People are the missing link in continuity
plans
With reference to the article "SMEs are urged to set up
continuity plans" (Computer Weekly, 23 August), I agree that small
and medium-sized enterprises need to ensure they are prepared for
emergencies.
The article points out that it is lack of time and money that is
an issue. Here I disagree: it is a misunderstanding of what is
actually required that is preventing SMEs from setting up business
continuity plans.
It does not take a lot of money to embark on a business
continuity plan. It will take time, but companies need to realise
that without spending the time they are risking the business.
However, it is not just SMEs, but all organisations that need a
wake-up call to the reality of threats to the business. Research
from the Management Consultants Association and Symantec points to
that fact that across the board, UK organisations are failing to
protect key assets and the ability to function in the face of major
disruptions. Of the companies questioned, only 51% had a business
continuity plan in place.
Systems, information, people, equipment and facilities are the
five mission-critical factors a company must take into account when
building a business continuity plan.
A quick review of the applications that are critical to run the
business on day one, and those (such as HR) that are not, can focus
the mind on what is needed. Once that has been done, figuring out
how to get the data to the application in a timely manner is the
next step.
The key component missing from most business continuity plans is
people. The research reported that companies identified loss of
skills (56%) and loss of people (55%) as two of the major threats
to their business. However, for some organisations these are not
just threats, but a reality: 41% and 28% respectively said they had
been hit by these dangers in the last 12 months.
Companies need to ask themselves some basic questions when it
comes to including staff in their business continuity plans. Who
are the key individuals? How will they get to other locations if a
disaster occurs? What will happen to the business if one of the key
individuals is affected?
This very important aspect of business is being overlooked, and
at present only a handful of continuity plans cover it.
Guy Bunker
Chief scientist,
Symantec Corporation
Short-sighted SLAs lead to outsourcing problems
There is an increasing trend, both in the public and private
sectors, to take outsourcing contracts back in-house in an attempt
to consolidate what are seen to be failing projects (Computer
Weekly, 23 August).
In some cases this is the best course of action, but often it is
the result of an unacceptable deterioration of an organisation's
relationship with its outsourced provider.
After the initial flurry of post-contract excitement, there is a
danger that business process outsourcing (BPO) arrangements slide
into maintenance mode. And, although most companies would argue
vehemently that they are constantly pushing suppliers, it is
becoming clear that few are doing this effectively.
This is undoubtedly due to the highly operational rather than
business focus of typical SLAs; 99% uptime, for example, does not
guarantee business happiness. Furthermore, by concentrating only on
performance against the SLA, a company leaves the supplier to
efficiently and effectively turn the BPO handle; the relationship
is solid but there is no drive or opportunity for continuing
development or improvement.
If organisations are to maximise their relationships with BPO
service providers and achieve long-term strategic benefits, or even
just make sure they stay on track, other key factors need to be
identified, monitored and actively managed against. These include
price performance against market rates, customer satisfaction,
levels of innovation and continuous improvement, risk management
and end-user satisfaction.
Simon
Lindley
Principal consultant, Orbys
Consulting
B&Q's stock control system: a clarification
The article "IT system failures at B&Q hit stock control"
(Computer Weekly, 23 August) is incorrect and displays a
misunderstanding of how DemandTec's price optimisation software,
used by B&Q,, functions.
DemandTec's price optimisation software enables retail and CPG
organisations to understand consumer demand and which items are the
most price-sensitive to consumers. It then recommends a balance of
prices that lowers the everyday price on items that matter most to
consumers. B&Q is not using any of DemandTec's promotional
planning capabilities.
The DemandTec software that B&Q is using is a strategic
decision tool which does not "check stock levels" as stated in the
article. DemandTec's software analyses historical data, and
examines price elasticity and consumer sensitivity to pricing to
then create its recommendations.
DemandTec does have a markdown capability that would help a
retailer understand the demand a 75% off markdown would generate,
but B&Q is not using any of DemandTec's markdown capabilities.
