Term Paper: American International Bank Proposal

IT SOLUTIONS PROPOSAL FOR AMERICAN INTERNATIONAL BANK 1

Overview, Critical Analysis, and IT Product Specificity Resolution Proposal for Uniformity

and Conformity Control Interface and Integration of

Client’s Globalization Network for New Configuration

in Infrastructural Design and Processes:

Presented and Submitted To American International Bank [Client]

by

Mercury Strategic Globalization, Ltd. [Consultant] –

A Subsidiary of MSG International, Ltd. [Parent Company]

Marvin Scott Green

Golden Gate University, 2012 MBA Candidate

In Partial Fulfillment to

Meet the Requirements for the

Master of Business Administration Degree in Finance

Information Technology Management 225, 10SU.SF1

Professor Howard Bernstein

Friday, December 30, 2011


Table of Contents

CONSULTANCY INTRODUCTION___________________________________________________ 4

PHASE I: CLIENT’S LEGACY IT SYSTEM OVERVIEW AND FORMAL PROBLEM ANALYSIS _______ 5

A) PRELIMINARY ASSESSMENT AND EVALUATION OF CURRENT IT __________________________ 5

B) ORGANIZATIONAL HIERARCHY AND COMMUNICATION STRUCTURAL DESIGN AND OUTLAY __ 6

ORGANIZATIONAL CHART ________________________________________________________ 6

C) CORPORATE AFFAIRS AND PUBLIC RELATIONS SOP STRUCTURE WITHIN THE CONSTRUCT OF

IT INFRASTRUCTURE AND BUSINESS MODEL _____________________________________________ 7

D) CHAIN OF COMMAND AND AUTHORIZATION PROTOCOL AND PROCEDURES IN CURRENT IT

INFRASTRUCTURAL ENVIRONMENT _____________________________________________________ 7

E) CORPORATE AND REGIONAL BRANCH OFFICE ELECTRONIC COMMUNICATIONS AND COMPUTER

SYSTEM INTERFACE AND INTEGRATION DIAGRAM _________________________________________ 8

F) IT INFRASTRUCTURE COMMUNICATIONS DESIGN, INTEGRATION, AND COMPATIBILITY

METHODOLOGY FOR CUSTOMERS, CLIENTS, AND VENDORS _________________________________ 8

G) REVIEWING IT MODEL TYPE AND ITS UTILITY WITHIN COMPANY’S BUSINESS MODEL _______ 9

H) IT APPLICATION TYPES, I.E. SECURITY, FIREWALLS, ADMIN. PROCESSING TOOLS, ETC. _____ 9

I) CENTRALIZED AND DECENTRALIZED INTERNAL AND EXTERNAL IT DATABASE AND

APPLICATION STRUCTURES FOR COMPUTERS AND TELECOMMUNICATIONS ___________________ 10

J) ELECTRONIC DEVICE OPERATIONAL SYSTEMS AND FULL INTEGRATION PATTERNS AND GRID 10

K) FOREIGN ENTITY SYSTEM COMPATIBILITY MODEL AND INTEGRATION GRID DESIGN AND

SECURITY MODEL ___________________________________________________________________ 11

L) IT EDUCATIONAL TRAINING AND PROFESSIONAL DEVELOPMENT PROGRAMS FOR ALL USERS

INSUFFICIENCIES __________________________________________________________________ 11


PHASE II: CONSULTANT’S IT SOLUTIONS NETWORK SYSTEM PRESENTATION ______________ 11

A) BRIEF PRODUCT OVERVIEW AND DESCRIPTION _____________________________________ 11

B) INFORMATION TECHNOLOGY COMPUTER SYSTEMS, APPLICATIONS, AND TOOLS __________ 12

C) IT SYSTEM COMMUNICATION SERVICE PROVIDERS __________________________________ 14

D) EXTERIOR AND INTERIOR COMPUTER AND ELECTRONIC COMMUNICATION GRID

REALIGNMENT OF STRUCTURAL MATERIALS FOR ALL CORPORATE OFFICES AND ALL BRANCH

SUBSIDIARIES _____________________________________________________________________ 15

E) SERVICE-ORIENTED SECURITY (SOS) IMPLEMENTATION AND INTEGRATION STRATEGY FOR

COMPLETE DESIGN INTERFACE AND CONNECTIVITY TO EXISTING BUSINESS SYSTEM MODEL ___ 17

F) NEW PRODUCT IT INFRASTRUCTURAL DESIGN MODEL OVERVIEW RECAPITULATION ______ 18

G) HUMAN RESOURCE MANAGEMENT: NEW IT EDUCATIONAL TRAINING AND DEVELOPMENT _ 19

PHASE III: PROJECT MANAGEMENT WORKFLOW SCHEDULE FOR PILOT TEST PROGRAM AND

FULL SYSTEM ACTIVATION AND PRE- AND POST-OP SERVICES ____________________________ 20

PHASE IV: FINAL CONTRACT AND SERVICE LEVEL AGREEMENT (SLA) DISCUSSION ________ 20

PHASE V: FINAL WRAP-UP Q & A SESSION AND CLOSING COMMENTS ___________________ 20

SOURCE CITATIONS: ________________________________________________________________ 21

WEB SOURCES: ____________________________________________________________________ 21

APPENDAGES: _____________________________________________________________________ 22


Consultancy Introduction

Consultancy Firm: Mercury Strategic Globalization, Ltd. (MSG, Ltd.)

