Management Information Systems

Transkript

1 Management Information Systems Dr. Florian Michahelles, Dominic Wörner Department of Management, Technology and Economics, ETH Zürich Associate Director Auto-ID Labs, Co-Founder 42matters AG

2 Lecture & Report Time Table Lecture Business Value of Information Systems Lecture Basics of Information Systems Lecture Internet of Things - M2M Lecture Persuasive computing Lecture Web 2.0 / Social Computing, Mobile Phones Lecture Business Process Modeling Lecture Risk Management Lecture Transaction Cost Theory & IT The Concept of Integration Lecture White collar crime as the next frontier for management information systems (guest lecture) Lecture Service-oriented architecture Lecture Business Process Redesign Reengineering Lecture IT Governance Lecture IT Controlling Lecture Outlook and Summary Examination 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 2

3 Recap from pre-last week IT-governance: organizational capacity to control/implement IT strategy ensurance of enterprise IT sustaining the organization s strategies direct, manage, monitor the IT activities of an organization CIO: Audit & security, IT aligned finance support, IT aligned HR support Drivers for governance Business Value Risk management Sarbanes-Oxley Act, EU Data Protection Directive Governance standards Specification: ISO 27001, 27002, Code of practice: ITIL, COBIT, Six Sigma, TOGAF 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 3

4 <Matteo Garzoli>, < > Data Governance Definition: DG refers to the overall management of the availability, usability, integrity, and security of the data employed in an enterprise Relationship: Quality information system Quality of data DG system: not single technology but set of strategies, processes and rules that must be defined and performed. It embodies different disciplines such as data management, data policies, business process management and risk management Some goals: better organizational planning, optimization staff effectiveness, improvement data security, increasing consistency and confidence in decision making, improvement information quality, compliance with government regulations and many more 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 5

5 IT controlling specialized organizational function that is aimed at analyzing and promoting the business value of IT Despite being derived from the English language, IT- Controlling is unfortunately not used in English-speaking countries. IT controlling as an umbrella term for IT performance management, IT/IS evaluation. How to derive business value out of IT? 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 7

6 Business Value of Information Technology Marcia Côrtes da Silva Bettoni, Business Value: all forms of value that determine the health and well-being of the firm in the long run Which are the main factors that affect the impact of IT on Business Value? alignment between IT and business processes, organization structure and strategy How is this achieved? Top Level - architecture / design: through proper integration of enterprise / business architecture, process / organization design and performance metrics. Basic Level - computing and communications infrastructure: usability, functionality, availability, reliability, recoverability, performance (throughput, response time, predictability, capacity, etc.), security, agility How to assess the affect of IT on the Business Value? In most companies the IT department does not make a direct financial contribution, but it does provide communication and data infrastructure that enables nearly every transaction.

7 Basic Concept of Controlling (Mayer 2003) Planning Information, Analysis, Steering and Control Control Leitbild - Mission Controlling ist ein engpass -, ziel -, nutzen - und zukunftsorientiertes Strategy Führungskonzept Based ähnlich on dem control-loops biokybernetischen Regelkreis operational tools Goal Setting Ideal goal Real goal Strategic Planing Enterprise mission and culture (qualitative) Enterprise KPI s (quantiative) (ROI/ CashFlow ) Integration of controlling and marketing Steering Goal Accomplishment Success bottle-neck Growth bottle-neck Analysis of services Counterbalancing Securing of profits Future oriented planning Operative Changing numbers within time-horizon Strategic Changing constraints within time-horizon Comparision of actual and target numbers Controller Operative/strategic management Cumulative adaption 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 9

8 Mission - and Benchmark-Controlling Controlling Dualität der Concepts Controlling - Konzepte Quality driven (AWW Köln 1971) Effect response network (environment-enterprise-human) holistic Driven by mission and KPI s Long-term survival Qualitative growth Human/economic capital (mission/ motiviation/creativity Potential driven Surplus optimization benchmark-driven Effect- response chain (producrement, manufacturing, sales) Resource - driven Driven by KPI s Profit maximizing Quantitative growth Exploitation of economical factors Workforce resource production Profit-driven Surplus maximization Mission controlling KPI-controlling 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 10

