After finding that over 70% of its IT employees would retire in three years, a big U.S. city rapidly established a plan to attract young IT professionals and pair them with veterans. Over 20 years, their IT systems were nearly entirely built in-house, making organisational IT knowledge important and unobtainable on the market. Does this indicate another crisis management and contingency planning component? Shouldn't a prior plan or document have addressed this?

After finding that over 70% of its IT employees would retire in three years, a big U.S. city rapidly established a plan to attract young IT professionals and pair them with veterans. Over 20 years, their IT systems were nearly entirely built in-house, making organisational IT knowledge important and unobtainable on the market. Does this indicate another crisis management and contingency planning component? Shouldn't a prior plan or document have addressed this?

Principles of Information Systems (MindTap Course List)

13th Edition

ISBN:9781305971776

Author:Ralph Stair, George Reynolds

Publisher:Ralph Stair, George Reynolds

Chapter12: System Acquisition And Development

Section: Chapter Questions

Problem 6DQ

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A large U.S. city quickly developed a strategy to hire young IT workers and link them with veterans after learning that over 70% of its IT workforce will retire in three years. Throughout a 20-year span, their IT systems were almost solely constructed in-house, making organizational IT expertise crucial and unobtainable on the open market. Is this suggesting another crisis management and contingency planning component? Shouldn't a previous plan or document have addressed this?
When a major U.S. city recognized that over 70% of its IT staff was eligible to retire within a three-year period, they immediately put into place a plan to start bringing in new IT staff and pairing them with the experienced veterans. Because their IT systems were almost exclusively developed in-house over 20 years, organizational IT knowledge was critical, and those required skills could not be obtained on the open market. Does this suggest another area that should be addressed in crisis management and contingency planning? In which plan or document should this issue have been addressed already?
When a large U.S. city realized that more than 70% of its IT personnel was eligible to retire within three years, they quickly implemented a strategy to begin bringing in fresh IT workers and matching them with seasoned veterans. Because their IT systems were nearly entirely created in-house over a 20-year period, organizational IT expertise was essential, and those needed talents were not available on the open market. Does this imply that another aspect of crisis management and contingency planning should be addressed? Shouldn't this problem have previously been addressed in some plan or document?
Knowing that more than 70% of its IT employees will be eligible for retirement over the next three years, a major city in the United States quickly developed a strategy to hire fresh IT specialists and combine them with seasoned veterans. Organizational IT experience was crucial, since their IT systems were almost entirely constructed in-house over a 20-year period, and such talents were unavailable on the open market. Is this a hint that more work needs to be done on crisis management and backup plans? Perhaps there was a previous paper or strategy that should have dealt with this problem.
A large city in the United States has immediately established a plan to acquire new IT professionals and blend them with seasoned veterans in anticipation of the retirement of more than 70% of its IT workers within the next three years. Since their IT systems were nearly exclusively built in-house over a 20-year period, and such abilities were unavailable on the open market, having employees with knowledge in information technology was vital. Is this a sign that we need to devote more time and energy to developing crisis management and contingency plans? Maybe there was a paper written or a plan made in the past that was supposed to address this issue.
In light of the impending retirement of more than 70% of its IT personnel over the next three years, a major American city has swiftly created a strategy to recruit young IT specialists and combine them with seasoned veterans. Having staff with understanding in information technology was crucial since their IT systems were almost entirely constructed in-house over a 20-year period and such talents were unavailable on the open market. Is this a signal that we need to invest more resources into creating crisis management and backup plans? Perhaps someone at some point in the past attempted to write a paper or devise a strategy to solve this problem.
When a big city in the United States learned that more than 70% of its information technology professionals would be able to retire within three years, they immediately established a plan to begin bringing in new information technology workers and pairing them with seasoned veterans. It was necessary to have organizational IT knowledge since their information technology systems had been virtually totally developed in-house over a 20-year period, and those required abilities were not accessible on the open market. This suggests that another area of crisis management and disaster preparedness should be addressed. Shouldn't this issue have been addressed in any kind of plan or paper at some point in the past?
They established a strategy to bring in fresh IT experts and combine them with experienced veterans when they found that more than 70 percent of their IT employees would be eligible for retirement within the next three years. As a result of the company's 20-year history of virtually solely building its IT systems in-house, specialized IT expertise was required that could not be found on the open market. The question remains: Does this imply the need to address another aspect of crisis management and emergency preparedness? Isn't there any earlier plan or paper that should have addressed this issue?
A newly established software house has sought your views and ideas on their website in order to build optimal management practices in their business. As a consequence, give them a 500-word email explaining why they should adopt a management framework in their business. While addressing various environmental problems in relation to associated management duties, your email must specifically highlight the basic management roles and how they are related to individual and organizational performance. Illustrations and flow charts relevant to your contributions should be provided.
How can the overall plan for an IT system be made better via the use of audits and accountability? Involve examples if at all feasible.
What can be done to enhance an IT infrastructure's overall design when auditing and accountability are used? If possible, can you provide specific examples?
2. Respond to the following in a minimum of 175 words: Consider an organization that you believe does not conduct adequate strategic IS planning. What are at least two reasons why this type of planning might not be done appropriately or at all? What are the implications of this inadequate strategic IS planning? As an IT professional, how would you explain the importance of strategic IS planning to identify and select IS projects?