Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
The vision Oracle has is one of unifying all of their enterprise applications into their Fusion architecture and creating a single unifying Service oriented Architecture (SOA) was first announced in 2006 (Krill, 13). Since that time Oracle has continually strived to create an SOA in Fusion that would appeal to its corporate customers. The proposed Fusion SOA platform has been designed to be robust and scalable enough to encompass enterprise-level applications including Enterprise Resource Planning (ERP) applications while also being flexible enough to provide for individualized application development. There are critics of SOA in general and Fusion specifically, with industry analysts considering it too difficult to create a process-centric model that allows for pervasive, in-depth applications necessary for mission-critical business while at the same time allowing for significant scalability (Handy, 2005). Despite these concerns however Fusion continues to gain market acceptance and provide Oracle with a path to the fulfillment of their long-term vision.
Exploring Oracle's Vision of the Future in Service Oriented Architectures The revolution that started when IT Departments and the CIOs that ran them became more accountable to business strategy definition and contribution than merely cost containment, the greater the burden on manufacturers and services companies to have a greater level of customer centricism than ever before. As a result of this new level of accountability, SOAs began to and also continue today to revolutionize manufacturing globally. Oracle sees this revolution as critical to their entire strategy going forward (Krill, 13).
Many challenges manufacturers and companies face appear initially to be externally driven by environmental and market forces out of their control, yet it is in the ability of many manufacturers to accurately sense and respond with synchronized and forceful strategies that attain the intended results and strategies. Oracle's vision is to enable companies to better meet these challenges over time. In effect Oracle sees SOA platforms as the means for companies to capitalize on the data they have while also creating more value through data and process integration over time. Without strong integration built on an agile and intelligent IT platform, no manufacturer can hope to survive in the turbulent, unpredictable, and accelerating competitive environments that typify many manufacturing industries.
For Oracle, the ability to integrate their many acquisitions together into a single platform is critical for this vision to be transformed into a reality. What's needed is an agile IT architecture that can align on the core supplier, buyer, and customer-facing processes and re-align not only IT resources, but serve as a catalyst for capturing knowledge and repurposing it throughout a global manufacturing enterprise. Clearly there is a strong need for SOAs as a result of these dynamics and Oracle intends to capitalize on them.
What makes SOA highly differentiated as an IT strategy is the potential it provides to turn what had been exclusively a cost center into a business center, where P&L can be determined by the contribution of information to decisions. To look at SOA, as purely a cost reduction strategy is short-sighted, myopic, and will lead many manufacturing companies to mistakenly move towards ERP consolidation in the hopes SOA can answer the shortfall. SOA is clearly not a cost reduction strategy, yet the business benefits it provides of making manufacturing more attuned to customers and suppliers, in short becoming more attuned to its own value chain, are where the true ROI of SOA is today. Oracle's expertise in analytics is one of the key anchor points of this strategy going forward.
SOA architectures also promote a high degree of process independence as well. The core value proposition for Oracle going forward is the concentration on how to transform business processes into long-term competitive advantages over time. The SOA architecture in general and Fusion specifically are aimed at this objective. To transform the key business processes of manufacturers to allow them to become more market-driven and capable of responding to customers' needs is critical. SOAs are meant to be the platforms that enable greater responsiveness over time. Second, Oracle sees that the use of databases, their core business, is often broken, disparate and lack integration. The unique value position of the SOA architectures Fusion is to provide a means for allowing customer datasets to be more unified and aligned to a common objective to serving customers more thoroughly and effectively than has been the case in the past.
SOA architectures are providing organizations with the ability to be more agile and responsive to customers' needs, from information in the short-term to the defining of new product development processes in the longer-term. As the catalyst of significant change in organizations, SOA initiatives are most effective when they are directly tied to customer-based strategies and results. The purpose of an SOA initiative must be to bring greater clarity to the unmet needs of customers, so that entire organizations become more market-driven.
Of the many challenges involved in implementing an SOA architecture, the greatest is integration to legacy systems including ERP systems and the migration of application functionality from distributed order management systems. The development of a scalable SOA architecture makes it possible to redefine an organization's processes and make them more efficient over time. SOA initiatives that include legacy, ERP and distributed order management integration in addition to process re-engineering deliver consistently higher results than those that don't take these considerations into account.
What SOA architectures have had to contend with however is the chaotic nature of enterprise platform investment many organizations have made to this point. There is often no strategic plan to attain alignment of IT investments with business strategies, and further, no accountability either. The role of SOA architectures aimed at taking the logic of distributed order management legacy systems and transforming them into Web Services has shown to provide greater agility and speed of market response for companies adopting this strategy. In addition, SOA platforms that rely on Web Services-based distributed order management also are transforming their multichannel management strategies including online ordering, order capture and supply chain synchronization for build-to-order workflows.