9 Quality-driven vs. Benchmark-driven quality driven benchmark driven Holistic view, economical, social, ecological Balanced, rolling goals, long-term perspective Single factors in isolation short-term, maximization, Responsible use of technology Energy, environment, recycling checks Egoistic use of technology, against environment Solely driven by profits - Profit optimization for capital and human Profit maximization 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 11

10 Martin Olofsson, Six Sigma Disciplined, data-driven approach and methodology to eliminate defects. To achieve Six sigma, the company needs to produce less than 3.4 defects per million produced. ( %) Contains a number of improvement projects: Define, Measure, Analyze, Improve, Control Used for existing project Define, Measure, Analyze, Design, Verify For new projects Notable companies using Six Sigma: Sources: Wikipedia: isixsigma.com: Dr. Florian Michahelles, Information Management Copyright ETH Zürich 13

11 Technology driven to business driven IT supports business IT Optimizes business IT Becomes part of business Rule-driven processing Automation of single functions Interactive online processing Digitized work IT enabling new biz models Electronic markets Automated accounting Inventory management Item view Business Reengineering Online requests ERP driven logistics Integrated communication Supply-Chain-Management SaaS / Cloud Computing Enterprise data management Information-Management IT-costs distributed across company IT-Controlling 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 15

12 IT-Controlling as a (supporting) business process Marketing and Sales Controlling Production Controlling Personal Controlling Procurement and Logistics Controlling Controlling IT - Controlling Informations - management Enterprise Informations - systeme Data - and Process - management Software - Engineering Informations - security Information Management 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 16

13 Integration of controlling Controlling - concept Procurement Beschaffungs - and und Logistics Logistik - Controlling Production Fertigungs - Controlling Marketing - and und Sales Vertriebs - Controlling IT - Controlling 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 17

14 IT-Process model Monitoring Monitoring Monitoring Implementation Umsetzung Implementation Umsetzung Implemenation Umsetzung IT - Strategie IT - Strategie IT - Strategie Konzeption Concept Konzeption Concept Konzeption Concept IT - Strategie IT - Strategie IT - Strategie IT - IT - IT - Strategie Strategy Entwicklung Development Betrieb operation IT - Process IT - Strategy IT - Strategie IT - Architecture IT - Bebauungsplan Hardware, Software Hardware, Software and Security - Standards und Security - Standards Development/ Entwicklung und Support Wartung von of custom software Individualsoftware Introdution Einführung und of Standard software Implementierung von Standard - Anwendungs - software Aufbau Development/Operation und Betrieb der Aufbau und Betrieb der IT of - IT Infrastruktur infrastructure (RZ, IT - Infrastruktur (RZ, Netzwerke, Network, servers zentrale Netzwerke, zentrale Server u.a.) Server u.a.) Service und and user Benutzer - Service und Benutzer - support support Ausgewählte Selected Aufgaben IT Management IT tasks - Management Strategic IT Controlling Operative IT Controlling IT - Controlling Dr. Florian Michahelles, Information Management Copyright ETH Zürich 18

15 Characteristics of IT Controlling target goals steering accomplishment Without time horizon Strategic IT - Controlling - Concept company enterprise Business areas Company goals IT as competitive - advantage Strategic tools Company value competitiveness - Sustainable business With time horizon Operative IT - Controlling - Concept business processes Cost units applications systems IT as efficient Business enabler Operative tools profit liquidity 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 19

16 Strategic IT controling tools IT - Strategy IT - Analysis und IT - Performance Support of IT -Management With setting and monitoring of IT strategy IT - Analysis of competitors (Benchmarking) and Projects Provision and analysis of Strategic KPI s (e.g. IT - Balanced Scorecard) IT - Standards IT - Portfolio management Definition of programs and IT standards and IT Analysis, Selection Controll of support - projects (E.g. standard software) Dr. Florian Michahelles, Information Management Copyright ETH Zürich 20

