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Friday, October 21, 2011

Solusi alternatif dari Tripwire dengan menggunakan CIMTRAK

Tripwire Alternative | CimTrak

Looking for an alternative to Tripwire?  Look no further than CimTrak. CimTrak is an industry  leader in integrity and compliance monitoring.  While it covers all of the same systems, devices and applications within your IT environment, CimTrak goes even further.  CimTrak offers more security features, is easier to configure and use, and costs less.  CimTrak is your Tripwire alternative!

So exactly how does CimTrak compare with Tripwire?  Take a look:

CimTrak Vs Tripwire Comparison Chart,Tripwire Alternative

Complete coverage for your IT environment

CimTrak is an alternative to Tripwire for monitoring a wide variety of systems, devices, and applications.  CimTrak supports all major operating systems such as Microsoft, Linux, and UNIX.  In fact, CimTrak supports seven Windows versions and seven Linux versions, which is more than Tripwire.  CimTrak even monitors Mac OS X, which Tripwire does not offer coverage for.   Further, CimTrak can monitor network device configurations from all major manufacturers including Cisco, Juniper, HP, SonicWall and Fortinet.  In addition, CimTrak can monitor databases, desktops/workstations, point of sale systems and VMware ESX hosts.

Full-featured integrity monitoring at a price you’ll like

Monitoring the integrity and compliance of your IT environment need not break your budget.  Enterprises and government agencies of all sizes looking for a less costly alternative to Tripwire turn to CimTrak every day. 

The easiest to use integrity and compliance monitoring solution, period

CimTrak is built with ease-of-use in mind.  Solutions such as Tripwire can be extremely difficult to install, configure, and use.  This means that the total cost of ownership (TCO) far exceeds the initial purchase cost. 

Take the next step

Find out now why CimTrak is the best alternative to Tripwire by getting a quote or starting a free evaluation now!

Tripwire is a trademark of Tripwire, Inc.

Wednesday, October 19, 2011

Environment Monitoring dengan AKCP SecurityProbe 5E Standard

securityProbe 5E Standard
Introducing the new securityProbe 5E Standard
As a valued AKCess Pro customer we are pleased to announce the launch of the securityProbe 5E Standard. As an addition to the securityProbe family, the new securityProbe 5E Standard includes all the great features and functionality of the existing SEC5E but without the video. It has an MSRP of $995.00
Monitor the physical environment and receive alerts of any disturbances, such as security breaches, high temperatures, smoke, water leakages and power outages. Compatible with all of the AKCess Pro range of Intelligent Sensors the securityProbe Standard provides a low cost environmental, power and security monitoring solution.
Contact for more information


HUBUNGI KAMI : 021-3924716 / 021-3907418 / 08121057533 untuk keperluan perangkat EMS AKCP Anda!

Tool-leading processes vs. process-leading tools

By Abhinav Kaiser | October 17, 2011, 4:10 AM PDT

Which came first, the chicken or the egg? This question has haunted ancient philosophers for centuries, and as of now, there is no concrete solution.

When it comes to dealing with processes and tools, a similar quandary exists. Processes and tools go hand in hand, so the question again is which one comes first?

Interlocking of processes and tools

First, let me lay out the items that I'll deal with in the course of this piece.

A process is defined as a set of coordinated activities performed to obtain a targeted output. For example, to clean a car, the first step is to rinse it, wipe the body, and finally dry it. So, these three coordinated activities are basically achieving a single goal — a clean car.

A tool is an instrument that is developed to carry out a particular function — like a drill for drilling a hole. In the clean car example above, I could use a tool like a water pump to help me rinse the car with a flick of a button.

But what if I use a tool like a pressure washer? This tool has the potential to modify the existing process of car cleaning.

The burning question is do you define the process and then hunt for a tool or obtain a tool with capabilities and develop processes around it?

Let's consider both cases.

Tools first

Technology is ever evolving, and with tools resulting from technology, one can argue that tools must lead the way for the activities we perform.

Let's say that a company called TLS finds a particular tool useful, and although the tool doesn't serve their intended purpose one hundred percent, it's somewhat helpful and could come in handy when implemented full force. So the company goes ahead and procures the tool and then modifies the processes to meet the tool's needs.

The company changes some expected outputs to suit the tool's needs. The output starts to appear, just as they envisioned with the revised process.

Process first

A process is developed, without the aid of technology but with analytical reasoning and a good understanding of the objective it's trying to achieve.

PRC, a competitor of TLS, is made aware of TLS's new tool acquisition. PRC sits back, examines their processes, and maps it with the new tool. They don't like the possible adaptation.

They back their processes and shop around for a tool that will also back their process. They come up with a tool that doesn't have state-of-the-art technology. The developer is willing to customize it to their needs. The two parties agree, the customized tool is procured, and the output starts to pour in.

Compare the two approaches

TLS believed in technology, but tweaked their processes to suit the tool on hand. PRC, on the other hand, trusted their process and sought after a tool that could do what they wanted it to do.

TLS compromised their process for technology. PRC stuck with their process and instead compromised the tool's original configuration to suit the process.

Which is a better approach?

Remember what I said earlier: Processes are a set of coordinated activities that will achieve the goal you want to achieve. A tool is a means through which certain functions are carried out.

What counts is the end result, and the process's existence depends on the output it delivers. If it's a home run, it's all well and good, if it doesn't matter what tools were employed. But compromising a process, in the sense that the basic output could be altered, is a scary prospect.

PRC backed their processes and got the tool configured to their needs. They got the best out of both worlds. On the other hand, TLS had to do away with certain process configurations to fit the new master –the tool. PRC's approach is the right way to go about integrating process and technology.