The bottom line is that SOA delivers competitive advantages by synchronizing supply chains with customer demands. SOA is a new competitive weapon that manufacturers are discovering that uses information assets not as historical mile markers, but as the fuel to propel their companies into more precisely aligned strategies for sensing and responding to demand.
Business Model for Information Security
The Internet's growth and adoption continues to completely transform business models and permanently change how both people and organizations communicate, transact, serve, and collaborate with one another. With this exponential growth of the Internet, there have been a multitude of approaches to enabling communication, collaboration, and transactions. All of these advances, both from an Internet standpoint but also from an applications one have significantly increased the simplest to the most complex transactions now completed over the Internet. Whenever a transaction is being completed however, even if only data is being traded, the security risks increase markedly. Transactions attract theft, fraud, and security breaches. This is especially true in the context of the Internet and its support of transactions of both data and funds between individuals and between companies.
As the Internet has now become a platform that enables electronic commerce, there has been an exponential rise in all forms of security breaches and theft of both data and funds over the Internet. There are six strategic pressures or concerns that are driving the need for Internet security today for every organization. The first three are trends occurring in the external marketplace, and the remainder is originating from within organizations. These three dominant external trends impacting all organizations are first the quick and agile access to information of all kinds, including transaction data to support global trade; the continual leakage of customer and confidential data; and third, the incidences of financial and operational losses as a result of compromised confidential data and the resulting disruption of business operations. The remaining three strategic pressures on organizations include the heightened regulatory oversight and increasingly automated regulatory audits; the risks that are inherent in defining strategies for privileged access to information; and third, the risk by internally-driven security attacks and attacks from hackers outside the company but based on compromised information. These six specific strategic pressures combine to put many organizations and the individuals they serve at a higher level of risk than has been the case in the past. Clearly the needs for greater levels of attack deterrence are needed.
The Catalyst of Security Business Models for Security
Whenever a computer system or network is capable of being infiltrated and comprised, it is considered vulnerable. It has been argued by many systems and Internet engineers that the majority of systems on the Internet today have a high level of vulnerability despite the many security measures in place by both individuals and organizations. When…[continue]
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). Such security should also preplan strategic responses to attacks associated with the network (Dawkins et al.). A book entitled "Surviving Security: How to Integrate People, Process, and Technology" explains that the rapid expansion networking and networking technologies necessitates greater security needs. The author asserts that parts of the network such as routers, switches and even network printers are vulnerable (Andress). The article further explains that the router or switch contained
Furuholt, (2006) argues that lack of management engagement to the acceptance of information systems has been a barrier to the implementation of information systems. The issues are even common with organizations in the developing countries where management does not give enough priority to the information systems implementation. Importantly, implementation of information systems requires management support since management will need to approve fund that would be used for IS implementation.
Information System MIS stands for "Management Information System." It is one of the computer-based tools to manage organizational operations efficiently. It consists of software that managers' use in making decision, for data storage, in project management applications, for records and procedures for making customers relations etc. Nowadays most of the organizations have separate MIS department which is basically responsible for computer systems. MIS is also called "Information System" or "Information Technology."
Management and technology are opposite sides of the same coin essential in the operating and maintaining a business. Today's society, companies must have the proper mix of these two elements to operate effectively. However, good companies do not forget their most important commodity, which is the human capital. Unfortunately, too often this is the forgotten commodity. Technology changes, but people in many ways remain the same. The author found this
Management Audit of San Francisco's IT Practices San Francisco's IT Practices must generate strategic reports capable of setting targets and securing its IT infrastructure. The city must identify assets and determine their importance. The city of San Francisco's IT Practices entails valuable data, which is an asset necessary for production and delivery of services and goods. Such an asset is also relevant in the social and economic activity of the city
A use the learning process to address business-unit priorities and define action plans create new e-approaches to align teams on key business objectives target managers' individual development needs in leading performance through people provide a learning and communications initiative that would support peer learning and shared objectives. An IT manager should be able to determine and define the priorities of his organization. This is important because it is from his understanding
Management of Technology in Developing Countries Such as Iran Technology management arrangements of developing countries vary from those of first world ones. The requirement for skill in these states is not growing from within, but somewhat cropping up from new wares imported from first world countries. Technological growth in addition does not consequence from inner data and research, but resulting upon the technology transmission from abroad. In these environments, technology management