17 Operative controling tools IT - costs Service accounting Cost-driven support Cost/benefit analysis Deviation analysis Business partner - Management Contract mangement IT - Consulting management and - Benchmarking Service Level Agreements (SLA) Target Costing IT - reporting IT - reports IT - KPI IT - project status - reports IT - Projectmanagement Participation in IT Project teams (Project controller) planning Formal project approval Functinoal specification Reviews/ Audits, Projectbenchmarking IT - Processmanagement IT - Processmodeling Process cost report Process benchmarking IT - Provision process IT - Asset Management IT - Outsourcing Software quality management TQM EFQM Bootstrap 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 21

18 Components of IT Management Requirements Anforderungs - Management Contract Vertrags - Management load Mengen - Management central Zentraler IT - catalog Katalog Including mit allen IT all - Leistungen IT services und and IT Produkten - products schafft Konzernweite Preis - transparency Central Zentrale IT Verhandlung agreements der IT - Vertr ä ge schafft Konditionen - Sicherheit und sichert wettbewerbsf ä Preise Streamlining Nachfrageb ü ndelung of requests bei for allen saving Konzerneinheiten costs f ü hrt zur Kostenreduktion durch Mengenrabatte price Preis - Management Technology Technologie - Management Quality ä ts - Management Pressure Druck auf on IT suppliers - Lieferanten Druck Technology auf IT push - Lieferanten - state of im the Bereich art technolgoy Technologie Push f ü hrt zu Kostenreduktion durch Ausnutzung moderner IT Pressure Druck auf on IT suppliers - Lieferanten based durch on user Befragungen feedback der Bedarfstr - tr ä ger und Qualit ä tsbenchmarks f ü hren zu Prozessverbesserungen 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 22

19 Jimmy Jean-Baptiste, Software Development Backgrounds Planned and structured process for the development of a software product Purposes: specific client/business needs (custom software), set of potential users (commercial/open source software), personal use (automation..) Software Development Platform Operating System Programming language (OOL, PPL, Other ) Methodology Context (in-house or software/erp integration) Framework (Agile, Scrum, Waterfall..) 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 24

20 Jimmy Jean-Baptiste, Software Development Software Integration Design Planning Release Production and Pre-prod environment Project Integration Functional & Management Testing Technical Specifications & Methodology Roll-out strategy Macro-planning, Environment Solution Architecture Performance Resources, Budgeting Release and versions policies Analysis Evaluation Development Support Object Modeling, IDE Support Business Training levels Requirements process Databases User Business Acceptance Process Testing & Use (UAT) Case Analysis User Acceptance Testing (UAT) Unit Compliance Change testing Management Validation Change Infrastructure Enterprise Requests technical Life compliance Cycle Training Coding and testing User Manuals UAT reports and scenario validations Development Life Cycle Waterfall Incremental RAD SCRUM Development process AGILE Prescriptive CMMI Others 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 25