Conceptualized and founded in 1986 by current Chairman and CEO, M. S. Green, who
was awarded a PhD in 1979 in electrical and civil engineering at the Tesla/Marconi School of
Engineering at Georgia Tech University, Mercury Strategic Globalization is a first-mover
consultancy, specializing in the provision of advanced state-of-the-art IT business solution
products in inventive and innovative design and utility, focused specifically on serving a
boutique of Fortune 500 clients in both commercial and investment wholesale banking.
During the inception of the company’s emerging prominence in the use of Enterprise
Resource Planning (ERP), or IT Enterprise Solutions systems, during the mid to late ‘80s, to
enhance and improve standard operating procedures (SOPs) and enhance the effectiveness of
Executive Support Systems (ESS) and Customer Relationship Management (CRM) - Operational
and Analytical systems for companies, generating a new touchstone evolutionary brand of IT
solutions products and creating an indelibly fresh and nascent paradigm in business intelligence,
each year MSG’s academically- and professionally-trained IT team of researchers and
developers consultants have created a new brand of IT solutions systems to cater precisely to the
extraordinary, critical needs of our clients and customers through our unique licensed pilot
product evaluation and testing program - a venerable and proven research program that is an
official trademark of the company and the industry’s standard bearer. Our company stands firm
on its excellent performance record that is irrefutable and supported by a rich history, clearly
demonstrating our eagerness to remain several years ahead of the curb in information technology
solutions.
In today’s global economy, our brand name stands out as the premier leader in IT
solutions product and IT infrastructure re-engineering and migration, restoration and synergy,
and redevelopment and enhancement of high quality, efficient and low-cost enterprise business
solutions. Fortunately for us, due to an increasingly growing global demand for our product
services, we have further expanded operations worldwide to provide our quality customized IT
solutions products and services to a wide range of other leading companies in various industries,
who seek our expertise to help improve an evolving but yet full and completely compatible
integration of business model – including operational processes, support administration, and
overall organization culture – domestic and international strategic planning, marketing, and
customer relationship management, and company vision into a more complex and sophisticated
IT global environment. Therefore, we take much pride in our ability to maintain a center of
directedness and purpose based on simple fundamental principles that are concentric in the scope
and breadth of our company’s core philosophy and business model of designing, developing,
manufacturing, servicing, and modifying an IT solutions product of the highest order in quality,
speed, efficiency, and flexibility to satisfy the needs of each and every one of our clients today
and well into the future.


PHASE I: Client’s Legacy IT System Overview and Formal Problem Analysis

a) Preliminary assessment and evaluation of current IT
After an intensive assessment of your current IT infrastructure system model and
overall analysis of operational system integrity and integration competency, aside from a
host of technical issues which proved to be insufficient to handle the daily complexities of
your global network system needs for banking and financial-related services, the one
pending and most pressing issue to address and resolve completely involving your current
IT infrastructure model concerns the absence of a consistently clear and concise IT
corporate policy that is standard operating procedures (SOPs) for parent company and all
of its regional and local branch subsidiaries.
A well-designed, published business plan and policy should decisively and
uniformly be streamlined in accordance and in conformity to a modernized global IT
Enterprise Resource Planning (ERP) system network and be flexible enough for full
integration within the breadth and scope of the company’s Executive Support System
(ESS), Decision Support System (DSS), and Customer Relationship Management (CRM)
models, as well. Throughout the course of our investigation, evaluation, and analysis of
your current legacy model at your New York and London offices along with all of the
other various forms of IT operational equipment and electronic and digital electronic
devices to run your business operations, we concluded that a high degree of operational
(and technical, which will be later discussed) inefficiencies that placed routine daily
business processes and activities at extreme risk, which was reflected in your inability to
detect fallacies in your lending practices that led to $75 million of unauthorized loans to a
sole client. A comprehensive companywide policy interwoven in an effective IT
infrastructure that is consistent and details every type of process, protocol, and procedure
for every employee from the upper tier of the executive management team to retail bank
support staff to outside vendors would have been the proper first-line of defense and
would protected your company from that eventful crisis and any other such-related ones,
as well.
Extenuating from and ancillary to our firm-wide policy recommendation, a
designated public relations unit in collaboration with newly coordinated designed
information technology and risk management departments must be established as part of
pre-emptive measures to anticipate unforeseen economic changes in the global
marketplace where business is impacted. These and all other departments of the business
will intertwined and interfaced into the entire web of our new IT infrastructure framework
and grid, using all electronic and computerized applications and tools capabilities to
ensure full disclosure of data and information content and material and maintain open
source accessibility to all lines of communications on every level, in strict adherence to
new directives and instructions stipulated under new policy governance and procedure
codes.
In general, the core fundamentals of your current system are adequately strong to
managed mid-to-medium level banking activities, but as we have come to realize, the
company’s current IT infrastructure model and framework is incapable of evolving
technologically to transition and migrate effectively to meet increasing customer demands
globally, placing irresistible pressure points on on- and offsite business operations and
processes.


In regard to the technological problems, preliminary analysis indicates that the
overall physical structure and grid of your IT infrastructure is too decentralized and many
of the your branch subsidiaries not only have outmoded and outdated systems but they use
independent central processing units (CPUs) and onsite servers that are connected to a
entire corporate network and a local area network (LAN) telecommunication network
system, utilizing remote and largely inadequate backup systems which can exacerbate
impromptu moments in crisis and delay or stymie reconciliatory actions in the process.
Due to your global expansion over the past few years, storage capacity for all network
systems is insufficient and not malleable to meet interconnectivity broad-based
operational and analytical customer relationship management (CRM), ESS, and DSS
demands for parent and all of its subsidiaries. To further iterate and emphasize our point,
here is where any frail IT infrastructure is most vulnerable and at great risk. It is at this
particular juncture where we, MSG, Ltd consultancy, will provide you with the best
available Enterprise Resource Planning (ERM) solutions product and services that will not
only address your present needs today but also well into the future. We are your first and
last line of defense, reducing unnecessary cost burdens in all aspects of operational chain
management and finally, but yet more importantly, safely monitoring and eliminating
potential security threats and concerns associated with storing, managing, and transmitting
your data and information, substantially decreasing business object-oriented IT task
responsibilities and correlating risks that are associated with them, to allow you to
concentrate and focus more on what you do best: increase profit and marketability and
expand your business safely and effectively on the global stage.

b) Organizational Hierarchy and Communication Structural Design and Outlay

ORGANIZATIONAL CHART

Chairman &
Chief Executive
Officer

Chief Chief Chief Financial CGO & Vice President
Operating Information Officer Corporate & Corporate
Officer Officer Secretary Counsel

Director of SVP & Director Director of US Director of VP & Treasurer VP, Policy, Director of
Global Banking of Security and Banking Information Government Human
(Former Dir. Facility Technology and Corporate Resource
Tamara Long) Services Affairs Management

International Director of VP & Director SVP of Director of Risk
Regional Data IT Security Corporate Management
Branch Offices Processing Services Accounting
(11) (Pamela
Lawrence)


