Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritization and decision making; and monitoring performance and compliance against agreed-on direction and objectives.
In most enterprises, overall governance is the responsibility of the board of directors under the leadership of the chairperson. Specific governance responsibilities may be delegated to special organizational structures at an appropriate level, particularly in larger, complex enterprises.
Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives.
In most enterprises, management is the responsibility of the executive management under the leadership of the chief executive officer (CEO).
(Roles, activities and relationships between main stakeholders of an enterprise)
(COBIT 5 Governance and Management Key Areas)
- APO: Align, Plan and Organise.
- BAI: Build, Acquire and Implement.
- DSS: Deliver, Service and Support.
- MEA: Monitor, Evaluate and Assess.
Some concepts I learned during a CISA course.
A honeypot is designed to attract hackers. Honeypots have no production value. They are set up specifically for providing advance warning of a real attack, tracking the activity and keystrokes of an attacker, increase knowledge of how hackers attack systems and luring the attacker away from the real network.
A honeynet is used for monitoring a larger and/or more diverse network in which one honeypot may not be sufficient. Honeynets and honeypots are usually implemented as parts of larger network intrusion detection systems.
A honeyfarm is a centralized collection of honeypots and analysis tools.
As for so many of the things in live, it is important to understand where the things come from. In case of Cobit, it was born as an set of principles for audit purposes.
I am living the situation where my customer has implemented these 2 solutions on different plants. In the past the plants made decisions independently and now the organization faces this heterogeneous scenario.
And now then the basic question: which one is the best one for the whole organization?
If you look into the web about: “SAP PM Vs IBM Maximo”, you will find so many people talking about this. In linkedin there are some interesting threads, and this post explain some basic information that was so useful for me.
In a nutshell, we have 2 solutions with pros/cons that come from different origins. One, SAP that was designed in a way where its primary foundation is based on the financial requirements of the client. On the other hand, Maximo was created and has its base in the requirements to support Maintenance Operations for the client.
Because the Maintenance Organization of almost any company is the major consumer of goods and services, it is also the largest financial cost component of the P&L statement for those companies. Therefore, it should be evident that controlling that financial component is, after all a process of managing their maintenance programs that contribute to the cost of doing business.
If a company already has SAP, normally the IT department will push for the maintenance area to have SAP PM, as this simplifies a bit their IT management. On the other hand utilities companies for instance, which core business rely on maintenance and operations, have a better support for their needs with Maximo. Generally if the decision is left up to IT they go with SAP PM, if left to the operations/maintenance departments they go with Maximo. And here is when the discussion starts.
Most effective combination has always been a system whose financial are administered by SAP and the Maintenance Operations, including Materials Management, and Asset Management are administered within Maximo.
This is a Webinar done by Gartner I was attending last week.
Gartner has done a study about the use, investment and value. The study covers different MES challenges companies have and it is based on the replies of 109 relevant people.
- Manufacturers Need MPM and MbM to Innovate Digitally Enabled Design Through Production.
- Lines Between Traditional IT And Manufacturing IT Are Blurring.
- Most Visible Benefits Of MES Are Local.
- Think global, act local.
- Do not drive from the bottom up or top down. Lead from the center and support at all levels.
- Link MES endeavors with broader productivity programs.
The data provided on each one of the questions and answer require detailed reading. From my side it has been useful to check the priorities of my customer with the analysis and see some gaps and improvement points.
Esta es la primera vez que corro una media maratón. He corrido distancias similares en montaña, pero nunca esta distancia en asfalto y en plano.
Después de la subida al pico de la Tiñosa, y teniendo en cuenta que no había muchas más cosas en el calendario, me apunté a esta. Íbamos a ir unas cuantas personas en plan tranquilo, con lo que ¿por qué no?
Esta carrera tiene además la fama de ser una media maratón muy bonita. A mi me ha gustado por el hecho de hacer la distancia en plano, por el gran ambiente que había durante toda la carrera y por el hecho que vas de Sevilla a Los Palacios.
Eso si, he constatado algo que intuía y que hoy solamente he corroborado: no me va correr carreras en asfalto. Ha llegado un momento en que me ha resultado aburrido, no le he encontrado ningún atractivo a correr a un ritmo constante durante 21 kms.
El paisaje tampoco era para tirar cohetes.
Me quedo con las carreras de montaña, las disfruto más.
Tiempo a recordar: 1:59:50