Role de prévoyance du DSI

Je reste partisan de la notion Web 2 du partage et du travail collaboratif en ligne..."On the Cloud".

En ce moment IBM fait une publicité radio pour sa solution IBM Lotus Live Cette publicité  est alléchante et se termine par l'offre tarifaire de mémoire  "2 euros par mois par utilisateur". C'est leur tarif et il n'est pas de mon propos d'en juger ici la pertinence.

Mais cette publicité se termine par "IBM se réserve le droit de changer ses tarifs sans préavis". Quid si ce tarif ne convient plus à l'entreprise ?

Pour moi le DSI se devra d'envisager dès le début :

• interopérabilité de la solution avec les ténors du marché
• quid de la restitution des données (modalités et format) ?
• quid de la confidentialité à l'échéance - en cas de rupture du contrat ?

Toutes ces questions, ces points devront , selon moi , devenir des clauses contractuelles lors du passage à une solution hébergée Cloud.

Of basic security reminder...

Sometime security depends on end users in the company ! This concerns all employee with a mail address whatever the system is.

Ask them do not leave emails (webmail or pop mail with local client) containing : password, login, (mot de passe, profil, identifiant mot de passe en Français) and all other account information. These emails can come from eCommerce websites, bank website (poor security there!) or web 2.0 sites ...  Please just kill these emails once noticed login and password... and empty email trashbin.

Also kill the ones requesting a login to reset password...

Do it NOW : there is obviously one or two pending...

PS Don't keep this information on an excel or word file saved on the desktop with name 'passwords'! or worth on a postit! over your screen or keyboard.

Of Disaster Recovery Plan

IT life is funny. Years ago, like some of us in IT ;-), had been involved in Y2K plan !! Remember this noise about Y2K ??

Last week, I just finished our IT Disaster recovery and our headquarter (in another country) postponed it for one year, saying we're not a key element in the company, like HQ and Production and Research Lab are in its own country.

As our country here in France is in the top three of the company revenue among affiliates, it's sounds strange.


I have heard today at a seminar, an interesting idea (*) : Disaster Recovery Plan has to be seen as a company project.

Apparently they (the HQ) didn't saw this project as a company one... But did they do the same for all affiliates ? How did they evaluate the loss of France production or France selling for days or weeks on the global company revenue and health ?

Feel free to explain how you forced managers to go forward on disaster plans ?


(*) PS : other ideas from this seminar :
1 -recheck every year you plans as company life is changing, prices are moving, people and solutions are changing ;
2 - do a lot of internal and external communication about it;
3 - better a realiable plan that a theoricaly perfect plan
4 - check and update inside contacts as often as needed