Lições aprendidas na implantação do processo de gerenciamento de incidentes na Câmara dos Deputados

Objetiva analisar a maneira como foi conduzido o projeto de implementação ITIL na Câmara dos Deputados, e em particular analisar a maneira como foi conduzida a implantação do processo de Gerenciamento de Incidentes, que quando da escrita desse artigo havia sido recentemente implementado. Essa análise, por sua vez, tem o objetivo de identificar e registrar experiências vivenciadas pela organização, na forma de lições aprendidas.

Measuring Application Availability,Usage and Performance : Implementation of EnView System

The main objective for this degree project is to implement an Application Availability Monitoring (AAM) system named Softek EnView for Fujitsu Services. The aim of implementing the AAM system is to proactively identify end user performance problems, such as application and site performance, before the actual end users experience them. No matter how well applications and sites are designed and nomatter how well they meet business requirements, they are useless to the end users if the performance is slow and/or unreliable. It is important for the customers to find out whether the end user problems are caused by the network or application malfunction. The Softek EnView was comprised of the following EnView components: Robot, Monitor, Reporter, Collector and Repository. The implemented system, however, is designed to use only some of these EnView elements: Robot, Reporter and depository. Robots can be placed at any key user location and are dedicated to customers, which means that when the number of customers increases, at the sametime the amount of Robots will increase. To make the AAM system ideal for the company to use, it was integrated with Fujitsu Services’ centralised monitoring system, BMC PATROL Enterprise Manager (PEM). That was actually the reason for deciding to drop the EnView Monitor element. After the system was fully implemented, the AAM system was ready for production. Transactions were (and are) written and deployed on Robots to simulate typical end user actions. These transactions are configured to run with certain intervals, which are defined collectively with customers. While they are driven against customers’ applicationsautomatically, transactions collect availability data and response time data all the time. In case of a failure in transactions, the robot immediately quits the transactionand writes detailed information to a log file about what went wrong and which element failed while going through an application. Then an alert is generated by a BMC PATROL Agent based on this data and is sent to the BMC PEM. Fujitsu Services’ monitoring room receives the alert, reacts to it according to the incident management process in ITIL and by alerting system specialists on critical incidents to resolve problems. As a result of the data gathered by the Robots, weekly reports, which contain detailed statistics and trend analyses of ongoing quality of IT services, is provided for the Customers.

Security analysis and modelling framework for critical infrastructure systems

The provision and delivery of many of the services that modern society enjoys are the result of ubiquitous critical infrastructure systems that permeate across many sectors of the Australian community. Moreover, the integration of technological enhancements and networking interconnections between critical infrastructure systems has heightened system interdependence, availability and resilience, including the efficient delivery of services to consumers within Australia's industrialised society. This research delivers a system security analysis and system modelling framework tool based on an associated conceptual methodology as the basis for assessing security and conceptually modelling a critical infrastructure system incident. The intent to identify potential system security issues and gain operational insights that will contribute to improving system resilience, contingency planning development applicable to disaster recovery and ameliorating incident management responses for Australian critical infrastructure system incidents.

Formalising a method for modelling critical infrastructure systems

This research delivers a multifaceted methodology that underpins a practical security analysis and system modelling framework applicable to critiquing modern critical infrastructure systems. The intent, to identify potential system security issues and gain operational insights that will contribute to improving system resilience, availability and ameliorate incident management responses for Australian critical infrastructure systems.

Critical infrastructure systems : security analysis and modelling approach

A system security analysis and system modelling framework tool is proposed adopting an associated conceptual methodology as the basis for assessing security and conceptually modelling a critical infrastructure system incident. The intent is to identify potential system security issues and gain operational insights that will contribute to improving system resilience, contingency planning, disaster recovery and ameliorating incident management responses for critical infrastructure system incidents. The aforementioned system security analysis and modelling framework is applied to an adverse critical infrastructure system incident case study. This paper reports on the practical application of the framework to a case study of an actual critical infrastructure system failure and the resultant incident implications for the system and the wider regional communities.

