Zum Inhalt springen

IBM - CIO Dialog und Wissen - Risiken minimieren

Chief Information Officer:
CIO - Dialog und Wissen
Daten kontrollieren

Flughafen Münster/Osnabrück und das
umfassende Sicherheitsmanagement von IBM

Tab navigation

 

Nicht auf Gefahren reagieren.
Aktiv Gefahren vermeiden.

Stimmen Sie Ihre Geschäftsziele und Ihre IT-Investitionen aufeinander ab und senken Sie gleichzeitig die Kosten und Sicherheitsrisiken Ihres Unternehmens.

Auswahl an Dokumenten und Einblicken

  • Im Blickpunkt

  • Die richtige Information passt zur richtigen Person.
    Im Gesundheitswesen geht es stets um sensible personenbezogene Daten, die nicht für jeden bestimmt sind. Um diese Daten zu schützen und gesetzliche Vorgaben zu Datenschutz und Sicherheit einzuhalten, ist ein ausgereiftes Identity und Access Management unabdingbar.
     

  • Wissen
  • Literatur
  • Referenzen

Lösungen




  • Sicherheitsmanagement

  • Sicherheitssoftware bietet Schutz vertraulicher Daten und sichert die Verfügbarkeit.



 

Kommen Sie mit uns ins Gespräch

Wir haben die Antworten auf Ihre Fragen.

Zeitpunkt Dialog. Das Business- und IT-Update für Ihre Branche

Aktuelle Informationen für Entscheider.

Zur Online Ausgabe und Registrierung

Document options

Whitepaper

Risk mitigation plans at many organizations fall short simply because they fail to take into account all the risks they actually face.

Abstract: A successful governance and risk mitigation strategy must operate at multiple levels with broad coverage. Risk mitigation plans at many organizations fall short simply because they are not comprehensive and fail to take into account the reach and range of all the risks that they actually face. Often this occurs when organizations only focus on specific areas of risk categories, only plan for certain types of risk or don’t understand all the different areas in their organization that particular risks will impact. For example, in the area of disaster recovery, most plans fail to account for the following areas of concern:

• Human issues — Plans are often inadequate for ensuring communication with, support for and mobilization of employees, decision makers, suppliers and customers, as well as providing the means to protect families.

• Infrastructure issues — How will the organization deal with prolonged power failures, travel and transportation restrictions and logistics disruptions? Are there adequate fuel supplies? Are resources such as generators staged in safe locations?

• Business issues — The traditional view of disaster recovery has primarily been focused on data and the IT infrastructure, but many of the impacts of a disaster are business-related issues that affect people, business processes, facilities, transportation, communications and regulatory compliance.

• Community issues — Organizations must not neglect their responsibility to help employees and their local communities and regions recover from major disasters.

This white paper discusses common types of risk, the considerations for each and the steps organizations must take to develop an effective risk mitigation strategy.

Driving innovation: The expanding role of service management

As the role of service management evolves, a service-oriented governance framework can help ensure that IT decisions are consistent with business vision, values and strategies.

Abstract: When it comes to service management, one thing is clear: Its role is evolving. In fact, over the past 25 years, the entire focus of service management has changed. It all began with the information systems management architecture documented in IBM’s “Yellow Books,” which set forth “a management system for the information business.” This model and its associated educational offerings provided a basis for further development and industrywide adoption of accepted practices like the IT Infrastructure Library® (ITIL®).

What’s more, the usage of these practices has evolved over time. Although best practices were first applied to information technology (IT), they were soon extended to application management in the context of end-to-end ser-vices. Next, IT departments began using these same best practices to achieve greater business value through better integration and governance. Combined with carefully honed management disciplines and technologies, these common practices and standards have enabled the kind of service excellence that is prerequisite for most mission-critical business applications today.

Now, service management is taking on an even greater role: It is driving business innovation by encompassing the full service lifecycle, starting with the business of IT itself, and including IT operations and development. This broader focus is designed to bridge the disconnect that often exists between the business and the IT organization and between the development and operations management domains within IT. It provides the best practices for understanding business requirements and translating those requirements into corresponding IT objectives. This white paper describes this latest evolution in the role of service management. It explains how a service-oriented governance framework can help ensure that IT decisions are consistent with business vision, values and strategies—and that IT delivers maximum value to the business.