Term Paper: Enterprise Wide Networking

Pages: 12 (3269 words)  ·  Bibliography Sources: 0  ·  Level: College Senior  ·  Topic: Education - Computers  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] The author argues that there are several factors that will ensure good internet security for an enterprise. These factors are risk based, holistic, dynamic and pragmatic.

The risk based aproach ensure that security is based on the greatest risk. This means that the enterprise examines all the risk involved in doing business over the internet and directs resources to the risks that are perceived to be the largest threat. The author asserts that "such an approach enables organizations to maximize the effectiveness of their security resources by concentrating on areas that will deliver the greatest reduction in overall risk. For remaining exposures, prudent organizations could transfer the risk through mechanisms such as insurance (O'Neill 2001)."

The holisitic approach makes certain that the actual security system is multifaceted and covers various aspects of internet safety including; "electronic threats (hacking, sniffing and spoofing); malicious code (viruses, worms and Trojans); physical security (theft and terminal hijack); human threats (social engineering, disgruntled employees, and sloppy security compliance); privacy risk (for company data, customer data and third party data); and downtime (denial of service attacks, power outages and natural disasters) (O'Neill 2001)."

In order to provide internet security that addresses all of these issues the enterprise must perform vulnerability and electronic assessments, policy establishment and enforcement, standard practices and operating procedures (O'Neill 2001).

The dynamic aspect of an ideal internet security system deals with developing a systems that adapts to the constant change that is characteristic of technology (O'Neill 2001). In order to accomplish this, IT professionals must have access to a constant flow of information and analysis concerning any emerging security threats (O'Neill 2001).

In addition, the practices, policies and configurations of the security system must be updated regularly to ensure that the security system is relevant (O'Neill 2001).

Lastly, a good internet security system must provide the enterprise with what it needs while avoiding high cost or disturbing the services available to consumers (O'Neill 2001). In addition, the enterprise must be careful not to make the security too stringent because complex processes are time consuming and may lead to production loss (O'Neill 2001). In addition the article asserts that, "Overly restrictive controls undermine efficacy, as in the example of a demanding password policy that leads users to write passwords on sticky notes pasted to their monitors. Unnecessarily stringent controls increase costs of technical support while delivering little incremental risk reduction (O'Neill 2001)."

Offshore Development and support

In recent years the amount of offshore development and support that enterprises receive in relation to enterprise wide networking has become a contraversial issue. The contraversy exist because many of the computer related tasks that were once performed by American workers are now being performed by workers outside the country. These tasks include everything from the development of new software to customer support. Many enterprises choose this route because it is generally cheaper to employ foreign workers.

An article in The Mckinsey Quarterly confirms this explaining that this approach is increasing in popularity. Amoribieta et al. (2001) explains that,

More and more companies are going offshore to develop and maintain their software: GE, Bank of America, Target, and American Express, for example, have formed partnerships with Indian firms such as Tata Consultancy Services, Wipro, and Infosys. A recent survey by the Indian National Association of Software and Service Companies found that almost two out of five Fortune 500 companies currently outsource some of their software requirements to India. The reason is simple: this approach saves time and money. Moreover, it is growing steadily more attractive: last year, North American companies alone spent $114 billion on in-house software development, contracting, and purchases -- and costs will only go higher as additional basic business processes are conducted over the Internet Amoribieta et al. (2001).

According to an article in the SAM Advanced Management Journal there are various steps that an enterprise can take to determine whether or not outsourcing would be beneficial (Hormozi et al. 2003).. The article asserts that A small enterprise that limited resources may want to outsource all of its IT needs (Hormozi et al. 2003). On the other hand, a larger enterprise that has its own IT department may outsource a limited amount of special functions (Hormozi et al. 2003).

The article asserts that there are three guidelines that can be used to determine whether or not outsourcing is right for an enterprise. These guidelines include;

Determining if the function under consideration is strategic or a commodity. If a function is a commodity it is probably a safe candidate for outsourcing because commodities don't provide an enterprise with a competitive advantage (Hormozi et al. 2003). On the other hand, strategic functions should not be outsourced (Hormozi et al. 2003). Choosing to outsource a strategic function or a core competency may result in the inability to be innovative in that area.