O impacto das práticas ITIL na flexibilidade organizacional - evidências empíricas em uma empresa multinacional de TI

The present work has as main objective the identification and impact analysis for the practice ITIL in the organizational flexibility of a multinational IT company, being this study of quali-quantitative and exploratory nature. To achieve this objective, some theoretical studies on bureaucracy, organization flexibility, control, IT governance and ITIL were done, as a form to better understand the research problem. For analysis effect a set of eleven ITIL process was considered in this research ¿ service desk, incident management, problem management, change management, configuration management, release management, service level management, availability management, capacity management, continuity management and finally IT financial services management ¿ grouped in its two core areas ¿ service support and service delivery. Then a scale was constructed and validated, on the basis of theoretical models developed by Volberda (1997), Tenório (2002) and Golden and Powell (1999), to measure the flexibility related to each process comprising the ITIL core. The dimensions adopted to measure flexibility were: organization design task, managerial task, IT impact on work force, HR management, efficiency impact, sensitivity, versatility and robustness. The instrument used in research was a semi-structured interview, which was divided in two parts. The data collection was performed with ten interviewed people from an IT multinational company, based on convenience, some were managers and there were users, some were ITIL certified and others not. The statistic tests of t student and Wilcoxon non-parametric were adopted. The result of the research indicated that the ITIL service support area, for possessing greater operational focus, presents flexibility trend. The opposite was found for the service delivery area, which has greater tactical focus. The results also suggest that the change management discipline was the one that contributed for the most flexibility inside the company, followed by incident management discipline and the service desk function.

