<rss version="2.0" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:tristana="http://www.tristana.org">
  <channel>
    <tristana:self>http://www.psrorders.com/news/psrorders.rss</tristana:self>
    <title>CIO Resource Site</title>
    <description>CIO Resource Site News Feed</description>
    <link>http://www.psrorders.com</link>
    <language>en-US</language>
    <dc:creator>Webmaster</dc:creator>
    <copyright>© 2011 PSRorders.com and Janco Associates, Inc.</copyright>
    <pubDate>Sun, 12 Feb 2012 14:36:40 -0700</pubDate>
    <item>
      <title>Security threats are on the rise and they are costly</title>
      <description>
&lt;P&gt;Companies as well as individuals need well defined security policies and 
procedures to combat &lt;A href="http://www.e-janco.com/Security.htm"&gt;secruity 
threats&lt;/A&gt;.&lt;/P&gt;
&lt;P&gt;In a report that was recently published it was estimated that breaches cost 
companies between $90 and $305 per lost record. This includes notifying 
customers, hiring contractors to fix computer systems, fines and lost business. 
In addition, over 95 percent of network attacks are entirely financially 
motivated. This is different than two or three years ago where it may have been 
a college student who wanted to crash your computer. Threats today burrow deep 
in computers and hide. They are a lot less visible today. &lt;/P&gt;
&lt;P align=center&gt;&lt;A 
href="http://www.e-janco.com/session/catalog_items.aspx?catalog=194&amp;amp;detail=1&amp;amp;pos=1"&gt;&lt;IMG 
border=0 alt="Order Security Manual" vspace=10 
src="http://www.e-janco.com/images/Blue_order_Security_Manual.gif"&gt;&lt;/A&gt;&lt;A 
href="http://www.e-janco.com/Register_Security_Manual_Template.asp"&gt;&lt;IMG 
border=0 alt="Table of Contents" vspace=10 
src="http://www.e-janco.com/images/Table_of_Contents.gif" width=169 
height=22&gt;&lt;/A&gt;&lt;/P&gt;
&lt;P&gt;Indeed, the new threats are much more sophisticated than those security 
experts had foiled in the past. The easy things - viruses, Trojans and worms - 
are generally stoppable by most firewalls or certainly inline intrusion 
prevention. But now, hackers and the organizations that fund them have upped the 
ante for gateway and network security.&lt;BR&gt;&lt;/P&gt;</description>
      <link>http://www.e-janco.com/SecurityPolicies.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Sun, 12 Feb 2012 14:36:18 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2009:452B0274-2294-4EEB-AB08-0AE6C49BFED4.40116.4359935069</guid>
      <category>security</category>
      <category>Identity Theft</category>
      <category>Computers</category>
    </item>
    <item>
      <title>Improving eMail Security</title>
      <description>&lt;P&gt;&lt;A href="http://www.e-janco.com/Communication-Policy.htm"&gt;&lt;IMG border=0 
hspace=3 alt="Electronic Communication" vspace=3 align=right 
src="http://www.e-janco.com/images/Internet_email_mobile.png" width=85 
height=110&gt;&lt;/A&gt;Several companies, including Google, Facebook, Microsoft, Yahoo, 
PayPal are working jointly work on a standard for blocking phishing e-mails by 
verifying that they come from legitimate companies&lt;/P&gt;
&lt;P&gt;DMARC.org&amp;nbsp;- or the Domain-based Message Authentication, Reporting, and 
Conformance  is a new white-list system will be available for use across the 
Internet.&lt;/P&gt;
&lt;P align=center&gt;&lt;A 
href="http://www.e-janco.com/session/add_product.aspx?catalog=70"&gt;&lt;IMG border=0 
alt="Order Policy" src="http://www.e-janco.com/images/Order.gif"&gt;&lt;/A&gt;&lt;A 
href="http://www.e-janco.com/Register_policy_electronic_communication.asp"&gt;&lt;IMG 
border=0 alt="Sample policy" 
src="http://www.e-janco.com/Images_new/Download.gif" width=206 
height=22&gt;&lt;/A&gt;&lt;/P&gt;
&lt;P&gt;The other companies in the DMARC working group are AOL, Bank of America, 
Fidelity Investments, American Greetings, LinkedIn, and e-mail security 
providers Agari, Cloudmark, eCert, Return Path, and Trusted Domain 
Project.&lt;/P&gt;</description>
      <link>http://www.e-janco.com/Communication-Policy.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Thu, 02 Feb 2012 16:16:39 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2012:9F8C6750-28C3-45E2-9BC3-F0352CCC06BB.40941.6766733333</guid>
      <category>eMail</category>
      <category>compliance</category>
      <category>sox</category>
      <category>pci</category>
      <category>security</category>
      <category>DMARC</category>
    </item>
    <item>
      <title>Will IT spending go up?</title>
      <description>&lt;P&gt;IT spending is expected to increase in 2012. After years of budgets crimped 
by a bum economy, there is significant pent-up demand at companies around the 
globe to drop some extra cash for the products and services they have&amp;nbsp;been 
waiting for to drive business forward. But we have&amp;nbsp;heard this song before. 
&lt;/P&gt;
&lt;P align=center&gt;&lt;A href="http://www.e-janco.com/Salary.htm"&gt;&lt;IMG border=0 
hspace=3 alt="IT Spending" vspace=3 align=middle 
src="http://www.e-janco.com/EmploymentCharts/Hiring-Trends-1112.png"&gt;&lt;/A&gt;&lt;/P&gt;
&lt;DIV align=center&gt;&lt;A 
href="http://www.e-janco.com/session/catalog_items.aspx?catalog=10&amp;amp;detail=1&amp;amp;pos=1"&gt;&lt;IMG 
border=0 alt="Order Salary Survey" vspace=10 
src="http://www.e-janco.com/images/Order-Salary-Survey.gif"&gt;&lt;/A&gt;&amp;nbsp;&amp;nbsp;&lt;A 
href="https://novisurvey.net/n/SalarySurvey.aspx" target=_blank&gt;&lt;/A&gt;&amp;nbsp;&amp;nbsp; 
&lt;A href="http://www.e-janco.com/Register_Salary_Survey_IT.asp" target=_self&gt;&lt;IMG 
border=0 alt="Free Salary Survey" vspace=10 
src="http://www.e-janco.com/images/Salary_Survey_Summary.gif" width=193 
height=22&gt;&lt;/A&gt;&lt;/DIV&gt;
&lt;P&gt;Gartner was bullish on IT spending last year, saying that it could rise 
somewhat significantly in 2012, yet in its latest report the research firm 
acknowledges that its estimates might have been too optimistic. Global spending 
on IT spending will still be up, the company says, but&amp;nbsp;do not&amp;nbsp;expect 
it to rise too quickly.&lt;/P&gt;</description>
      <link>http://www.e-janco.com/Salary.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Fri, 20 Jan 2012 11:25:59 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2012:091D166F-248F-41B2-8C4D-83683837F93F.40928.474521169</guid>
      <category>budgets</category>
      <category>IT spending</category>
      <category>hiring</category>
    </item>
    <item>
      <title>CIO success is driven by relationships</title>
      <description>&lt;P style="MARGIN: 6pt 0in" class=Default&gt;&lt;SPAN 
style="FONT-STYLE: normal; FONT-SIZE: 10pt; FONT-WEIGHT: normal"&gt;&lt;FONT 
face=Calibri&gt;Relationships are critical for a CIOs success.&lt;SPAN 
style="mso-spacerun: yes"&gt;&amp;nbsp; &lt;/SPAN&gt;A poor relationship with superiors and 
staff is the number one reason for failure of CIO. &lt;SPAN 
style="mso-spacerun: yes"&gt;&amp;nbsp;&lt;/SPAN&gt;Relationships are critical to 
communications and without them common goals cannot be 
achieved.&lt;O:P&gt;&lt;/O:P&gt;&lt;/FONT&gt;&lt;/SPAN&gt;&lt;/P&gt;
&lt;P style="MARGIN: 6pt 0in" class=Default&gt;&lt;SPAN 
style="FONT-STYLE: normal; FONT-SIZE: 10pt; FONT-WEIGHT: normal"&gt;&lt;FONT 
face=Calibri&gt;&lt;A href="http://www.e-janco.com/Job_Book_CIO.htm"&gt;&lt;IMG border=0 
alt="Job Descriptions" align=right 
src="http://www.e-janco.com/images/ITJobDescriptions.jpg"&gt;&lt;/A&gt;&lt;/P&gt;
&lt;P style="MARGIN: 6pt 0in" class=MsoNormal&gt;&lt;SPAN 
style="FONT-SIZE: 10pt; mso-ascii-font-family: Calibri; mso-hansi-font-family: Calibri"&gt;CIO&amp;nbsp;and 
employees who understand each other have preferred styles .better understand how 
to communicate and work together effectively.&lt;SPAN 
style="mso-spacerun: yes"&gt;&amp;nbsp; &lt;/SPAN&gt;Factors that strongly predict the 
compatibility between a&amp;nbsp;CIO and&amp;nbsp;their&amp;nbsp;teams are self-assurance, 
self-reliance, conformity, optimism, decisiveness, objectivity, and approach to 
learning. Assessing a&amp;nbsp;CIO relationships with&amp;nbsp;team 
members&amp;nbsp;allows&amp;nbsp;the CIO&amp;nbsp;to use objective information about 
themselves and&amp;nbsp;their&amp;nbsp;teams so that they can work more effectively 
toward a common goal.&lt;/SPAN&gt;&lt;/P&gt;&lt;/FONT&gt;&lt;/SPAN&gt;
&lt;P style="MARGIN: 6pt 0in" class=Default&gt;&lt;SPAN 
style="FONT-STYLE: normal; FONT-SIZE: 10pt; FONT-WEIGHT: normal"&gt;&lt;FONT 
face=Calibri&gt;A poor relationship with one's boss is the number one reason for 
failure at work. Two common flashpoints adversely affect 
performance:&lt;O:P&gt;&lt;/O:P&gt;&lt;/FONT&gt;&lt;/SPAN&gt;&lt;/P&gt;
&lt;UL&gt;
  &lt;LI&gt;
  &lt;DIV style="MARGIN: 6pt 0in" class=Default&gt;&lt;SPAN 
  style="FONT-STYLE: normal; FONT-SIZE: 10pt; FONT-WEIGHT: normal"&gt;&lt;FONT 
