Canadian Shield Case Analysis

Canada is a standout amongst the most comprehensively coordinated nations on the planet, with an exceedingly propelled arrangement of interchanges and data innovation, an administration that is dynamic in worldwide associations, an economy that is subject to exchange, a populace that voyages abroad every now and again, and a general public made out of people from a heap of social foundations.

Use the links above as well as other sources of information to learn more about these organizations and what role Canada plays within them.

The Canadian Shield is the largest of the physiographic regions covering more than half of Canada and consists of the provinces Quebec, Ontario, Northern Manitoba and Saskatchewan, Nunavut and over half of North West Territories. Apart from its occupations in Canada, portions of the shield also spans all the way to United States. As of now, the shield is fairly flat, along with rounded hills of rock that are roots of ancient mountains. Mainly igneous and metamorphic rock compose the shields land. From this rock many valuable minerals can be harvested from it, such as large quantities of lead, gold, copper, zinc, and other important materials. Resulting numerous cities and towns in the shield to rely on mining industries for jobs. As of mining,

The major goal is to integrate Information Systems/Information Technology with the corporate strategy to use information for better governance and management. This has improved with the connectivity and networking and also the shrinking cost- performance ratios in technology. IT governance thus is a result of the complete merger of computer and communications technologies, like data processing and high advancement in networks, and integrated systems. (Bloomfield; et al, 2000) To this extent the software of the stand alone systems have to be converted to a single functional system for all requirements and the system involves the creation of a network with the following functionality:

Majority of the Canadian Shield is made up of metamorphic and igneous rocks. The rocks

The Canadian Shield takes a massive land span of 50 percent of all of Canada.When first considering this total area,you would think that there would be many job opportunities within the Canadian Shield.Well this is not the case for the Canadian Shield.The Canadian Shield consist of three major industries.The “Forestry Industry,which primarily consist of exporting wood,the Mining Industry which consist of extracting minerals as well as the Agricultural Industry which consist of mainly Farming”.These three industries are mainly what provides most people who live in the range of the Canadian Shield a job.The “Forestry Industry” consist of mainly the exporting of wood.Canada is mainly known for its exporting of wood.A majority of all wood coming

In addition, the “sustainability for Canadian insurance companies [is] greatly depended on investments in projects that increased customer service and improved operational efficiency” (Stacey). Insurance companies can gain competitive advantages over others by being efficiently superior, having a lower cost structure, and providing better service to customers. Seamus believes that a new information system will be essential to helping the company achieve this. Unfortunately, the new internal information system, ISS, had already consumed an immense amount of time and money, making decisions going forward that much more challenging.

Establish an IT Review Board (or process in smaller operating units) to advise the head of the operating unit on critical IT matters, to assess IT initiatives in the budget review process, to control ongoing IT investment implementation, and to conduct post-implementation reviews of completed projects to benefit from lessons learned. Present to the Commerce IT Review Board as requested for Information Technology Investment Authority, Control Reviews, Post Implementation Reviews, Portfolio Management Reviews, etc.

When the CEO launches two new strategic initiatives requiring integration across all business units, the organization – whose IT decisions have been largely delegated to its business units in proportion to their revenue generating capacity – now faces the dilemma of how to prioritize its IT projects in order to support the new strategic “enterprise” vision.

Richter’s CIO is facing two major decisions – is the current IT structure appropriate to meet the growing demands of the overall organization and to what extent should IT at affiliates be centrally controlled.

The new process that was instituted to prioritize IT projects at Volkswagen of America is very well organized. It takes an IT project and looks at it from multiple aspects, from business to IT. It also allows for several departmental entities to play a more active role in tying in business objectives with stated benefits of the IT project. As stated in Applegate, “IT governance is the effort to devise an overarching and integrated approach, addressing broad themes such as operating performance, strategic control, risk management, and values alignment.” (Applegate, 403) In

This portfolio focus on what I have learned during the whole IT Strategy and Control paper, a critical reflection of this paper would be provided. This reflection includes the key points, support reference and the demonstration of my own understanding about the paper itself and all of my personal understandings are based on the learning outcome of this paper. In the first part of this portfolio, I would discuss all the key IT Operations Management framework which have been introduced in the paper, the analysis of the processes based on my own understanding would be given. In the second part, analyze processes required for aligning IT infrastructure and operations with the business goals of an organization would be talked about, and I would focus a business organization which has been mentioned in the caselets as a sample. In the third part, some critical evaluate operational IT organizations and their processes against the studied models would be listed and analyzed. In the last part, the recommendations and analysis of my own would be given against those organizations (caselets) which have some problems and current issues arising from the implementation of the IT framework.

For example, FFC relies on bar code scanners and credit/debit card readers. To maintain its competitive edge in its market area, FFC recently implemented a fingerprint bio-coding payment system in all of its stores. This new systems implementation required that FFC change several of its general-ledger application programs; in particular, those related to its cash receipts processing. FFC does not use any outside service organizations to provide its IT services. Sophie Ewing, the audit senior who heads up your team, decided that because of FFC’s complex and sophisticated IT processing, an IT General Control (ITGC) review is mandatory to meet SAS 109’s risk assessment procedures and SOX Section 404 Management Assessment of Internal Controls requirements. You know that an ITGC review is very important because ITGCs provide the foundation for reliance on any financial information FCC’s systems produce. Your evaluation will affect the financial auditor in assessing the risk of material misstatement in FFC’s financials, and consequently, the audit plan. At your first team meeting, Sophie announced that your firm’s network security specialists would review the technical issues related to FFC’s internal controls. They will evaluate FFC’s operating systems, its telecommunications software, and its network configuration and firewalls. In preparation for the meeting, Sophie encouraged you to review the key provisions included in SAS 109, SOX Section 404,

In order to effectively implement security governance, the Corporate Governance Task Force (CGTF) recommends that organizations follow an established framework, such as the IDEAL framework from the Carnegie Mellon University Software Engineering Institute. This framework, which is described in the document “Information Security Governance: Call to Action,” defines the responsibilities of (1) the board of directors or trustees, (2) the senior organizational executive (i.e., CEO), (3) executive team members, (4) senior managers, and (5) all employees and users. This important document can be found at the Information Systems Audit and Control Association (ISACA) Web site at www.isaca.org/ContentManagement/ContentDisplay.cfm?ContentID=34997.

Established in 1964, the Insurance Bureau of Canada (also known as the IBC) is the leading national industry organization representing Canada’s private home, auto and business insurance (Insurance Bureau of Canada, 2016). The IBC has worked on a number of fronts, by means of increasing public understanding of the different divisions of insurance (Insurance Bureau of Canada, 2016). Its goal is to make communities, both small and large, safer, while championing issues directly affecting Canadians (Insurance Bureau of Canada, 2016). As of 1997, the merging of both the Insurance Bureau of Canada and the Insurance Crime Prevention Bureau of Canada resulted in the drastic restricting of the organization (Lobby