Elements of: Data, Infrastructure and Standard Alignment, Essay Example

Data storage includes DBMS applications (hardware), from hierarchical movement to relational systems of database management, and from relational to management that is object-oriented database. Applications need to be more distributed in order to create flexibility in the system. Information storage has options like data marts, data warehouses, and hybrids of special-purpose. Knowledge storage concerns investing in a solution during a problem search. Data analysis and informational analysis are about OLTP and OLAP. Knowledge analysis ends the game of management of database, data warehousing, data mining, and OLAP. This analysis and management also are at the heart of an organization that is learning though it suffers from an identity crisis.

Business strategy linkages are where all decisions are passed through filters of business model(s). Governance policy is where the determinant lies on responsibility lines and governance drawn between infrastructure and applications. In addition, it looks into how the decisions of both sides of the line are made. Layers specification gives focus to the access layer (browsers, laptops), coordination layer (directory, privacy services), and resource layer (data, knowledge). Architecture design looks at applications and communications that have been supported and designed. Architecture implementation involves software, processes, hardware and the discipline of conversion of strategic architecture in a faithful manner. This leads to having a robust, secure, reliable, and infrastructures that are scalable. Infrastructure management ensures that in-house personnel are up to the task. Effectiveness metrics is all about what works and what does not. Future modeling should develop infrastructure.

The elements of standard alignment encompass life cycles, future modeling, business strategy linkages, governance and processes, platforms, applications, architectures, and acquisition and disposition. All these elements need to sync with the business strategy, and if it is not in existence, then elements should cover the political you-know-what. In short, governance and processes is key and make effective management standards. Less platforms variations, architectures, applications, life cycles, disposition, and acquisition practices reduce costs. Therefore, the focus should be on the environment in the next two or three years. This strategy uses a matrix in presenting information in order to identify, prioritize and define requirements.

Renting facilitates transactions like B2C and B2B and this service is safe for large enterprise vendors of software. However, the sigh was short lived because of the re-emergence of ASPs (application service providers). Also, software vendors broke the ranks by themselves and began hosting their own applications for small customers or those scared to implement in-house software. To-date, the maturity of this trend is slow. Therefore, companies need to be equipped with an internal “competency groups” and consultants who will help in implementing and supporting applications. It is also important for the company to support the underlying application in order to recoup the technology investment.

Open source software bears no cost of licensing solutions and if it is there, it is very minimal. The mission focuses on patient-centered population by giving basis to the improvement of health. For industries, flexibility of adaption is encouraged and thus, pen architectures allows for greater exchange of information. The tools make it easier for companies to build a generic of the interface and thus, tool incorporation is easy. The disadvantage includes the absence of a single source that supports all application aspects. As a result, multiple sources of both clinical and technical support need to be present. Information overload and fatigue alert must be guarded since it is not compulsory. It is also hard to keep track of the most up-to-date versions due to the many developments.

Reference

Andriole, S. J. (2009). Best practices in business technology management. Boca Raton: Auerbach Publications.