Authorization synchronicity and synergy protocols diagramed between
management organization structure and its standard operation procedures for electronic
communication is ineffectual and must be restructured to optimize new IT infrastructure
and communication network. We proposed under the new SOP policy that all lines of
electronic communication between headquarters, regional headquarters, and branch
offices be reconfigured and interfaced to provide immediate, real-time interconnectivity
and open line availability, in accordance to new business model plan and IT
infrastructure.
Currently, there is substantial fragmentation and segregation of IT system direct
linkage of computer network and electronic system that does not meet current global
requirements and demands. The problem will be easily modified and resolved with a
new enterprise resource management (ERM) system and business intelligence (BI) design
that will combine every multitask operation and function for intranet and extranet linkage
of all electronic communication and computerized system networks, connecting
executive support systems (ESS), customer relationship management systems (CRM),
and Decision Support Systems (DSS) structures for upper, middle, and lower
management teams, administrative staff support services, vendor services, and clients and
customers. A technical description and layout will be offered during the consultant’s new
IT infrastructure presentation.

c) Corporate Affairs and Public Relations SOP structure within the construct of IT
infrastructure and business model
In accordance to new standard operating procedure (SOP) policy, as an extension
to section B an executive support system (ESS) will be assimilated and interfaced directly
into the newly created organizational IT infrastructure for the company’s Corporate
Affairs and Public Relations departments in New York and London offices and will serve
as an exclusive interdependent liaison and a monitoring, control, and coordinating vehicle
between executive leaders and their upper-level managers and regional governmental
agencies. Electronic and computerized network systems will be fully linked and securely
integrated, satisfactorily and in full compliance with local, state or province, and
nationwide government ordinances and in strict accordance to regional office bylaws and
company policy.

d) Chain of Command and Authorization Protocol and Procedures in Current IT
infrastructural environment
To further elaborate on the topic regarding the chain of command and
authorization protocol and procedure matrix, the current business model is
discombobulated and does not clearly distinguish clear communication lines of authority
within the entire organizational management structure. Approval and authorization
autonomy and independence among rank and file is too decentralized and fractured and
needs new close proximity structural base and centralization. No evidence of electronic
and computerized system encryption uniformity and approval and authorization rules
conformity that is consistently integrated within the existing IT infrastructure, including
critical path security matters regarding maintenance and records applicability and rules
procedure for IT and digital electronic device usernames and passwords. New rules of
engagement integrating SOP authorization and approval protocol and procedures and the
new IT network will be created to ameliorate overall efficiency and performance of new


IT infrastructure and business intelligence model for all matters relating to authorization
protocol, procedure, and policy.

e) Corporate and regional branch office electronic communications and computer
system interface and integration diagram

US Corporate Headquarters International Branch Offices

EC EC
Network Network

Current
Databases Legacy IT Databases
New York Network London
Office Linkage Office

Office Office Office Office
CPUs Servers CPUs Servers

Current IT
Network
Linkage
Disconnected and Fragmented
Database and EC
IT Global Network and Non- Network -
Portugal
Uniformed Policy, Procedure, Office
and System Protocol Controls
Database and EC
Network - Other Ten
International Offices

f) IT infrastructure communications design, integration, and compatibility
methodology for Customers, Clients, and Vendors
The current IT infrastructure intranet and extranet and Internet communication
grid, ancillary and under the auspices of intra- and interdepartmental governing policy
and procedures for headquarters in New York and London and all regional offices, is too
ambiguous and insufficient to meet Transmission Control Protocol (TCP)/Internet
Protocol (IP) and Transaction Processing Systems (TPS) requirements and demands for
all internal and external employees, clients/customers, and vendors. Both enterprise
applications and enterprise content management systems for business-to-business (B2B)
and customer relationship management models and methodologies for business-to-
customer (B2C) are highly incompatible and nonconforming to handle and support a
global information technology operations network.


The third/fourth generation IBM 4300 Series model mainframes in both New
York and London offices and all other legacy computer systems in Portugal and the 10
other regional branch offices are outdated, obsolete, and unfit to handle and incompatible
for a contemporary global IT network system that encompasses any number of rapidly
changing global marketplace variables and fluctuations. Lead times needed to adequately
respond and immediately resolve any pending issue are exacerbated by the delays caused
by current antiquated electronic and IT systems, consequently compounded by a weak,
porous, and incongruous, and, at times, undesirable enterprise resource planning (ERP) or
business model. The newly proposed IT Infrastructure will not only significantly reduce
lead time for the routine and non-routine processing of daily transactions effectively but
lessen the amount of time needed to fully reconcile any number of employee relationship
management (ERM), management-level system management, and customer relationship
management (CRM) issues, as well.

g) Reviewing IT model type and its utility within company’s business model
Although the current legacy mainframe IBM 4300 Series computer’s limited data
administration and management system capabilities - providing a scarcity of open source
accessibility that is antithetical of today’s version of storage area network (SAN) for
retrieval of data information for various decision-support systems (DSS) manipulations
that are commonly used in data mining modeling and sophisticated information analytical
processes - have served the company’s past intimated customer relationship management
architecture with reasonable success, the proliferation of advanced technology in a
convergence of a new globalization business norm is now demanding a reassessment of
your current legacy IBM 4300 Series model migration capability and adaptability for
standardized full integration and conformity with a new breed of enterprise management
systems which are wielding paradoxically a simplistic and more sophisticated presence in
today’s IT infrastructural design for a new global IT network system paradigm
Furthermore, the absence of an IT network system backward chaining capability
for necessary upgrades is highly inflexible and nonmalleable, having an extremely cost
negative impact on return on investment. This is largely due to the global IT
requirements for a more robust internal and external IT structural framework for
structured query language (SQL), transaction processing systems (TPS), and transmission
control protocol/Internet protocol (TCP/IP) compliance rules and conversion interfaces
needed to alleviate high total cost of ownership (TCO), optimize total quality
management (TQM), and, of course, maximize ROI. Moreover, the regional standalone
computer systems are incompatible to the legacy IBM 4300 computers and too outmoded
for conversion upgrades to be integrated into a modernized companywide IT
infrastructure. Unfortunately, these systems fail to meet today’s global ERP/EMS
standards and requirements; thus, ultimately will result in compromissorial outcomes and
could jeopardize the financial position of the organization, resulting in decreased market
share in the interim.