Atención al cliente y medios sociales en la empresa

online donde el contenido es creado por los propios usuarios mediante el uso de las tecnologías de la web 2.0, que facilitan la edición, la publicación y el intercambio de información, de tal manera que los social media están democratizando las comunicaciones. Según datos publicados por eMarketer, casi el 25% del total de la inversión publicitaria mundial para el 2014 estará dirigida a medios digitales. Los medios de comunicación tradicionales están sumidos desde algún tiempo en una profunda crisis. En los comienzos de Internet, los protagonistas de este sector han creído en la red como un medio de publicación de contenidos en una única dirección, esto es la web 1.0, personas conectándose a páginas web. El típico lector de revista y seminario se ha convertido en un nuevo consumidor con necesidades muy distintas. El lector de un medio tradicional se encuentra con contenido cerrado, sin posibilidad de ser filtrado, que busca dirigir su opinión. Con el método tradicional no es posible ni personalizar el contenido ni la experiencia de uso. De ahí el nacimiento de la web 2.0, personas conectándose a personas (redes sociales). En un futuro cercano, van a triunfar las empresas, sectores y marcas que sepan adaptarse a la llegada de los social media, y que además de desarrollar su línea de negocio habitual, se conviertan en plataformas para la conversación y la construcción de contenidos en colaboración. En este proyecto voy a desarrollar el caso particular de una empresa de telecomunicaciones con una estrategia que use los social media como plataforma de atención al cliente, y para interaccionar también con su almacén en DHL. Los servicios añadidos que dicha empresa de telecomunicaciones ofrece a sus seguidores, clientes externos e internos se pueden agrupar en las siguientes funcionalidades:  Hacer un volcado del sistema de gestión de incidencias de una empresa de telecomunicaciones en las redes sociales, a través de mensajes privados. Dichos mensajes privados se enviarán a las páginas de Facebook y Twitter de los clientes.  Seguimiento por parte del cliente de puestas en marcha de los nuevos servicios a través de mensajes privados en Facebook y Twitter. Mediante este servicio el cliente podrá comprobar a través de las redes sociales el estado de su pedido e intercambiar información de utilidad con la empresa.  Desarrollar a través de las redes sociales una herramienta de marketing para interaccionar con los clientes y posibles seguidores. A través de los canales de los social media se proporciona a los seguidores información de valor sobre novedades del mercado de las telecomunicaciones, soporte técnico, dudas, consejos sobre implementaciones técnicas, equipos de telecomunicaciones,.etc.Es decir, crear una plataforma de conversación entre usuarios, que aporte a los seguidores conocimientos y soluciones útiles para la problemática de sus negocios.  Usar Facebook como base de datos y medio de comunicación entre nuestra empresa de telecomunicaciones y el almacén externalizado en DHL. Supongo que la primera pregunta que debo responder sería, ¿por qué un cliente de una empresa de telecomunicaciones estaría interesado en seguir a su proveedor a través de redes sociales? Facebook tiene en 2014 1,28 billones de usuarios activos. Twitter, la cuarta plataforma social por número de usuarios tras Facebook, alcanzó los 255 millones de usuarios en los primeros meses de 2014. La segunda red social en número de seguidores es Youtube, con un billón de usuarios. El 61,5% de los usuarios de Facebook visita la red todos los días. Los twitteros envían 110 millones tweets por día, tienen fama de muy activos, especialmente por la mañana. En 60 días, se sube más contenido de vídeo a YouTube que el producido por las tres principales cadenas de televisión estadounidense durante 60 años. Como conclusión, las redes sociales están ganando cada día más terreno, es un entorno de comunicación bidireccional en auge cada vez más extendido, por lo cual los usuarios no tienen que dedicar tiempo extra a conocer la herramienta de atención al cliente de su empresa, al usar ésta un canal fácil, conocido, rápido, versátil y gratuito como son las redes sociales. ABSTRACT. Social media are platforms of online communication where content is created by users themselves using technologies of web 2.0, which facilitate the editing, publication and the exchange of information, so that the social media are democratizing communications. According to data published by eMarketer, nearly 25% of the total global ad spend for 2014 will target digital media. The traditional media are trapped for some time in deep crisis. In the early days of the internet, the players of the sector have believed in the network as a means of publishing content in a single direction, this is the web 1.0, connecting people to websites. The typical magazine reader has become a new consumer with very different needs. Traditional medium readers encounter a closed content, unable to be filtered, which seeks handle their opinion. The traditional method doesn’t allow to customize the content and user experience. Hence the birth of Web 2.0, connecting people to people. In the near future, will succeed companies, sectors and brands who can adapt to the advent of social media, and further to develop their line of business as usual, become platforms for conversation and building collaborative content. In this project I will develop the particular case of a telecommunications company with a strategy to use social media as a platform for Customer Service, and also to interact with DHL warehouse. The additional services that the company offers telecommunications followers, external and internal customers can be grouped into the following functionality:  Make a dump of the incident management system of a telecommunications company in social networks through private messages. These private messages are sent Facebook and Twitter clients.  Monitoring by the client launched new services through private messages on Facebook and Twitter. Through this service, customers can check through the social networks of your order status and share useful information with the company.  Develop through social media as a marketing tool to interact with customers and potential followers.Our telco will provide to followers through social media channels valuable information on market developments in telecommunications, technical support, questions, advice on technical implementations, telecommunications equipment,etc. Then we create a platform for discussion between users, to provide followers useful knowledge and solutions to their business problems.  Use Facebook as a database and means of communication between our telco and outsourced telecommunications in DHL warehouse. I guess the first question that must be answered is why a customer of a telecommunications company would be interested in following your provider via social networks. Facebook has 1.28 billion active users in 2014. Twitter, the fourth social platform for many users after Facebook reached 255 million users in the first months of 2014. The second social network on number of followers is YouTube, with a billion users. 61.5% of Facebook users visit the network every day. The twitter users send 110 million tweets per day, have a reputation for very active, especially in the morning. In 60 days, it is produced more video content to YouTube by the three major US television for 60 years. In conclusion, social networks are gaining more ground every day. It is an environment of two-way communication on the rise, so users do not have to spend extra time to learn the tool of Customer Care telco, by using this easy, known, fast, versatile and free channels as are social networks.

