What is an agile mis infrastructure

5 CHAPTER

Infrastructures: Sustainable Technologies

CHAPTER OUTLINE

SECTION 5.1 MIS Infrastructures

SECTION 5.2 Building Sustainable MIS Infrastructures

The Business Benefits of a Solid MIS Infrastructure

Supporting Operations: Information MIS Infrastructure

Supporting Change: Agile MIS Infrastructure

MIS and the Environment

Supporting the Environment: Sustainable MIS Infrastructure

What’s in IT for me?

Why do you, as a business student, need to understand the underlying technology of any company? Most people think “that technical stuff” is something they will never personally encounter and for that reason do not need to know anything about MIS infrastructures. Well, those people will be challenged in the business world. When your database fails and you lose all of your sales history, you will personally feel the impact when you don’t receive your bonus. When your computer crashes and you lose all of your confidential information, not to mention your emails, calendars, and messages, then you will understand why everyone needs to learn about MIS infrastructures. You never want to leave the critical task of backing up your data to your MIS department. You want to ensure personally that your information is not only backed up but also safeguarded and recoverable. For these reasons, business professionals in the 21st century need to acquire a base-level appreciation of what MIS can and cannot do for their company. Understanding how MIS supports growth, operations, profitability, and most recently, sustainability, is crucial whether one is new to the workforce or a seasoned Fortune 500 employee. One of the primary goals of this chapter is to create a more level playing field between you as a business professional and the MIS specialists with whom you will work. After reading it, you should have many of the skills you need to assist in analyzing current and even some future MIS infrastructures; in recommending needed changes in processes; and in evaluating alternatives that support a company’s growth, operations, and profits.

Page 171

opening case study

Box Up Your Data

What happens when you need a file for a class that you have on your desktop back at home? What happens when you want to share your wedding video with your friends and family around the world? What happens when you want to safeguard the 4,000 selfies you have taken over the past year? Your best bet is to store your data in a Box! Box offers data storage services that: Help you securely store, share, and manage your files.

Store unlimited data at the start.

Securely send large files online.

Take advantage of comprehensive security for mobile devices.

Easily collaborate online with anyone, anywhere.

Control who can access content.

Edit documents and files online.

Box is a cloud data-sharing service that can increase your productivity by making it easy to create and collaborate with co-workers by using computers, iPhones, iPads, Androids, or other devices. With a Box site, you can access up to 50GB of files from anywhere. Through a web link, you can invite others to share your files or collaborate on your documents, and you can synchronize files from Box to your desktop and vice versa.

Another College Start-Up Box

Rachel King from InfoWorld interviewed Box founder Aaron Levie on how he and his childhood friends started the company. Box as a platform and company was born in 2005, but even that was well after the establishment of the friendship between Levie and his cofounder and Box’s chief financial officer, Dylan Smith. Smith and Levie met as classmates at Islander Middle School on Mercer Island, Washington, a suburb southeast of Seattle, and then went to Mercer Island High School together. “Even back then he started getting me interested in entrepreneurship,” Smith recalled. “He was much more interested in technology [than business] back then.” Two other key members of the Box team were also childhood friends.

Jeff Queisser, currently vice president of Box’s technical operations, met Levie when they were in the fourth and fifth grades, respectively, as neighbors. By high school, Queisser recalled that the two were starting “kinda crazy businesses.” “[Levie] was a magician, and I was very much a hard core nerd and doing programming,” Queisser laughed.

Sam Ghods, now vice president of technology at Box, joined the group in the tenth grade when his family relocated from Illinois to Mercer Island. The same year in school, Ghods recalled that he and Queisser became friends on the bus to school, eventually hanging out more frequently with Smith and Levie as well and getting involved in various business schemes.

Page 172

In high school, Levie’s parents’ hot tub served as the discussion forum. “We would get a call at about 12:30, and it would be Aaron, ‘What do you think about this? I think this could be absolutely insane. Like, come over right now. I got towels, just bring shorts, come over,’” Queisser remembers. “This would be at 12:30 and by like 12:40, we were in his hot tub just iterating ideas.”