  face=Calibri&gt;&lt;STRONG&gt;&lt;U&gt;The employee is unclear about the CIO's 
  expectations&lt;/U&gt;&lt;/STRONG&gt; - Goals should cascade down from the CIO to team 
  members so that everyone understands how they contribute to the objectives of 
  both the team and the organization. If an employee does not understand the 
  goals given,or if&amp;nbsp;they have not been given goals at all, the onus is 
  on&amp;nbsp;the employee&amp;nbsp;to seek clarity. Asking a simple question such as, 
  "What are the top three priorities in my role that you would like me to focus 
  on?" can help everyone on the team gain clarity. Employees should also ask, 
  "Why is this so important?" as the answer will give them a lot of good clues 
  for developing the relationship with their CIO.&lt;O:P&gt;&lt;/O:P&gt;&lt;/FONT&gt;&lt;/SPAN&gt;&lt;/DIV&gt;
  &lt;LI&gt;
  &lt;DIV style="MARGIN: 6pt 0in" class=Default&gt;&lt;SPAN 
  style="FONT-STYLE: normal; FONT-SIZE: 10pt; FONT-WEIGHT: normal"&gt;&lt;FONT 
  face=Calibri&gt;&lt;STRONG&gt;&lt;U&gt;CIOs&amp;nbsp;fail to adapt their styles to the employees' 
  preferred styles&lt;/U&gt;&lt;/STRONG&gt; - Every employee/CIO relationship is unique and 
  requires a different management approach. For example, the approach taken by 
  highly decisive boss working with a highly decisive employee should be 
  significantly different from the approach taken by this same boss when working 
  with a less-decisive employee. The decisive employee thrives on quick 
  decisions, while the other employee will be more methodical in thier 
  decision-making approach. The less-decisive employee will potentially enter 
  into conflict with the faster-paced CIO. &lt;SPAN 
  style="mso-spacerun: yes"&gt;&amp;nbsp;&lt;/SPAN&gt;&lt;/FONT&gt;&lt;O:P&gt;&lt;/O:P&gt;&lt;/SPAN&gt;&lt;/DIV&gt;&lt;/LI&gt;&lt;/UL&gt;</description>
      <link>http://http://www.ejobdescription.com/</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Sun, 08 Jan 2012 15:38:46 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2009:E702FD61-86C8-4C7D-91A3-E40080C0EDDB.40032.1771700116</guid>
      <category>CIO</category>
      <category>CFO</category>
      <category>Employment</category>
      <category>Career</category>
    </item>
    <item>
      <title>Burnout of key employees</title>
      <description>&lt;P&gt;In these troubled times employee burn-out is a reality.&amp;nbsp; There are a 
number of impacts on the employees that negatively impact the organization that 
they work for.&amp;nbsp; They are:&lt;/P&gt;
&lt;P align=center&gt;&lt;A title="IT Job Descriptions" 
href="http://www.ejobdescription.com/IT_Job_Descriptions.html"&gt;&lt;IMG border=0 
alt="IT Job Descriptions" 
src="http://www.ejobdescription.com/images/JobDescriptions.gif" width=92 
height=117&gt;&lt;/A&gt;&lt;STRONG&gt;&amp;nbsp; &lt;/STRONG&gt;&lt;A 
title="IT Hiring IT Job Descriptions Salary Survey" 
href="http://www.ejobdescription.com/IT_Hiring_Kit.html"&gt;&lt;STRONG&gt;&lt;IMG border=0 
alt="IT Hiring Kit" vspace=5 
src="http://www.ejobdescription.com/images/IT_Hiring.gif" width=85 
height=110&gt;&lt;/STRONG&gt;&lt;/A&gt;&amp;nbsp; &lt;A title="IT Salary Survey" 
href="http://www.ejobdescription.com/IT_Salary_Survey.html"&gt;&lt;IMG border=0 
alt="IT Salary Survey" vspace=5 
src="http://www.ejobdescription.com/images/Salary_Survey_IT.gif" width=85 
height=110&gt;&lt;/A&gt;&lt;/P&gt;
&lt;UL&gt;
  &lt;LI&gt;&lt;STRONG&gt;&lt;U&gt;Withdrawal &lt;/U&gt;&lt;/STRONG&gt;- Employees want to avoid what 
  discomforts them, and those organizational conditions that can cause burnout 
  are certainly discomforting.&amp;nbsp; Signs to watch for are that employees leave 
  work early, arrive at work late, take long breaks, and stay away from the 
  workplace as much as possible.&lt;/LI&gt;
  &lt;LI&gt;&lt;STRONG&gt;&lt;U&gt;Interpersonal friction&lt;/U&gt;&lt;/STRONG&gt; - Employees strike back at 
  what they do not like.&amp;nbsp; Signs are employees begin being cynical and 
  callous toward others, small differences lead to monumental arguments, work 
  assignments begin to seem like insurmountable challenges, and friends begin to 
  look like foes.&lt;/LI&gt;
  &lt;LI&gt;&lt;STRONG&gt;&lt;U&gt;Performance declines&lt;/U&gt;&lt;/STRONG&gt; - When employees are not 
  happy they do not perform well.&amp;nbsp; The quantity of the employees may not 
  be reduced, but the quality will.&amp;nbsp; Signs are clients say that service 
  quality is poor and interrelationships been the burned out employee, their 
  peers, their customers is a low point.&amp;nbsp; There are few smiles and jokes - 
  it is all work and no play.&lt;/LI&gt;
  &lt;LI&gt;&lt;STRONG&gt;&lt;U&gt;Family life and personal space negative&lt;/U&gt;&lt;/STRONG&gt; - Just as 
  burnout leads to behaviors that have a negative impact on the quality of one's 
  work life, it can also lead to behaviors that cause a deterioration of the 
  quality of home life and personal space. Burned out individuals are often 
  described by their wives as coming home tense, anxious, upset, angry, and 
  complaining about the problems they faced at work. These individuals are also 
  more withdrawn at home -preferring to be left alone, instead of sharing time 
  with their families. &lt;/LI&gt;
  &lt;LI&gt;&lt;STRONG&gt;&lt;U&gt;Declining health and gaining weight&lt;/U&gt;&lt;/STRONG&gt; - Burnout 
  often leads to health-related problems. Burnout victims are more likely to 
  suffer from insomnia, excessive drinking or smoking,&amp;nbsp; and to use 
  medications of various kinds.&lt;BR&gt;&lt;/LI&gt;&lt;/UL&gt;</description>
      <link>http://www.ejobdescription.com/</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Sat, 17 Dec 2011 09:44:52 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:B4D546B0-1AE3-45A9-A748-A2151C67A012.40894.4037919097</guid>
      <category>employment</category>
      <category>job market</category>
      <category>burnout</category>
    </item>
    <item>
      <title>Top priorities for 2012</title>
      <description>&lt;P&gt;&lt;A href="http://www.e-janco.com/Infrastructure.html"&gt;&lt;IMG border=0 hspace=3 
alt="IT Infrastructure" vspace=3 align=right 
src="http://www.e-janco.com/images/IT_Infrastructure_Strategy_Charter.gif" 
width=91 height=117&gt;&lt;/A&gt;Five projects to tackle in the short term will make you 
a hero to upper management while enabling the organization to move forward:&lt;/P&gt;
&lt;UL&gt;
  &lt;LI&gt;Streamline company data storage and access&lt;/LI&gt;
  &lt;LI&gt;Master mobile devices to meet &lt;/LI&gt;
  &lt;LI&gt;Become a efficient development organization&lt;/LI&gt;
  &lt;LI&gt;Implement crisis management response processess&lt;/LI&gt;
  &lt;LI&gt;Gain control of social media&lt;/LI&gt;&lt;/UL&gt;
&lt;P align=center&gt;&lt;A 
href="http://www.e-janco.com/session/add_product.aspx?catalog=283"&gt;&lt;IMG border=0 
alt="Order Infrastructure Template" 
src="http://www.e-janco.com/images/Order.gif"&gt;&lt;/A&gt;&lt;A 
href="http://www.e-janco.com/Register_infrastructure.asp"&gt;&lt;IMG border=0 
alt="Download Infrastructure Template" 
src="http://www.e-janco.com/images/DownloadSelectedPages.gif" width=192 
height=22&gt;&lt;/A&gt;&lt;/P&gt;</description>
      <link>http://www.e-janco.com/Articles/201110-Critical-Project-Management.html</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Mon, 07 Nov 2011 15:01:46 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:9D9D9E9E-3258-49C2-9D82-92DA8F2238A5.40854.6245167593</guid>
      <category>top priorities</category>
      <category>budgets</category>
      <category>2012</category>
      <category>cio</category>
    </item>
    <item>
      <title>Facebook most popular social network</title>
      <description>&lt;P&gt;&lt;STRONG&gt;&lt;/STRONG&gt;&lt;/P&gt;
&lt;P&gt;&lt;A href="http://www.e-janco.com/Social-Networking-Policy.html"&gt;&lt;IMG border=0 
hspace=5 alt="Social Network" vspace=5 align=right 
src="http://www.e-janco.com/images/SocialNetworkingPolicyLG.png"&gt;&lt;/A&gt;&amp;nbsp;Facebook 
is leading all social networks in U.S. mobile traffic. While access through the 
browser still trumps application access, apps are gaining.&lt;/P&gt;
&lt;P&gt;More than 72.2 million Americans, or nearly one-third of the country, 
accessed Facebook, LinkedIn, Twitter, or some other social network or blog from 
a mobile device in August, up 37 percent from the same time last year.&lt;/P&gt;
&lt;P&gt;Nearly 40 million of those U.S. mobile users access these sites almost every 
day, according to new research from comScore. Smartphone users proved to be the 
heaviest social media users, with 3 in 5 of those users using social media 
software every month.&lt;/P&gt;
&lt;P&gt;Facebook, which claims it has over 200 million mobile users, enjoyed more 
than 57 million mobile users in August, up 50 percent from the previous year. 
