IT危机预警管理系统初探

随着互联网应用的深入,计算机系统安全受到的威胁日益增加,IT危机预警变得日益重要。从IT危机内涵出发,指出建立IT危机预警管理系统的必要性,之后给出IT危机预警管理系统的流程。重点讨论了预警分析的内容及危机预控对策。力求建立可操作性的IT危机预警管理系统,为计算机系统的防护措施提供理论上和对策上的指导。     

IT Consulting: Communication Skills Are Key

IT consultants are professionals who have joined an existing consultancy or have established a consulting business as a single individual or with colleagues. Regardless of their origin, IT consultants perform a variety of tasks, from idea generation to design to project management support. Chief among the success factors in IT consulting is effective communication - an idea that seems to have eluded most of the research purporting to help IT consultants. IT consultants must be proactive in opening communication lines with customers. Ensuring that expectations are clear is a major benefit of effective communication because it helps minimize the damage from an outcome in which the customer is unhappy     

A practical framework for discussing IT infrastructure

Although increasingly important, IT infrastructure remains poorly defined. IT professionals need a practical framework to systematically discuss the nature, scope, evolution, and management of IT infrastructure. The guidelines presented can help one to think more clearly about infrastructure issues.     

It Pays to Be Agile

Agile development approaches emphasize working software, customer collaboration, adaptation, and a strong commitment to achieving business results. In this article, we use the Human Capital Theory as the rationale for why IT professionals possessing agile skills garner salary benefits. We then employ a Human Capital Model to estimate the benefits. Further, we investigate two specific categories of IT job types: software application development professionals and IT professionals at the strategic level of organizations. Our Human Capital Model was fit using a data set from an online survey of IT professionals with 12,893 respondents. Our results confirm the Agile benefits with an overall salary premium of 22.6%. We also specifically discuss the various premiums across application development job titles as well as strategic positions. Based on our findings, we draw practical implications for both IT professionals and management.     

Career transition antecedents in the information technology area

The more organizations invest in information technology (IT), the more the concern with IT personnel management has increased, namely the hiring, training and retaining of IT professionals needed to deal with such investments. In this context, two issues related to these professionals have often been observed, namely ‘turnover’ – in which the IT professional changes job but still remains in the IT area – and ‘turnaway’ – in which the IT professional abandons the IT area and assumes a job in another area in the same organization or another, usually rising to a managerial position. This work addresses the turnaway of IT professionals in Brazil. The relevance of this research is supported by the shortage of adequately trained IT professionals to work in the productive sector in this country. Therefore, by using and adapting the extant scientific literature, research hypotheses associated with the IT professional turnaway phenomenon are developed and tested via structural equation modelling. It was then concluded that exhaustion with work in the IT area, job dissatisfaction, the need to acquire further experience to remain attractive in the job market, the need for professional growth and prior and conscious managerial capacity development for career transition are the main antecedents of the career transition of IT professionals to other functional areas.     

Improving the it Hiring Rate

In the culture of most organizations, IT people are treated as if they are different from other business-line employees. Although this treatment can cause friction between IT and the business organization, it can actually benefit the IT hiring process. Because of the tight IT labor market, IT professionals should not be bound to the hiring procedures that are used for other employees. Instead, if a promising candidate comes along, an organization should do whatever it can to make a satisfactory offer as quickly as possible.     

HR Contribution to IT Innovation Implementation: Results of Three Case Studies

The theoretical and empirical investigation of information technologies (IT) innovation implementations reveals that they lack conceptual and practical support from HRM professionals. The HRM practices undertaken by HR professionals are not even discussed. We argue that HR departments should contribute to IT innovation projects by being responsible for explicitly defining job tasks that have to be automated, establishing a rewards system for those who have to learn and use a new technology and analysing the training needs of the users and providing them with adequate training. HRM should more actively intervene in IT innovation projects. Such intervention would, we believe, foster compatibility between the prior intentions of information technology, the strategies and practices, the individual users’ needs in it and the adoption of IT by the users.     

面向IT职业的英语应用能力培养对策研究

以计算机和信息为核心的信息技术与英语有着天生的关系,而且具体的IT工作也非常强调英语应用能力。对将来从事IT职业的学生而言,在学校开设IT职业英语课程对这方面能力的培养是一种行之有效的方法。     

Causes and Consequences of Stress in the it Profession

Working long hours, rushing to meet unrealistic deadlines, struggling to keep up with ever-advancing technology and ever-changing user demands - these are just some of the conditions that make a career in IT stressful. Fortunately for IT professionals, work-related stress can be effectively managed and thereby mitigated. Identifying the sources of stress on the job is a major step in its management and reduction.     

So What is Wrong with Our Profession?

As IT tries to emerge from an identity crisis, a look at history shows that solutions are complex but within reach. The author ponders the IT profession's cohesiveness and whether it can control its future.     

Managing the Decentralized IT Organization

The growing trend to decentralize the IT function and move applications development to business units is often controlled by top management. A coordinated set of best practices helps IT managers take charge of change, position the IT organization as both a vendor of development services and a provider of vital infrastructure services, and ensure a logical career-enhancing structure for IT professionals.     