And although he built a lot of websites in high school, Levie doesn’t brag about having a strong technical background, admitting, “They weren’t very good websites.” One example was a search engine dubbed Zizap, which Levie facetiously peddled as “the world’s fastest search engine if you have never been to Google.” Another project was Fastest.com , a website that let people buy and sell their homes online. Levie notes sarcastically that it “made sense as a high school senior to launch that company.”

These early rumblings of entrepreneurship would soon pay dividends. Levie enrolled at the University of Southern California in 2003 to study business, which is where the idea that was to become Box began to develop. “It’s not like a lightning bolt that hits you in the head, and all of a sudden you just get so obsessed with storing files online. It was a series of factors,” he explained.

The first piece of the puzzle came from the basic difficulty of getting work done. He and his fellow students were working from lots of computers, collaborating on projects, and accessing files from different places, including libraries, classrooms, and dorm rooms.

“It felt unbelievably kind of painful and taxing to share data across those different systems and with other people. It seemed like there should be a simpler solution,” Levie remarked.

A business school project in which students were asked to evaluate a particular industry added another piece to the puzzle. Levie chose the nascent online storage industry and wrote a paper on flaws with existing businesses in the market and what one could do to build a better business effectively. It didn’t take long before he realized the massive potential. “It was very obvious that there should be a technology category that solved this problem,” he said.

“When we were talking about just the things that we were doing and the stuff we were working on, Box came up,” Levie described. “It’s very, very early in the process, and Dylan Smith decided to join on board as the other half of the business and product side. He handled the finance and some of the early marketing stuff. That was how we started.” 1

Market Competition

The storage market is increasing as the price and density of storage drops about every 18 months, making it cheaper to offer free storage from big companies that can absorb the costs, such as Apple and Google. There are a number of companies competing in the cloud storage arena, as compared in Figure 5.1 .

Page 173

FIGURE 5.1

Test Center Scorecard

Source: www.inforworld.com

Page 174

section 5.1

MIS Infrastructures

LEARNING OUTCOMES

5.1Explain MIS infrastructure and its three primary types.

5.2Identify the three primary areas associated with an information MIS infrastructure.

5.3Describe the characteristics of an agile MIS infrastructure.

THE BUSINESS BENEFITS OF A SOLID MIS INFRASTRUCTURE

LO 5.1: Explain MIS infrastructure and its three primary types.

Management information systems have played a significant role in business strategies, affected business decisions and processes, and even changed the way companies operate. What is the foundation supporting all of these systems that enable business growth, operations, and profits? What supports the volume and complexity of today’s user and application requirements? What protects systems from failures and crashes? It is the MIS infrastructure , which includes the plans for how a firm will build, deploy, use, and share its data, processes, and MIS assets. A solid MIS infrastructure can reduce costs, improve productivity, optimize business operations, generate growth, and increase profitability.

Briefly defined, hardware consists of the physical devices associated with a computer system, and software is the set of instructions the hardware executes to carry out specific tasks. In today’s business environment, most hardware and software is run via a network. A network is a communications system created by linking two or more devices and establishing a standard methodology in which they can communicate. As more companies need to share more information, the network takes on greater importance in the infrastructure. Most companies use a specific form of network infrastructure called a client and server network. A client is a computer designed to request information from a server. A server is a computer dedicated to providing information in response to requests. A good way to understand this is when someone uses a web browser (this would be the client) to access a website (this would be a server that would respond with the web page being requested by the client). Anyone not familiar with the basics of hardware, software, or networks should review Appendix A , “Hardware and Software Basics,” and Appendix B , “Networks and Telecommunications,” for more information.

In the physical world, a detailed blueprint would show how public utilities, such as water, electricity, and gas, support the foundation of a building. MIS infrastructure is similar because it shows in detail how the hardware, software, and network connectivity support the firm’s processes. Every company, regardless of size, relies on some form of MIS infrastructure, whether it is a few networked personal computers sharing an Excel file or a large multinational company with thousands of employees interconnected around the world.