21 Requirements profiles Arbeitsplatz Work place - spezifische specific Anforderungen requirements Call - Center - APS Abweichende special Hardware Hardware (z.b. 21 ) Abweichende Special Software Software (e.g. CRM) (z.b. CRM) Zugangsanforderungen access (z.b. Hostzugang server access, Vertriebsdaten) sales data VIP - APS Abweichende Hardware (e.g. Hardware iphone) (z.b. PDA) Abweichende Software Software (z.b. VIS) Zugangsanforderungen access (z.b. Vorstands executive - Netz) Net) Reporting & Qualitäts Quality - Anforderungen requirements Reporting - Anforderungen requirements Regelm Continuous äß ige routine Bereitstellung provision von of nachvollziehbaren reports Zielgruppenspezifischen Planungs - und Abrechnungs - daten auf Detailebene (insb. Bestandsdaten und Bewegungsdaten) und aufbereitete Kennzahlen auf verdichteter Ebene Qualitäts quality - Anforderungen requirements Installations - und and support Wartungsarbeiten (z. B. Aufspielen von Soft - ware - Komponenten) sind unter minimalen Betriebsbeein - tr ä chtigungen auszuf ü hren (z.b Software - Betankung ü ber Nacht oder zu betriebsschwachen Zeiten). Betriebsbeeinflus - sende Ma ß nahmen sind rechtzeitig abzustimmen. Administrative Anforderungen requirements Adressverwaltung Directory (Directory) - Adressen directory und Suchbegriffe sind konzern - weit so zu gestalten, dass keine Duplikate ö m g - lich sind. Suchbegriffe m ü ssen auch bei Ver - setzung oder Firmenwechsel innerhalb des Konzerns erhalten bleiben. Öffentliche Open distributionlists Verteiler Ö Open ffentliche groups, Verteiler avoid reply sind all einzu - richten und zu pflegen. " Antworten an alle " durch Mail - Clients sind zu unterbinden. Leistungsbeziehung SLA Leistungsbeziehungen von Anwendern zum ASP - Dienst - leister Support sind agreements zu dokumentieren. Ä nderungen bei Versetzungen etc. sind nachzuvollziehen. IT - Sicherheits security - Anforderungen requirements Virenschutz virus Automatisierte detection Erken - nung removal und Entfernung aktueller updated Viren. Auto - matisierter Update des Virenscanners... Netz IT - Arbeitspl ä tze mit Anbindung an protection das Firmennetzwerk from external sind access durch geeignete Ma ß nahmen gegen Angriffe von au ß en zu Sch ü tzen (z.b. Firewall). APS - Zugang Access Zugang zu IT - Arbeits - pl Access ä tzen ist control nur durch berechtigte Personen sicherzustellen (z. B. TIKS - Karte + PIN)... Verschlüsselung Encryption Schutz protection der Daten auf dem APS vor dem Authorized Zugriff access Unberechtigter bei Speicherung und Ü bertragung, Sichere Secure communication Kommunikation innerhalb des Konzerns und mit Dritten... Basis Basic - Anforderungen requirements Allgemein general Bildschirm screen - Auflösung resolution Disketten - LW Chip I/O - Kartenleser... Stationär stationary Basiseinheit Basic unit Monitor Tastatur keyboard Maus mouse... Mobile Displaytyp connectivity (TFT) Gewicht weight Tastatur keyboard Maus( i/o - ersatz )... Bürofunktion office Textverarbeitung Word processor Präsentation presentations Tabellenkalkulation spreadsheet Standard forms - Formulare... Kommunikation Communication Mail, Browser, Zentrale storage Ablage Termin calender -/Besprechungsplanung Mitarbeiterverzeichnis directory (Telefon, Mailadresse, Funktion, Lokation ) File backup - Packer, Datensicherung... Hardware - general 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 27

22 Content of IT catalog General provision of work places General rules about usage Ordering packages and optional components Service components Self-configuration Tech supply Additional services sla Desktop service, product portfolio, ordering process, projects, budgeting, operation Help-line, refresh, replenishment pre-configured packages (sales, standard), optional components, mobile services Backup, FAX, SMS, internet, IT-remote, mail/file/print service, shared folders, VPN, storage Individual PC, optional components Cables, etc. Special software Problem management, helpline 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 28

23 Implementation of work place support setup Aufbau Programm - Management Durchführung TCO - Analysis Analyse standardized Standardisierung user Benutzer - requirements anforderungen Reengineering of der IT - IT Bereitstellungs provision - prozesses Introduction Einführung and und Operation Regelbetrieb Program Management decision instances IT inventory IT Process evaluation standardization board user profiles Selection of Software providers implementation of software Portal/licenses communication of changes provision of IT - catalog 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 29

24 Distribution of roles workplace Arbeitsplatz - management framework Rahmen - agreement Auftrag Involvement Mitwirkung und and coordination Koordination functional Funktionale requirements Anforderungen standardization Standardi - sierungsboard IT - Standards & functional Funktionale requirements Anforderungen framework Rahmen - offering Angebot Information involvement Mitwirkung software ASP - provision Dienstleister order Bestellung delivery Lieferung administration Bedarfsträger 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 30

25 Company s Strategy Indicators Initiatives Sandro Schwärzler, sandros@student.ethz.ch, Balanced Scorecard (BSC) Top management information model, focus on 4 areas Specific objectives, measures, targets & initiatives More than an operational measurement system! Strategic management system to clarify vision & strategy and translate them into action 1 Financial Perspective 2 Customer Perspective How should we look and appear to our shareholders? Process Perspective 3 How should we appear to our customers? Learning/Growth Perspective What business process must we excel at? Key success factors How will we sustain our ability to improve and create value? 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 32