Twitter and LinkedIn have far fewer mobile users. Twitter's mobile audience rose 
75 percent to 13.4 million people, while LinkedIn's audience grew 69 percent to 
5.5 million users. &lt;/P&gt;</description>
      <link>http://www.e-janco.com/Social-Networking-Policy.html</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Thu, 27 Oct 2011 12:28:08 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:099CA0BD-685C-4D9B-A06D-DD0906E5A4E1.40843.5596995255</guid>
      <category>social networking</category>
      <category>policy</category>
      <category>best practices</category>
      <category>facebook</category>
      <category>Twitter</category>
    </item>
    <item>
      <title>Backup service providers an expanding DRP resource</title>
      <description>&lt;P&gt;&lt;FONT size=2&gt;Online &lt;A href="http://www.e-janco.com/backuppolicy.html"&gt;backup 
and recovery &lt;/A&gt;service providers have emerged from different market spaces and 
have different product focuses and business drivers. These providers can be 
grouped into three categories:&lt;/FONT&gt;&lt;/P&gt;
&lt;UL&gt;
  &lt;LI&gt;&lt;FONT size=2&gt;Service providers leveraging existing core business resources 
  to expand into adjacent markets to look for new revenue 
  opportunities&lt;/FONT&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;FONT size=2&gt;Service providers concentrating on server backup in niche 
  markets: backup and recovery only, single verticals, regional 
  boundaries&lt;/FONT&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;FONT size=2&gt;Service providers whose backup and recovery service forms an 
  integral part of a broader spectrum of information management and data 
  protection services&lt;/FONT&gt;&lt;/LI&gt;&lt;/UL&gt;
&lt;P&gt;&lt;FONT size=2&gt;The scope, strengths, and weaknesses of each type of online 
backup and recovery service provider are characterized with respect to the 
current and forward-looking requirements of companies looking to protect their 
server data. Such requirements range from full system (versus data only) backup 
and restore to comprehensive business continuity best practices and support. 
Understanding these strengths and weaknesses can help businesses clarify their 
server protection requirements and better align their selection criteria and 
focus with their business goals.&lt;/FONT&gt;&lt;/P&gt;</description>
      <link>http://psrorders.com/</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Sun, 16 Oct 2011 14:30:33 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2010:7DF06761-9DCF-44A2-97A4-7D1C01D1092B.40271.2182121991</guid>
      <category>backup</category>
      <category>deduplication</category>
      <category>IT budgets</category>
      <category>CIO</category>
      <category>record management</category>
    </item>
    <item>
      <title>New technique offers enhanced security for sensitive data in cloud computing</title>
      <description>&lt;P&gt;&lt;A href="http://www.e-janco.com/Cloud.htm"&gt;&lt;IMG border=0 hspace=3 
alt="Cloud Outsourcing" vspace=3 align=right 
src="http://www.e-janco.com/images/CloudOutsourcing.jpg" width=85 
height=110&gt;&lt;/A&gt;Researchers from North Carolina State University and IBM have 
developed a new, experimental, technique to better protect sensitive information 
in cloud computing&amp;nbsp;- without significantly affecting the system's overall 
performance.&lt;/P&gt;
&lt;P&gt;&lt;A title="IT Hiring IT Job Descriptions IT Salary Survey" 
href="http://www.e-janco.com/ServiceLevelAgreement.htm"&gt;&lt;/A&gt;Under the 
cloud-computing paradigm, hypervisors are programs that create the virtual 
workspace that allows different operating systems to run in isolation from one 
another&amp;nbsp;- even though each of these systems is using computing power and 
storage capability on the same computer. A longstanding concern in cloud 
computing is that attackers could take advantage of vulnerabilities in a 
hypervisor to steal or corrupt confidential data from other users in the 
cloud.&lt;/P&gt;
&lt;P&gt;The NC State research team has developed a new approach to cloud security, 
which builds upon existing hardware and firmware functionality to isolate 
sensitive information and workload from the rest of the functions performed by a 
hypervisor. The new technique, called strongly isolated computing environment 
(SICE), demonstrates the introduction of a different layer of 
protection.&lt;BR&gt;&lt;/P&gt;
&lt;P&gt;&lt;A href="http://www.e-janco.com/Register_sensitive.asp"&gt;&lt;IMG border=0 
hspace=10 alt="Sensitive Information Policy" vspace=10 align=left 
src="http://www.e-janco.com/images/SensitiveInformation.jpg" width=190 
height=240&gt;&lt;/A&gt;"We have significantly reduced the 'surface' that can be attacked 
by malicious software," says&amp;nbsp; a professor of computer science at NC State. 
"For example, our approach relies on a software foundation called the Trusted 
Computing Base, or TCB, that has approximately 300 lines of code, meaning that 
only these 300 lines of code need to be trusted in order to ensure the isolation 
offered by our approach. Previous techniques have exposed thousands of lines of 
code to potential attacks. We have a smaller attack surface to protect."&lt;/P&gt;
&lt;P&gt;SICE also lets programmers dedicate specific cores on widely-available 
multi-core processors to the sensitive workload&amp;nbsp;- allowing the other cores 
to perform all other functions normally. A core is the 'brain' of a computer 
chip, and many computers now use chips that have between two and eight cores. By 
confining the sensitive workload to one or a few cores with strong isolation, 
and allowing other functions to operate separately, SICE is able to provide both 
high assurance for the sensitive workload and efficient resource sharing in a 
cloud.&lt;/P&gt;
&lt;P&gt;In testing, the SICE framework generally took up approximately three percent 
of the system's performance overhead on multi-core processors for workloads that 
do not require direct network access. "That is a fairly modest price to pay for 
the enhanced security," the professor says. "However, more research is needed to 
further speed up the workloads that require interactions with the 
network."&lt;/P&gt;</description>
      <link>http://www.e-janco.com/sensitive.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Mon, 10 Oct 2011 04:13:00 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:CFF665A9-8337-4497-A342-3DD25FA00194.40826.2119768519</guid>
      <category>sensitive information</category>
      <category>cloud</category>
      <category>virtualization</category>
    </item>
    <item>
      <title>Mobile devices change the way companies infrastructure</title>
      <description>&lt;P&gt;&lt;SPAN id=p7Tooltip_ class=p7TTM_trg 
title="&lt;strong&gt;Security Policies Procedures&lt;/strong&gt;&lt;br&gt;&lt;br&gt;This template has everything that is needed to comply with all mandated and industry regulated requirements.  Includes a full AUDIT PROGAM."&gt;&lt;A 
href="http://www.e-janco.com/MobileDevice_policy.htm"&gt;&lt;IMG border=0 hspace=3 
alt="Mobile Device  Policy" vspace=3 align=right 
src="http://www.e-janco.com/images/MobileUse.png"&gt;&lt;/A&gt;&lt;/SPAN&gt;Mobile devices and 
new user interfaces change everything. Leading edge enterprise managers have 
been using mobile devices for phone, e-mail, and Web communications since the 
inception of these products. Further, laptop devices have enabled employees to 
travel and to manage how employees or sell to customers.&lt;/P&gt;
&lt;P&gt;However, consumers' rapid adoption of the Apple iPhone, iPad, and 
Android-based personal digital assistants (PDAs) and tablet PCs is causing 
lending IT innovators to quickly create new capabilities that will transform 
most enterprises interactions with their customers. An excellent example is an 
iPhone application for consumer automobile lending where a customer can compare 
car prices, apply for a car loan, and receive onsite loan approval at a car 
dealer. &lt;/P&gt;
&lt;P align=center&gt;&lt;A 
href="http://www.e-janco.com/session/add_product.aspx?catalog=70"&gt;&lt;IMG border=0 
alt="Order Outsourcing Policy" 
src="http://www.e-janco.com/images/Order.gif"&gt;&lt;/A&gt;&lt;A 
href="http://www.e-janco.com/Register_Mobile_Policy.asp"&gt;&lt;IMG border=0 
alt="Sample Outsourcing Policy" 
src="http://www.e-janco.com/Images_new/Download.gif" width=206 
height=22&gt;&lt;/A&gt;&lt;/P&gt;
&lt;P&gt;A tablet device is never going to fit into a jeans pocket like a smartphone, 
but it is still mobile and its screen size add new usability and utility of its 
apps over a mobile phone. For example, in many retail operations will eventually 
use a table PC to replace the clipboard, pencil, and paper forms for one-time 
electronic information capture.&lt;/P&gt;</description>
      <link>http://www.e-janco.com/MobileDevice_policy.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Sat, 01 Oct 2011 10:04:43 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:87E5C0BB-29D6-420F-A3CD-21D10D6B4FB0.40817.4593587616</guid>
      <category>mobile computing</category>
      <category>security</category>
      <category>tablet</category>
      <category>pda</category>
      <category>smartphones</category>
    </item>
    <item>