An MIS infrastructure is dynamic; it continually changes as the business needs change. Each time a new form of Internet-enabled device, such as an iPhone or BlackBerry, is created and made available to the public, a firm’s MIS infrastructure must be revised to support the device. This moves beyond just innovations in hardware to include new types of software and network connectivity. An enterprise architect is a person grounded in technology, fluent in business, and able to provide the important bridge between MIS and the business. Firms employ enterprise architects to help manage change and dynamically update MIS infrastructure. Figure 5.2 displays the three primary areas on which enterprise architects focus when maintaining a firm’s MIS infrastructure.

Supporting operations: Information MIS infrastructure identifies where and how important information, such as customer records, is maintained and secured.

Supporting change: Agile MIS Infrastructure includes the hardware, software, and telecommunications equipment that, when combined, provides the underlying foundation to support the organization’s goals.

Page 175

FIGURE 5.2

MIS Infrastructures

Supporting the environment: Sustainable MIS infrastructure identifies ways that a company can grow in terms of computing resources while simultaneously becoming less dependent on hardware and energy consumption.

SUPPORTING OPERATIONS: INFORMATION MIS INFRASTRUCTURE

LO 5.2: Identify the three primary areas associated with an information MIS infrastructure.

Imagine taking a quick trip to the printer on the other side of the room, and when you turn around you find that your laptop has been stolen. How painful would you find this experience? What types of information would you lose? How much time would it take you to recover all of that information? A few things you might lose include music, movies, emails, assignments, saved passwords, not to mention that all-important 40-page paper that took you more than a month to complete. If this sounds painful then you want to pay particular attention to this section and learn how to eliminate this pain.

An information MIS infrastructure identifies where and how important information is maintained and secured. An information infrastructure supports day-to-day business operations and plans for emergencies such as power outages, floods, earthquakes, malicious attacks via the Internet, theft, and security breaches to name just a few. Managers must take every precaution to make sure their systems are operational and protected around the clock every day of the year. Losing a laptop or experiencing bad weather in one part of the country simply cannot take down systems required to operate core business processes. In the past, someone stealing company information would have to carry out boxes upon boxes of paper. Today, as data storage technologies grow in capabilities while shrinking in size, a person can simply walk out the front door of the building with the company’s data files stored on a thumb drive or external hard drive. Today’s managers must act responsibly to protect one of their most valued assets, information. To support continuous business operations, an information infrastructure provides three primary elements:

Page 176

FIGURE 5.3

Areas of Support Provided by Information Infrastructure

Backup and recovery plan

Disaster recovery plan

Business continuity plan (see Figure 5.3 )

Backup and Recovery Plan

Each year businesses lose time and money because of system crashes and failures. One way to minimize the damage of a system crash is to have a backup and recovery strategy in place. A backup is an exact copy of a system’s information. Recovery is the ability to get a system up and running in the event of a system crash or failure that includes restoring the information backup. Many types of backup and recovery media are available, including maintaining an identical replica or redundant copy of the storage server, external hard drives, thumb drives, and even DVDs. The primary differences between them are speed and cost.

Fault tolerance is the ability for a system to respond to unexpected failures or system crashes as the backup system immediately and automatically takes over with no loss of service. For example, fault tolerance enables a business to support continuous business operations if there is a power failure or flood. Fault tolerance is an expensive form of backup, and only mission-critical applications and operations use it. Failover , a specific type of fault tolerance, occurs when a redundant storage server offers an exact replica of the real-time data, and if the primary server crashes, the users are automatically directed to the secondary server or backup server. This is a high-speed and high-cost method of backup and recovery. Failback occurs when the primary machine recovers and resumes operations, taking over from the secondary server.

Using DVDs or thumb drives to store your data offers a low-speed and low-cost backup method. It is a good business practice to back up data at least once a week using a low-cost method. This will alleviate the pain of having your laptop stolen or your system crash because you will still have access to your data, and it will only be a few days old.

Deciding how often to back up information and what media to use is a critical decision. Companies should choose a backup and recovery strategy in line with their goals and operational needs. If the company deals with large volumes of critical information, it will require daily, perhaps hourly, backups to storage servers. If it relies on small amounts of noncritical information, then it might require only weekly backups to external hard drives or thumb drives. A company that backs up on a weekly basis is taking the risk that, if a system crash occurs, it could lose a week’s worth of work. If this risk is acceptable, a weekly backup strategy will work. If it is unacceptable, the company needs more frequent backup.

