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It is in the customer s interest to include a detailed implementation schedule in the project plan that commits the vendor to certain dates while allowing the customer the flexibility to reprioritize or delay rollout schedules in the event a customer location is not ready. Dates should be included for the implementation of a pilot site or sites, delivery, installation, cutover, dates by which the systems must be accepted, and milestones or key dates. If the project is priced separately (i.e., not included in the base fees), the customer may wish to tie payments to certain key dates or deliverables. For critical projects, most customers wish to impose some type of monetary incentive or damage on the vendor if such dates are not met. (A discussion of incentives, together with examples of contract provisions, is provided in section 10.6(l), Incentives. ) The customer will need to weigh its need to have the vendor commit to a tight implementation schedule with its desire to be able to reprioritize or delay resources during the course of the project. It is not uncommon for the customer to determine after the implementation schedule has been prepared that certain locations should be rolled out before others or that certain locations are not ready for, or cannot absorb, the proposed change within the specified timetable. What if management has decided to change the business strategy in a way that would make the proposed technology impractical What if the company is not ready to absorb change What if management wants more definition with respect to the project before rollout Depending on the potential for changes from within the customer s organization, it is useful to build the ability to shift or reprioritize resources into the outsourcing contract. Typically, the contract will include detailed change control procedures, or a mechanism for developing them, to be followed in the event of a change to equipment, software, or schedules. In addition to, or in lieu of, these procedures, the customer may wish to include guidelines pursuant to which schedule changes will be handled. (A discussion of changes to equipment and software appears in section, 10.6(f) Change Orders. ) The vendor may resist allowing the customer to shift resources if the vendor will be ramping up staff at different levels for part of the rollout. In addition, the vendor may expect the customer to compensate it for additional costs incurred as a result of the reprioritization or delay. Such costs may be negotiated, for example, actual, outof-pocket costs, costs plus markup, a base rate. The customer may argue that there should not be any additional cost for reprioritization or delay because the vendor was aware of the possibility of such reprioritization or delay early on in the process and because the vendor (as an experienced, multicustomer vendor) should be able to shift its own resources to minimize costs. Often a key negotiating point for both parties is the amount of notice the customer has to give the vendor of a change or delay in order to avoid incremental costs. If the customer provides the vendor a reasonable period of notice, the vendor should be able to reorganize its staffing to minimize or eliminate additional costs. The vendor s willingness to implement a change at no cost may depend on the
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If you do not have an incident response plan, complete with staffing, roles, and procedures, you do not have a security plan. It s a requirement. I m going to go into some detail here on incident response simply because it is so important, and then I ll revisit it as part of the discussions on security planning worksheets. Each aspect of the incident response process must be defined in terms of policies and procedures. Policies should define the criteria for determining whether an incident should be escalated to the incident response team and exactly how subsequent escalations will be handled through your company s chain of command. They also define roles, responsibilities, accountability, and performance metrics related to carrying out an incident response. Procedures delineate the steps members of the incident response team will take in the event of a hack attack. Unfortunately, for many organizations, the idea of an incident response process is the IT administrator running around installing security patches and restoring systems from tape. That type of reactive solution typically leaves the organization s exposure at an unacceptably high level. A solid, proactive incident response plan takes into account the following five areas:
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Figure 19-4 depicts the work-submission procedure. The WorkManager submits a Work instance for submission. It can do so by calling either the doWork method, the startWork method, or the scheduleWork method. With the doWork method, the call blocks until the Work instance completes execution. With the startWork method, the call blocks until the Work instance starts execution. With the scheduleWork method, the call does not block and returns immediately. When the Work instance is submitted, it can either be accepted or rejected with a WorkRejectedException set to an error code.
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Appendix 4.3 Key Issues in a Data Center Outsourcing Transaction
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23. New Local User. You will want to add at least one user account, as prompted, for your computer. Right now, you have only the root user account set up for use on a standalone machine. Using that account for e-mail, Web browsing, or other common tasks is considered bad security practice. So you should add at least one user account for non-administrative use of your computer. Add your full name, a short, one-word login name, and a password to protect that account.
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stocking, selling, shelf-price audit and price checks, re-ticketing, discontinuance, and customer inquiries. The employees like the new electronic commerce-based system too. It is very user friendly, both to learn and to operate, and the battery provides at least 24 hours of power, so charging can be done after hours. Finally, Hi-Life s employees now have more time to plan, manage, and chat with customers. More important, faster and better decisions are enabled at headquarters, contributing to greater competitiveness and pro tability for Hi-Life.
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FIGURE 12.2 Computerized support for decision making.
and the moments are given by [59, Eq. (6)] E(S k ) = 2b0 m 2b0 m +
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Dim rdrAsyncScrapCountInit As IAsyncResult = _ cmdScrapCount.BeginExecuteReader do some other work Dim rdrAsyncScrapCount As SqlDataReader = _ cmdScrapCount.EndExecuteReader(rdrAsyncScrapCountInit)
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FIGURE 18-2 You set recovery options on a per-service basis and you can designate scripts to run if the service fails.
Figure 3.23 -Bus network with coaxial cable
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