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?

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?

Principles of Information Systems (MindTap Course List)

13th Edition

ISBN:9781305971776

Author:Ralph Stair, George Reynolds

Publisher:Ralph Stair, George Reynolds

Chapter14: Ethical, Legal, And Social Issues Of Information Systems

Section: Chapter Questions

Problem 2TA: Imagine that your team has been hired to conduct a review of the information system policies and...

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A significant city in the United States that expects 70 percent of its IT personnel to retire over the next three years has sprung into action, hiring youthful IT experts and pairing them with seasoned veterans. Almost all of their IT systems were created in-house over a period of 20 years, making in-house knowledge crucial. However, qualified employees were hard to come by in the job market. Is this a sign that we need to devote more time and effort to crisis management and contingency planning? Surely someone has already written about this or had a plan to solve it.
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?|
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?
Then, suppose you get a position as an IT architect at a new organization. The company's CEO instructed your team to develop a contingency plan in the case of a calamity. They have adequate resources to complete the task, but they do not want to exceed their budget, thus they are unwilling to do so. What would your department say about the CEO's safety net?
a consulting team has been formed to advise a group of managers who are to review the technology policies for their organizations. They need to be briefed on some of the issues and responsibilities around information systems. The team is not advising them about policies nor making recommendations; their task is just to provide background information about some key issues. Business continuity planning and disaster recovery Customer/client privacy Responses to legal constraints (for example Sarbanes-Oxley and the Patriot Act) Green IT Accessibility Health problems related to computer use The discussions should center around how the team would want to address these concerns.
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?
NIMS has both strengths and weaknesses when it comes to crisis communication. No, I can't think of one that happened recently where NIMS didn't work the way it was supposed to. This could be because emergency managers don't have a lot of experience or aren't well-trained. It could also be because there aren't any standard operating procedures in place (SOPs).
The IT director of Global Hills started the meeting today by saying “I’ve got some good news andsome bad news. The good news is that the higher management has approved the Customer CareContact (C3) information system project. The new system will reduce clerical time and errors,more over it will improve morale of the department, and avoid possible fines and penalties fornoncompliance. The bad news is that the system must be implemented by the end of November asper the demand of federal government, costs must be within the budget, the new system mustinteract with marketing system, and the president of marketing department insists on approvingthe final design.”1. Identify the constraints and indicate whether each is present, future, internal, externalmandatory, or desirable. (Note: Draw grid that shows the constraints).2. Identify tangible and intangible benefits of the new C3 system.3 What topics should be included in a report to management at the end of the
What are some strengths and weaknesses of the National Incident Management System (NIMS) when it comes to crisis communication? Can you think of a recent incident or disaster situation where NIMS was not implemented as it was intended? This can be in regards to experience and/or lack of training by emergency managers or any other issue you see that enables one use standard operating procedures (SOPs).
“This request method takes too long,” the vice president of accounting tells you, the IT director. My team knows what they're doing, and the requests they make to the systems are vital and important.” She recommends that the IT department skip the preliminary processes and get right to work on her demands. What would you say to her if you were in her shoes?
The relevance of putting backup plans into action is now being investigated as a topic relevant to the field of systems administration. It is of the utmost significance to determine the factors that contribute to the erroneous belief that backups are very important, as well as to investigate potential solutions to this problem.
John just finished his inspection coordinator course. After obtaining his first appointment, he plans to add his personal secretary to the inspection team for the purpose of serving as a session scribe and producing the required reports. He assumes that her participation will free him of the coordination tasks and enable him to conduct the session successfully. Is it advisable to employ a secretary (a non-information technology professional) as a scribe in an inspection session? List the pros and cons of adding such a nonprofessional to the inspection session.