If you haven’t already been asked about your company’s carbon footprint, and you make a product, supply products or provide services to a larger company you soon will be, and the sustainability of your IT system is something you may well be asked.

This is all to do with the GHG Protocol,  The Greenhouse Gas Protocol (GHG Protocol) is the most widely used international accounting tool for government and business leaders to understand, quantify, and manage greenhouse gas emissions. The GHG Protocol, a decade-long partnership between the World Resources Institute and the World Business Council for Sustainable Development, is working with businesses, governments, and environmental groups around the world to build a new generation of credible and effective programs for tackling climate change.

Essentially, large companies will have to calculate their “scope” emissions, these are defined as follows:
The GHG Protocol defines direct and indirect emissions as follows:

• Direct GHG emissions are emissions from sources that are owned or controlled by the reporting entity.
• Indirect GHG emissions are emissions that are a consequence of the activities of the reporting entity, but occur at sources owned or controlled by another entity.

The GHG Protocol further categorizes these direct and indirect emissions into three broad scopes:

• Scope 1: All direct GHG emissions.
• Scope 2: Indirect GHG emissions from consumption of purchased electricity, heat or steam.
• Scope 3: Other indirect emissions, such as the extraction and production of purchased materials and fuels, transport-related activities in vehicles not owned or controlled by the reporting entity, electricity-related activities (e.g. T&D losses) not covered in Scope 2, outsourced activities, waste disposal, etc.

Ref: http://www.ghgprotocol.org/

What this means is that, as an SME providing a product or a service to a larger company that is conducting a GHG Protocol reporting standard that your scope emissions 1, 2, and 3 count as their scope 3.

So, what do you have to do?
It will probably be prudent, if you have the time and the requirement to do so, is to calculate your own scope 1, 2, and 3 emissions.

GeSI – Global e-Sustainability Initiative
This is another global initiative to reduce energy consumption and carbon emissions, with another set of methodologies to calculate your carbon impact.
This initiative is primarily concerned with materials but it does have other areas that you should review.
More information can be found here: http://www.gesi.org/

ICT Energy Use
Do you know much energy your ICT uses?, you might think not much, but you’d be surprised, one PC can use £60-70 per year, a server 3 times that, so how many PC’s and Servers do you use in your organisation? The best way to measure ICT energy use is to use a dedicated PC Power management product, there are currently 37 different products on the market, even more that are free and downloadable from the internet, be careful though some of the free products have limited functionality compared to a purchased product. Normally, you would install the product without telling anybody in your office and measure over a defined period, it is better to do this over at least a year, but meaningful results can be obtained in as little as two weeks. Most products will be able to identify which PC’s are being left on overnight or at weekends. Research has indicated that even multinational companies can save thousands by switching PC’s off.

Use the power management products already provided with the latest operating systems, you can set polices that will put the PC into sleep or hibernate mode and to switch screens off and spin down disks for free after a set period of time.

Equipment Procurement
Where do you buy your ICT Equipment from, do you know how much embodied energy there is in the equipment? Embodied energy is the energy used in the manufacture of the product. Does that remind you of anything? Yes, we’re back to scope emission calculations again. PC’s especially the cheaper ones use components that are energy intensive and energy inefficient, this means that the PC is likely to use more energy. But there are alternatives available; we recommend that new equipment purchases are only bought from manufacturers that are EPEAT Gold or Energy star standard. More information here and here

The Cloud
We’re still undecided on the green credentials of the cloud. In the absence of any recognised pre and post cloud measurement for a particular company we believe that energy is merely being transferred from you to your cloud services supplier. True a cloud services supplier will be providing virtual machines on one physical server, and therefore that will be more efficient (up to 80% more) than using a server on site, but in order to provide 99.999% uptime and 24/7/365 availability they will be providing dual power supplies, dual networks and dual cooling systems to their data centres and providing 24/7 technical cover. It is our belief that this resilience outweighs any energy saving you may gain. You will also be using more network energy on the internet and you’ll be totally reliant on high-speed broadband services, this will be fine if you’re in the city but not so good if you’re in the country.

The only benefit you get is to transfer some of your capex to opex, from paying for ICT upfront, and monthly on site to paying somebody else monthly.