h) IT application types, i.e. security, firewalls, admin. processing tools, etc.
All security protection hardware and software applications and systems are
decentralized and are absent of risk adverse sophistication and evasive protocol policy
and procedure that are commonly and notably found in secure hypertext transfer protocol
(S-HTTP), secure sockets layer (SSL) with an enhanced security policy that is clearly


distinct and stipulates appropriate user authorization protocol and procedure for
companywide intra- and extranet services and transactions for support administration
staff, company decision makers, and in web-base internet services for clients/customers
and company vendors.
Referential integrity of current physical and intellectual property security systems
are suspect and open to high risk threat exposure, both internally and externally, and must
acquire drastic overhaul and upgrades to guard entire organization IT network system
against malicious intrusions, computer hacking, and viral invasion to intranet, extranet,
internet-based transaction processes, capital assets, internal and external IT systems
Due to the historically autonomous and independent IT system construct and
policy pretext of the company’s IT management system, sitting within context and
confines of a more diversified, complex, and sophisticated global IT landscape, security
parameters and measures must include the latest firewall protection schemes, encrypted
language models, and alarms systems for both intellectual and physical properties, all
integrated, monitored, and controlled on a centralized IT infrastructure platform and
within a management control program (MCP) module, utilizing the coordinating facility
of both on- and offsite central computer processing units (CPUs), servers, databases,
database centers and warehouses, and internet and internet-based servers and modems.

i) Centralized and decentralized internal and external IT database and application
structures for computers and telecommunications
Both intra- and interdepartmental computer and telecommunication databases and
applications utility for all employees on every level of the organization structure is not
properly interlinked nor interfaced for open communication, transmission of content and
material, cross-functional integration of workflow activity, report analysis, and data and
information reporting between offices and departments. The IT infrastructure is too
abstract and lack in system automation and continuity to perform various non-
collaborative and collaborative task assignments under SOPs in real-time.
The omission of companywide encryption protocol and procedure, particularly in
the situation where two separate binary computer operating systems are used to run the
entire IT network, is dysfunctional and very undesirable. Although system designers and
programmers are centralized in the two primary regional locations, New York and
London and where primary technical assistance teams and help desks are housed,
creating new software and hardware, programmable language in the form of structured
query language, providing system conflict resolution for the company IT entire network,
the systemic nature of this process that precipitated circumstances involving the loan
crisis fails to meet modern and standardized computing requirements and functionality
for the global marketplace.

j) Electronic device operational systems and full integration patterns and grid
 Outdated electronic devices and connectivity support structure and system
interface
 No evidence of single source relationships, functionalities or connections from a
primary communications service provider
 Lack of IT grid continuity in system pattern and connectivity


k) Foreign entity system compatibility model and integration grid design and
security model
 Poorly design and nonfunctional, incompatible for internal and external IT security
system matrix and infrastructure
 Security system integrity is at high risk and susceptible and compromit to illegal
activities from internal and foreign intrusion such malicious viral attacks, hacking,
employee errors and omissions, internal and external property abuse and thief, etc
 Insufficient compliance agreement stipulating preventive measures to deter and fort
improper action, abuse, and utility of company IT resources, equipment, and
facility

l) IT educational training and professional development programs for all users
insufficiencies
 Human resource management model is not comprehensive enough and too
outdated to properly facilitate and conform to contemporary and modern
educational and training needs in a global context
 No clear evidence of an updated version of a companywide employee conduct
policy and instructional manual that is either written, established, or in place and
for which is also consistent across the board to inform employees of IT office
etiquette, procedure, and protocol on all three levels of management hierarchy –
Executive (Top), Middle, Lower – and to which is accessible to support staff from
a reference point that is an uniformed, centralized, and mobile helpdesk facility.
Moreover, there is no evidence of incentive-driven performance programs and a
clear outline illustrating the various metrics and benchmarks required to improve
IT skill-set and overall job performance nor are there outside educational resources
to enhance and improve IT knowledge base and skill-sets

PHASE II: Consultant’s IT Solutions Network System Presentation

a) Brief Product Overview and Description
The main operating enterprise management operating system (ERM) will be
provided Picom Software Solutions Systems, Ltd. of Toronto, Canada
(http://www.picomsoft.com), a private software solutions company who specializes in
providing to leading banking and financial institutions worldwide quality and secure
state-of-the-art IT enterprise resource solutions and software-as-a-service (SaaS)
enterprise systems. With regional headquarters stationed in Ontario, Canada and
Herzeliya, Israel, serving both North America, Europe, and the Middle East, this small
but highly reputable international private firm has for several years offered their expertise
in Enterprise Resource/Record Management (ERM) and Customer/Content Relationship
Management (CRM), providing the best in customized ERM process systems that are
exclusively designed from their own research and development facility.
Because of their unique position of offering customized and specialized IT
products and services to a select group of high-profile clients in two primary industrial
sectors, insurance and banking, this professional disposition gives the company the type
of ERM and CRM leverage necessary for providing IT solutions systems that are flexible
and conversion-oriented enough for full IT integration conformity, interface
compatibility, and fixed implementation or complimentary component scalability for both


backward and forward chaining processes and protocols for all of their clients existing
legacy computer systems, electronic communication and telecommunication system
device, and IT application needs.
In addition, this personalized client strategy is performance-focused and
customer-centric in every way, creating a climate that is suitable and very agreeable for
businesses who treasure a more professionally intimate level of service (LOS)
relationship with their valued customers and clients. Picom solutions systems
consolidates logistically and systematically data and information from every multiple
source application and database of a company’s entire existing legacy and limited
modernized IT network into a user-friendly and efficient operational workflow tool
conducive to the symbiotic relationship demands of an employee relationship
management (ERM) and an enterprise application framework for support services
administration and staff, a functionally reliable and secured, effective access-integrated
platform for clients and vendors in a customer-decision-support systems (CDSS)
environment, and a highly competent decision-making support model and methodology
for Executive Support System (ESS) utility for forward-progressive facilitation and
critical path content analysis, vision and goal assessment, re-assessment, and evaluation
discussion, interaction, project plan development and execution for a contemporary
global IT network.
Although there are a small but influential number of stakeholders invested in the
success of Picom, the company nonetheless has a very impressive list of sustaining
business and technology partnership relationships with the following international
organizations: Hewlett-Packard (http://www.hp.com), Oracle (http://www.oracle.com),
BEA, Sun Microsystems, Red Hat. Each of these partnerships provide the financial
support and IT database, application, security, and electronic communication tools and
devices to effectively meet the intense and increasing demands of a global IT community.
The following sections (b-g) contain our IT proposal in design, components, and
implementation:
b) Information Technology Computer Systems, Applications, and Tools

Consultant’s Proposal for IT Integrated Computer and Electronic Communication
Infrastructure Network Vendor Diagram For New York and London Offices

