Holtsnider / Jaffe IT Manager's Handbook: The Business Edition

1. Auflage 2009
ISBN: 978-0-12-375111-9
Verlag: Elsevier Science & Techn.
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 392 Seiten

IT Manager's Handbook: The Business Edition is a MUST-HAVE guide for the advancing technology professional who is looking to move up into a supervisory role, and is ideal for newly-promoted IT managers who needs to quickly understand their positions. It uses IT-related examples to discuss business topics and recognizes the ever-changing and growing demands of IT in today's world as well as how these demands impact those who work in the field. Specific attention is paid to the latest issues, including the challenges of dealing with a mobile and virtual workforce, managing Gen-X/Yers, and running an IT organization in a troubled economy. Rich with external references and written in-easy-to-read sections, IT Manager's Handbook: The Business Edition is the definitive manual to managing an IT department in today's corporate environment.
Focuses on Web 2.0 ideas and how they impact and play into today's organizations, so you can keep up on social networking, YouTube, web conferencing, instant messaging, Twitter, RSS Feeds, and other collaboration tools.Provides strategies on how to get employees to focus in the 24/7 data word.Discusses key IT topics in 'layman's terms' for business personnel who need to understand IT topics.

Bill Holtsnider is an experienced writer, educator, and software professional with more than 26 years of experience working in the computer industry. His IT expertise includes working in such diverse areas as stock portfolio management, identity management, and software development. He is the author of six books and a wide range of technical and marketing documentation.

Autoren/Hrsg.

Holtsnider, Bill

Jaffe, Brian D.

Inhaltsverzeichnis

1;Front Cover
;1
2;IT Manager's Handbook
;3
3;Copyright Page
;4
4;Dedication
;5
5;About the Authors
;7
6;Brief Table of Contents
;8
7;Complete Table of Contents
;10
8;Preface
;22
8.1;What Is New and Different in the Business Edition;23
8.2;The Structure of This Book;23
8.3;Chapter-by-Chapter Summaries;24
8.4;Note on URLs and Web Resources;25
8.5;Acknowledgments;26
9;Chapter 1: The Role of an IT Manager
;28
9.1;1.1 Just What Does an IT Manager Do?;29
9.1.1;Why All That Change and Flexibility Is Good;29
9.1.2;Why All That Change and Flexibility Is Bad;30
9.2;1.2 Managers in General;30
9.2.1;Definition of a Manager;31
9.2.2;Styles of Management;31
9.2.2.1;Command and Control;31
9.2.2.2;Collaboration;31
9.2.2.3;What Kind of Manager Will You Be?;32
9.2.3;Pros and Cons of Being a Manager: Reasons to Become a Manager, and Reasons Not to Become One
;32
9.2.4;The Hidden Work of Management;34
9.2.4.1;Management Is Sometimes Hard to See;34
9.2.4.2;Good and Bad Management Often Look Alike—For a While;34
9.2.5;Resentment toward Management;34
9.2.6;Babysitting versus Managing;35
9.2.7;Politics;35
9.2.8;Managing in Four Directions;35
9.3;1.3 The Strategic Value of the IT Department;37
9.3.1;Application Development versus Technical Operations;37
9.3.1.1;Application Development;37
9.3.1.2;Technical Operations;38
9.3.2;IT Department Goals;38
9.3.3;The Value of IT Managers;38
9.4;1.4 Developing an IT Strategy;39
9.4.1;Determine Who Your Team Members Are;40
9.4.2;Determine How Important Technology Is to Your Organization;40
