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IS440Spring2019Chaps11-14Slides.pptmINTEGRATING TECHNOLOGY INTO BUSINESS PROCESSES
Margaret Kahl
IS 440
Chapter 11 Managing Information Security
Security
* Types of Attacks or Misuse
* Threats, Data Threats
* Ways in which orgs easily compromise their security
* Faulty Operational Practices
* Acceptable user policy/code of ethics
* 5 Pillars make up today’s security techniques
1. Authentications
2. Identification
3. Privacy
4. Integrity
5. Nonrepudiation
Scope of Security Management
Personnel security
Application security
Operating systems security
Network security
Middleware & Web Services security
Facility security
Egress security should be enforced
Chapter 11 Managing Information Security
An Array of Perils – approaches hackers use
1. Cracking the password
2. Tricking someone
3. Network sniffing
4. Misusing administrative tools
5. Playing middleman
6. Denial of service
7. Trojan horse
8. Viruses or worms
9. Spoofing
Chapter 11 Managing Information Security
Technical Countermeasures
Firewalls
Encryption
Virtual Private Networks (VPNs)
1. Remote access VPNs
2. Remote office VPNs
3. Extranet VPNs
Tools for Computer Security
Hardware tools
Software tools
Management Countermeasures
Chapter 11 Managing Information Security
Using Internal Resources
Multiple Data Centers
Distributed Processing
Backup Telecommunications Facilities
LANs
Integrated Disaster Recovery Services
Specialized Disaster Recovery Services
Online and Off-line Data Storage
Chapter 11 Managing Information Security
Security is a Core Competency
Create and communicate an enterprise software security framework
Knowledge management training
Secure the information infrastructure
Assure internal security policy and external regulator compliance
Governance
Chapter 11 Managing Information Security
Chapter 12 Supporting Information-Centric Decision Making
Decision Making Process Model
Gather Information
Recognize problem
Identify alternatives
Establish criteria
Formulate models
Evaluate alternatives
Select best alternative
Implement
Feedback
Herbert Simon’s Theory
Intelligence – search for conditions that call for decisions
Design – invent, develop, and analyze possible courses of action
Choice – select a course of action from those available
Chapter 12 Supporting Information-Centric Decision Making
Components of a DSS – A DSS IPO Chart
Input – Database
Model Base
Process – store, retrieve, and manipulate information
structure problems
simulate specified conditions
evaluate alternatives
Output - status report
forecast
recommended policy
DBMS/MBMS/DGMS
Decision Maker
Feedback
Chapter 12 Supporting Information-Centric Decision Making
Data Mining
Classes
Clusters
Associations
Sequential patterns
With any integration of IS, there needs to be:
1. Executive support
2. Have defined system objectives
3. Have defined information requirements
4. Need support staff
5. Need an evolution plan
Chapter 12 Supporting Information-CentricDecision Making
Executive Information Systems – EIS
Faster information, quicker access to filter, extract, and compress a broader range of information
Provides executives with structured reporting, monitors what is going on in the company and in the outside world
Typical features of an EIS
1. User Interface
2. Communication with Employees
3. News Updates
4. Query Features
5. Functional Support
Chapter 12 Supporting Information-CentricDecision Making
Artificial Intelligence
Cognitive Science Applications
Computer Science Applications
Robotics Applications
Natural Interface Applications
Expert Systems – ES (a type of Artificial Intelligence (AI))
Expert
Knowledge base
Inference engine
Explanation module
User interface
User
Expert Systems
Knowledge Representation
Case-based reasoning (CBR)
Neural Networks
Rule-based systems
Toward the Real-time Enterprise
Enterprise Nervous Systems
Straight-Through Processing
Real-Time CRM
Communicating Objects
Vigilant Information Systems
Requisites for Successful Real-Time Management
Chapter 12 Supporting Information-CentricDecision Making
Chapter 12 Supporting Information-CentricDecision Making
Artificial Intelligence is attempting to duplicate intelligent behavior:
Think and reason
Use reason to solve problems
Learn or understand from experience
Acquire and apply knowledge
Exhibit creativity and imagination
Deal with complex or perplexing situations
Respond quickly & successfully to new situations
Handle ambiguous, incomplete or erroneous information
Chapter 13 Supporting IT-Enabled Collaboration
Collaboration – refers to mutal efforts by 2 or more individuals who perform activities in order to accomplish certain tasks.
Collaboration – to communicate ideas, share resources, coordinate cooperative work groups.