      <title>Disaster Plan - Business Continuity Template Meets Sarbanes-Oxley Mandated Requirements</title>
      <description>&lt;P style="MARGIN: 0in 0in 10pt" class=MsoNormal&gt;&lt;SPAN 
style="LINE-HEIGHT: 115%; FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 10pt"&gt;&lt;A 
href="http://www.e-janco.com/drp.htm"&gt;&lt;/A&gt;&lt;A 
href="http://www.e-janco.com/DisasterRecoveryBusinessContinuity.html"&gt;&lt;IMG 
border=0 hspace=5 alt="" vspace=5 align=right 
src="http://www.e-janco.com/images/Disaster_Recovery.gif" width=85 
height=110&gt;&lt;/A&gt;The Disaster Recovery / Business Continuity Template version 4.3 
has just been released.&lt;SPAN&gt;&amp;nbsp; Janco contiues to update its templates to 
meet the ever changing requirements of the business 
environment.&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;/P&gt;
&lt;P style="MARGIN: 0in 0in 10pt" class=MsoNormal&gt;&lt;SPAN 
style="LINE-HEIGHT: 115%; FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 10pt"&gt;&lt;SPAN&gt;&lt;/SPAN&gt;With 
this new version a fully indexed PDF copy of the template is now provided in 
addition to the two versions of WORD (2003 and 2007).&lt;SPAN&gt;&amp;nbsp; 
&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;/P&gt;
&lt;P style="MARGIN: 0in 0in 10pt" class=MsoNormal&gt;&lt;SPAN 
style="LINE-HEIGHT: 115%; FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 10pt"&gt;&lt;SPAN&gt;&lt;/SPAN&gt;The 
updates to the template included:&lt;/SPAN&gt;&lt;/P&gt;
&lt;P style="TEXT-INDENT: -0.25in; MARGIN: 0in 0in 0pt 0.5in; tab-stops: list .5in" 
class=Indent2CharCharChar&gt;&lt;SPAN style="FONT-SIZE: 11pt"&gt;&lt;SPAN&gt;1.&lt;SPAN 
style="FONT: 7pt 'Times New Roman'"&gt;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp; 
&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;SPAN 
style="FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 10pt"&gt;Defined generic 
metrics for DR/BC success&lt;/SPAN&gt;&lt;/P&gt;
&lt;P style="TEXT-INDENT: -0.25in; MARGIN: 0in 0in 0pt 0.5in; tab-stops: list .5in" 
class=Indent2CharCharChar&gt;&lt;SPAN style="FONT-SIZE: 11pt"&gt;&lt;SPAN&gt;2.&lt;SPAN 
style="FONT: 7pt 'Times New Roman'"&gt;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp; 
&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;SPAN 
style="FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 10pt"&gt;Business &amp;amp; IT 
Impact Analysis Questionnaire Updated&lt;/SPAN&gt;&lt;/P&gt;
&lt;P style="TEXT-INDENT: -0.25in; MARGIN: 0in 0in 0pt 0.5in; tab-stops: list .5in" 
class=Indent2CharCharChar&gt;&lt;SPAN style="FONT-SIZE: 11pt"&gt;&lt;SPAN&gt;3.&lt;SPAN 
style="FONT: 7pt 'Times New Roman'"&gt;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp; 
&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;SPAN 
style="FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 10pt"&gt;Updated references to 
DRP card&lt;/SPAN&gt;&lt;/P&gt;
&lt;P style="TEXT-INDENT: -0.25in; MARGIN: 0in 0in 0pt 0.5in; tab-stops: list .5in" 
class=Indent2CharCharChar&gt;&lt;SPAN style="FONT-SIZE: 11pt"&gt;&lt;SPAN&gt;4.&lt;SPAN 
style="FONT: 7pt 'Times New Roman'"&gt;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp;&amp;nbsp; 
&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;/SPAN&gt;&lt;SPAN 
style="FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 10pt"&gt;Updated formatting to 
meet WORD 2007 requirements&lt;/SPAN&gt;&lt;/P&gt;
&lt;P style="MARGIN: 0in 0in 0pt" class=Indent2CharCharChar&gt;&lt;SPAN 
style="FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 10pt"&gt;&lt;/SPAN&gt;&amp;nbsp;&lt;/P&gt;
&lt;P style="MARGIN: 0in 0in 10pt" class=MsoNormal&gt;&lt;SPAN 
style="LINE-HEIGHT: 115%; FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 10pt"&gt;The 
version history for updates to template can be seen at &lt;A 
href="http://www.e-janco.com/drpversion.htm"&gt;http://www.e-janco.com/drpversion.htm&lt;/A&gt; 
and the full Table of Contents with sample pages can be downloaded at &lt;A 
href="http://www.e-janco.com/Register_drp.asp"&gt;http://www.e-janco.com/Register_drp.asp&lt;/A&gt; 
.&lt;/SPAN&gt;&lt;/P&gt;</description>
      <link>http://www.e-janco.com/drp.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Mon, 12 Sep 2011 09:18:16 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2007:2A3411BE-3867-430A-8C06-2C6735A6E97D.39290.4197023727</guid>
      <category>Business</category>
      <category>Computers</category>
      <category>Disaster Recovery</category>
      <category>Business Continuity</category>
      <category>Sarbanes-Oxley</category>
    </item>
    <item>
      <title>Mobile devices put confidential data at risk</title>
      <description>&lt;P&gt;The average cost to an organization every time a corporate secret is revealed 
to unauthorized parties, especially agents and their competitors, is &lt;A 
href="http://www.e-janco.com/MobileDevice_policy.htm"&gt;&lt;IMG border=0 hspace=3 
alt="Mobile Data Security" vspace=3 align=right 
src="http://www.e-janco.com/images/MobileUse.png" width=85 height=110&gt;&lt;/A&gt;&lt;BR&gt;&lt;A 
href="http://www.e-janco.com/SecurityAudit.html"&gt;&lt;/A&gt;$1.3 million. Forty three 
percent of CIOs believe this occurs about once every month and 29 percent 
believe it happens annually. Eighty percent believe that the organization would 
not discover the wrongful interception of a smartphone conversation that 
revealed valuable corporate secrets.&lt;/P&gt;
&lt;P&gt;Other vulnerabilities these devices face include attacks by viruses, spyware, 
malicious downloads, phishing and spam. It also has been found that Androids and 
iPhones have emerged as popular platforms for attack. There also has been a 
consistent degree of evolution in the sophistication and execution of these 
threats.&lt;/P&gt;</description>
      <link>http://psrorders.com/</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Thu, 08 Sep 2011 05:03:13 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:3483643B-E0A8-4C84-AB20-25E01BE180CC.40794.2500556713</guid>
      <category>mobile computing</category>
      <category>security</category>
      <category>telecomuting</category>
      <category>policy</category>
      <category>cio</category>
    </item>
    <item>
      <title>Compliance Management</title>
      <description>&lt;FONT face=Calibri size=2&gt;&lt;A 
href="http://www.e-janco.com/Compliance.php"&gt;&lt;IMG alt="Compliance Management" 
src="http://www.e-janco.com/images/Compliance.gif" align=right&gt;&lt;/A&gt;Regulatory 
requirements have made log management &amp;amp; analysis one of the two fastest 
growing areas of security. In fact, nearly every major regulation affecting 
cyber security now demands or implies the need for continuous logging and 
effective log management HIPAA, SOX, ISO 27001, COBIT. Even the Payment Card 
Industry (PCI) standard appears to demand it. And regulations governing 
information security technology are evolving as fast as the technology 
itself.&lt;/FONT&gt;</description>
      <link>http://www.e-janco.com/Compliance.php</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Mon, 05 Sep 2011 12:35:10 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2009:5916929D-0C97-41E1-9305-F44A9D537A79.39865.3632691551</guid>
      <category>compliance</category>
      <category>Business</category>
      <category>Computers</category>
      <category>Software</category>
      <category>Security</category>
      <category>ITSM</category>
    </item>
    <item>
      <title>Internet may be a source of future tax revenue</title>
      <description>&lt;P&gt;As local municipalities and states seek to find additional revenue in this 
down economy, they now have their sights on the emerging market of cloud 
computing. As more companies use cloud services, the traditional rules of 
taxation based on physical presence no longer fit. &lt;/P&gt;
&lt;P&gt;&lt;IMG border=0 hspace=3 alt="IT Infrastructure" vspace=3 align=right 
src="http://www.e-janco.com/images/IT_Infrastructure_Strategy_Charter.gif" 
width=91 height=117&gt;&lt;A href="http://www.e-janco.com/SafetyProgram.htm"&gt;&lt;/A&gt;For 
example, a New York-based company may purchase server space and cloud-based 
software from a Texas-based company. That's relatively straightforward, except 
that the Texas company may have servers in North Carolina and California, while 
the New York company may have satellite offices in Illinois, Florida, and 
Kentucky that use the server space. Who gets the tax bill, and who gets the 
revenue? Good luck with that one.&lt;BR&gt;&amp;nbsp;&lt;BR&gt;States recognize the shift in 
buying patterns from boxed software and hardware to computing services delivered 
over the Internet. Thus, they want to position or reposition tax laws to make 
sure they get their traditional share as purchases shift venues.&lt;/P&gt;
&lt;P&gt;Amazon and others are supporting a bill&amp;nbsp; that would impose a streamlined 
national sales tax for e-commerce, avoiding the complexity of figuring out 
hodgepodge of state and local tax rates. As online sales have grown 
dramatically, states have challenged the catalog sales-based exemption, some 
imposing sales taxes.&lt;/P&gt;
&lt;P&gt;Many established interests want to shape this movement. Accountants, lawyers, 
state tax officials, and companies such as Google, Apple, and NetSuite are 
looking to develop new guidelines for taxing the use of cloud computing. 