9.4.3;Determine Who Your Customers Are and What Their Needs Are;41
9.4.4;Keep Your Department Central to the Company's Operations;41
9.5;1.5 Starting Your New Job;42
9.5.1;The First Day;42
9.5.2;Meeting the Staff;42
9.5.3;A Few Ideas for What to Say to Break the Ice;43
9.5.4;Some Don'ts;44
9.5.5;One-on-One Meetings;44
9.5.6;What to Say to Those Who Wanted Your Job and Didn't Get It;45
9.5.7;Establish a Relationship with Your Manager and Your Peers;46
9.5.8;Learning the Landscape: Key Users and Key Applications;48
9.5.8.1;Find the Key Meetings;48
9.5.8.2;Be Realistic about Timetables for Fixing Problems;49
9.6;1.6 The First 100 Days;50
9.6.1;No Organization Is Perfect;50
9.6.2;Quietly Advertising What You Bring to the Table;51
9.6.2.1;Do Some Preliminary Research before You Start;52
9.6.2.2;Bring a Fresh Perspective;52
9.6.2.3;Ask and Listen;52
9.6.3;Projects in Progress and Projects on the Horizon;53
9.6.4;Is the Status Quo Good Enough?;53
9.6.5;People to Meet and Know;54
9.6.6;Quick Hello Meetings;56
9.6.7;HR (Human Resource) Issues;56
9.6.7.1;Soon, Later, and Tomorrow: When Should You Address Issues;57
9.6.7.2;Regardless of What Happens, Let Them Know You've Heard Them;57
9.6.8;Budgeting;57
9.6.9;Making Those First Decisions;58
9.7;1.7 Two IT Departments-What Happens if Your Company Merges with Another?;59
10;Chapter 2: Managing Your IT Team;62
10.1;2.1 Keeping Employees Focused;63
10.1.1;Establish Priorities;63
10.1.2;Communicate with Your Team;64
10.1.2.1;Make Sure the Team Understands the Overall Objective and Goals;64
10.1.2.2;Explain How You Envision Achieving the Goal;64
10.1.2.3;Encourage Questions and Input from Your Staff;64
10.1.2.4;Listen Carefully;65
10.1.2.5;Meet Regularly;65
10.1.2.6;Agile Meetings;65
10.1.2.7;Project Meetings;65
10.1.3;Company Mission, Vision, and Values;66
10.1.4;Be as Clear as Possible about Your Real Priorities;67
10.1.5;Avoid Burnout in Your Employees;67
10.1.6;Make Your Employees Aware of the Dangers of Burnout;68
10.1.6.1;Outline the Prices Employees Can Pay;68
10.1.7;Deal with the Situation;68
10.2;2.2 Employee Training;69
10.2.1;Cost;70
10.2.2;Need;70
10.2.3;Employee Morale;71
10.2.4;Scheduling Demands;71
10.2.5;How Do You Know When Your Employees Need Trainin;71
10.2.6;Certification;72
10.2.7;What if the Employee Takes a Training Class and Then Uses His New-found Skills to Find Another Job?
;73
10.2.7.1;Be Honest about This Problem;73
10.2.7.2;Employee Agreements;73
10.2.8;Non-Technical Training;73
10.2.9;Maximizing the Value of Training;74
10.3;2.3 Employee Performance;74
10.3.1;Performance Reviews;75
10.3.1.1;No Surprises!;75
10.3.2;Key Areas of Evaluation;76
10.3.2.1;Quality of Work;76
10.3.2.2;Flexibility;77
10.3.2.3;Creativity in Solving Problems;77
10.3.2.4;Communication Skills;77
10.3.2.5;Innovation;77
10.3.2.6;Going Above and Beyond Requirements of the Job;78
10.3.2.7;Coordination, Interaction, and Collaboration with Others (Particularly Those They Don't Have Direct Authority Over)
;78
10.3.2.8;Accountability;78
10.3.2.9;Ability to Complete Assignments in a Timely Manner;78
10.3.2.10;Ethics and Compliance;79
10.3.2.11;Ability to Pick Up New Skills on Their Own;79
10.3.2.12;Ability to Work With and Enhance the Work of Other Staff Members;79
10.3.2.13;Ability to Manage Short- and Long-Term Projects;80
10.3.3;Specific Evaluation Statements;80
10.3.3.1;Useful Metrics;80
10.3.4;Guidelines for Reviews;80
10.3.4.1;Be Objective;81
10.3.4.2;Carefully Record Details;81
