Knowing that more than 70% of its IT employees will be eligible for retirement over the next three years, a major city in the United States quickly developed a strategy to hire fresh IT specialists and combine them with seasoned veterans. Organizational IT experience was crucial, since their IT systems were almost entirely constructed in-house over a 20-year period, and such talents were unavailable on the open market. Is this a hint that more work needs to be done on crisis management and backup plans? Perhaps there was a previous paper or strategy that should have dealt with this problem.

Knowing that more than 70% of its IT employees will be eligible for retirement over the next three years, a major city in the United States quickly developed a strategy to hire fresh IT specialists and combine them with seasoned veterans. Organizational IT experience was crucial, since their IT systems were almost entirely constructed in-house over a 20-year period, and such talents were unavailable on the open market. Is this a hint that more work needs to be done on crisis management and backup plans? Perhaps there was a previous paper or strategy that should have dealt with this problem.

Principles of Information Systems (MindTap Course List)

13th Edition

ISBN:9781305971776

Author:Ralph Stair, George Reynolds

Publisher:Ralph Stair, George Reynolds

Chapter12: System Acquisition And Development

Section: Chapter Questions

Problem 6DQ

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They established a strategy to bring in fresh IT experts and combine them with experienced veterans when they found that more than 70 percent of their IT employees would be eligible for retirement within the next three years. As a result of the company's 20-year history of virtually solely building its IT systems in-house, specialized IT expertise was required that could not be found on the open market. The question remains: Does this imply the need to address another aspect of crisis management and emergency preparedness? Isn't there any earlier plan or paper that should have addressed this issue?
A large city in the United States has immediately established a plan to acquire new IT professionals and blend them with seasoned veterans in anticipation of the retirement of more than 70% of its IT workers within the next three years. Since their IT systems were nearly exclusively built in-house over a 20-year period, and such abilities were unavailable on the open market, having employees with knowledge in information technology was vital. Is this a sign that we need to devote more time and energy to developing crisis management and contingency plans? Maybe there was a paper written or a plan made in the past that was supposed to address this issue.
When a big U.S. city learned that more than 70% of its IT staff would be eligible to retire in the next three years, they rapidly devised a plan to bring in new IT professionals and pair them with seasoned veterans. Because their IT systems were almost exclusively built in-house over a 20-year period, organizational IT knowledge was critical, and such skills were unavailable on the open market. Is this to suggest that another part of crisis management and contingency planning be addressed? Shouldn't this issue have been addressed in some prior plan or document?
When a big city in the United States learned that more than 70% of its information technology professionals would be able to retire within three years, they immediately established a plan to begin bringing in new information technology workers and pairing them with seasoned veterans. It was necessary to have organizational IT knowledge since their information technology systems had been virtually totally developed in-house over a 20-year period, and those required abilities were not accessible on the open market. This suggests that another area of crisis management and disaster preparedness should be addressed. Shouldn't this issue have been addressed in any kind of plan or paper at some point in the past?
Then, suppose you get a position as an IT architect at a new organization. The company's CEO instructed your team to develop a contingency plan in the case of a calamity. They have adequate resources to complete the task, but they do not want to exceed their budget, thus they are unwilling to do so. What would your department say about the CEO's safety net?
When a major U.S. city recognized that over 70% of its IT staff was eligible to retire within a three-year period, they immediately put into place a plan to start bringing in new IT staff and pairing them with the experienced veterans. Because their IT systems were almost exclusively developed in-house over 20 years, organizational IT knowledge was critical, and those required skills could not be obtained on the open market. Does this suggest another area that should be addressed in crisis management and contingency planning? In which plan or document should this issue have been addressed already?
When they discovered that more than 70% of their IT personnel would be eligible for retirement over the next three years, they devised a strategy to bring in new IT specialists and combine them with experienced veterans. Due to the company's 20-year history of basically constructing all of its IT systems in-house, specific IT skills that could not be purchased on the open market was necessary. Is there a need to address another element of crisis management and emergency preparedness as a result of this? Isn't this something that should have been addressed in a previous strategy or paper?
The Shining Stars primary school was the recent recipient of a technology grant to source and implement a school management system. The school administrator is not technology savvy and therefore sought advice from three of the board members who were knowledgeable in the information systems and technology field. One director advised the administrator to purchase an off-the-shelf solution that would allow the school to get the system configured and up and running in a short period with reasonable costs. The second advised the administrator to invest in the development of a unique system to meet the custom requirements of the school’s administration. He suggested that this would create a closer fit to the school’s needs compared to purchasing software, but will cost more. The third director suggested using an open-source solution which would have little if any upfront costs but may require some customization. The school administrator must decide about which solution to go with. Are…
An IT infrastructure's design may be improved via audits and accountability. An example would be helpful if possible.
John just finished his inspection coordinator course. After obtaining his first appointment, he plans to add his personal secretary to the inspection team for the purpose of serving as a session scribe and producing the required reports. He assumes that her participation will free him of the coordination tasks and enable him to conduct the session successfully. Is it advisable to employ a secretary (a non-information technology professional) as a scribe in an inspection session? List the pros and cons of adding such a nonprofessional to the inspection session.
North Hills College has decided to implement a new registration system that will allow students to register online as well as in person. As IT manager, you decide to set up a JAD session to help define the requirements for the new system. The North Hills organization is fairly typical, with administrative staff that includes a registrar, a student support and services team, a business office, an IT group, and a number of academic departments. Using this information, you start work on a plan to carry out the JAD session. Who would you invite to the session, and why? What would be your agenda for the session, and what would take place at each stage of the session? Why is the JAD session so important to the task.
As soon as a large city in the United States realized that more than 70% of its information technology personnel would be able to retire within three years, they set in place a strategy to begin bringing in fresh information technology employees and matching them with the more experienced veterans. It was essential for them to have organizational IT expertise since their information technology systems had been nearly entirely created in-house over a 20-year period, and such talents could not be acquired on the open market. Is this a sign that another aspect of crisis management and contingency planning needs to be addressed? Is there a strategy or document where this problem should have been addressed previously?