Page 177

APPLY YOUR KNOWLEDGE

BUSINESS DRIVEN START-UP

Creating Your BCP Plan

Business disruption costs money. In the event of a disaster or emergency, you will not only lose revenue, you will also incur additional expenses. If you are expecting your insurance to cover your losses, be careful—there are many losses your insurance will not cover such as lost sales, lost business intelligence, and lost customers. To mitigate the risks of a catastrophe, you will want to create a detailed business continuity plan. A business continuity plan (BCP) is not only a good idea but also one of the least expensive plans a company can develop. A BCP will detail how employees will contact each other and continue to keep operations functioning in the event of a disaster or emergency such as a fire or flood. Regrettably, many companies never take the time to develop such a plan until it is too late.

Research the web for sample BCP plans for a small business or a start-up. In a group, create a BCP for a start-up of your choice. Be sure to think of such things as data storage, data access, transaction processing, employee safety, and customer communications.

Disaster Recovery Plan

Disasters such as power outages, fires, floods, hurricanes, and even malicious activities such as hackers and viruses strike companies every day. Disasters can have the following effects on companies and their business operations.

Disrupting communications: Most companies depend on voice and data communications for daily operational needs. Widespread communications outages, from either direct damage to the infrastructure or sudden spikes in usage related to an outside disaster, can be as devastating to some firms as shutting down the whole business.

Damaging physical infrastructures: Fire and flood can directly damage buildings, equipment, and systems, making structures unsafe and systems unusable. Law enforcement officers and firefighters may prohibit business professionals from entering a building, thereby restricting access to retrieve documents or equipment.

Halting transportation: Disasters such as floods and hurricanes can have a deep effect on transportation. Disruption to major highways, roads, bridges, railroads, and airports can prevent business professionals from reporting to work or going home, slow the delivery of supplies, and stop the shipment of products.

Blocking utilities: Public utilities, such as the supply of electric power, water, and natural gas, can be interrupted for hours or days even in incidents that cause no direct damage to the physical infrastructure. Buildings are often uninhabitable and systems unable to function without public utilities.

These effects can devastate companies by causing them to cease operations for hours, days, or longer and risk losing customers whom they cannot then supply. Therefore, to combat these disasters, a company can create a disaster recovery plan , which is a detailed process for recovering information or a system in the event of a catastrophic disaster. This plan includes such factors as which files and systems need to have backups and their corresponding frequency and methods along with the strategic location of the storage in a separate physical site that is geographically dispersed. A company might strategically maintain operations in New York and San Francisco, ensuring that a natural disaster would not have an impact on both locations. A disaster recovery plan also foresees the possibility that not only the computer equipment but also the building where employees work may be destroyed. A hot site is a separate and fully equipped facility where the company can move immediately after a disaster and resume business. A cold site is a separate facility that does not have any computer equipment but is a place where employees can move after a disaster. A warm site is a separate facility with computer equipment that requires installation and configuration. Figure 5.4 outlines these resources that support disaster recovery.

Page 178

FIGURE 5.4

Sites to Support Disaster Recovery

A disaster recovery plan usually has a disaster recovery cost curve to support it. A disaster recovery cost curve charts (1) the cost to the company of the unavailability of information and technology and (2) the cost to the company of recovering from a disaster over time. Figure 5.5 displays a disaster recovery cost curve and shows that the best recovery plan in terms of cost and time is where the two lines intersect. Creating such a curve is no small task. Managers must consider the cost of losing information and technology within each department or functional area and across the whole company. During the first few hours of a disaster, those costs may be low, but they rise over time. With those costs in hand, a company must then determine the costs of recovery. Figure 5.6 displays TechTarget’s disaster recovery strategies for business.