(


Diagram and logo provided by Picom Software Systems, Ltd., Copyright Reserved

Regional and Local Offices Hardware Systems: Central Databases, Database
Warehouses, Servers, Binary Central Processing Units (CPUs), Modems and
Transistors, and Other Microprocessors

The company is in an excellent logistical global position with two main office
hubs located in New York and London, and due to this geographical outlay, we
recommend, in accordance to the diagram indicated above, that our proposed IT Oracle
database grid should be replicated from the New York office design and provided in a
similar format for the London office. The technical term to describe this type of
structure is called “Distributed Databases.” All configurations, functionalities, features,
and processes are essentially the same and will follow a uniformed standard operation
procedure policy (SOP) and protocol. The Oracle distributed databases are designed and
developed into two segmented identical IT DB systems: One is called a ‘Partitioned
database” and the other is labeled “duplicate database.” Each of the unit systems is
configured with identical central database warehouses, designed and developed
exclusively by Oracle, capturing and storing the same exact historical and current raw
data and information for the entire company and all of its activities. Each repository
(Oracle’s central database) containing your company’s raw data and information,
indicated in the Picom diagram illustration above, feeds into a centralize client/end-user
Picom Extensible Markup Language (XML) server with American Standard Code for
Information Interchange (ASCII), Hypertext Markup Language (HTML), and other
language conversion capabilities that are constructed on various multinational corporate
platform agents for Hewlett Packard UX 11i, Sun Solaris, IBM AIX, Microsoft
Windows, and Linux, and external task agents and Application Programming Interfaces
(API) such as Oracle reports, business objects (or object-oriented programming) notably
found in BusinessObjects’ Crystal reports, and external portal servers like Microsoft
SharePoint, which processes and transmits raw data and information to points of entry
for each and every network user of your company.


In addition to Oracle’s mainframe databases, all offices - both regional and branch
- will use a single relationship database management resource for desktop systems called
Microsoft Access that will address and resolve current primary concerns regarding
sufficient data storage capacity and transmission speed, easy accessible entry points for
the retrieval of data information, user-friendly tools and applications to permit historical
and real-time manipulative actions to create table charts, graphs, and reports to the user’s
specification such as sorting tables according to multiple key signatures and identifiers
like account name or number, locations such as city, region, state, country, continent,
region, headquarters, and branch offices, and other similarly-related locales, and import
and export compatibility mode for the entire network operating system (NOS) in the
form of standard intra- and extranet e-mail, e-faxes, or PDF formats and for smooth
integration to other desktop applications like Excel spreadsheets, all centralized and
interconnected companywide into your newly-constructed enterprise solutions systems
network.

A Diagram Example of Distributed Databases Concept and Design [Hart, 2010]

Diagram provided by Christopher Hart, Copyright Reserved © 2010

c) IT System Communication Service Providers
 The company’s sole provider of both hard-line and wireless network
communications will be Verizon Communications, Inc
(http://www.verizonbusiness.com), serving New York and London regional
offices, Portugal, and the 10 other branch offices, due in large part to the
telecommunication company enormous global coverage, particularly in the United
States, Europe, Middle East, and Asia
 Minor broadband providers will include Portugal Telecommunications
(http://www.telecom.pt) and T-Mobile (http://www.t-mobile.com), servicing
Portugal, London, and parts of Europe, Middle East, and Asia
 To maintain continuity between companywide issued electronic handheld mobile
devices and laptops, we recommend Windows Mobile
(http://www.microsoft.com/windowsmobile), using Access Netfront IP Phone


(http://www.access-company.com/products/mobile_solutions/) technology on
an Access Linux Platform, as the standard mobile phone equipment

d) Exterior and Interior Computer and Electronic Communication Grid
Realignment of Structural Materials for all Corporate Offices and all Branch
Subsidiaries

Desktops and Workstation Equipment, Applications, Electronic Communication

and Electronic Digital Devices, and Printers

Executives and Top-Tiered Managers Desktop Servers, Monitors, and Keyboards

Regional offices in New York and London will use a computer and electronic
communication floor plan and office grid design that are more conducive to management
support structures for both Executive Support (ESS) and Decision-Making Support (DSS)
workstation systems. Each executive workstation/portal will house and be supported by a
Hewlett Packard (Original Equipment Manufacturer or OEM) Parallel Workstation 4.0
Extreme, offering first-mover innovative Intel 3D virtualization support technology to
assist management executives, mid to lower-level managers, and information technology
end-users to create virtual 3D multi-task modeling platforms in Linux to aid them with
their decision-making processes and an assortment of business and workflow-related
activities. Every individual ESS workstation will be set up to provide dashboards,
menus, communications, and graphics to be used for internal data like TPS/MIS data,
financial data, office systems, modeling and analysis and external data such as Dow
Jones, Standard & Poor, and Internet news feeds, viewed on high-performance HP
LP2475w 24-inch Widescreeen LCD Monitor and typed and clicked on HP USB
Keyboard and Mouse Bundle.
A virtual machine (VM) technology will enable the user to create various user-
specific virtual environments; using direct connections to Nvidia technology cards to
better enhance single use or facilitate simultaneous collaborative efforts internally within
the management structure and to seamlessly transpose 3D graphical data from internal
and external sources into virtual reality formats. Some of the key features that will
accelerate and optimize work performance are Parallel Fastlane Architecture with support
for Intel VT-d for direct access to graphic and network cards for virtual environments,
Adaptive Hypervisor, up to 16-way virtual symmetric multiprocessing (SMP) - a scalable
cabinet design containing multiple CPUs sharing the same memory, up to 64GB RAM
for each VM, up to 2TB of virtual hard disk, Display Manager with Multi-Monitor
support, Parallel Tools with support for selected Nvidia Quadro graphic cards, Scalable
Link Interface Multi-Operating Systems (SLI-MOS), Support 64-bit Guest OSs and
Primary OSs. Portable connections are also provided for mobile units such as handheld
devices and laptops. Another unique feature of the Extreme workstation is what’s termed
the “Parallel Transporter Migration Tool,” an application that duplicate VM data to create
a clone VM which can be use for other Parallels desktops.
As you can clearly see the HP Parallel Workstation 4.0 Extreme is ideal and
offers many utilities and functionalities for decision-makers. In addition, with a well-


