Wow, last weekend was a stressful one for many in that over 200,000 people, across 10,000 organisations, in over 150 countries found out what it feels like to be a victim of ransomware. Should we be surprised ? Not really; security specialists have been pointing out for quite some time just how exposed we are. When we interviewed Peter Benson 3 months ago (Peter Benson 2017 security predictions) and asked him for his IT security predictions, he suggested that ransomware would grow by about 40 % in 2017 and more importantly he said we should expect a wider variety of ransomware.
Welcome to the SASIT April newsletter
The digital disrupters will win – even if they lose
Moving toward a digital future
Infrastructure as code
Business Continuity Planning – Bah humbug
10 Surprising Facts About Larry Ellison
9 Things that you might not know about IBM’s Watson
IBMi 7.1 selected software withdrawal and support discontinuance
By Ian Hight
In a previous article, I set out 10 key components of a disaster recovery (DR) plan for an organisation. I now expand on those views and set out the key roles and responsibilities.
The most essntial roles are the owner and/or manager of the DR plan. A senior manager can then have responsibility for the development and success of the plan. In a smaller team, the IT manager may well have both roles, which is perfectly workable.
By Ian Hight
In my first article on disaster recovery, I identified the two key objectives the business needs to set for its IT recovery strategy: the Recovery Point Objective (RPO) and Recovery Time Objective (RTO). This was followed by an article exploring the key elements of a Business Continuity Plan (BCP), which includes a Disaster Recovery (DR) plan for the IT systems. I now drill down into the key elements of DR for an organisation.
So what exactly is keeping CIOs awake at night?
Which cloud service provider should I choose?
VMware and AWS – a complimentary fit?
Case Study : Automated data sharing between different databases in real-time
Are you risking software licence non-compliance?
SASIT – company growth
New faces at SASIT
IBM AIX customers have more in common with each other than you might think, despite a multiplicity of use cases, IT environments and industry sectors using the platform, the market is telling us they all face the same challenges.
Firstly, what is SAS IT's pedigree in the IBM Power Systems market? We manage in excess of 100 systems, both AIX and IBMi, this makes us one of the largest IBM Power MSP's in Australasia.
Welcome to the SASIT August newsletter
Market perceptions - thoughts from our CEO
Simplified back-up arrives in New Zealand thanks to SASIT
Innovative development work boosts iconic kiwi finance company
Further expansion of the SASIT customer facing team
New entertainment platforms herald the emergence of 'Data fabric'
IBM Systems and Infrastructure audit
By Ian Hight
In a previous article on legacy systems, I set out the components of a modernisation strategy. I concluded by recommending businesses take on a ‘preserve and extend’ strategy, a less costly and less risky approach than a ‘rip and replace’ strategy. The former enables the business build on the system’s existing strengths, such as reliability, security and performance, while starting to address its limitations.
By Albert Vanderplanke
In my articles to date I have been examining the issues around legacy modernisation and in this article I examine how a project to modernise business systems might be resourced. As the issues are the same for any bespoke software development project I will use that more generic term as I discuss the pros and cons of outsourcing.
What business are you in?
One of the first issues that arises is what business are you in? For a manufacturer, a retailer, a district council their business is not primarily IT. Saying that, management policy may dictate that all corporate services are managed and executed by in-house resources.