Disposal
It stands to reason that a computer will get slower, the hard drive will fill up and its operating system will be superseded over a 3-5 year period. Green IT means keeping it going for longer than the warranty period, some of you will already do this, but when it is really dead you still have a number of options, you can convert it to a thin client (bearing in mind that you’ll need to do a bit of work on the servers), you can use it for a lower grade application, perhaps an internet PC, you can store it in a cupboard, or you can donate it to a worthy cause or maybe give it to your staff (some of them might get offended by this though, especially if they have a newer shiner PC at home, they could give it to the kids though!) If you do give it away, make sure that you wipe the hard disks, after all you don’t want to see your company all over the news when an unethical disposal company has stolen all of your money because you left your bank details and passwords on the PC!, and give it to a recognised specialist disposal company that is WEEE certificated.

Conclusion
IT in SME’s can be a large but necessary expense on company finances, it costs you to get the stuff, it costs you to run it and it can cost you to dispose of it, so go green by buying stuff that’s on the EPEAT Gold/Energy start lists, even better buy stuff that’s better than GOLD, there are some companies that exceed the EPEAT guidelines. Measure and monitor your ICT energy use, turn stuff off when it is not being used. When your kit has reached end of life, get rid of it ethically. If you want to go into the Cloud, fine, but measure your energy use before you go in and get your cloud supplier to measure your stuff in their data centre. Finally, you may get asked to provide your energy use in all your activities, IT included so get measuring.

About Carbon3IT
Carbon3IT Ltd is a sustainable IT consultancy, we provide a number of services for you and your clients to measure your IT energy use, reduce energy consumption and comply with legislation.Our Greenprints service is a comprehensive audit of your readiness to move to a low carbon ICT environment, this service is free.We hold the BCS Foundation Certificate in Green IT, the EU Code of Conduct for Data Centres. We are PRINCE 2 Practitioners, and hold the foundation certificate in ITIL. We are active members of the BCS Green IT & Data Centre specialist groups and regularly hold Green IT talks at BCS branches. More information can be found on our website www.carbon3it.com

“Cloud computing may be the hottest thing in corporate computing right now, but two IT disasters – at Amazon and Sony – beg the question: Is cloud computing ready for primetime business?

The cloud is sucking up everything, but seems to have numerous lightning strikes as well.

It’s a nightmare moment. You are under pressure – to meet customer orders, finish a project, execute a deal – and nothing. Your computers, servers or network are down. If you are lucky, a few nail biting hours and a reboot or three later, you and your IT team have restored services.

What if your IT infrastructure goes down and there’s nothing you can do because your computing power sits in the cloud, provided over the internet by another company?

When a key part of Amazon’s EC2 cloud service collapsed, many of the firm’s customers were reduced to publishing apologies on their websites, and click “refresh” on Amazon’s service health dashboard.

Two of Sony’s online gaming services, meanwhile, were hacked, compromising confidential data of more than 100 million customers.

The twin worries of cloud computing, security and resilience, are back, just as the promise of huge cost savings persuaded many companies to make the jump. 2011, experts said, would be the year when companies would get their business ready for the cloud.

According to a new global study by IBM, more than 60% of organisations plan to “embrace cloud computing over the next five years” to boost their “competitive advantage.”

Time for a rethink?

“A cloud is not a cloud is not a cloud,” says John Engates, chief technology officer at cloud services provider Rackspace. Every kind of cloud service requires a different risk assessment.

There are cloud services for consumers holding masses of customer data. Sony had to take its service offline for four weeks. A nasty bump for the global consumer electronics giant, potentially lethal had it happened to a smaller business. Then there are infrastructure and platform services for companies that provide cheap storage, raw computing power, or software as a service. When a software upgrade at Amazon’s data centre in North Virginia went wrong, many companies using the service disappeared from the face of the online world for a full four days.

Cloud computing may be cheap, but robust back-up solutions cost money. Cloud users will have to re-examine how many copies of their data they need, and where to keep them, says Mr Engates from Rackspace.

When cloud services fail, the data is likely to get lost, and recovery is slow at best.
After Google’s cloud-based email service crashed, says Joe Heiser, “it took Google four days to restore [the data of] 0.02% of the users of a single service.”

