Identifying a serious threat: Authoritative sources of threat notification
Managing an incoming threat: Subscriber examples
Reception: avoiding multiple entry points
Assessment: separating serious attacks from 'background noise'
Co-ordination and reporting
Effective methods for maintaining protection: Business justification of procedures; internal and incoming In house vs. managed services
Incident response planning People & procedures, co-ordinating a response Subsc...
This report covers some of the best practices, ideas, concepts and problems being encountered by organisations in moving from talking around Green IT to taking action including getting to grips with one of the key headaches – metrics and benchmarking
In February, The Corporate IT Forum ran an event on Governance and Risk in Times of Change to discuss the impact of governance structures, frameworks and tools.
Members have requested that we revisit different Governance topics in more depth to create much more specific, area focused events. Governance in information security was one of the topics that our members wanted to explore.
Largely as a result of a focus on compliance and risk management, organisations are under pressure to have effective IT governance. The challenge is to implement a process for making decisions on IT investments , that aligns them with business strategy, delivers value within acceptable risk limits. and takes into account culture, maturity, and organisation structure. This report covers all these areas.
Governance and risk management are recognised as being both large and complex subjects. The Corporate IT Forum devoted a day's interactive workshop to understanding more about both governance and risk. During the course of the day valuable information was shared among members who also gave details of the frameworks and tools used in their own organisations.
This workshop arose from QA2152 and the presentation was structured to respond to the questions raised by this topic. The presenter, a Head of Department at a large petro-chemicals organisation, combines academic, technical, and project management qualifications with multiple years' international IT experience in large global organisations. He has held senior service and operations management roles with Shlumberger-Sema and Siemens; his areas of expertise encompassing service desk, desktop suppo...
This report deals with the realities of trying to manage a global network where there are no truly global suppliers and the outsourcing of network management relinquishes control – a major and common problem; however good practice and solutions do exist.
This report discusses Global IT Procurement and draws conclusions on best practices. It also includes a discussion on the positives and negatives of single global supplier contracts and profiles the seven organisations who attended, resulting in a list of actions and conclusions.
The first meeting of subscribing organisations with a global IT interest confirmed the diversity of organisational models practised today, from wholly centralised, to decentralised and regionally autonomous. There was broad desire to centralise and standardise, and consensus on the importance of centrally-determined 'governance', but varying degrees of effectiveness experienced in managing governance and standards, cascading decision-making, and balancing cost efficiencies against enabling the b...
This workshop deals with the management issues of establishing a responsive IT service with global IT standards and controls in a geographically and sometimes organisationally dispersed environment. All of the delegates had direct experience of Global IT. Some organisations present were the ones who devised the global strategy, whilst others were acting under a strategy set by e.g. the US.
This event covers Governance, Portfolio and Project Management in the context of global operations in either a federated or centralised environment.
This workshop, the third in ‘Global’ series, enabled representatives from large global organisations operating in similar environments to discuss current issues arising. The theme for this surgery was 'Running a Global Organisation', with items covering: the transition from local/regional to global organisation; building, motivating and managing a global team; and dealing with legislative and taxation compliancy across different countries.