Adventures of Cio

686 Words Jan 3rd, 2011 3 Pages
1. How should Barton communicate with people outside of IT to rebuild his credibility? How frequently should he communicate with the CEO? His peers?

a) First and foremost Barton needs to provide a thorough analysis of the DoS attack event to various business groups. The report should list the level of impact, containment actions that will be taken and the deadline for implementation actions. Ruben’s report (plan about firewall upgrades, digital file fingerprinting, better intrusion detection, purchase of additional processing capacity to allow more logging, additional third party security audits, procedures to make sure emergency manuals are up to date, training, rehearsal of emergency procedures on a regular basis, and renewed
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What are the pluses and minuses of such an organization structure?

We think it is in the best interest for Jim Barton to reorganize the IT talent in a central “shared services” organization so the talent pool is available to entire organization. This will help the IT technical employees engaged in their day to day job function as this option will provide the opportunity to work on various projects requiring an array of technical skills. Cho’s conservation with Jim Barton (drawing upon the Jazz analogy and we can reference some key lines which Cho used to describe his Jazz performance) revealed a lot of important points about Cho liking the idea of a centralized shared services organization. Ivan Korsky is still a problem that IVK needs to resolve and may be putting him in a shared services organization will keep him more engaged on IVK job responsibility; currently his primary responsibility is Alpha3 project and he seems to be working “part-time” on the project (I may be wrong but what I think we can mention is that may be the Aplha3 project may not be as technically challenging to Ivan thereby allowing his to focus on his personal projects; putting him in a centralized shared services organization may be will keep him busy!)

Advantages of centralized shared service organization:

1. Economies of scale
2. Overhead reduction and eliminates redundancies in roles
3. Coordination and prioritization of projects