10.3.5;Negative Reviews;82
10.3.5.1;Be Specific;82
10.3.5.2;It Should Not Be a Surprise;83
10.3.5.3;Keep HR Informed;83
10.3.5.4;Be Professional;83
10.3.6;Have Employees Review Themselves;84
10.3.7;“360” Reviews;84
10.3.8;How to Conduct the Actual Review Discussion;86
10.3.8.1;Respect Privacy;86
10.3.8.2;Tone of the Discussion;86
10.3.9;Development Plans and Goals;86
10.3.10;Salary Review;87
10.3.11;Disciplinary Problems and Terminations;88
10.3.11.1;Disciplinary Problems;89
10.3.11.2;Layoffs and Terminations;90
10.4;2.4 Leadership versus Management;93
10.5;2.5 Generational Issues at Work;94
10.5.1;Managing across Generations;95
10.5.1.1;Leveraging a Multi-Generational Workforce;98
11;Chapter 3: Staffing Your IT Team;102
11.1;3.1 Why IT Managers Need to Deal with Hiring People;103
11.1.1;Human Resources Department's Role;103
11.1.1.1;How to Get Help with Your Hiring;104
11.1.2;Justifying a Hire;105
11.1.3;Start with Internal and External Referrals;106
11.1.4;Internal versus External Hires;106
11.1.5;Should You Hire a Full-Time Employee or a Consultant?;110
11.1.5.1;Determine Which Type Is Best for Your Job;113
11.1.5.2;Consultant or Employee—You Can't Have It Both Ways;113
11.1.5.3;Timing Considerations;114
11.2;3.2 Write a Position Description;115
11.2.1;Position Descriptions versus Contracts;116
11.2.2;General Requirements;116
11.2.3;Advertising Options;118
11.2.3.1;First, Post Internally;118
11.2.3.2;Popular Web Sites;118
11.2.3.3;Web Posting Issues to Think About;118
11.2.3.4;Networking;119
11.2.3.5;Professional Contacts;119
11.2.3.6;Personal Contacts;119
11.2.3.7;Effectiveness of Networking;120
11.2.3.8;Job/Recruiting Fairs;120
11.2.3.9;The (Limited) Value of Print Advertising;120
11.3;3.3 Recruiters;121
11.3.1;Finding the Right Recruiter;123
11.3.1.1;Technical Abilities;124
11.3.1.2;Things to Keep in Mind;125
11.3.1.3;Using Multiple Recruiters;125
11.4;3.4 Selecting Candidates;125
11.4.1;Reviewing Reacutesumeacutes
;125
11.4.1.1;Telephone Screening;127
11.4.1.2;At What Level Should I Interview?;127
11.4.1.3;Narrowing Down the List;128
11.4.1.3.1;How to Choose from Hundreds of Candidates;128
11.4.1.3.2;How to Choose from 30 Qualified Candidates;129
11.4.1.3.3;Should You Hire an Overqualified Candidate?;129
11.4.1.4;General Interview Guidelines;130
11.4.1.5;Prepare a List of Questions;131
11.4.1.5.1;Non-Technical Questions;131
11.4.1.5.2;What Not to Ask;132
11.4.1.6;Who Else Should Interview a Candidate?;133
11.4.1.7;Key Concepts for a Good Technical Interview;134
11.4.1.7.1;Do Some Preliminary Reading;134
11.4.1.7.2;Let Them Explain Technologies to You;134
11.4.1.7.3;Testing Candidates;135
11.4.1.7.4;The Right Skill Set for the Job;136
11.4.1.7.5;When to Accept “Similar” Experience;136
11.4.1.8;Rank Criteria;137
11.4.1.8.1;Other Requirements That You Might Be Flexible About;138
11.4.1.8.2;Ability to Learn;138
11.4.1.9;The Value of Certification;138
11.4.1.9.1;Test-Taking Skills;139
11.4.1.9.2;Value of Commitment;139
11.4.1.9.3;Checking the Value of a Certification;139
11.4.1.10;Education;140
11.4.1.10.1;Direct Value to the Job;140
11.4.1.10.2;Indirect Value to the Job;141
11.4.1.10.3;Business-Related Degrees;141
11.4.1.10.4;Hard Sciences-Related Degrees;142
11.4.1.10.5;Soft Sciences-Related Degrees;142
11.4.1.10.6;Famous Schools;142
11.4.1.10.7;Technical Courses;142
11.4.1.11;Checking References;142
11.4.1.11.1;Background Checks;143
11.4.1.11.2;Professional References;143