established operating systems support structure consisting of Windows XP SP2 64-bit
and Windows Vista SP1 64-bit for both primary and guest OSs, Linux RHEL 5.3 64-bit
for Primary OSs and Linux RHEL 4.7 & 5.3 64-bit and Fedora 10 64-bit for Guest OSs,
the Portugal office and all other 10 international branches will have a similar, but yet,
scaled-down version of Extreme 4.0 facility and capability. This IT OS is a key
component that is missing from the current IT architectural design model, an
infrastructural plan for which lacked consistency in connectivity, accessibility, practical
functionality, and speed.
For some lower-level managers and all administrative support staff employees at
all locations will be provided with the latest in computer, electronic, and electronic digital
equipment to be freely integrated into the new IT infrastructure. Since Picom IT banking
solutions products and services are designed and run by two of the world’s foremost and
leading OEM companies, HP and Oracle, who are well-regarded as purveyors of the most
advanced and flexible IT operating systems in the global marketplace today, we
recommend their line of desktop hardware, tools and applications for lower-level
managers and administrative staff support groups. The following is a breakdown of
enterprise service (ESM) and customer relationship management (CRM) desktop
systems/user interface pairings for all non-executives, some upper-, middle-, and lower-
level managers, and all exempt and non-exempt support staff employees:

Employee Desktop Servers, Monitors, and Keyboards

1. For all non-exempt administrative staff members, the Hewlett Packard’s Compaq
500B Microtower PC, housing an Intel® Pentium® Dual-Core processor that includes
Windows XP Professional OS, is a low cost workhorse among the banking industry
for day-to-day routine activities like quick, accessible retrieval of customer standard
data and information for verification and confirmation purposes, data entry using
simple desktop applications and databases like Microsoft Excel, Word, Office
Communicator integrated with Outlook e-mail app with VoIP, SharePoint, light,
Access, and Oracle, just to name a few

2. The HP Pro 3005 Microtower PC, with an AMD Anthlon X2 Processor that contains
a 320GB hard drive along with 2GB of standard memory (SDRAM) and includes
Windows 7 Professional 64 OS, is a more than reputable and reliable PC to handle
low-level management demands and all of the various multi-purpose functions
performed by upper-tiered administrative support. In addition to the standard OS
features found in the Compaq 500B Microtower PC, the HP Pro 2005 also includes
Backup and Recovery Manager plus Redundancy Array of Independent (or
Inexpensive) Disks (RAID) 1.0 data mirroring capability as well for users who are
processing complex and sensitive tasks

3. Employees will be able to view their work on HP LE1901w 19-inch Widescreen
LCD Monitors

4. All employees will use HP USB Keyboard and Mouse Bundle


Information Technology Department Servers, Applications, and Tools

1. Both New York and London offices will have regional on-site IT departments using
Oracle’s Sun Blade T6340 Servers

2. For each of the 11 branches, including Portugal’s, a licensed, certified IT professional
will be assigned an on-site workstation for problem solving and maintaining technical
management collaboration with both main regional offices in New York and London.
These branches will run on Oracle’s Sun x86 Servers with optimal scalability and
certified to run on Oracle Enterprise, Oracle Linux, Oracle VM, Red Hat Enterprise
Linux, SUSE Linux Enterprise, Windows Servers, and VMware

3. IT applications and tools used by all IT professionals for regional and branch offices
to help executives, managers, and employees improve workflow efficiency and
overall job performance and to address risk exposure and threat intrusion are Oracle’s
Enterprise Performance Management and Business Intelligence, Reveleus Corporate
Credit Risk, and CRM On Demand, all under the complete applications design model
and integrated IT management strategy of Oracle’s Enterprise Manager 11g Solutions
systems

Customer Branch Self-Service Workstation

Customers who are performing a number of in-person point-of -transaction and
account enquiry banking activities at self-service stations that are located in all 11
branch offices will be able to do so easily by using the latest advancement in touch-
screen technology and application that is found in HP Compaq 5009tm 15-inch LCD
Touchscreen Monitor.

e) Service-Oriented Security (SOS) Implementation and Integration Strategy for
Complete Design Interface and Connectivity to Existing Business System Model

Database Security Architecture and Design Solution Systems

Built on Oracle’s service-oriented-architecture (SOA) security system called Oracle
Database 11g Security and Compliance, Picom Solutions Systems gives you security
protection for all of your database needs via transparent data encryption, for effective
monitoring and control of data information and activity, and for securitized
configurations. The system also conforms and uses secure sockets layer (SSL)
cryptographic technology to allow safe transmission of data and information and other
forms of communication over the Internet. Each regional and branch office local area
network (LAN) system will be provided with additional IT infrastructure security
support using HP’s low-cost, high-performance security solutions product called
ProCurve Adaptive Network Solutions, comprising Power over the Ethernet (PoE)
security and convergence capability switches – ProCurve 5412zl in a redundant
configuration, ProCurve 5406zl, and ProCurve 3500yl series – to meet uniformity
requirements of VoIP and to establish data recovery warehousing. A secondary
premier SOA security system application, specifically designed to detect fraudulent


activities via the Internet, included in the overall security scheme of the company’s IT
network community, that will be provided by Detica NetReveal
(http://www.deticanetreveal.com) is called Detica TxtReveal technology, utilizing
Java Platform to Enterprise Edition (J2EE) open architecture solution web-based
technology, a product standard pioneered by Sun Microsystems, for easy application
developing and deployment, primarily via application programming interfaces (APIs).

Desktop, Server, and Mobile Security Architecture and Design Solution Systems

Under the OS framework of Oracle Database 11g Enterprise Management Edition,
Oracle® Advanced Security is the best security solutions system for all of your
company’s IT security needs. Furthermore, all desktop computer systems will be greatly
protected by Oracle’s Sun Secure Desktop Global Software that is currently the leading
global security software application in the banking, financial services industry.

f) New Product IT infrastructural Design Model Overview Recapitulation

All of the components of the new IT enterprise system aforementioned in Phase II of
this section will address critical IT infrastructural issues and resolutions accordingly:

1. The lack of oversight and foresight in corporate affairs, or public relations, internally
and with the various governmental agencies, information technology, and risk
management expose the weaknesses in the company’s overall IT infrastructure
network, which resulted in the company’s failure to adequately and successfully
monitor its lending practices in a real-time environment. Our IT system framework
not only will ensure consistency in connectivity among all offices in real time, but
will also serve more than a comprehensively sufficient platform for all key parties
involved with any issue to access and retrieve the required data and information for
report analysis, discussion, and conferencing among distant parties in real time and in
accordance to user preference, i.e. alphabetical recordkeeping according to regional
office, client, or a combination of both or other input variations, to manipulate the
desired data and information in a virtual environment through ESS dashboard
technology, creating the scenarios that will help aid and facilitate effective decision
making, and allow that data and information to be safely transmitted to any office
quickly in protected formats in the form of SQL, VoIP, TCP/IP, TPS through a wide
selections of unified communication vehicles and telecommunication systems like T-
lines, Wi-Fi, Internet, etc., that is replicated and reciprocated in original form to
mitigate confusion and help render expedient resolve.