Data quality: a rising e-business concern

Data quality has become a business-critical issue because it can make or break the databases and data warehouses that drive e-business. Garbage in, garbage out is not new; it started to become more important because of data warehouses and data marts as well as the Web. In recent InformationWeek surveys, IT professionals have consistently ranked data quality tasks as the leading IT challenge in the post-Y2K remediation era. What's also new is that data quality issues aren't limited to individual erroneous records: they now include how applications associate various pieces of data, and how users use or interpret data. As new data usage revealed the need to ensure data consistency throughout the enterprise, new tools have emerged to help IT reconcile data inconsistencies. Not all professionals are confident off-the-shelf solutions can flexibly meet their needs, but vendors argue that automating tasks allows quicker, cost-effective project and application deployment     

How universal are IT project success and failure factors? Evidence from Hungary

This article examines the universality of IT project failure factors and project manager characteristics for success — considering national cultural context, gender, experience and time. Based on a survey of 124 Hungarian IT professionals the comparative analysis concludes that stakeholder management, top management support and planning are the most critical factors of failure, whereas project managers with outstanding communication and change management skills are expected to excel — in Hungary and in the US as well.     

Directors and IT,and IT directors

In the face of multiple challenges and opportunities, in a turbulent business environment, chief executives are seeking to create more flexible and adaptable organizations. Increasingly these are taking the form of networks, with electronic links forwards to customers, backwards to suppliers and sideways to business partners. These networks are becoming global, bringing together all those who wish to contribute a proportion of their time to a particular mission. The staff of the network organization need to be supported by a communications network that is itself flexible and adaptable, and able to facilitate multifunctional, multi-location and multi-national team working. In the main the major constraints concern people, their skills and attitudes, and the management of technology, rather than the technology itself. IT professionals, and particularly IT directors, are sought who are able to facilitate change. IT directors require directional qualities which are distinct from those demanded of managers. They need a broad, strategic awareness and perspective concerning the requirements for responsive organizations, with continuing processes for adaptation and learning to meet the changing needs of customers.     

Certification: Who Dares?

The authors discuss the pros and cons of IT certification by exploring why so much attention is focused on it, as well as the different kinds of certifications that are available, current changes in requirements, and where IT professionals can get certified.     

CEO and CIO perceptions of information systems strategy: evidence from Hong Kong

Studies in the literature indicate that many organizations have experienced a crisis of confidence in information systems (IS) functions and IS executives. We address the issue of joint chief executive/IT executive responsibility in building a corporate culture to overcome resistance to technological changes. This paper reports a study of differences in IT perceptions between chief executives and IS executives. The results suggest a similarity of views in three major dimensions of perception: IT vision, organizational IS issues and IT support for knowledge management. The study also suggests that national culture, industry type and the chief executive/IT executive relationship contribute to differences in IT perception.     

PROPOSED ANALYTICAL PROCEDURE FOR THE CUSTOMIZATION AND IMPLEMENTATION OF COBIT 5, AN AUDITING TOOL: AN ACTION DESIGN RESEARCH APPROACH

Customization is part of an audit planning exercise that addresses the issue of implementation of a broad audit framework for the achievement of the most desired audit outcomes for the audit client. Leading frameworks such as Control OBjectives for Information and related Technology (COBIT) that have successfully been used as an audit framework have changed focus from audit to complex governance and management framework, leaving audit professionals with the challenge to figure out how to configure it into an auditing tool. The framers of COBIT 5 recommend to Information Technology (IT) auditors to apply professional judgment, experience, and IT skills for the customization of the framework for their desired audit goals. This, however, has been controversial in theory and cumbersome in practice and no solution has yet been found for the problem. In this research, we use an Action Design Research approach to design a model for performing objective customization of COBIT 5 for better outcomes as the solution. We found that the Viable Systems Model’s Indices from the cybernetics science paradigm and the Process Assessment Model were relevant to achieve this goal. The resulting solution designed provides a more efficient, teachable, and simpler technique in the selection of substantive procedures for desired audit outcomes. The model can be very cost effective, save audit time, and reduce audit failure exposure.     

Knowledge Sharing on Enterprise Social Media: Practices to Cope With Institutional Complexity

This study examines the use of enterprise social media (ESM) for organizational knowledge sharing and shows that professionals face ambiguities because their knowledge sharing behavior is informed by an institutional complexity that consists of 2 dissimilar institutional logics: logics of the profession, and logics of the corporation. Our qualitative case study of an ESM at an IT consultancy organization shows that professionals find ways to manage the ambiguities they experience by engaging the affordances of ESM in such a way as to develop coping practices: connection management, reputation management, and information management. By complementing the affordance perspective with an institutional logics perspective, we are able to advance scholarly understanding on how ESM can facilitate but also frustrate knowledge sharing.     

The role of IT in crisis response: Lessons from the SARS and Asian Tsunami disasters

Research on crisis management recognizes the important role of information although few studies of crisis response deal explicitly with information systems. In this paper, we present a case study of Singapore’s response to the SARS and Asian Tsunami disasters. Using the resource-based view of the firm as our theoretical lens, we examine three research questions: what IS resources are needed in crisis response, how are these IS resources bundled with other non-IS resources, and how are they effectively coordinated? Our analysis of the case suggests that existing assets such as information technology infrastructure, leadership, and collaborative networks and existing capabilities such as the ability to build and apply IT, the ability to recognize signals and the ability to see the big picture are critical during crisis response. The actions taken using these assets and capabilities include informing resolutely, gaining stakeholder commitment and agile mobilizing of people and IT. Our analysis further suggests that coordination mechanisms, namely the crisis response organizational, informational, and IT structures, are important facilitators of the response actions. The resulting framework of resource deployment during crisis response extends the resource based view of the firm into a cooperative setting, aiming to understand the nature of IS resource value in a cooperative context, and considers not just the resources per se, but the means of coordination the resources.     

CE2IT: continuous ethics enhancement for IT professionals

As IT moves into more mission-critical processes, the possibility for ethical dilemmas with far-reaching consequences increases. This article presents "Continuous Ethics Enhancement for IT Professionals" (CE2IT), a personal framework that responds to an IT professional's need for guidance in ethical decision-making. It is designed to "see to it" that IT professionals integrate ethics into their personal and professional lives.