26 Balanced Scorecard-loop Vision and Strategy Communication and Integration Balanced Scorecard Feedback and Learning Planning and Goal setting 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 34

27 Schematic structure financial Perspective Shareholder value - Goals KPIs measures Market /Client Perspestive Appearance to customer Goals KPIs measures Vision and Strategy Internal Process Perspective Which processes to improve? Goals KPIs measures Learn/Growth Perspective How to improve and Goals KPIs measures grow? 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 35

28 Cascaded score card concept Headquarter IT - Scorecard corporate IT - Scorecard Division 1 IT - Scorecard Division 2 IT - Scorecard Division 3 IT - Scorecard Division 4 IT - Scorecard Bereich Area A A IT - Scorecard Bereich Area A A IT - Scorecard Bereich Area A A IT - Scorecard Bereich Area A A Division 1 Division 2 Division 3 Division Dr. Florian Michahelles, Information Management Copyright ETH Zürich 36

29 Integration of IT-Balanced Scorecard Corporate Unternehmens - Strategy Strategie align IT - Strategy Strategie map Strategic learning map Strategic learning Scorecard Goals KPIs Target values measures align Scorecard Goals KPIs Target values measures provide monitor provide monitor Budgets align IT - Budgets fund report fund report Measures Maßnahmen align IT - Measures Maßnahmen 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 37

30 Example of IT-Balanced Scorecard M a r ke t t / K / Client u n d e I T - P r o z c e s s e s Ziel Goal Kenn KPIs - zahlen Ziel target - werte Maßnahmen measures Goal Ziel KPIs Kenn - zahlen target Ziel - values werte measures Maßnahmen IT become - Vorzugs corporate - lieferant preferred im IT provider Konzern werden Umsatzanteil share am of IT - Volumen IT volume Anteil share betreuter of IT - Anwen applications - dungen Anteil share > 75% Anteil share > 80% Kunden User reviews befragen Anforderungen requirements analysieren analysis Preise Market auf prices Marktniveau Leistungen market-level auf Marktniveau services improve Leistungs - Service-level fähigkeit of der IT IT - processes Prozesse to auf market Markt - level niveau steigern Share Anteil of timely zeitnah fixed behobene incidents Störungen / / total Gesamtzahl Anzahl Number of Beschwerden complaints share Anteil > 95% Anteil share < 10% Prozessanalyse Process analysis und and Bench benchmarking - marking with mit Wettbewerbern Competitors durchführen IT standardizing - Prozesse auf ITIL - Basis processes standardidieren Based on ITIL Ziel Goal IT - Personal staff anfor prepared - derungs and - gerecht ready ausge - bildet und einsatz - bereit P Staff/ e r s L o e n a a r l n / i L n e g r n e n Kenn KPIs - zahlen Anzahl No. Weiterbil Of education - dungstage days / Mitarbeiter employee Einhaltung compliance von with Termin - verein agreed - barungen deadlines Ziel target - werte 10 Tage days pro per Jahr year Anteil share > 95% Maßnahmen measures Stellenbeschrei update - bungen Job profiles aktua - lisieren Anforderungen Adjust mit Requirements Ausbildungs for - stand Education abgleichen level Schulungsplan create erstellen Training concept Ziel goal Kenn KPI - zahlen transparency Beitrag TCO je for IT - jeder of each IT - Arbeitsplatz Each Maßnah - IT-contribution IT workplace me zum Unter - Wirtschaft ROI - nehmens - lichkeit (ROI) erfolg ist trans - parent F i n a n z c e n Ziel target - werte TCO < xxxx TEUR ROI > 10% Maßnahmen measures TCO Analyse analysis durchführen ROI Intergate in Geneh ROI - migungsverfah into - ren Approval integrieren process ROI monatlich per je IT - Maßnahme measure erheben 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 38