11.4.1.12;Common Hiring Mistakes;144
11.4.1.13;Offering the Correct Salary for an IT Position;145
11.4.1.13.1;Before Making the Offer;145
11.4.1.13.2;Using Agencies;146
11.4.1.13.3;Other Ideas besides More Money;146
12;Chapter 4: Project Management;148
12.1;4.1 Projects and Project Management: A Quick Overview;149
12.1.1;Different Kinds of Projects
;149
12.1.2;The Value of Project Management
;150
12.1.3;Five Key Phases to a Project
;150
12.1.4;Do You Have to Be a Certified Project Manager to Run a Project?
;150
12.1.5;The Project Management Institute (PMI)
;151
12.1.6;A Project Management Office
;152
12.2;4.2 Phase One: Scope the Project;152
12.2.1;Clearly Define the Project's Objective and Scope to Avoid “Scope Creep”
;152
12.2.2;Department versus Company Objectives
;154
12.2.3;Get Proper Sponsorship for the Project
;154
12.2.4;Identify the Stakeholders
;155
12.2.5;Identify the Constraints, Interdependencies, and Risks
;156
12.2.5.1;Potential Variables
;156
12.2.5.2;Possible Solutions
;157
12.2.6;The Project Charter
;157
12.2.7;Get Historical Perspective
;158
12.3;4.3 Phase Two: Develop a Project Plan;158
12.3.1;Three Critical Components to Any Project
;158
12.3.2;Write the Project Plan with the Closeout Report in Mind
;160
12.3.3;Time Estimates
;160
12.3.4;Resources Required: Employees (Internal and External to IT)
;161
12.3.5;Money
;162
12.3.5.1;One-Time Costs
;162
12.3.5.2;Ongoing Costs
;163
12.3.5.3;Hidden Costs
;163
12.3.5.4;Consultants
;163
12.3.5.5;Costs of Internal Resources
;163
12.3.5.6;Capital versus Operating Expense
;163
12.3.6;Roles and Responsibilities
;164
12.3.7;Multiple Projects
;164
12.4;4.4 Phase Three: Launch the Project;165
12.4.1;Range of Launch Options
;165
12.4.2;Stage a “Kick-Off Meeting”
;165
12.4.2.1;Goals of Your Kick-Off Meeting
;165
12.5;4.5 Phase Four: Track the Project's Progress;166
12.5.1;Microsoft Project
;166
12.5.2;Other Project Management Tools
;167
12.5.3;Gantt Charts and Time Lines
;167
12.5.4;PERT Charts and Critical Paths
;168
12.5.4.1;Critical Path
;169
12.5.5;Project Milestones
;170
12.5.6;Updates to Management and the Team
;170
12.5.6.1;Summary Updates
;170
12.5.6.2;Red, Yellow, Green Indicators
;171
12.6;4.6 Phase Five: Close Out the Project;171
12.6.1;Writing a Closeout Report
;171
12.6.1.1;Additional Accomplishments
;172
12.6.1.2;Dealing with Bad News
;172
12.6.1.3;The Need for Follow-Up Activities
;172
12.7;4.7 Decision-Making Techniques;172
12.7.1;Four Types of Decision-Making Methods
;172
12.8;4.8 What to Do if/When the Project Gets Off Track;174
12.8.1;Some Issues out of Your Control
;174
12.8.2;When a Project Gets behind Schedule
;175
12.8.2.1;Perils of Adding Staff
;176
12.8.3;Your Project Is Costing More Than Expected
;176
12.9;4.9 Useful Project Management Techniques;177
12.9.1;Project Teams
;177
12.9.1.1;Candidates for the Project Team
;178
12.9.2;Create a “War Room”
;178
12.9.3;Formalized Project Frameworks
;178
12.9.4;Participate in the Project Yourself
;179
12.9.5;Offer Project Perks
;179
12.9.6;Give Your Project a Code Name
;179
12.9.7;Productive Project Meetings
;179
12.9.7.1;Meeting Agendas
;180
12.9.7.2;Minutes of the Meetings
;180
12.9.7.3;The Hidden Cost of Meetings
;181
12.9.7.4;Project Meeting Options
;181
12.9.7.5;Useful Meeting Techniques
;182
12.10;4.10 Funding Projects;182
12.10.1;Estimating Costs: Go High
;183
12.10.2;Projects Always Cost More Than Estimated
;183
12.10.3;Exactly Who Is Going to Pay for It?