Amazon.com has exited more than a dozen states that changed their laws to 
consider such affiliates as equivalent to taxable physical presence for 
distributors. Instead, Amazon is pulling affiliate arrangements to avoid 
collecting taxes and trying to get a ballot initiative in front of voters to 
exempt it from a recent decision to tax online retailers' in-state 
sales.&lt;BR&gt;&amp;nbsp;&lt;BR&gt;Now the federal government is chiming in with&amp;nbsp;federal 
legislation that would limit the states' ability to tax "digital goods and 
services." As you may recall, this was the same type of law that limited the 
taxation of the then-emerging Internet-based e-commerce industry in the 1990s, 
and it's based on an old Supreme Court decision that exempts catalog sales from 
having to collect sales taxes when the customers are in a different state than 
the retailer.&lt;/P&gt;</description>
      <link>http://www.e-janco.com/Infrastructure.html</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Tue, 30 Aug 2011 15:50:59 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:B7021132-64E0-4BB8-9CE9-0565422B0E71.40785.7008201389</guid>
      <category>taxes</category>
      <category>Internet</category>
      <category>iTunes</category>
    </item>
    <item>
      <title>Backup  and Retention a DRP issue</title>
      <description>&lt;P&gt;&lt;SPAN 
style="FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 9pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;FONT 
size=2&gt;Traditional storage environments have many of the same problems as 
distributed server farms: applications are tied to physical devices, making any 
response to changing needs both disruptive and time-consuming; capacity 
utilization is low; and many maintenance activities require application 
downtime. The simple and straightforward solution is &lt;A 
href="http://e-janco.com/BackupPolicy.html"&gt;storage virtualization&lt;/A&gt;, which 
decouples applications and data from the underlying physical devices. Storage 
virtualization simplifies storage management, as only a single set of tools are 
required for a given virtualized set of similar devices, such as managing a set 
of disk systems. &lt;/FONT&gt;&lt;/SPAN&gt;&lt;/P&gt;
&lt;P&gt;&lt;SPAN 
style="FONT-FAMILY: 'Arial','sans-serif'; FONT-SIZE: 9pt; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;FONT 
size=2&gt;For IT departments charged with delivering greater business value in the 
face of unprecedented data growth, storage virtualization is a very attractive 
way to &lt;A href="http://e-janco.com/metrics_Book.htm"&gt;control costs&lt;/A&gt;, improve 
performance and maximize resource utilization.&lt;/FONT&gt;&lt;/SPAN&gt;&lt;/P&gt;</description>
      <link>http://e-janco.com/BackupPolicy.html</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Sun, 14 Aug 2011 15:21:19 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2010:5B9CE2BD-CDD1-4834-8F45-A9EE48963F59.40218.5783085301</guid>
      <category>disaster recovery</category>
      <category>business continuity</category>
      <category>business</category>
      <category>computers</category>
      <category>backup</category>
      <category>retention</category>
    </item>
    <item>
      <title>Advanced Persistent Threats (APT) change security landscape</title>
      <description>&lt;P&gt;&lt;SPAN id=p7Tooltip_ class=p7TTM_trg 
title="&lt;strong&gt;Security Policies Procedures&lt;/strong&gt;&lt;br&gt;&lt;br&gt;This template has everything that is needed to comply with all mandated and industry regulated requirements.  Includes a full AUDIT PROGAM."&gt;&lt;A 
href="http://www.e-janco.com/Security.htm"&gt;&lt;IMG border=0 hspace=3 
alt="Security Policies" vspace=3 align=right 
src="http://www.e-janco.com/images/Security.gif" width=85 
height=110&gt;&lt;/A&gt;&lt;/SPAN&gt;The Security for Business Innovation Council, a group of 
16 security leaders from companies that include eBay, Coca-Cola Company, SAP, 
FedEx Corp., Johnson &amp;amp; Johnson, and Northrop Grumman, summed up their 
thoughts on "advanced persistent threats" (APT) in a report, saying this type of 
attack is forcing IT to rethink network security. "Tackling advanced persistent 
threats means giving up the idea it's possible to protect everything. This is no 
longer realistic."&lt;/P&gt;
&lt;P&gt;Focusing on fortifying the perimeter is a losing battle. Today's 
organizations are inherently porous. Change the perspective to protecting data 
throughout the lifecycle across the enterprise and the entire supply chain. Now 
CSOs and CIOs have to be on working with business managers to identify the crown 
jewels of the organization and protect these core assets, while also moving away 
from a perimeter-centric view.&lt;/P&gt;
&lt;P&gt;The definition of a successful defense has to change from 'keeping attacks 
out' to 'sometimes attackers are going to get in; detect them as early as 
possible and minimize the damage.' Assume your organization might already be 
compromised and go from there.&lt;/P&gt;</description>
      <link>http://www.e-janco.com/Security.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Mon, 08 Aug 2011 08:05:11 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:80B9B628-D182-46BE-BE19-AEE6DF14DEEB.40763.3777239583</guid>
      <category>security</category>
      <category>identity theft</category>
      <category>computers</category>
      <category>sensitive Information</category>
      <category>APT</category>
    </item>
    <item>
      <title>Outsourcing is becoming a commodity service</title>
      <description>&lt;P&gt;&lt;A href="http://www.e-janco.com/Cloud.htm"&gt;&lt;IMG border=0 hspace=3 
alt="Cloud Outsourcing" vspace=3 align=right 
src="http://www.e-janco.com/images/CloudOutsourcing.jpg" width=85 
height=110&gt;&lt;/A&gt;Outsourcing is becoming a commodity as more enterprises adapt to 
standardized infrasructure policies and procedures.&amp;nbsp; This in turn will 
accelerate the move towards outsourcing for the following reasons:&lt;/P&gt;
&lt;DIV align=center&gt;&lt;A 
href="http://www.e-janco.com/session/add_product.aspx?catalog=52"&gt;&lt;IMG border=0 
alt="Order Outsourcing Template" 
src="http://www.e-janco.com/images/order.gif"&gt;&lt;/A&gt;&amp;nbsp; &amp;nbsp; &lt;A 
href="http://www.e-janco.com/Register_Cloud.asp"&gt;&lt;IMG border=0 
alt="Sample Outsourcing Contract" 
src="http://www.e-janco.com/Images_new/Download.gif" width=206 
height=22&gt;&lt;/A&gt;&lt;/DIV&gt;
&lt;UL&gt;
  &lt;LI&gt;Large backlog of IT projects and IT organizations may not have enough 
  human resources to effectively deploy cloud-driven systems. IT managers, 
  analysts, and architects will need to become business analysts, and spend a 
  good deal of their time working with business units. They will either turn to 
  third party firms either for assistance with cloud providers, or to take on 
  IT-centric tasks to free up IT to better pursue cloud service 
  provisioning.&lt;/LI&gt;
  &lt;LI&gt;Infrastructures based on cloud principles will lower the barrier of entry 
  for outsourcing providers, which will in turn multiply their numbers, 
  heightening competition and lowering prices. This will energize the 
  outsourcing market.&lt;/LI&gt;
  &lt;LI&gt;Growing standardization and "hot-swappability" of cloud services such as 
  business continuity management and components makes it easier to 
  outsource&amp;nbsp;pieces of the IT infrastructure. This may make outsourcing less 
  of the onerous either/or business decision it has been, as chunks of 
  applications or services can be outsourced or brought in house as the 
  situation fits, with minimal disruption to IT operations and priorities. As a 
  result, well see more "micro-outsourcing" and less 
  big-ticket-turn-the-whole-operation-over types of deals.&lt;/LI&gt;&lt;/UL&gt;</description>
      <link>http://www.e-janco.com/Cloud.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Fri, 29 Jul 2011 09:14:12 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:D1E67614-1787-4A7D-AAF9-C7FC00861937.40753.424212581</guid>
      <category>cloud computing</category>
      <category>infrastructure</category>
      <category>controls</category>
      <category>security</category>
      <category>outsourcing</category>
    </item>
    <item>
      <title>Job market improves for some IT Pro</title>
      <description>&lt;P&gt;The market for IT audit and governance risk-management and compliance 
professionals continues to show strong signs of recovery. We have finally 
crossed back over into at least the low end of a normal market. Accordingly, we 
see several very encouraging trends. Overall, the number of open positions for 
IT audit and GRC professionals continues to increase. Hiring freezes are 
virtually nonexistent, the number of open positions has increased substantially, 
and we see more positions being put out to search, which is a signal of shifting 
supply and demand.&lt;/P&gt;
&lt;P&gt;Public accounting and consulting firms are in a hiring mode -- some 
aggressively so. I have also spoken with many chief audit executives who are 
anticipating openings in their departments caused by auditors moving out into 
the business. This is a trend that abated the past several years as there was a 
dearth of open positions to move into.&lt;/P&gt;
&lt;P align=center&gt;&lt;STRONG&gt;&lt;A title="IT Job Descriptions" 
href="http://www.ejobdescription.com/IT_Job_Descriptions.html"&gt;&lt;IMG border=0 
alt="IT Job Descriptions" 
src="http://www.ejobdescription.com/images/JobDescriptions.gif" width=92 
height=117&gt;&lt;/A&gt;&amp;nbsp; &lt;/STRONG&gt;&lt;A 
title="IT Hiring IT Job Descriptions Salary Survey" 
href="http://www.ejobdescription.com/IT_Hiring_Kit.html"&gt;&lt;IMG border=0 
alt="IT Hiring Kit" vspace=5 
src="http://www.ejobdescription.com/images/IT_Hiring.gif" width=85 
height=110&gt;&lt;/A&gt;&amp;nbsp; &lt;A title="IT Salary Survey" 
href="http://www.ejobdescription.com/IT_Salary_Survey.html"&gt;&lt;IMG border=0 
alt="IT Salary Survey" vspace=5 
src="http://www.ejobdescription.com/images/Salary_Survey_IT.gif" width=85 
height=110&gt;&lt;/A&gt;&lt;/P&gt;
&lt;P align=center&gt;&lt;A 
href="http://www.ejobdescription.com/Register_IT_Salary_Survery.asp"&gt;&lt;IMG 
border=0 alt="Download Salary Survey" 
src="http://www.ejobdescription.com/Buttons/DownloadSalarySurvey.gif" width=185 
height=22&gt;&lt;/A&gt;&lt;/P&gt;
&lt;P&gt;It has become common again for high-caliber senior IT auditors or consultants 
to receive multiple offers. Similarly, we are seeing more openings for manager-, 
director- and vice-president-level positions.&lt;/P&gt;
&lt;P&gt;In other IT career areas, according to the Bureau of Labor Statistics, 
employment of computer network, systems and database administrators is expected 
to increase by 30 percent from 2008 to 2018, much faster than the average for 
all occupations.&lt;/P&gt;</description>
      <link>http://www.ejobdescription.com/IT_Salary_Survey.html</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Tue, 19 Jul 2011 07:30:38 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:27CD63E0-40EE-486D-8A9C-99784895973B.40743.3533601273</guid>
      <category>employment</category>
      <category>job market</category>