On April 18, 1906, San Francisco was rocked by an earthquake that destroyed large sections of the city and claimed the lives of more than 3,000 inhabitants. More than a century later, a rebuilt and more durable San Francisco serves as a central location for major MIS corporations as well as a major world financial center. Managers of these corporations are well aware of the potential disasters that exist along the San Andreas Fault and actively update their business continuity plans anticipating such issues as earthquakes and floods. The Union Bank of California is located in the heart of downtown San Francisco and maintains a highly detailed and well-developed business continuity plan. The company employs hundreds of business professionals scattered around the world that coordinate plans for addressing the potential loss of a facility, business professionals, or critical systems so that the company can continue to operate if a disaster happens. Its disaster recovery plan includes hot sites where staff can walk in and start working exactly as if they were in their normal location. It would be a matter of minutes, not hours, for the Union Bank of California to be up and running again in the event of a disaster. 2

FIGURE 5.5

Disaster Recovery Cost Curve

Page 179

FIGURE 5.6

TechTarget’s Disaster Recovery Strategies

Business Continuity Plan

An emergency is a sudden, unexpected event requiring immediate action due to potential threat to health and safety, the environment, or property. Emergency preparedness ensures that a company is ready to respond to an emergency in an organized, timely, and effective manner. Natural disasters and terrorist attacks are on the minds of business professionals who take safeguarding their information assets seriously. Disaster recovery plans typically focus on systems and data, ignoring cross-functional and intraorganizational business processes that can be destroyed during an emergency. For this reason many companies are turning to a more comprehensive and all-encompassing emergency preparedness plan known as business continuity planning (BCP) , which details how a company recovers and restores critical business operations and systems after a disaster or extended disruption. BCP includes such factors as identifying critical systems, business processes, departments, and the maximum amount of time the business can continue to operate without functioning systems (see Figure 5.7 ). BCP contains disaster recovery plans along with many additional plans, including prioritizing business impact analysis, emergency notification plans, and technology recovery strategies.

Business Impact Analysis A business impact analysis identifies all critical business functions and the effect that a specific disaster may have on them. A business impact analysis is primarily used to ensure that a company has made the right decisions about the order of recovery priorities and strategies. For example, should the accounting department have its systems up and running before the sales and marketing departments? Will email be the first system for recovery to ensure that employees can communicate with each other and outside stakeholders such as customers, suppliers, and partners? The business impact analysis is a key part of BCP because it details the order in which functional areas should be restored, ensuring that the most critical are focused on first.

Emergency Notification Services A business continuity plan typically includes an emergency notification service , that is, an infrastructure built for notifying people in the event of an emergency. Radio stations’ occasional tests of the national Emergency Alert System are an example of a very large-scale emergency notification system. A firm will implement an emergency notification service to warn employees of unexpected events and provide them with instructions about how to handle the situation. Emergency notification services can be deployed through the firm’s own infrastructure, supplied by an outside service provider on company premises, or hosted remotely by an outside service provider. All three methods provide notification using a variety of methods such as email, voice notification to a cell phone, and text messaging. The notifications can be sent to all the devices selected, providing multiple means in which to get critical information to those who need it.

Page 180

FIGURE 5.7

TechTarget’s Business Continuity Strategies

Technology Recovery Strategies Companies create massive amounts of data vital to their survival and continued operations. A technology failure occurs when the ability of a company to operate is impaired because of a hardware, software, or data outage. Technology failures can destroy large amounts of vital data, often causing incidents , unplanned interruption of a service. An incident record contains all of the details of an incident. Incident management is the process responsible for managing how incidents are identified and corrected. Technology recovery strategies focus specifically on prioritizing the order for restoring hardware, software, and data across the organization that best meets business recovery requirements. A technology recovery strategy details the order of importance for recovering hardware, software, data centers, and networking (or connectivity). If one of these four vital components is not functioning, the entire system will be unavailable, shutting down cross-functional business processes such as order management and payroll. Figure 5.8 displays the key areas a company should focus on when developing technology recovery strategies.

SUPPORTING CHANGE: AGILE MIS INFRASTRUCTURE

LO 5.3: Describe the characteristics of an agile MIS infrastructure.

Agile MIS infrastructure includes the hardware, software, and telecommunications equipment that, when combined, provides the underlying foundation to support the organization’s goals. If a company grows by 50 percent in a single year, its infrastructure and systems must be able to handle a 50 percent growth rate. If they cannot, they can severely hinder the company’s ability not only to grow but also to function.