;184
12.10.4;Justifying the Costs
;184
12.11;4.11 Multiple Projects: How to Juggle Them Well;185
12.11.1;You Will Have Multiple Projects
;185
12.11.1.1;Prioritize by Time and Money
;186
12.11.1.2;Prioritize by Politics
;186
12.12;4.12 Dealing with Non-IT Departments on a Project;186
12.12.1;Motivating Employees outside Your Department
;186
12.12.2;Who Is in Charge?
;187
13;Chapter 5: Managing the Money;188
13.1;5.1 The Budgeting Process;189
13.1.1;Possible Budget Items
;189
13.1.1.1;Which Items to Track
;190
13.1.2;Chargebacks—Who Really Pays?
;192
13.1.3;Reviewers for Your Budget
;192
13.1.4;Estimating (and Overestimating) Your Numbers
;193
13.1.5;Getting Approval and Defending Your Budget
;193
13.1.6;During the Year: Tracking and Revising Your Budget
;194
13.2;5.2 The Difference between Capital Expenditures and Operating Expense Items
;195
13.2.1;Capital Expenditure Details
;196
13.2.2;Check with Your Company's Policies
;196
13.2.3;Gray Areas
;197
13.3;5.3 Lease versus Buy: Which One Is Better?;198
13.3.1;Leasing
;199
13.3.2;Who Makes This Decision?
;200
13.4;5.4 Other Budgeting Factors to Consider;200
13.4.1;Growth of Your Department's Workload
;201
13.4.2;Technological Change
;201
13.4.3;Staff
;201
13.4.4;Software Maintenance
;202
13.4.5;Hardware Maintenance
;202
13.4.5.1;Time-and-Material Contracts
;203
13.4.5.2;Warranties
;203
13.5;5.5 Managing Vendors;204
13.5.1;Establish a Relationship
;204
13.5.2;Help Your Vendors
;205
13.5.3;Request for Proposals
;205
13.5.4;Get Multiple Bids
;206
13.5.5;Set Up a Trial
;206
13.5.6;Reviewing Contracts with Vendors
;207
13.5.7;Evaluating Alternatives
;208
13.5.8;Set Up a Matrix
;208
13.5.8.1;Functionality
;209
13.5.8.2;Price
;209
13.5.8.3;Vendor Viability
;210
13.5.8.4;Training Required
;210
13.5.8.5;Vendor's Services
;210
13.5.8.6;Performance
;210
13.5.8.7;Scalability
;211
13.5.8.8;Support and Service
;211
13.5.8.9;Interoperability
;211
13.5.8.10;Product's Position in the Market
;211
13.6;5.6 Managing the Money during Difficult Times;211
13.6.1;Managing Costs
;212
13.6.2;Leverage IT for Increased Business Value
;213
13.6.3;Demonstrating Leadership
;214
13.7;5.7 Outsourcing and Offshoring;214
13.7.1;Offshore Outsourcing Overview
;215
13.7.2;Which Functions to Outsource
;217
13.7.3;Does Outsourcing Make Sense?