      <category>benefits</category>
      <category>compensastion</category>
    </item>
    <item>
      <title>Business Continuity and Disaster Recovery Defined</title>
      <description>&lt;SPAN 
style="FONT-FAMILY: 'Calibri','sans-serif'; FONT-SIZE: 10pt; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin"&gt;&lt;A 
href="http://www.e-janco.com/disaster-recovery-guide.htm"&gt;
&lt;P align=center&gt;&lt;/A&gt;&lt;A href="http://e-janco.com/DRP_and_Security.htm"&gt;&lt;IMG 
border=0 alt="Best Offer Bundle" 
src="http://e-janco.com/images/Disaster_Recovery_Security.gif" width=132 
height=155&gt;&lt;/A&gt;&lt;A href="http://www.e-janco.com/disaster-recovery-guide.htm"&gt; 
&lt;/P&gt;&lt;/A&gt;&lt;/SPAN&gt;
&lt;P&gt;&lt;SPAN 
style="FONT-FAMILY: 'Calibri','sans-serif'; FONT-SIZE: 10pt; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin"&gt;&lt;A 
href="http://www.e-janco.com/Disaster-Plan-Template.htm"&gt;Business Continuity and 
Disaster Recovery Planning &lt;/A&gt;are the way an organization can prepare for and 
aid in disaster recovery. It is an arrangement agreed upon in advance by 
management and key personnel of the steps that will be taken to help the 
organization recover should any type of disaster occur. These programs prepare 
for multiple problems. Detailed plans are created that clearly outline the 
actions that an organization or particular members of an organization will take 
to help recover/restore any of its critical operations that may have been either 
completely or partially interrupted during or after (occurring within a 
specified period of time) a disaster or other extended disruption in 
accessibility to operational functions. In order to be fully effective at 
disaster recovery, these plans are fully defined and are tested 
regularly.&lt;O:P&gt;&lt;/O:P&gt;&lt;/SPAN&gt;&lt;/P&gt;&lt;SPAN 
style="FONT-STYLE: normal; FONT-FAMILY: 'Calibri','sans-serif'; FONT-SIZE: 10pt; FONT-WEIGHT: normal; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-bidi-font-family: 'Times New Roman'; mso-bidi-theme-font: minor-bidi; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;A 
&lt;A href="http://www.e-janco.com/drp.htm"&gt;Business Continuity Plan&amp;nbsp;&lt;/A&gt; (&lt;A 
href="http://www.e-janco.com/drp.htm"&gt;BCP&lt;/A&gt;) and &lt;A 
href="http://www.e-janco.com/drp.htm"&gt;Disaster Recovery Plan &lt;/A&gt;(&lt;A 
href="http://www.e-janco.com/drp.htm"&gt;DRP&lt;/A&gt;) are how an organization guards 
against future disasters that could endanger its long-term health or the 
accomplishment of its primary mission. BCPs and DRPs take into account disasters 
that can occur on multiple geographic levels-local, regional, and 
national-disasters like fires, earthquakes, or pandemic illness. BCPs and BCPs 
should be live and evolving strategies that are adjusted for any potential 
disasters that would require recovery; it should include everything from 
technological viruses to terrorist attacks. The ultimate goal is to help 
expedite the recovery of an organization's critical functions and man-power 
following these types of disasters. This sort of advanced planning can help an 
organization minimize the amount of loss and downtime it will sustain while 
simultaneously creating its best and fastest chance to recover after a 
disaster.&lt;/SPAN&gt;&lt;SPAN 
style="FONT-STYLE: normal; FONT-FAMILY: 'Verdana','sans-serif'; FONT-SIZE: 10pt; FONT-WEIGHT: normal; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-bidi-font-family: 'Times New Roman'; mso-bidi-theme-font: minor-bidi; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA"&gt;&lt;BR 
style="mso-special-character: line-break"&gt;&lt;BR 
style="mso-special-character: line-break"&gt;&lt;/SPAN&gt;</description>
      <link>http://www.e-janco.com/disaster-recovery-guide.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Tue, 12 Jul 2011 16:02:08 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2009:30F85E60-864E-4DAF-AAEA-859E02E2161D.39965.6957904398</guid>
      <category>Disaster Recovery</category>
      <category>Business Continuity</category>
      <category>Business</category>
      <category>Computers</category>
      <category>Software</category>
      <category>Security</category>
    </item>
    <item>
      <title>Patriot Act allows feds access to data stored overseas</title>
      <description>&lt;P&gt;The U.S. is home to the world's largest technology companies, offering cloud 
services from simple storage to complex web applications to users across the 
world. But data held even in European datacenters, protected by strict European 
data laws, may still be vulnerable to inspection by U.S. authorities. &lt;/P&gt;
&lt;H1&gt;&lt;/H1&gt;
&lt;P align=center&gt;&lt;A 
href="http://www.e-janco.com/PatriotActSecurityBundle.htm"&gt;&lt;IMG border=0 
hspace=10 alt="Patriot Act" vspace=5 align=middle 
src="http://www.e-janco.com/images/PatriotActFlagsm.jpg" width=216 
height=114&gt;&lt;/A&gt;&lt;/P&gt;&lt;STRONG&gt;&lt;/STRONG&gt;
&lt;P&gt;User and corporate data can be accessed without the need of a warrant, the 
implications of user privacy and businesses, and how to ensure a secure European 
cloud. &lt;BR&gt;&lt;/P&gt;</description>
      <link>http://www.e-janco.com/PatriotActSecurityBundle.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Thu, 30 Jun 2011 08:46:40 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:2CD9C267-CB15-40EF-ABD4-804E8948A8EC.40724.4058734607</guid>
    </item>
    <item>
      <title>IT Policy Templates - 2011 Version</title>
      <description>&lt;P style="MARGIN: 0in 0in 0pt" class=MsoNormal&gt;&lt;SPAN 
style="FONT-FAMILY: 'Arial','sans-serif'; COLOR: black; FONT-SIZE: 9pt; mso-fareast-font-family: 'Times New Roman'"&gt;Documenting 
a clear set of IT policies is a resource-intensive process for IT managers due 
to the research and writing time involved. And once policies are created, the 
next step is to communicate and gain acceptance for those policies throughout 
the organization. Wouldn't it be nice to start with boiler plate templates that 
require only minor customization?&lt;/SPAN&gt;&lt;/P&gt;&lt;SPAN 
style="FONT-FAMILY: 'Arial','sans-serif'; COLOR: black; FONT-SIZE: 9pt; mso-fareast-font-family: 'Times New Roman'"&gt;
&lt;P&gt;&lt;STRONG&gt;Policies and Procedure Bundle -- JUST UPDATED&lt;/STRONG&gt;&lt;/P&gt;
&lt;P style="MARGIN: 0in 0in 0pt" class=MsoNormal&gt;&lt;A 
href="http://www.e-janco.com/CIO_IT_Infrastructure_Policies.html"&gt;&lt;IMG border=0 
hspace=5 alt="CIO policy bundle" vspace=5 align=right 
src="http://www.e-janco.com/images/CIO_Policy_Bundle.png" width=85 
height=110&gt;&lt;/A&gt;&lt;/P&gt;
&lt;UL&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/CIO_IT_Infrastructure_Policies.html"&gt;CIO 
  IT Infrastructure Policy PDF&lt;/A&gt; &lt;EM&gt;(All of the policies below which come as 
  individual MS Word files&lt;/EM&gt;) &lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/backuppolicy.html"&gt;Backup and Backup 
  Retention Policy &lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/blog.htm"&gt;Blog and Personal Web Site 
  Policy &lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A 
  href="http://www.e-janco.com/IncidentCommunicationPlanPolicy.html"&gt;Incident 
  Communication Plan Policy&lt;/A&gt; (&lt;EM&gt;Updated to include social networks as a 
  communication path&lt;/EM&gt;)&lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/Communication%20Policy.htm"&gt;Internet, 
  e-Mail, Social Networking, Mobile Device, Electronic Communications, and 
  Record Retention&amp;nbsp;Policy&lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/MobileDevice_policy.htm"&gt;Mobile Device 
  Access and Use Policy&lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/outsourcing_policy.htm"&gt;Outsourcing 
  Policy&lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/recordmanagementpolicy.html"&gt;Record 
  Management, Retention, and Destruction Policy&lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/sensitive.htm"&gt;Sensitive Information 
  Policy (HIPAA Compliant)&lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/ServiceLevelAgreement.htm"&gt;Service Level 
  Agreement (SLA) Policy Template with Metrics&lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/SocialNetworkPolicy.html"&gt;Social 
  Networking Policy&lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A href="http://www.e-janco.com/Telecommuting_policy.htm"&gt;Telecommuting 
  Policy&lt;/A&gt;&lt;/LI&gt;
  &lt;LI&gt;&lt;A 
  href="http://www.e-janco.com/travel_laptop_pda_off-site_meeting_policy.html"&gt;Travel 
  and Off-Site Meeting Policy&lt;/A&gt;&lt;/LI&gt;&lt;/UL&gt;&lt;?xml:namespace prefix = o ns = 
"urn:schemas-microsoft-com:office:office" /&gt;&lt;o:p&gt;&lt;/o:p&gt;&lt;/SPAN&gt;</description>
      <link>http://www.e-janco.com/CIO_IT_Infrastructure_Policies.html</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Tue, 07 Jun 2011 08:34:36 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:3471C530-E6D6-4C03-82BA-DFD6802ED1BC.40701.3971202431</guid>
      <category>policies</category>
      <category>cio</category>
      <category>procedures</category>
      <category>infrastructure</category>
    </item>
    <item>
      <title>Tape backup for disaster plans is very costly</title>
      <description>&lt;P&gt;&lt;A href="http://www.e-janco.com/Disaster-Recovery-Guide.htm"&gt;&lt;IMG border=0 
hspace=3 alt="Disaster Business Continuity" vspace=3 align=right 
src="http://www.e-janco.com/images/Disaster_Recovery_Planning.gif" width=95 
height=123&gt;&lt;/A&gt;Enterprises around the globe have made significant investments in 
their tape-based backup and recovery infrastructure with tape drives, removable 
media, automation, software licenses, and support. In addition, they have 
invested in people and processes. These investments have made it difficult for 
firms to change their approach to backup and recovery. However, unabated data 
growth and the inability to cost effectively manage backup and recovery 
functions now are forcing many firms to reevaluate or abandon their tape 
investments altogether. &lt;A title="Backup Policy" 
href="http://www.e-janco.com/BackupPolicy.html"&gt;&lt;IMG border=0 hspace=3 
alt="Backup Policy" vspace=3 align=right 
src="http://www.e-janco.com/images/BackupPolicy.jpg" width=85 
height=110&gt;&lt;/A&gt;&lt;SPAN id=p7Tooltip_ class=p7TTM_trg 
title="&lt;strong&gt;Security Policies Procedures&lt;/strong&gt;&lt;br&gt;&lt;br&gt;This template has everything that is needed to comply with all mandated and industry regulated requirements.  Includes a full AUDIT PROGAM."&gt;&lt;A 
href="http://www.e-janco.com/Security.htm"&gt;&lt;IMG border=0 hspace=3 
alt="Security Policies" vspace=3 align=right 
src="http://www.e-janco.com/images/Security.gif" width=85 
height=110&gt;&lt;/A&gt;&lt;/SPAN&gt;&lt;/P&gt;
&lt;P&gt;&lt;SPAN class=p7TTM_trg 
title="&lt;strong&gt;Security Policies Procedures&lt;/strong&gt;&lt;br&gt;&lt;br&gt;This template has everything that is needed to comply with all mandated and industry regulated requirements.  Includes a full AUDIT PROGAM."&gt;&lt;/SPAN&gt;According 
to a study by a major research firm, large enterprises saved on average nearly 
$230,000 annually by eliminating upgrades to tape libraries and drives. 