The future of a company depends on its ability to meet its partners, suppliers, and customers any time of the day in any geographic location. Imagine owning an ebusiness and everyone on the Internet is tweeting and collaborating about how great your business idea is and how successful your company is going to be. Suddenly, you have 5 million global customers interested in your website. Unfortunately, you did not anticipate this many customers so quickly, and the system crashes. Users typing in your URL find a blank message stating the website is unavailable and to try back soon. Or even worse, they can get to your website but it takes three minutes to reload each time they click a button. The buzz soon dies about your business idea as some innovative web-savvy fast follower quickly copies your idea and creates a website that can handle the massive number of customers. The characteristics of agile MIS infrastructures can help ensure that your systems can meet and perform under any unexpected or unplanned changes. Figure 5.9 lists the seven abilities of an agile infrastructure.

Page 181

APPLY YOUR KNOWLEDGE

BUSINESS DRIVEN MIS

Disaster Recovery

Backup and recovery are essential for any computer system. How painful would it be if someone stole your laptop right now? How much critical information would you lose? How many hours would it take you to re-create your data? Perhaps that will motivate you to implement a backup procedure. How many of you have a disaster recovery plan? Disaster recovery is needed when your best friend dumps a grande latte on your computer or you accidently wash your thumb drive.

Disaster recovery plans are crucial for any business, and you should ensure that your company has everything it needs to continue operations if there is ever a disaster, such as 9/11. You need to decide which disasters are worth worrying about and which ones probably will never occur. For example, if you live in Colorado, chances are good you don’t have to worry about hurricanes, but avalanches are another story.

How often does a company need to back up its data? Where should the backup be stored? What types of disasters should companies in your state prepare for in case of an emergency? Why is it important to test the backup? What could happen to a company if it failed to create a disaster recovery plan?

FIGURE 5.8

Key Areas of Technology Recovery Strategies

Accessibility

Accessibility refers to the varying levels that define what a user can access, view, or perform when operating a system. Imagine the people at your college accessing the main student information system. Each person who accesses the system will have different needs and requirements; for example, a payroll employee will need to access vacation information and salary information, or a student will need to access course information and billing information. Each system user is provided with an access level that details which parts of the system the user can and cannot access and what the user can do when in the system. For example, you would not want your students to be able to view payroll information or a professor’s personal information; also, some users can only view information and are not allowed to create or delete information. Top-level MIS employees require administrator access , or unrestricted access to the entire system. Administrator access can perform functions such as resetting passwords, deleting accounts, and shutting down entire systems.

Page 182

FIGURE 5.9

Agile MIS Infrastructure Characteristics

Tim Berners-Lee, W3C director and inventor of the World Wide Web, stated, “the power of the web is in its universality. Access by everyone regardless of disability is an essential aspect.” Web accessibility means that people with disabilities, can use the web. The web accessibility initiative (WAI) brings together people from industry, disability organizations, government, and research labs from around the world to develop guidelines and resources to help make the web accessible to people with disabilities, including auditory, cognitive, neurological, physical, speech, and visual disabilities. The goal of WAI is to allow people to access the full potential of the web, enabling people with disabilities to participate equally. For example, Apple includes screen magnification and VoiceOver on its iPhone, iPad, and iPod, which allows the blind and visually impaired to use the devices.

Availability

In a 24/7/365 ebusiness environment, business professionals need to use their systems whenever they want from wherever they want. Availability refers to the time frames when the system is operational. A system is called unavailable when it is not operating and cannot be used. High availability occurs when a system is continuously operational at all times. Availability is typically measured relative to “100 percent operational” or “never failing.” A widely held but difficult-to-achieve standard of availability for a system is known as “five 9s” (99.999 percent) availability. Some companies have systems available around the clock to support ebusiness operations, global customers, and online suppliers.