Chapter 13 Supporting IT-Enabled Collaboration
Understanding Groups
Membership
Interaction
Hierarchy
Location
Time
Chapter 13 Supporting IT-Enabled Collaboration
Types of Groups
Authority groups
Intra-departmental groups
Project teams
Interdepartmental work groups
Committees and task forces
Business relationship groups
Peer groups
Networks
Electronic groups
Communities in Practice (CoPs)
Network armies
Chapter 13 Supporting IT-Enabled Collaboration
Benefits of working in a group
Groups are betters than individuals at understanding problems
People are accountable for decisions in which they participate
Groups are better than individuals at catching errors
A group has more info. (knowledge) than any one member
Synergy can be produced
Working in a group may stimulate the participants and the process
Group members have their egos embedded in the decisions they make, so they will be committed to its implementation
Chapter 13 Supporting IT-Enabled Collaboration
Dysfunctions of Group Process
Social pressures to conform (group think)
Group process can be time-consuming
Work done in a group may lack appropriate coordination
Some members may dominate the agenda
Some group members may rely on others to do most of their work (free riders)
The group may compromise on solutions of poor quality
The group may be unable to complete a task
Members may be afraid to speak up
Unproductive time is spent socializing, getting ready, waiting for people, or repeating what has already been said
Chapter 13 Supporting IT-Enabled Collaboration
Enterprise Collaboration Systems
Communication
Coordination
Collaboration
Enterprise Collaboration Systems
Electronic Communications Tools
Electronic Conferencing Tools
Collaborative Work Management Tools
Calendaring and Scheduling
Task and Project Management
Workflow Systems
Document Sharing
Knowledge Management
Chapter 13 Supporting IT-Enabled Collaboration
Virtual Collaboration (ie GSS)– the use of digital technologies to collaboratively plan, design, develop, manage, and research products, services and innovative IT applications.
Options –
Same time/same place
Different time/same place
Same time/different place
Different time/different place
Chapter 13 Supporting IT-Enabled Collaboration
Advantages for using GSS
More opportunities for discussion
More equal participation
Permanent record of discussion
Improved feedback to presenters
Improved learning
Remote and asynchronous participation
Disadvantages for using GSS
Distractions
Chapter 14 Systems for Supporting Knowledge-Based Work
What is knowledge?
1. What we know about the subject
2. Knowing where to find information about the subject
Know-how, which is usually accumulated through experience combined with accumulating certain information or at least knowing where the information can be found
How do you manage knowledge?
The combination of activities involved in:
Gathering
Organizing
Sharing
Analyzing
Disseminating knowledge
Three types of capital
Human Capital
Structural Capital
Customer Capital
Chapter 14 Systems for Supporting Knowledge-Based Work
‘ Chapter 14 Systems for Supporting Knowledge-Based Work
Knowledge Management
1. Transfer individual knowledge into databases (ES)
2. Filter and separate the most relevant knowledge
3. Organize that knowledge in databases that either
* allow other employees to easily access the knowledge
* “push” specific knowledge to employees based on their prespecified need
Data – collection of facts, measurements and statistics
Information – organized or processed data that are timely
Knowledge – information that is contextual, relevant, and actionable
Chapter 14 Systems for Supporting Knowledge-Based Work
Characteristics of knowledge:
1. Extraordinary leverage and increasing returns
2. Fragmentation, leakage, and the need to refresh
3. Uncertain value
4. Uncertain value of sharing
5. Rooted in time
Over time, information accumulates and decays, while knowledge evolves
Chapter 14 Systems for Supporting Knowledge-Based Work
Knowledge Management – the process of bottling, storing, and retrieving knowledge whenever needed
Intellectual Capital – the financial value of knowledge
Tacit Knowledge – subjective, cognitive, and experiential learning
Explicit Knowledge – objective, rational and technical knowledge
Implementing Knowledge Management
Set up systems and rewards for knowledge sharing
Identify important data and their sources
Automate retention of important data
Simplify retrieval of decision-making information
Chapter 14 Systems for Supporting Knowledge-Based Work
Knowledge Management Life Cycle
1. Create knowledge
2. Capture knowledge
3. Refine knowledge
4. Store knowledge
5. Manage knowledge
6. Disseminate knowledge
Intellectual Property Rights
Copyrights
Patents
Trademarks
Trade secrets
Chapter 14 Systems for Supporting Knowledge-Based Work