Organizations that abandoned tape also realized annual savings of more than 
$71,000 in transportation costs and more than $77,000 in costs associated with a 
decreased reliance on contractors.&lt;/P&gt;
&lt;P&gt;Disaster recovery and &lt;A 
href="http://www.e-janco.com/DisasterRecoveryBusinessContinuity.html"&gt;business 
continuity planning &lt;/A&gt;are processes that help organizations prepare for 
disruptive events - whether those event might include a hurricane or simply a 
power outage caused by a backhoe in the parking lot. The CIO's involvement in 
this process can range from overseeing the plan, to providing input and support, 
to putting the plan into action during an emergency. &lt;BR&gt;&lt;/P&gt;</description>
      <link>http://www.psrorders.com/</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Thu, 02 Jun 2011 10:13:12 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:256D77C2-D53E-4DE9-BCC0-46873F499A06.40696.4641772801</guid>
      <category>disaster recovery</category>
      <category>business continuity</category>
      <category>business</category>
      <category>computers</category>
      <category>software</category>
      <category>security</category>
      <category>backup</category>
    </item>
    <item>
      <title>Protect IT Act put on hold</title>
      <description>&lt;H1 align=center&gt;&lt;A 
href="http://www.itproductivity.org/session/add_product.aspx?catalog=194"&gt;&lt;IMG 
border=0 hspace=10 alt="Security Manual Template" vspace=10 align=right 
src="http://itproductivity.org/images/securitymanual.gif" width=240 
height=254&gt;&lt;/A&gt;&lt;/H1&gt;
&lt;P&gt;A U.S. senator has blocked a controversial bill that would enlist ISPs, 
search engines and other businesses in blocking access to alleged Websites 
infringing copyright.&lt;/P&gt;
&lt;P&gt;Critics of the bill have said it would lead to hundreds of court cases 
brought by &lt;A href="http://itproductivity.org/security.htm"&gt;copyright owners 
&lt;/A&gt;against online businesses. The legislation would lead to a blacklist of 
Internet sites and compromise the Internet's Domain Name System, critics have 
said.&lt;/P&gt;
&lt;P&gt;But backers of the bill have said new methods are needed to combat copyright 
infringement by foreign websites. The bill would target the worst foreign 
websites trafficking in digital piracy and counterfeit goods and would dry up 
their business by focusing on user traffic, advertising and payments, proponents 
said.&lt;/P&gt;
&lt;P&gt;On Thursday, just two weeks after the bill was introduced, the Senate 
Judiciary Committee unanimously voted to move the PROTECT IP Act to the Senate 
floor. Under Senate rules, a single senator can place a hold on a bill, although 
the block can be overridden by a 60-vote majority.&lt;/P&gt;
&lt;P&gt;The PROTECT IP Act would allow the U.S. Department of Justice to seek court 
orders requiring search engines and ISPs to stop sending traffic to websites 
accused of infringing copyright. The bill would also allow copyright holders to 
seek court orders requiring payment processors and online ad networks to stop 
doing business with allegedly infringing websites.&lt;/P&gt;</description>
      <link>http://psrorders.com/</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Sun, 29 May 2011 15:45:42 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:DC45D011-90D6-4474-A9E4-2C7D7C2CA555.40692.6959614815</guid>
      <category>copyright protection</category>
      <category>legislation</category>
      <category>data security</category>
      <category>Protect IP Act</category>
    </item>
    <item>
      <title>Android - a force in the SmartPhone arena</title>
      <description>&lt;P&gt;&lt;A title="Browser White Paper" 
href="http://www.it-toolkits.com/browser.htm"&gt;&lt;IMG border=0 hspace=10 
alt="Browser White Paper" vspace=3 align=right 
src="http://it-toolkits.com/images/Browser_market_Share.gif" width=85 
longDesc="Browser White Paper" height=110&gt;&lt;/A&gt;&lt;/P&gt;
&lt;P&gt;Google's Android was the top smartphone operating system in the United States 
in the first quarter of 2011, overtaking the &lt;A 
href="http://www.it-toolkits.com/browser.htm"&gt;market share&lt;/A&gt; of Research in 
Motion's BlackBerry and keeping Apple's iPhone in the third 
position.&lt;BR&gt;&amp;nbsp;&lt;BR&gt;Android runs 34.7 percent of the 72.5 million smartphones 
in the United States in the first quarter, a market research company said. 
Android-based smartphones accounted for 28.7 percent of the market at the end of 
the fourth quarter in 2010, when fewer smartphones -- 63.2 million -- were in 
use.&lt;/P&gt;
&lt;P align=center&gt;&lt;IMG border=0 alt="" 
src="http://it-toolkits.com/images/buttons/Order.gif" width=94 height=22&gt;&lt;A 
href="http://www.it-toolkits.com/Register_browser.asp"&gt;&lt;IMG border=0 alt="" 
src="http://it-toolkits.com/images/buttons/DownloadSelectedPages.gif" width=194 
height=22&gt;&lt;/A&gt;&lt;/P&gt;
&lt;P&gt;&lt;BR&gt;&lt;/P&gt;
&lt;P&gt;BlackBerry's share of the smartphone market dropped from a 31.6 percent share 
at the end of 2010 to 27.1 percent at the end of March.&lt;BR&gt;&amp;nbsp;&lt;BR&gt;Apple's 
iPhone share increased slightly from 25 percent to 25.5 percent over the first 
three months of 2011.&lt;BR&gt;&amp;nbsp;&lt;BR&gt;Meanwhile, the market share for Microsoft's 
new Windows Phone 7 and older Windows Mobile products dropped 0.9 percentage 
points, from 8.4 percent in December to 7.5 percent in March. Palm and the WebOS 
under Hewlett Packard dropped from 3.7 percent to 2.8 percent over the 
period.&lt;/P&gt;</description>
      <link>http://www.it-toolkits.com/browser.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Thu, 19 May 2011 16:17:57 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:0540332F-3432-44F4-AC30-10A143004C4B.40677.2935087268</guid>
      <category>browser</category>
      <category>Firefox</category>
      <category>Mozilla</category>
      <category>iPhone</category>
      <category>iPad</category>
      <category>Apple</category>
      <category>Blackberry</category>
      <category>smartphone</category>
    </item>
    <item>
      <title>Data security missing with many SMBs</title>
      <description>&lt;P&gt;&lt;SPAN id=p7Tooltip_ class=p7TTM_trg 
title="&lt;strong&gt;Security Policies Procedures&lt;/strong&gt;&lt;br&gt;&lt;br&gt;This template has everything that is needed to comply with all mandated and industry regulated requirements.  Includes a full AUDIT PROGAM."&gt;&lt;A 
href="http://e-janco.com/Security.htm"&gt;&lt;IMG border=0 hspace=3 
alt="Security Policies" vspace=3 align=right 
src="http://www.e-janco.com/images/Securitymanual.gif"&gt;&lt;/A&gt;&lt;/SPAN&gt;Data security 
can be somewhat of a "blind item" for SMBs, meaning it's out of their area of 
expertise. But most won't be hiring consultants to guide them through the 
process of assessing security issues and finding answers. That will be up to 
their vendors, their VARs and themselves. In many situations, file-level 
encryption is the right solution for these companies. &lt;/P&gt;
&lt;P&gt;In an article on SearchSMBStorage.com, "Secure data storage strategies and 
budget-friendly security tools for SMBs," Kevin Beaver lays out the security 
issues facing SMBs. He says that storage security for most SMBs can be a 
challenge for a number of reasons. There are typically too few people in IT to 
begin with, but often there are too many parties getting involved with the 
security decision, leading to an accountability problem. And, mobile devices are 
exacerbating the situation, enabling users to carry company data around in an 
easily lost and easily stolen package called a smartphone, PDA or tablet.&lt;/P&gt;
&lt;P align=center&gt;&lt;A 
href="http://www.e-janco.com/session/add_product.aspx?catalog=194"&gt;&lt;IMG border=0 
alt=Order src="http://e-janco.com/images/Blue_order.gif" width=97 
height=22&gt;&lt;/A&gt;&lt;A href="http://www.e-janco.com/Securitypoliciesworld.php"&gt;&lt;IMG 
border=0 alt="Security Template Licenses" 
src="http://www.e-janco.com/images/Multi_Country.gif" width=214 height=22&gt;&lt;/A&gt;&lt;A 
href="http://www.e-janco.com/Register_Security_Manual_Template.asp"&gt;&lt;IMG 
border=0 alt="Table of Contents" 
src="http://e-janco.com/images/Blue_Table_of_Contents.gif" width=214 
height=22&gt;&lt;/A&gt;&lt;/P&gt;
&lt;H5 align=center&gt;Web Security Threats &lt;/H5&gt;
&lt;P align=center&gt;&lt;IMG src="http://e-janco.com/images/WebSecurityThreats.png" 
width=399 height=243&gt;&lt;/P&gt;</description>
      <link>http://www.e-janco.com/Security.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Thu, 19 May 2011 15:59:59 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:D4FDAD74-84CC-402C-B087-89292B40A24A.40682.7066655903</guid>
      <category>security</category>
      <category>identity theft</category>
      <category>computers</category>
      <category>sensitive Information</category>
    </item>
    <item>
      <title>Apple rules the SmartPhone market</title>
      <description>&lt;P&gt;&lt;A href="http://www.e-janco.com/browser.htm"&gt;&lt;IMG border=0 hspace=3 
alt="SmartPhone Market Share" vspace=3 align=right 
src="http://www.e-janco.com/images/Browser_market_Share.gif" width=85 
height=110&gt;&lt;/A&gt;Apple is poised to own three-quarters of the major $3.8 billion 
mobile application market this year, according to the research company IHS 