;218
13.7.3.1;The Business Consideration
;218
13.7.3.2;The Political Consideration
;221
13.7.3.3;Conclusion
;221
14;Chapter 6: Software, Operating Systems, and Enterprise Applications;222
14.1;6.1 Types of Software;223
14.1.1;Types of Software
;223
14.2;6.2 Operating Systems;224
14.2.1;Windows
;224
14.2.2;Mac
;225
14.2.3;Unix Variants and Linux
;225
14.2.4;Choosing an Operating System
;225
14.2.4.1;Applications in Your Environment
;225
14.2.4.2;Customers' Needs
;226
14.2.5;Multiple Operating Systems
;226
14.2.5.1;Operating System Emulators
;227
14.2.5.2;Virtual Machines
;227
14.2.5.3;Uses
;227
14.3;6.3 Open Source;228
14.3.1;Definition
;228
14.3.2;Cost
;228
14.4;6.4 Managing Software;230
14.4.1;Total Cost of Ownership (TCO)
;230
14.4.2;Software Management Techniques
;230
14.4.2.1;Deployment
;230
14.4.2.2;Develop a Standard Disk Image
;231
14.4.2.3;Select a Disk Cloning Package
;231
14.4.2.4;Implement a Software Deployment Tool
;231
14.4.2.5;Users Download Software from an Intranet
;231
14.4.2.6;Locking down the Desktop
;232
14.4.3;Software Licensing
;232
14.4.4;Licensing Issues
;234
14.4.4.1;Licensing Models and Types
;234
14.4.4.2;Maintenance and Support Plans
;236
14.4.4.3;Negotiating Licenses
;236
14.4.4.4;Get Organized
;236
14.5;6.5 Cloud Computing;237
14.6;6.6 Enterprise Applications;240
14.6.1;E-Mail
;240
14.6.1.1;Usage Statistics
;240
14.6.1.2;Educate Your Users on the Key Principles of E-Mail
;240
14.6.2;Managing E-Mail
;241
14.6.2.1;Junk Mail (Spam, Chain Letters, Phishing, Jokes, etc.)
;241
14.6.2.2;Harassment
;242
14.6.2.3;Viruses
;242
14.6.2.4;Data Size and Retention
;243
14.6.2.5;Appropriate Use
;243
14.6.2.6;E-Mail Archiving
;243
14.6.3;Unified Messaging
;244
14.6.4;Directory Services
;244
14.6.4.1;Moving toward a Single ID and Password
;245
14.6.4.2;Directory Structure
;245
14.7;6.7 Enterprise Resource Planning (ERP);246
14.7.1;The Value of ERP Software
;246
14.7.2;General ERP Implementation Issues
;246
14.7.3;Costs of Implementing ERP
;247
14.7.4;Major Changes Required
;247
14.7.5;It Isn't Only IT's Decision
;247
14.7.6;Disadvantages to ERP
;248
15;Chapter 7: Security and Compliance;250
15.1;7.1 A Quick Note on How We Got Here;251
15.1.1;Get Perspective
;251
15.1.2;Computer Security Themes
;252
15.1.2.1;Security versus Privacy
;252
15.1.2.2;Intention Matters
;253
15.1.2.3;CIA
;253
15.1.2.4;Security versus Convenience
;253
15.1.2.5;Look Very Closely—It May Not Be What It Appears
;254
15.2;7.2 Managing Security;254
15.2.1;Action 1: Evaluate Your Environment's Needs, Exposures, and Defenses
;255
15.2.1.1;Perform a Security Audit
;255
15.2.1.2;Risk Analysis and Risk Management
;255
15.2.1.3;Risk Analysis Tools
;257
15.2.1.4;Risk Management
;257
15.2.1.5;Hire White Hats (to Manage the Threat of Black Hats)
;258
15.2.2;Action 2: Get Upper Level Management Buy-In
;258
15.2.3;Action 3: Mitigate the Risks
;258
15.2.4;Action 4: Work with Users to Make Everyone More Secure
