Information Technology Reference
In-Depth Information
organization, rare is the formal articulation of alignment between an investment in
an increase in network bandwidth and line items on a balance sheet. Even though
financial managers and network operators intend, plan, and execute for the overall
benefit of the organization, they are often frustrated with each other in discussing
technology budgets, investments, and returns on investment. What they need is a
process of
normalization
to create a common understanding, a common foundation
on which to build a problem definition, develop a set of options, select a recom-
mendation, plan a solution, and implement that solution. One normalization tool
is the
framework
.
A framework is a basic conceptual structure that provides a common point
of reference. This topic uses a collection of frameworks to provide an enterprise
perspective as well as to dive deeper into IA as it relates to the enterprise. The
frameworks introduce concepts, not details. The frameworks are presented to pro-
vide the reader with awareness that such frameworks exist and a context in which
to integrate IA into the business processes of governance, management, planning,
and operations.
The frameworks in
Information Assurance Architecture
provide a way to look at
the enterprise as a whole, break it down into constituent parts, examine the parts
individually, and then sum up the parts for different views of the whole. There
are many frameworks, and together they provide a variety of perspectives. Some
frameworks overlap with others. As such, there is some redundancy, but a useful
redundancy in that one perspective may not resonate with a particular manager,
executive, general, admiral, colonel, or congressperson, yet another may. The IA
architect must discern each audience's agenda and deliver the message accord-
ingly. The frameworks help the architect make that discernment and clarify the
IA message.
11.2
Frameworks as Decision Support tools
We develop mental models to help ourselves deal with many aspects of our per-
sonal, social, and professional lives. The term
mental model
refers to cognitive arche-
types, or the way the mind visualizes something. Mental models provide shortcuts
for managing situations we are familiar with, or that we
perceive
we are familiar
with. They save us time by reducing our need to repeatedly go through complex
cognitive processes.
A negative aspect to mental models is prejudice, which is prejudging something.
When our perceptions deceive us and we apply a tried-and-true solution to the
wrong problem, out of habit we misapply that mental model. “Think out of the
box” is one admonition that intends to make us aware that our mental models may
not be serving us well in all situations. Frameworks provide a way to normalize our
perceptions. Frameworks assist in decision making, first by helping us determine
the appropriate question, then by guiding us toward finding the best answer. While