2. Because of interlinked database, server, and telecommunication connections with all
offices, using uniformed and real-time protocols and procedures, lending practices
and procedures can now be protected better against redundancy and activity abuses
from clients, providing workable cross-reference interlocking networks between all
offices to ensure the solid system integrity of all internal and external activities of the
business operation. Each office can quickly verify and confirm any number of
business processes and customer activities at the touch of a button or click of a
mouse.


3. The task of scheduling managers and executives to meet at designated locations on a
weekly, monthly, semi-annual, or yearly basis for the various business conferences
and inter-office prove to be one of the more difficult activities incurred by your
company. The Oracle Beehive videoconferencing solution system will provide a live
person-to-person, location-to-location broadcast connectivity that will significantly
reduce cost effectively and be a substantial beneficial asset for your company
decision makers to quickly address non-routine strategic planning concerns or more
pressing issues of daily activities comparable to the one experienced during the
lending crisis. In consideration of the disproportional financial position of each
branch location, those offices who may find this investment to be rather substantial to
meet their particular need, another option that will provide live, real-time connectivity
through videoconferencing for those branch offices can be attained by way of
mounted desktop cameras that are installed and embedded on the bezel of each
employee’s monitor (included as part of the workstation package) or the provision of
HP L3065 30-inch Widescreen LCD monitor unit that is ideal and can be configured
for videoconferencing for peer-to-peer or small to medium group activity meeting
settings.

g) Human Resource Management: New IT Educational Training and Development

Because our new IT infrastructure, once fully installed and activated for operational
use, will easily automate your business processes and thus requiring less raw
programming and application design, the majority of the maintenance and upgrades
for the proposed enterprise IT solution system will still need onsite qualified and
certified DB, server, application, and security IT programmers, analysts, and
technicians to ensure sustaining servicing and periodic testing of equipment, hardware
and software programs and applications, and all electrical components and correlating
interface connections to maintain a positive perpetual flow of business operations at
all times. These individuals, along with all other end-users, i.e. executives, managers,
support staff administrators, etc., will be taught and trained in IT and network
operating systems (NOS) policy, procedure, and systems protocols for LAN, MAN,
WAN, and universal telecommunications and wireless communications under
common and ubiquitous domestic and foreign governing rules, standards, and
regulations like Internet address identifiers such as transmission control
protocol/Internet Protocol (TCP/IP) and IPv6 (an addendum to TCP/IP), Internet
messaging services (i.e. e-mail, text messaging, discussion and chat rooms, etc.)
provided by standard Telnet, File Transfer Protocol (FTP), and the World Wide Web,
packet switching technology such as Voice over Internet Protocol (VoIP), secure and
encrypted communication networks like virtual private networks (VPNs), access
webpage and interface points like Hypertext Transfer Protocol (HTTP), uniform
resource locator (URL), and web-based content and context formatting interfaces such
as Hypertext Mark-up Language (HTML) and Extensible Mark-up Language (XML),
and finally, wireless communication standardized technology such as third-generation
or 3G networks, wireless fidelity (Wi-Fi), 802.15 wireless standard in the form of
Bluetooth technology, using personal-area networks (PANs), Institute of Electrical and
Electronic Engineers (IEEE) wireless communication standard known as 802.16
Worldwide Interoperability for Microwave Access (WiMax), all of these governing


knowledge utilities learned in accordance to their specific job specification and current
IT acumen. The director of human resource, AIB’s CFO, CIO, DOI, key personnel
within each regional and branch information technology department via
teleconferencing, a service for which we will provide links that will become a part of
the test pilot program and final implementation, will team together with MSG and
Picom’s consultants and professionals to create an agenda to discuss initiatives and
informally draft an outline to set user interface policy, protocol, and procedure in place
for the entire new IT network infrastructure, later create the necessary action plans for
educational and operational training of new systems and future modifications and
upgrades, and to draft a cost assessment outline that is associated with new training
and educational procedures. Once these crucial areas have been determined, they will
be recorded, written, and distributed by Dir. of HR and his or her managerial staff in a
living IT systems manual for each office resource center or onsite library in book form
and digital format. As mentioned before in section 2 under Information Technology
Department Servers, Applications, and Tools, each office will have one designated IT
systems professional and a team of system administrators and technicians
(proportionate to size of office) to be on-hand IT facilitators and crisis resolution
experts and response team, providing a quick and immediate reference point for all
employees with various IT concerns and needs, utilizing direct and open lines of
communication via Internet, wireless communication, etc. to the designated onsite IT
professional at every other location. This internal IT function and service will be
ancillary to the overall restructuring effort for the new IT network in functionality and
operational processes to better solidify continuity and consistency throughout the new
framework that will undoubtedly improve workflow efficiency, create a more reliable
and credible sense of transparent uniformity in open source communication mediums,
crisis resolution discussions, and data and information integrity when data and
information is being retrieved and reported from, manipulated and analyzed by, and
disseminated and distributed to various interdepartmental sources on a companywide
basis. This automation and connectivity is the most obvious contentious concern for
your company decision makers and the major difference in proper IT functionality and
efficiency between the existing IT infrastructural model and our proposed one.

PHASE III: Project Management Workflow Schedule for Pilot Test Program and Full
System Activation and Pre- and Post-Op Services

Please refer to appendage no. 1 for detailed sample description of Resource Input.
Please refer to appendage no. 1A for detailed sample description of Workflow Schedule.
Please refer to appendage no. 2 for detailed sample description of 2011-2012 Activity Schedule.

PHASE IV: Final Contract and Service Level Agreement (SLA) Discussion

Please refer to appendage no. 2A for detailed sample description of Service Level Agreement
(SLA) Outline provided by KnowledgeLeader (http://www.knowledgeleader.com)

PHASE V: Final Wrap-Up Q & A Session and Closing Comments


Source Citations:

Literary Sources:
Chong, R. F., Wang, X., Dang, M., & Snow, D. R. (2008). Understanding DB2: Learning
visually with examples. Upper Saddle River, NJ: IBM Press Pearson, Plc.