;259
15.2.4.1;Training Users
;259
15.2.4.2;Privacy versus Security
;260
15.2.4.3;Use Care When Surfing
;260
15.2.5;Action 5: Remember That Security Is an Ongoing Process
;260
15.3;7.3 Security Solutions and Technologies;261
15.3.1;Tracking and Controlling Access
;261
15.3.1.1;Control Access
;261
15.3.1.2;Tracking Activity
;261
15.3.1.3;Accounts and Passwords
;263
15.3.1.4;Access Reviews
;265
15.3.1.5;Authorization Levels
;265
15.3.2;Authentication
;265
15.3.2.1;Challenge–Response
;266
15.3.2.2;“Two-Factor” Authentication
;266
15.3.2.3;Single Sign-On
;266
15.3.2.4;Identity Management
;267
15.3.2.5;Other User Authentication Methods
;267
15.3.3;Security Defenses
;267
15.3.3.1;Firewalls
;267
15.3.3.2;Intrusion Detection and Prevention
;268
15.3.3.3;Malware Prevention
;268
15.3.3.4;Ongoing Maintenance
;269
15.3.3.5;Encryption, Keys, and Certificates
;269
15.3.3.6;Network Access Control
;270
15.3.3.7;Staffing
;270
15.3.4;Incident Response
;271
15.4;7.4 Types of Threats;272
15.4.1;Malware
;272
15.4.2;Phishing and Social Engineering
;273
15.5;7.5 Compliance and IT;275
15.5.1;Overview
;275
15.5.2;Victims of Non-Compliance
;275
15.6;7.6 The Rules;276
15.6.1;Sarbanes–Oxley
;276
15.6.2;Health Insurance Portability and Accountability Act (HIPAA)
;277
15.6.3;Basel II
;277
15.6.4;SB-1386
;278
15.6.5;Fair and Accurate Credit Transactions Act (FACTA)
;279
15.6.6;Gramm–Leach–Bliley
;279
15.6.7;U.S. Securities
;280
15.6.8;Patriot Act
;281
15.6.9;Office of Foreign Assets Control (OFAC)
;281
15.6.10;CLERP-9 (Australia)
;282
15.6.11;Personal Information Protection and Electronic Documents Act (PIPEDA)
;282
15.6.12;Privacy and Electronic Communications Directive (European Union)
;282
15.6.13;Data Protection Directive (European Union)
;283
15.7;7.7 How to Comply with the Rules;283
15.7.1;Document the Policies
;284
15.7.2;Identify Control Mechanisms
;285
15.7.3;Educate Employees
;285
15.7.4;Maintain Evidence
;286
15.8;7.8 Hidden Benefits of Complying with the Rules;286
15.8.1;The Hidden Benefit of Documentation
;286
15.8.2;The Hidden Benefit of Control Mechanisms
;287
15.8.3;The Hidden Benefit of Educating Your Employees
;287
15.8.4;Hidden Benefits of Maintaining Evidence
;288
15.9;7.9 Methodologies and Frameworks;288
15.9.1;IT Governance
;288
15.9.2;Committee of Sponsoring Organizations (COSO)
;289
15.9.3;Control Objectives for Information and related Technology (COBIT)
;289
15.9.4;IT Infrastructure Library (ITIL)
;290
15.9.5;Capability Maturity Model Integration (CMMI)
;290
15.9.6;International Organization for Standards (ISO 9000)
;291
15.9.7;Six Sigma
;292
15.10;7.10 It's Not Just Regulatory Compliance;293
15.10.1;Electronic Discovery
;293
15.10.2;Working with Auditors
;293
15.10.3;Disaster Recovery and Business Continuity
;294
15.10.4;Definition of Policies and Procedures
;294
15.10.5;Outsourcing
;295
16;Chapter 8: Disaster Recovery;296
16.1;8.1 Defining the Scope;297
16.1.1;Key Questions
