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'Shadow IT' and the performance challenge: HP Malaysia

AvantiKumar | March 16, 2012
How HP's IT Performance Suite can help organisations meet the challenges of improving IT performance, while keeping to compliance and security standards, in the wake of 'shadow IT': Paul Muller, IT management evangelist, software, HP Enterprise Business

Paul Muller - HP Enterprise Business

PHOTO - HP IT Management Evangelist, Software, Enterprise Business, Paul Muller.


'Shadow IT', which is driven by unmanaged consumerisation, is increasing the complexity of challenges faced by IT organisations struggling to meet compliance and security standards, while improving performance, according to technology solutions giant HP.

Speaking in Kuala Lumpur, 5 March 2012, HP IT management evangelist, software, enterprise business, Paul Muller, said: "The BYOD - or BYOE (bring your own everything) - is just one of the factors that adds to the mismatch between strategy and operations, or organisational change. In a wider context, CIOs have been talking about business-IT alignment for 30 years; now, however, at boardroom level, IT is seen as a business enabler and its performance has become more critical."

"In addition, the adoption of virtualisation is both a blessing and a curse as the benefits must be balanced by managing (availability monitoring) with digital forensics to keep track of virtual networks, and virtual storage," said Muller. "To enhance IT performance, CIOs need the right set of metrics to help them connect the dots."

"In addition, global research into information explosion by Coleman Parkes  [November 2011] said that almost 50 percent of business and technology executives say that they do not have effective information strategies that cut across organisational silos, technologies and strategic functions," he said. "In addition, only two percent of executives said their IT organisation can immediately provide the information needed to gain insight to drive the right enterprise outcomes 100 percent of the time."

"Poor performance examples include the fact that one in four applications is shipped with a known defect, and 80 percent of applications do not have documented requirements," Muller said. "To improve performance, the gap between change and responding to that change must be minimised."

"Comprehensive IT is a team sport, and every part of the team should be able to participate in order to cascade a metric from the boardroom right all the way down to the guy writing code, or person planning budgets; the boardroom should be connected to each work desktop in order to drive change effectively," Muller said. "Another big topic includes security, which should be considered at the start of any project but is often done as an afterthought. This later increases the cost of compliance when unplanned breaches occur."

"To add to the complexity, data centres have changed in the last 20 years," he said. "IT is no longer in one physical location but is now integral and across different locations, often around the world. Projects are more complex so IT is smeared everywhere with cost advantages, but there is also no Plan B anymore. Try and run a bank or an airline on a manual system today; the sheer volume of information used by a modern business would make it almost impossible."


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