Screen Digest, and will continue to own as much as 60 percent of that sumptuous 
pie through 2014.&lt;/P&gt;
&lt;P&gt;Google, meanwhile, has gained ground on Apple and is poised to knock 
beleaguered RIM into the third-place slot. Bringing up the rear in the ranking 
of the top four purveyors of mobile apps is Nokia. Perhaps Microsoft will place 
next year, now that it has a handle on cut and paste in Windows Phone 
Mobile.&lt;/P&gt;
&lt;P&gt;Steve Ballmer is likely kicking himself for Microsoft fall so far behind in 
the extraordinarily lucrative mobile space. Revenue from mobile app sales have 
skyrocketed since 2008, according to IHS. Back then, the Apple Application Store 
was the only game in town, and the market was worth a mere $206 million and 
change. That figure leaped to $830.6 million in 2009, then to $2.1 billion in 
2010, as more competitors entered the fray. Looking ahead, we see the market 
continuing to rise in billion-dollar increments up to $8.3 billion come 
2014.&lt;/P&gt;</description>
      <link>http://www.e-janco.com/browser.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Wed, 04 May 2011 09:37:11 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:E9B151DF-B7A7-411D-A068-8205585BFBDF.40667.4351990046</guid>
      <category>smartphone</category>
      <category>Apple</category>
      <category>Microsoft</category>
    </item>
    <item>
      <title>Social networking policy needs to be implemented</title>
      <description>&lt;P&gt;&lt;A href="http://e-janco.com/SocialNetworkPolicy.html"&gt;&lt;IMG border=0 hspace=3 
alt=Infrastructure vspace=3 align=right 
src="http://www.e-janco.com/images/SocialNetworking.png" width=91 
height=117&gt;&lt;/A&gt;Twitter, Facebook, YouTube and LinkedIn are all very popular 
social networking platforms. Most companies today have discovered many business 
advantages to using social networks as a critical tool for communicating and 
interacting with their customers, suppliers and employees. But with this 
convenience comes the difficult task of regulating usage and keeping employees 
productive with all the recreational temptation these platforms represent.&lt;/P&gt;
&lt;P&gt;The &lt;A href="http://www.e-janco.com/SocialNetworkPolicy.html"&gt;Social 
Networking Policy &lt;/A&gt;Template is an ideal resource for any company that wants 
to establish or revise its policies pertaining to the use of most social 
networking platforms. It helps you define clear rules for contributing to 
company social networking initiatives and provides guidelines on usage of 
personal accounts while at work.&lt;BR&gt;&lt;/P&gt;</description>
      <link>http://www.e-janco.com/SocialNetworkPolicy.html</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Thu, 28 Apr 2011 14:12:17 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:7CB52885-F902-46B9-B531-78375A560F32.40661.6316267245</guid>
      <category>social networking</category>
      <category>policy</category>
      <category>best practices</category>
    </item>
    <item>
      <title>Amazon cloud outage shakes confidenceof CIOs</title>
      <description>&lt;P&gt;Cloud services overall have been remarkably reliable, which may be fostering 
a dangerous complacency among customers who are putting too must trust in them. 
&lt;/P&gt;
&lt;P&gt;&lt;/P&gt;
&lt;P&gt;&lt;A href="http://e-janco.com/Cloud.htm"&gt;&lt;IMG border=0 hspace=10 
alt="Outsourcing Template" vspace=10 align=right 
src="http://e-janco.com/images/CloudOutsourcingGuide.jpg" width=154 
height=193&gt;&lt;/A&gt;&lt;/P&gt;
&lt;P&gt;The uptime reliability of 40 of the largest providers of cloud-based services 
shows cloud providers are delivering excellent uninterrupted services. &lt;/P&gt;
&lt;UL&gt;
  &lt;LI&gt;The overall industry yearly average of uptime for all the cloud services 
  providers is 99.9948%, which equal to 273 minutes or 4.6 hours of 
  unavailability per year.&lt;/LI&gt;
  &lt;LI&gt;The worst providers clock in at 99.992% or 420 minutes or 7 hours of 
  unavailability a year.&lt;/LI&gt;
  &lt;LI&gt;The best providers are at 99.9994% or 3 minutes or .05 hours of 
  unavailability a year. &lt;/LI&gt;&lt;/UL&gt;
&lt;P&gt;However, despite the redundancies and backups built into the cloud, the 
recent Amazon outage shows that cloud users you hit a combination of events for 
which the backups don't work. Users see the promise of cloud technology as a way 
to reduce costs and be greener, but that also means concentrating processing in 
fewer, bigger places. Thus, when something goes wrong, it has a bigger impact. 
&lt;/P&gt;</description>
      <link>http://e-janco.com/CloudBackup.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Tue, 26 Apr 2011 06:17:03 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:1FBDDD38-BFE4-44BA-B7D1-A758DAFC503D.40659.3015216898</guid>
      <category>cloud computing</category>
      <category>infrastructure</category>
      <category>controls</category>
      <category>security</category>
      <category>recovey</category>
      <category>backup</category>
      <category>Amazon</category>
    </item>
    <item>
      <title>Cloud Computing Puts Enterprises at Risk</title>
      <description>&lt;P style="MARGIN: 0in 0in 10pt" class=MsoNormal&gt;&lt;FONT size=2 face=Calibri&gt;&lt;A 
style="PADDING-BOTTOM: 1px; PADDING-LEFT: 1px; PADDING-RIGHT: 1px; PADDING-TOP: 1px" 
title="Security Manual - Sarbanes-Oxley" 
href="http://it-toolkits.com/Security.htm"&gt;&lt;FONT size=2&gt;&lt;IMG border=0 
alt="Security Manual - Sarbanes-Oxley" vspace=3 align=right 
src="http://it-toolkits.com/images/Security.gif" width=85 
longDesc="Security Manual Template - Sarbanes-Oxley" 
height=110&gt;&lt;/FONT&gt;&lt;/A&gt;Security is only as tight as the weakest link.&lt;SPAN 
style="mso-spacerun: yes"&gt;&amp;nbsp; &lt;/SPAN&gt;For example, an administrative employee 
at Twitter was targeted and her personal email account was hacked. From the 
personal account, a hacker was able to gain information which allowed access to 
the employee's Google Apps account which contained Docs, Calendars, and other 
Google Applications that Twitter relied on for sharing notes, spreadsheets, 
ideas, financial details and sensitive data for the company.&lt;/FONT&gt;&lt;/P&gt;
&lt;P style="MARGIN: 0in 0in 10pt" class=MsoNormal&gt;&lt;FONT size=2 
face=Calibri&gt;Following that attack, Twitter conducted a security audit and they 
concluded that there was not security vulnerability in Google Applications.&lt;SPAN 
style="mso-spacerun: yes"&gt;&amp;nbsp; &lt;/SPAN&gt;Twitter continues to use the suite 
internally. &lt;/FONT&gt;&lt;/P&gt;
&lt;P style="MARGIN: 0in 0in 10pt" class=MsoNormal&gt;&lt;FONT size=2 face=Calibri&gt;Are 
your security policies and procedures strong enough to withstand such a 
breach?&lt;/FONT&gt;&lt;/P&gt;</description>
      <link>http://it-toolkits.com/Security.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Fri, 15 Apr 2011 07:57:03 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2009:FDB58B05-5DFA-474B-8911-901FD278916A.40011.7493731597</guid>
      <category>security</category>
      <category>Computers</category>
      <category>business</category>
      <category>Sarbanes-Oxley</category>
      <category>HIPAA</category>
      <category>ISO 17799</category>
      <category>PCI</category>
      <category>cloud computing</category>
      <category>Google</category>
      <category>Twitter</category>
    </item>
    <item>
      <title>Metrics are key to budgeting</title>
      <description>&lt;P&gt;CIOs have to justify their budgets, the value of the applications they are 
running, and how IT is driving corporate productivity. This increased role 
requires focus, vision and, above all, transparency - into services, costs, 
demand, processes and impact on corporate performance.&lt;/P&gt;
&lt;P&gt;&lt;A 
style="PADDING-BOTTOM: 1px; PADDING-LEFT: 1px; PADDING-RIGHT: 1px; PADDING-TOP: 1px" 
title="Metrics Internet IT" href="http://e-janco.com/metric_book.htm"&gt;&lt;IMG 
border=0 hspace=3 alt="Metrics Internet IT" vspace=3 align=right 
src="http://e-janco.com/images/Metrics_IT.gif" width=85 height=110&gt;&lt;/A&gt;For the 
CIO to compete for resources, the IT function needs to operate as a business 
within a business - providing valuable services to the rest of the 
orga¬nization. The CIO must effectively educate the organization and provide 
clearly articulated and relevant cost information.&lt;/P&gt;
&lt;P&gt;A detailed understanding of the cost within the Information Technology 
function provides advantages to the CIO because it:&lt;/P&gt;
&lt;UL&gt;
  &lt;LI&gt;Ensures a better resource allocation &lt;/LI&gt;
  &lt;LI&gt;Reduces complexity and bureaucracy&lt;/LI&gt;
  &lt;LI&gt;Provides and informed budgeting process&lt;/LI&gt;
  &lt;LI&gt;Provides a better understanding of ITs capacity and capability&lt;/LI&gt;
  &lt;LI&gt;Allows the CIO to link IT investments to overall organizational 
  benefits&lt;BR&gt;&lt;/LI&gt;&lt;/UL&gt;</description>
      <link>http://e-janco.com/metric_book.htm</link>
      <dc:creator>Webmaster</dc:creator>
      <pubDate>Wed, 06 Apr 2011 09:10:17 -0700</pubDate>
      <guid isPermaLink="false">tag:www.tristana.org,2011:27729B56-B348-4EF6-B8F0-01F50B2B5B35.40639.4224889468</guid>
      <category>metrics</category>
      <category>productivity</category>
      <category>cio</category>
    </item>
  </channel>
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