Tools are meant to complement the process by enabling the process activities to be performed as per the design, and never the other way around.

But tools are important

I can't think of designing a process without understanding the capabilities of tools. I'm very much a tools person. But the tools listen to my design, and I don't succumb to their way of working.

It's important that while designing a process, you have a good awareness of what kinds of tools and capabilities are available in the market. That gives you a good starting point. Design the process keeping the objective in mind, but optimize the activities with the available tools.

Tools are undoubtedly vital; a process developer must exploit every aspect of the available tool and perhaps stretch it to imagination — and have it customized to complement the developed process.

How does a process consultant do it?

I have worked independently and with teams of process consultants in developing several processes for ISO 20K, ISO 27K1, and PCI DSS. So I can give you a fairly good idea of how a process consultant sews processes and tools together.

There are specific objectives that a process must achieve. The inputs, budgets, and other service-level requirements are in our possession before we start defining a process. Apart from this, we are aware of what the tool world has to offer.

The inputs are known and so are the expected outputs. Filling in the blanks with process activities is all that we do. Let me illustrate this with an example.

If you want to bake a veggie pizza, you know the ingredients you probably want — like a pizza base, sauce, cheese, olives, and tomatoes — and you know what this pizza looks and tastes like. The steps you take to prepare the pizza are like the individual process activities. The activities you do in order to make a pizza are coordinated — you pre-heat the oven, apply the sauce on the base, apply the cheese followed by vegetables, and then add more cheese. Then you put this in the oven for ten minutes to complete what you had on your mind. The output is just as you expected, and the oven served as a tool that enabled the process activities to be effective.


A process must always be the boss and lead the tool to its expectations.
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The benefits of a successful strategic BI implementation

By Robert Eugene Miller | October 13, 2011, 6:00 AM PDT

In my first blog on business intelligence, "Business Intelligence: A Strategy-based Initiative," I stipulated that every company needs a clear set of goals and objectives to achieve maximum benefits for its business intelligence (BI) strategy.

In the follow-up piece, "Successful BI Deployments Have These Elements," I related the critical elements necessary for successful BI deployment.

In this blog, I intend to identify and discuss the overarching benefits derived from successful Strategic BI implementation.

Larry Ellison of Oracle has said of Strategic Business Intelligence that the best run businesses run better with business intelligence. Without BI, a company runs the risk of making critical decisions based on insufficient or inaccurate information. Making decisions based on "gut feel" will not get the job done!

BI, when well-conceived and properly implemented, allows all users to make informed choices and decisions every time, in every situation. Additionally, information gleaned from a competent BI installation makes employees more productive, suppliers more efficient, and customers more loyal.

Now that I have made my case, on to the details: the articulated benefits of successfully implementing Strategic BI follow.

1. Quickly Identify and Respond to Business Trends

Whether tracking customer buying habits, inventory turns, or other sales and/or operational parameters, any and all of these areas are more readily evaluated and employed in the business decision-making process when coherent and consistent BI tools are available.

As it turns out, the graphical nature of most BI toolkits consistently and dramatically provide for easy access and demand attention to the most useful trends. Indeed, the very nature of the BI toolkit gives rise to a dynamic and readily identified representation of the most pertinent trend data.

2. Empowered Staff Using Timely, Meaningful Information and Trend Reports

The dynamic nature of the BI toolkit propagates a more highly informed management staff, making more highly informed and empowered decisions. If proper care is taken during the design and deployment phase, these valuable decision-making tools will be available to all levels of the organization.

Put succinctly, the very nature of strategic BI toolkits will empower managers at all levels to focus on only the most timely and critical data.

3. Easily Create In-Depth Financial, Operations, Customer, and Vendor Reports

One of the most useful inherent characteristics of a strategic BI implementation is the purposeful aggregation of company data. Because of this focused compendium of functional area information, the generation of meaningful and powerful reporting is almost automatic. In those cases where manual and specific report generation is required, the presentation of data and simple connectivity to useful tools makes report generation simplicity itself.

On-demand reporting has never been so effortless or useful.

4. Efficiently View, Manipulate, Analyze, and Distribute Reports Using Many Familiar Third-Party Tools

Strategic BI systems do not require linkage or association with advanced and expensive computer software and hardware systems. Since many organizations do not have at their disposal multimillion-dollar budgets, already existing tools such as Microsoft Office, Crystal Reports, and other third-party software offerings can be readily employed, in most cases paying for the BI implementation itself.

5. Extract Up-to-the-Minute High-Level Summaries, Account Groupings, or Detail Transactions

Because of the inherent, organizational features of any well-executed BI deployment, users end up with access to pertinent, focused information exactly suited to their specific needs. Additionally, the information available is custom fit to those decisions that need to be made and on a most timely basis.

6. Consolidate Data from Multiple Companies, Divisions, and Databases

Consolidation and aggregation are the dual capstones of BI. They refer to the most promising and powerful aspects of BI.

As one of our most valuable customers related, "We were tired of doing our budgeting and planning the old way. Before we implemented our BI strategy, our fiscal budget took about nine months. We really needed to find other options to address the multiple spreadsheets that we had that were not consolidated and not updated. With BI in place, we did the first pass on our budget in about seven weeks."

7. Minimize Manual and Repetitive Work

This becomes especially true of the administrative tasks made necessary in non-BI environments due to data disparity and nonaligned data systems.

Once in place, the BI toolkit and the synchronistic nature of the BI environment will facilitate a very different orientation to the everyday tasks of data accumulation and processing.

Today thousands of businesses in all sizes, in all industries, all around the world are implementing and utilizing Strategic Business Intelligence. We are at the beginning, a time when the business and technological advances promised by BI are still being developed, explored, and enhanced
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