IT professionals must also understand that a function can be a commodity at one point in the business cycle and a strategic function at another point in the business cycle (Hormozi et al. 2003).

The scope of services that are required and minimizing the risks of securing these services. An enterprise should compare the security of a long-term contract with the elasticity of a short-term contract (Hormozi et al. 2003). In addition some enterprises have chosen to rely on selective sourcing to meet the needs of the enterprise (Hormozi et al. 2003).

Examination of the direct and hidden costs of outsourcing the function. An enterprise "must consider not only what it stands to gain by outsourcing an IT function but also what it must invest in the vendor selection process and in the process of transferring the function to an outside provider. Additionally, the intangible opportunity costs of lost innovativeness must be considered (Hormozi et al. 2003)."

As you can see there are many benefits associated with offshore development and support. Enterprises realize that outsourcing can save them a great deal of money and that this savings can be passed on to the consumer. Enterprises must also understand that outsourcing can also have a negative impact on workers in their home country. The enterprise must examine all of the aforementioned factors before making a decision concerning whether or not to outsource.

Mobile Computing

Mobile computing is probably one of the most saught after technoligies amongst business enterprises. Mobile computing refers to a variety of technologies that enable employees and employers to communicate via wireless technologies. These mobile technologies include PDA's, Cellphones and laptop computers. An article in the International Journal of Instructional Media explains that, "mobile computing presents new challenges as well as new advantages. Mobile (wireless laptop) computers can extend facilities into areas that lack network and electrical wiring for desktop systems -- including outdoors. Conference rooms can become computer labs and revert to conference rooms with little setup and takedown (Mckimmy 2003)."

Generally speaking many enterprises are interested in wireless computing because it allows employees to complete tasks even if they are not at the office.

Wireless Communications are also popular because they increase productivity and reduces costs. An article entitled "Wireless networks: connectivity without constraints" explains that Bluetooth and Wi Fi are two of the most sought after wireless systems. According to the article

Bluetooth is a radio frequency specification for short-range data transfer. Any device containing Bluetooth technology, whether it be a handheld PC, cellphone, laptop, or standard PC, receives the signal broadcast by the network. Over 2,000 companies, including 3 Com, Agere, Ericsson, IBM, Intel, Microsoft, Motorola, Nokia, and Toshiba, are members of the Bluetooth SIG. The Bluetooth-specified standard is intended to ensure that all devices supporting Bluetooth are able to communicate with each other regardless of the device...Because all Bluetooth devices are interoperable, businesses are not forced to go back to the same manufacturer. They can look for the best prices among alternative devices that support Bluetooth (Derba and Siegel 2003)."

The Wi-Fi Technology has a greater banwidth capacity and a greater range than the bluetooth technology. Wi-Fi technologies are unique because they can be found in many public places such as coffee shops, hotels and airports (Derba and Siegel 2003). This increases the ability of employees to access the network of their enterprise reguardless of where they are (Derba and Siegel 2003).

Conclusion

The purpose of this paper was to discuss the Management of enterprise-wide networking. We focused on four aspects of enterprise wide networking including; legacy systems, Internet Security, offshore development and support and Mobile computing. We found that all of these factors play a large role in ensuring the proper management of enterprise-wide networking.

References

http://www.questia.com/PM.qst?a=o&d=5000999473

Amoribieta, I., Bhaumik, K., Kanakamedala, K., & Parkhe, A.D. (2001). Programmers Abroad: A Primer on Offshore Software Development. 129. http://www.questia.com/PM.qst?a=o&d=5001984556

Bostrom, A. (2003). Future Risk Communication. Futures, 35(6), 553+. http://www.questia.com/PM.qst?a=o&d=5002027787

Corrick, K. (2003, September 22). Safe Surfing. New Statesman, 132, ii. http://www.questia.com/PM.qst?a=o&d=5002062598

Crump, C. (2003). Data Retention: Privacy, Anonymity, and Accountability Online. Stanford Law Review, 56(1), 191+. http://www.questia.com/PM.qst?a=o&d=5001982109… [END OF PREVIEW]

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