Os sistemas de Informação, Gestão e Apoio Operacional no apoio à tomada de decisão : O Sistema de Gestão das Salas de Situação

Assistimos hodiernamente à automatização de procedimentos nas organizações, dado à inserção das novas tecnologias, e mais em concreto das ferramentas computacionais, no ambiente organizacional. Esta automatização permite a simplificação do processo de tomada de decisão, a manipulação de dados e lidar com o excesso de informação. No seu dia-a-dia, a Guarda Nacional Republicana enfrenta uma elevada diversidade e complexidade de ocorrências, que motiva a utilização de um sistema de informação que se constitua como primeira linha da Gestão das Ocorrências, permitindo ao comandante gerir criteriosamente os seus meios no processo de tomada de decisão. Este trabalho de investigação tem como objetivo descrever de que forma pode o Sistema de Gestão das Salas de Situação influenciar a tomada de decisão. Para tal foi realizado um estudo de caso, reunindo um grupo de sete Chefes de Sala de Situação, reunindo-os num painel de especialistas para aplicar o método de Delphi, visando inferir as potencialidades do sistema e as vulnerabilidades sentidas pelos operadores. Foram também aplicados inquéritos por questionário aos operadores do sistema no sentido de compreender a sua perceção de utilidade desta ferramenta na gestão de meios. A análise de resultados permitiu verificar que o Sistema de Gestão das Salas de Situação é uma importante ferramenta na gestão de ocorrências, ao fornecer informação necessária à tomada de decisão do comandante, embora possua imperfeições que necessitam de ser mitigadas, no sentido de serem exploradas as potencialidades na sua plenitude. Conclui-se com esta investigação que o Sistema de Gestão das Salas de Situação facilita a tomada de decisão ao fornecer informações acerca das ocorrências ativas na zona de ação da sua Unidade, bem como das patrulhas disponíveis. Este sistema, deve ser complementado com a utilização do Sistema de Informação de Gestão dos meios SIRESP, para que o comandante consiga percecionar a localização das patrulhas disponíveis. Desta forma, o comandante consegue tomar decisões de maneira mais sustentada, permitindo a rápida mobilização dos recursos policiais, visando a excelência operacional e o aumento de eficácia da ação policial.

[Second victim : Critical incident stress management in clinical medicine]

BACKGROUND Critical incidents in clinical medicine can have far-reaching consequences on patient health. In cases of severe medical errors they can seriously harm the patient or even lead to death. The involvement in such an event can result in a stress reaction, a so-called acute posttraumatic stress disorder in the healthcare provider, the so-called second victim of an adverse event. Psychological distress may not only have a long lasting impact on quality of life of the physician or caregiver involved but it may also affect the ability to provide safe patient care in the aftermath of adverse events. METHODS A literature review was performed to obtain information on care giver responses to medical errors and to determine possible supportive strategies to mitigate negative consequences of an adverse event on the second victim. An internet search and a search in Medline/Pubmed for scientific studies were conducted using the key words "second victim, "medical error", "critical incident stress management" (CISM) and "critical incident stress reporting system" (CIRS). Sources from academic medical societies and public institutions which offer crisis management programs where analyzed. The data were sorted by main categories and relevance for hospitals. Analysis was carried out using descriptive measures. RESULTS In disaster medicine and aviation navigation services the implementation of a CISM program is an efficient intervention to help staff to recover after a traumatic event and to return to normal functioning and behavior. Several other concepts for a clinical crisis management plan were identified. CONCLUSIONS The integration of CISM and CISM-related programs in a clinical setting may provide efficient support in an acute crisis and may help the caregiver to deal effectively with future error events and employee safety.

Could the Outsourcing of Incident Response Management provide a Blueprint for Managing Other Cloud Security Requirements?

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