Christensen, M. J. & Thayer, R. H. (2001). The project manager’s guide to software
engineering’s best practices. Los Alamitos, CA: IEEE Computer Society.

Cole, Dr. E., Krutz, Dr. R., & Conley, J. W. (2005). Network Security Bible. Indianapolis, IN:
Wiley Publisher, Inc.

Francis, Arthur (1986). New Technology at Work. New York: Oxford University Press.

Maiwald, E. & Sieglein, W. (2002). Security Planning & Disaster Recovery. New York:
McGraw-Hill/Osborne.

Morrison, J. & Morrison, M. (2003). Guide to Oracle9i. Boston, MA: Course Technology.

Olsson, Anders (2003), Understanding Changing Telecommunications – Building a Successful
Telecom Business. Hoboken, NJ: John Wiley & Sons, Ltd.

Sauvant, K.P. (1986). International Transaction in Services: The Politics of Transborder Data
Flows. Boulder, CO: Westview Press

Shy, Oz (2001). The Economics of Network Industries. New York: Cambridge University
Press.

Tardugno, A.F., DiPasquale, T.R., & Matthew, R.E. (2000). IT Services: Costs, Metrics,
Benchmarking and Marketing. Upper Saddle River, NJ: Prentice Hall PTR

Tudor, J. K. (2001). Information Security Architecture: An integrated approach to security in
the organization. London: Auerbach.

Young, George (1985). Venture Capital in High Tech Companies: The Electronic Industry in
Perspective. London: F. Pinter.

Web Sources:
Hart, C. (2010). Bulletproof Technology: Resilient Network Infrastructure. Retrieved July 2,
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Parallels® (1999-2010). Parallel Workstation 4.0 Extreme. Retrieved June 10, 2010, from
http://www.parallels.com/products/extreme

Picom Software Systems® (2010). Picom Software Systems. Retrieved June 10, 2010, from
http://www.picomsoft.com/index.html


Appendages:

1. (Tardugno, 2000)
Consultant's 2010 Proposal Resource and Workflow Schedule for Installation and Pre- and Post-Service
Sche
dule
or
On
Dem Offer Skill UO
Service and ed Set Freq M

Cost management S

Level of service
management S

Project management O/D

1A. (Tardugno, 2000)
T
Cle o
Sche rk Mgr t
dule SA OSA Eff Ntwk Effo a
or Effor Effor DBA ort Spec rt l
On Freq t t Effort Hrs Effort Total Hrs/ M
Dem (per Hrs/ Total Hrs/ Total Hrs/U Total /UO Total Hrs/U Ntwk UO g
Service and Yr) UOM UOM SA UOM OSA OM DBA M Clerk OM Spec M r
Server monitoring
and corrective action O/D 365 Days 1.5 547.5 0 0 0 0 0
Connectivity from
outside servers alive
and well
Disk Drive capacity
with defined limits
Network connectivity
alive and well
Paging software
active
No runaway processes
Memory utilization
within defined limits
Ensure all databases
active after backup
process
Detect problems or
bottlenecks
Analyze performance
compared to capacity
Provide tier II level
service support
Troubleshoot database
problems
Software Event
Monitoring

.


System Default
Detection
Disk Fault Detection

Print Services O/D 260 Days 2 520 0 0 0 0 0
Troubleshooting in
the decentralized
environment
Black box hookups
Software
installation/configurat
ion on new printers
File server
management of print
queues
Provide spooling
services (software
configuration, re-
ordering queues to
print more critical
jobs first)
Provide secured
printing capability
where needed for
confidential printing
Resolve printing
problems

Network
Management S 260 Days 0 0 0 0 1 260 0
Analysis of network
impacts based on new
adds and changes O/D 21 server 0 0 0 0 24 504 0
Maintain a network
topology drawing
Manage new
installations/connects
to network
Control the granting
and revoking of
modern access from
outside
Provide naming
services resolution
Add, remove, update
a domain

Total Effort Hours 1068 0 0 0 764 0

2. (Tardugno, 2000)

Consultant's 2011-2012 Proposal Activity Schedule for Installation and Pre- and Post-Service
2011 2012
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Project
Activity
Planning
Management
Requirements

.


Prototyping
Conference
Management
Functional
Design
Design
Review 1
Detail Design
Design
Review 2
Quality
Assurance
Coding
Reuse
Acquisition
Code
Inspection
Unit Test
Functional
Test
System Test
Pilot Field
Test (New
York and
London)
User
Document
Document
review
Pilot Test,
Review, and
Acceptance
Ticket for Go
Live
Installation

2A.

Service Level Agreement (SLA)
Sample Template

Version X.0
(insert date)

(Insert language specifying the appropriate use and distribution of the document.)

Document Revision History
Date Author Revision Description

.


Approvals
Date Name Title Embedded signature/email

Table of Contents

1.1 Audience 25
1.2 Purpose 25
1.3 Assumptions 25
1.4 Contacts 25
2.1 File Formats 25
2.2 File Delivery Expectations 25
2.3 Escalation Actions 26
2.4 <Application> Escalation Resources 26
2.5 Service Hours for Problem Resolution 26
2.6 <Application> File Development 26

Appendix A. <Application> Contact Information 26
Appendix B. Definitions 26

Scope
(insert information describing the scope of the document)
Audience
(insert information describing the appropriate audience for the document)
Purpose
(insert information describing the purpose of the document)
Assumptions
(insert information describing the assumptions associated with the document)
Contacts
(insert information describing the contacts associated with the document). See Appendix A for
additional contact details.
Service Details
File Formats
(insert information describing the file formats required by the document)
File Delivery Expectations
(<Application> agrees to meet the delivery standards listed here)

Arrives at
Expected Transport Method
Company
File Type Frequency/Minimum (FTP/
X no later
Frequency Manual File Drop)
than:

.


Arrives at
Expected Transport Method
Company
File Type Frequency/Minimum (FTP/
X no later
Frequency Manual File Drop)
than:

Escalation Actions
(insert information describing the escalation actions required by this document)
<Application> Escalation Resources
(insert information describing the escalation resources required by this document)
Service Hours for Problem Resolution
(insert information describing the service hours available to resolve problems)
<Application> File Development
(insert information describing the file development process required by this document)

Contact Information
Name Role Office Phone Mobile Phone

Definitions
Term Acronym Definition

.

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