;297
16.1.2;Recover Time and Recover Point Objectives
;298
16.1.3;Disaster Recovery Committee
;299
16.1.4;Application Assessment
;300
16.1.5;The Value of Your Data
;302
16.2;8.2 Create a Disaster Recovery Plan;303
16.2.1;Communication Plan
;303
16.2.2;Documentation
;304
16.2.3;Real Estate and IT Facilities
;305
16.2.3.1;Disaster Recovery Facilities Considerations
;306
16.2.4;Off-Site Storage of Data
;307
16.2.4.1;Backup Tapes
;307
16.2.4.2;Data Replication
;307
16.2.5;Hardware Availability
;308
16.2.5.1;Size of Your Environment
;308
16.2.5.2;Duplicating Your Entire Environment
;308
16.2.5.3;Equipment at Home
;309
16.2.6;Regular Updating and Testing
;309
16.2.6.1;Review and Update
;309
16.2.6.2;Testing
;310
16.2.7;After the Disaster
;310
16.2.8;Regional and Catastrophic Disasters
;311
16.2.9;The ACT Model
;311
16.3;8.3 A Word about Incident Response, Business Continuity, and Disaster Recovery
;312
16.4;8.4 The Hidden Benefits of Good Disaster Recovery Planning;314
17;Chapter 9: Working with Users;316
17.1;9.1 Relationships with Users;317
17.1.1;Being Available and Reachable
;317
17.1.2;Sharing Information
;318
17.1.3;Collecting Information
;319
17.1.4;Proactive Solutions
;320
17.1.5;Flexibility
;322
17.1.6;User Training
;322
17.1.6.1;In-House Classes
;322
17.1.6.2;Third-Party Training Providers
;323
17.1.6.3;Computer-Based Training
;323
17.1.6.4;Web-Based Training
;323
17.2;9.2 The Help Desk;323
17.2.1;Typical Help Desk Activities
;324
17.2.2;Procedures
;325
17.2.2.1;Escalating a Call
;325
17.2.3;Access
;326
17.2.4;Self-Service
;326
17.2.5;Tools
;327
17.2.5.1;Call Tracking Software
;327
17.2.5.2;Knowledge Base
;329
17.2.5.3;Remote Control
;329
17.2.5.4;Desktop Management
;329
17.2.6;User Surveys
;329
17.2.7;Measuring the Help Desk Workload
;330
17.2.8;Staffing
;331
17.2.8.1;Specific Considerations When Hiring for a Help Desk
;331
17.2.8.2;Size of Support Staff
;332
17.2.8.3;Staff Training
;332
17.3;9.3 Service Level Agreements;333
17.3.1;Positive Values of SLAs
;333
17.3.2;Ask for Help from Your Staff
;334
17.3.3;Writing Good SLAs
;334
18;Chapter 10: The New Technologies of Connectedness;336
18.1;10.1 Get Connected;337
18.1.1;The New Technologies of Connectedness
;337
18.1.2;Pros
;338
18.1.3;Cons
;339
18.1.4;Wisdom of Crowds
;340
18.2;10.2 The Web;341
18.2.1;What Companies Are Using the Web for These Days
;341
18.2.2;Getting Noticed on the Web
;342
18.2.2.1;SEO—Search Engine Optimization
;342
18.2.2.2;Why You Can't Buy Your Way to the Top
;343
18.2.2.3;Web Analytics
;343
18.3;10.3 Intranets;344
18.4;10.4 Stay Focused;346
18.4.1;Remember Your Goals
;346
18.4.2;What Is “Focused” and What Is “Distracted”?
;347
18.4.3;Security
;349
18.5;10.5 What Should You Do about All This?;350
18.5.1;Lead, Encourage, and Experiment
;350
18.5.1.1;Set Guidelines
;351
18.5.1.2;Think of the Possibilities!
;352
19;Bibliography and Additional Resources
;354
20;Glossary
;370
21;Index
;382