5 by ajizai


									       Looking at the challenges that face a large heterogeneous IT
   infrastructure, in terms of security, scale, communication, IT literacy
/ competence, autonomy v standards, total cost of ownership, etc. This
     will be a mainly interactive / discussion based session giving the
students the opportunity to reflect on the IT challenges within their own

                                                Alistair Sandford
      Theory
        Look at a range of infrastructure challenges
      Practical
        Evaluate which infrastructure challenges affect
         your organisation and the resulting impact

UFEEP4-15-M – Week 5
      Alignment to the needs of the business
        Flexible
        Allow the business to effectively respond to
        Responsive to the needs of the business and
         deliver change in a timely manner
        Cost effective
      Help overcome the disconnect between the
       business and IT

    The organisational change/IT infrastructure disconnect: an opportunity for corporate performance gain
                                                                   The Bathwick Group, 27th March 2006

UFEEP4-15-M – Week 5
      Technology Sprawl
          Number of Computers: desktops, laptops
          Applications: number of apps, platform requirements
          Data centres: servers, storage, power, cooling
          Network: miles of cabling, multiple switches, routers
          Geographical: sites(inc SOHO), time zones, languages
      Number of users (employees & customers)
        Administration, support, identity management,

UFEEP4-15-M – Week 5
      Caused by evolution of infrastructure
        Piecemeal expansion, plugging gaps, papering over
         the cracks, tactical development rather than strategic
      No individual person (or team) understands
       every area
      Integration at all levels is often ‘flaky’
      Multiple systems perform similar functions

UFEEP4-15-M – Week 5
      Large attack surface
      ‘Trust’ is more difficult to achieve
      Increased risk of accidental error
      More administrators - “too many cooks spoil
       the broth”
      Harder to achieve appropriate levels of
       security (functionality v lockdown)
      Security policies become overly complex,
       which then becomes restrictive

UFEEP4-15-M – Week 5
    There is often little recognition of the value
     of the IT infrastructure? (until it breaks!)
    There is routinely a disconnect between
     the business and IT
    There are many drivers / stakeholders
        users (employees and customers), business
         and IT strategy, competition, IT industry,
         managers ...)
      Very rare that everyone agrees (politics)

UFEEP4-15-M – Week 5
    Diverse range of IT skills
    Continually changing skills profile

    IT does not allow users to stand still

    Differing opinions of skills level

UFEEP4-15-M – Week 5
      Many factors affect TCO
        Support, Capital (hardware, software, services),
         Recurring costs (maintenance), Downtime,
         Environmental, Training
      Some factors are hidden / difficult to calculate
      No individual stakeholder owns all of the
       affected budgets and relevant SLA’s

UFEEP4-15-M – Week 5
      People generally resist change
        Majority prefer to avoid it
        Some proactive try to block it
      Infrastructure changes often provide no
       obvious benefit, just new ways of doing the
       same thing.
      Different parts of the business may respond
       differently to each change dependant on
       needs and benefits
      Managing change is key to IT success
UFEEP4-15-M – Week 5
      Difficult to identify and achieve the balance
      Correctly applied standards
          Ease support burden, increase user confidence, reduce
           TCO, improve service levels
      Overly strict standards
          Restrict usability, inhibit business agility, increases TCO
      Full autonomy
          Offers unlimited usability, gives individual satisfaction, leads
           to chaos, causes confusion, inhibits business agility,
           increases TCO
      Getting the balance right is an enabler - getting it
       wrong can be a business disabler
UFEEP4-15-M – Week 5
      Knowing who to communicate with
      Identifying which communication tools to use
      Finding the best time to communicate
      Avoiding communication overload
      Getting your message heard above the noise
      Most people are not interested in IT

UFEEP4-15-M – Week 5

UFEEP4-15-M – Week 5

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