The DemandTec software that B&Q is using does not "talk" to the
B&Q stock checking systems - they are entirely separate
systems. This is an important distinction if your readers are to
gain an understanding, both of our product and price optimisation
software in general.
Iain Gray
Sales
director, DemandTec
Digitised family records a boon if set up correctly
Charles Smith asks why digitise birth, marriage and death
records (Letters, 23 August). For the family historian it will be
of great research value. For the Office for National Statistics it
should become a cash cow.
I share Smith's concerns about data errors. Ideally images of
the original records will accompany the converted records so the
transcribed data can be verified. That is if the correct person can
be found in the first place and their name has been entered
correctly.
Brian
Hudson
Coulsdon
On the virtual folders in Windows Vista
In response to the article "Check out the changes in Windows
Vista" (Computer Weekly, 23 August)
I understand Jack Schofield's article on Windows Vista was an
opinion piece and not aimed at programmers, but he states, "The
biggest challenge in Vista may be the introduction of virtual
folders," which is not strictly true.
Virtual folders have been around for ages: My Computer, Recycle
Bin, and recently the .net runtime cache, %WINDIR%\assembly, are
just a few examples.
Indeed, all the folders in Explorer are virtual, but at present
most of them are plain file directory views of the underlying file
system.
The fact is that not many programmers have found the need or
desire to exploit this technology. This may change in Vista, where
it is likely to be much easier to build models using the .net
runtime, which will become an integral part of Vista's application
programming interface.
Robert Johnson
On specifications for RFID equipment
In response to the article "More radio spectrum for RFID
devices" (Computer Weekly, 23 August)
Cliff Saran mistakenly states that the increased amount of radio
spectrum made available by Ofcom for use by RFID equipment is not
compatible with the proposed RFID specifications from standards
body EPCglobal.
In fact, EPCglobal, part of supply chain standards body GS1,
recommended that the UHF spectrum be between 860MHz and 960MHz for
use with EPCglobal standards, not a range exclusively above 900MHz
as the article claims.
Ofcom's approved frequency of 865-868MHz in the UK therefore
falls within our recommended frequency range, as does the same
range which has been approved by The European Telecommunications
Standards Institute (ETSI) for use in Europe.
In reality there is little deviation in quality of read rates
across the spectrum of 860-960MHz and the agreed frequency will
ensure that UK tagged goods are internationally compatible.
In support of the globalisation of trade, it is EPCglobal's
mission to ensure that one tag can be read anywhere in the world,
avoiding the frustrating and costly requirement for multiple
tagging of cases and pallets to meet differing geographical and
customer requirements. It still remains that "one size fits
all".
We are delighted with Ofcom's announcement and see it as a
positive step forward for the adoption of RFID. As the bandwidth is
going to be both licence and cost-exempt, life has just become
easier and cheaper for companies seeking to use RFID in their
supply chains.
David Lyon
EPCglobal business
manager, GS1 UK
On the need for IT bosses to have business skills
In response to the article "Can traditional technology leaders
make the transition to become hybrid managers?" (Computer Weekly,
23 August)
I was interested to read Edward Turch's article. He lamented IT
professionals' struggle to display effective communication skills
and advocated the need for a better understanding of technology at
board level.
Turch's arguments ring true in numerous companies, and as IT
recruiters we have certainly noticed this dilemma emerging over the
past few years. Previously, communication skills used to be an
advantage in IT job specs. Nowadays, they are an imperative.
Employers are also urgently seeking other management skills such
as business acumen and leadership qualities. IT professionals must
develop these if they are to meet the needs of UK plc over the next
few years.
One thing is certain: a balance needs to be met between IT
expertise and the way in which it is communicated to others. Only
then will technology leaders be able to show IT's strategic role in
shaping the future of organisations.
The industry needs to think about ways of tackling this balance,
whether through tailored training or even covering such business
skills on IT university courses.
Finally, employers must not be blinded by technological wizardry
when recruiting IT managers, and as a result, overlook the
advantages which come with possessing effective communication
skills.
Dawn Marriott
Managing director, Capita IT
Resourcing