MBDCh. 19 - Prob. 4MBDCh. 19 - Prob. 5MBDCh. 19 - Prob. 6MBDCh. 19 - Prob. 1CCOCh. 19 - Prob. 2CCOCh. 19 - Prob. 3CCOCh. 19 - Prob. 4CCOCh. 19 - Prob. 5CCOCh. 19 - Prob. 1CCTCh. 19 - Prob. 2CCTCh. 19 - Prob. 3CCTCh. 19 - Prob. 4CCTCh. 19 - Prob. 5CCTCh. 19 - Prob. 1AYKCh. 19 - Prob. 2AYKCh. 19 - Prob. 3AYKCh. 19 - Prob. 4AYKCh. 19 - Prob. 5AYKCh. 19 - Prob. 6AYKCh. 19 - Prob. 7AYK
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- When they discovered that more than 70% of their IT personnel would be eligible for retirement over the next three years, they devised a strategy to bring in new IT specialists and combine them with experienced veterans. Due to the company's 20-year history of basically constructing all of its IT systems in-house, specific IT skills that could not be purchased on the open market was necessary. Is there a need to address another element of crisis management and emergency preparedness as a result of this? Isn't this something that should have been addressed in a previous strategy or paper?arrow_forwardA significant city in the United States that expects 70 percent of its IT personnel to retire over the next three years has sprung into action, hiring youthful IT experts and pairing them with seasoned veterans. Almost all of their IT systems were created in-house over a period of 20 years, making in-house knowledge crucial. However, qualified employees were hard to come by in the job market. Is this a sign that we need to devote more time and effort to crisis management and contingency planning? Surely someone has already written about this or had a plan to solve it.arrow_forwardAn IT infrastructure's design may be improved via audits and accountability. An example would be helpful if possible.arrow_forward
- A large city in the United States has immediately established a plan to acquire new IT professionals and blend them with seasoned veterans in anticipation of the retirement of more than 70% of its IT workers within the next three years. Since their IT systems were nearly exclusively built in-house over a 20-year period, and such abilities were unavailable on the open market, having employees with knowledge in information technology was vital. Is this a sign that we need to devote more time and energy to developing crisis management and contingency plans? Maybe there was a paper written or a plan made in the past that was supposed to address this issue.arrow_forwardWhen a large city in the United States found out that 70 percent of its IT workers may retire over the next three years, it moved quickly to hire young IT specialists and couple them with seasoned veterans. Since practically all of their IT systems were developed in-house over a period of 20 years, in-house expertise was essential, and the market lacked candidates with the necessary understanding. Is this a hint that more work needs to be done on crisis management and backup plans? Surely there was a previous paper or strategy that should have dealt with this problem.arrow_forwardWhat kinds of things may be done to improve the overall architecture of an IT system when auditing and accountability are implemented? If possible, can you supply concrete examples?arrow_forward
- What can auditing and accountability do to enhance an IT infrastructure's overall architecture? If possible, provide examples.arrow_forwardYou have been asked to assess the success of a recently implemented system that has been deployed across the entire supply chain of a large organization. How might you go about trying to measure the technology diffusion of this system? How else might you assess the success of this system?arrow_forwardWhen a big U.S. city learned that more than 70% of its IT staff would be eligible to retire in the next three years, they rapidly devised a plan to bring in new IT professionals and pair them with seasoned veterans. Because their IT systems were almost exclusively built in-house over a 20-year period, organizational IT knowledge was critical, and such skills were unavailable on the open market. Is this to suggest that another part of crisis management and contingency planning be addressed? Shouldn't this issue have been addressed in some prior plan or document?arrow_forward
- An organization has struggled for over three years in an attempt to implement and use an ERP system. It has finally decided to scrap this system, at a great cost, and convert to a new ERP system from dufferent vendor. Identify and discuss actions management should take to ensure the success of the new system.arrow_forwardA large U.S. city quickly developed a strategy to hire young IT workers and link them with veterans after learning that over 70% of its IT workforce will retire in three years. Throughout a 20-year span, their IT systems were almost solely constructed in-house, making organizational IT expertise crucial and unobtainable on the open market. Is this suggesting another crisis management and contingency planning component? Shouldn't a previous plan or document have addressed this?arrow_forwardWhy do we need a paper detailing potential system configurations?arrow_forward
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