31 Value- and strategy-oriented IT-Portfolio high Cost-saving IT - Projects with Low impact on Corporate strategy Cost saving and Value increasing IT - Projects Return on Investment IT - Projects with low Cost impact and low Impact on Corporate strategy Value increasing IT projects With low ROI low low Contribution to supporting Corporate strategy high 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 39

32 Value- and risk-orientierted IT-Portfolio high Cost saving IT - Projects with Low risk Cost saving and Value increasing IT - Projects with High risks Return on Investment IT - Projecte with limited costs savings and Low risk Value increasing IT Projects With low ROI And high risks low low Impementaction - risks low 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 40

33 Value-, risk- and strategy-oriented IT-Portfolio high P7 P1 P2 P3 Return on Investment P5 P4 P6 low low Chance of implementation high 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 41

34 <Menglei Niu>, < > Incident Management Incident management IcM is a term describing the activities of an organisation to identify, analyze, and correct hazards to prevent a future re-occurrence. Computer Security Incident Management CSIM is a set of acts that are formulated to reduce risks on computer and Internet usages. Today, an important role is played by a Computer Security Incident Response Team (CSIRT), due to the rise of internet crime. Incident management process Incident detection and recording Classification and initial support Investigation and diagnosis Resolution and recovery Incident closure Ownership, monitoring, tracking, and communication Incident Incident Management Disaster 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 43

35 Portfolio-driven project selection(kramer 2003) 0-5 suspend check risks implement Break - even (Years) > 5 suspend suspend check ROI. Chance of - Implementation % 0 50 >50-75 > Dr. Florian Michahelles, Information Management Copyright ETH Zürich 45

36 SLA-Concept client Auftrag - - SLA provider Auftrag - - Vereinbarung geber Agreement Vereinbarung on über über nehmer Externe SLA: IT - Abteilung Divisions or oder Fachabteilung Special branches Leistungsinhalt Service Leistungsinhalt coverage Level Qualitätslevel Qualitätslevel of quality Costs/price Kosten/Preis Kosten/Preis Externe External SLA: IT - Lieferant/ provider/ Dienstleister Service-provider Interne Internal SLA: Fachabteilung Special branches Interne Internal SLA: IT - Abteilung division 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 46

37 Picture: Office.com Guillermo Pallarolas, ID: IT General Controls (ITGC): Technical support Definition «A service provided by a computer or technological company for aiding or advising customers of its product or service; also called tech support.» (dictionary.reference.com) «... technical support services attempt to help the user solve specific problems with a product, rather than providing training, customization, or other support services» (en.wikipedia.org) Delivery of support Telephone (e.g. 24/7 Hotline) SMS, Fax, Website, Support forums Specific software tool Remote access services Support centers (for hardware) Support levels Level 1: «basic» or «first-line» Level 2: «advanced» Level 3: «expert level» (highest) Higher personnel costs 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 48

38 Blue print of IT service desk as application of SLAs Additional service providers IT- request 1 st Level Support answer user answer Immediate support Problem fixing impossible within fixed time frame request: 2 nd Level Support answer Incident reporting request domain experts Request (consulting) Problem fixing impossible Within fixed time frame Ordering (HW, SW, ) 3 rd Level Support request software provider 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 50

39 Sven Baumgartner, Disaster recovery/backup and recovery Natural disaster: Hurricanes, earth-quakes, etc Man made disaster: Terrorism, human failure, etc Definition: Minimize the effect of a disaster and to take the necessary steps to ensure that the resources, personnel, and business process are able to resume operation in a timely manner. Subset of the Business Continuity Planning (right after the disaster) Focus on the information technology infrastructure NIST (National Institute of Standards and Technology) provides best practices Automated backup & recovery, clustering, data replication and cloud services Dual data center strategy (expensive solution) 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 52

40 Consequeces of service-level violation (Rittweger, 2003) Over compliance Usual fees Bonus Malus Compensation/ Termination of agreement agreed Service-level minimum Acceptance-level Below Acceptance level Under performacne 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 54

41 Position profile of a project controller (example) 2012 Dr. Florian Michahelles, Information Management Copyright ETH Zürich 55