Page 183

Sometimes systems must be taken down for maintenance, upgrades, and fixes, which are completed during downtime. One challenge with availability is determining when to schedule system downtime if the system is expected to operate continuously. Performing maintenance during the evening might seem like a great idea, but evening in one city is morning somewhere else in the world, and business professionals scattered around the globe may not be able to perform specific job functions if the systems they need are unavailable. This is where companies deploy failover systems so they can take the primary system down for maintenance and activate the secondary system to ensure continuous operations.

Maintainability

Companies must watch today’s needs, as well as tomorrow’s, when designing and building systems that support agile infrastructures. Systems must be flexible enough to meet all types of company changes, environmental changes, and business changes. Maintainability (or flexibility) refers to how quickly a system can transform to support environmental changes. Maintainability helps to measure how quickly and effectively a system can be changed or repaired after a failure. For example, when starting a small business, you might not consider that you will have global customers, a common mistake. When building your systems, you might not design them to handle multiple currencies and different languages, which might make sense if the company is not currently performing international business. Unfortunately, when the first international order arrives, which happens easily with ebusiness, the system will be unable to handle the request because it does not have the flexibility to be easily reconfigured for a new language or currency. When the company does start growing and operating overseas, the system will need to be redeveloped, which is not an easy or cheap task, to handle multiple currencies and different languages.

Building and deploying flexible systems allow easy updates, changes, and reconfigurations for unexpected business or environmental changes. Just think what might have happened if Facebook had to overhaul its entire system to handle multiple languages. Another social networking business could easily have stepped in and become the provider of choice. That certainly would not be efficient or effective for business operations.

Portability

Portability refers to the ability of an application to operate on different devices or software platforms, such as different operating systems. Apple’s iTunes is readily available to users of Mac computers and PC computers, smart phones, iPods, iPhones, iPads, and so on. It is also a portable application. Because Apple insists on compatibility across its products, both software and hardware, Apple can easily add to its product, device, and service offerings without sacrificing portability. Many software developers are creating programs that are portable to all three devices—the iPhone, iPod, and iPad—which increases their target market and they hope their revenue.

Reliability

Reliability (or accuracy) ensures that a system is functioning correctly and providing accurate information. Inaccuracy can occur for many reasons, from the incorrect entry of information to the corruption of information during transmissions. Many argue that the information contained in Wikipedia is unreliable. Because the Wikipedia entries can be edited by any user, there are examples of rogue users inaccurately updating information. Many users skip over Google search findings that correlate to Wikipedia for this reason. Housing unreliable information on a website can put a company at risk of losing customers, placing inaccurate supplier orders, or even making unreliable business decisions. A vulnerability is a system weakness, such as a password that is never changed or a system left on while an employee goes to lunch, that can be exploited by a threat. Reliable systems ensure that vulnerabilities are kept at a minimum to reduce risk.

Page 184

APPLY YOUR KNOWLEDGE

BUSINESS DRIVEN MIS

Ranking the Ab-“ilities”

Do you know how Google makes so much money? Unlike traditional businesses, Google does not make money from the users of its service. Google makes money by charging the companies that want to appear in the sponsored section of a search result. After performing a Google search, you will notice three sections on the resulting page. Along the top and side are the sponsored search results, and the middle lists the organic search results. Google’s innovative marketing program, called AdWords, allows companies to bid on common search terms, and the highest bidder is posted first in the sponsored search results. Every time a user clicks a sponsored link, the company that owns the link has to pay Google. This is also called pay-per-click and can cost anywhere from a few cents to a few dollars for each click. A general search term such as “tropical vacation” costs less than a more specific search term such as “Hawaiian vacation.” Whichever company bids the most for the search term appears at the top of the sponsored section. Clicking the links in the organic search results does not incur any charges for the company that owns the link.

Rank the agile infrastructure ab-“ilities” for Google from most important to least important in terms of supporting Google’s MIS infrastructure and business operations. Be sure to provide the justification behind your ranking.

Scalability

Estimating company growth is a challenging task, in part because growth can occur in a number of forms—the firm can acquire new customers, new product lines, or new markets. Scalability describes how well a system can scale up, or adapt to the increased demands of growth. If a company grows faster than anticipated, it might experience a variety of problems, from running out of storage space to taking more time to complete transactions. Anticipating expected, and unexpected, growth is key to building scalable systems that can support that development.