“We do not believe that the cloud is ready for everything yet,” admits Rackspace’s John Engates, but believes that cloud services can be part of the solution.”

Read the actual BBC article HERE

My take on Cloud? It’s way too early to be swept up by the hype of the Cloud. I will stick to our dedicated servers at Rackspace (quoted above) until the Cloud stops precipitating.

If you want to use the cloud, get some advice first, it’s not all it’s cracked up to be – yet.

I thought therefore that the following extract from our certificate provider Thawte, would be interesting.:

“An SSL certificate is a bit of code on your web server that provides security for online communications. When a web browser contacts your secured web site, the SSL certificate enables an encrypted connection. It’s kind of like sealing a letter in an envelope before sending it through the mail.

SSL certificates also inspire trust because each SSL certificate contains identification information. When you request an SSL certificate, a third party (such as Thawte) verifies your organisation’s information and issues a unique certificate to you with that information. This is known as the authentication process.

For public web sites where customers enter credit cards or other high value information, you need to quickly show users proof of your web site’s identity and encryption. An SSL Web Server Certificate with EV turns the address bar green in high-security browsers and displays your verified organisation name, making it easy for users to trust your site”

In some technical detail (for those of us who are interested!) here is some more stuff…

What Happens between the Web Browser and Server?

• A browser attempts to connect to a web site secured with SSL. The browser requests that the web server identify itself.
• The server sends the browser a copy of its SSL certificate.
• The browser checks whether it trusts the SSL certificate. If so, it sends a message to the server.
• The server sends back a digitally signed acknowledgement to start an SSL encrypted session.
• Encrypted data is shared between the browser and the server.

SSL Fundamentals

• There are 3 essential elements at work in the process described above: a protocol for communications (SSL), credentials for establishing identity (the SSL certificate), and a third party that vouches for the credentials (the certificate authority).
• Computers use protocols to allow different systems to work together. Web servers and web browsers rely on the Secure Sockets Layer (SSL) protocol to enable encrypted communications. The browser’s request that the server identify itself is a function of the SSL protocol.
• Credentials for establishing identity are common to our everyday lives: a driver’s license, a passport, a company badge. An SSL certificate is a type of digital certificate that serves as a credential in the online world. Each SSL certificate uniquely identifies a specific domain (such as thawte.com) and a web server.
• Our trust of a credential depends on our confidence in the organisation that issued it. Certificate authorities have a variety of methods to verify information provided by individuals or organisations. Established certificate authorities, such as Thawte, are well known and trusted by browser vendors. Browsers extend that trust to digital certificates that are verified by the certificate authority.

I think that covers it – if you have any questions or would like to install some extra security on your website, let us know.

1. The volumes of data available to companies are expanding at rates never seen before. The traditional internal sources are being augmented by large volumes of external and unstructured data from web and social media sources and data coming from the adoption of new technologies such as RFID and smart sensors. The key challenge is how these rich data assets can be translated into business value.
2. The technology landscape is moving rapidly with virtualisation, cloud computing, the Web 2.0 technologies (social networks, wikis and blogs) and software capable of analysing huge data sets at a transactional level. The growth in mobile devices is driving the way in which data is consumed by the customer and is increasing the need for companies to provide Mobile BI. These technology changes have made BI, once the reserve of large companies, accessible to all. But technology is just an enabler in this journey.
3. Getting your business processes aligned to your business model and operating as efficiently as possible has always been a critical success factor. The advances in both data and technology are challenging some of the traditional business models and processes. Customers are becoming more demanding and the speeds at which decisions need to be made are shortening.
4. It is the role of people that ensures whether these three factors can be harnessed successfully. These people include all stakeholders in a business…including shareholders, management, staff, customers and suppliers. The organisational agility of SME’s put them in a strong position to take advantage of an increased focus on their BI strategy.

As Sherlock Holmes said “Give me data dear Watson!! I can then make an informed deduction!

CRM technology, when placed at the heart of an organisation can have an almost immediate impact, helping organisations to win profitable customers and to better serve existing customers. CRM is a powerful tool which, if fully harnessed, can play a vital role in sales, marketing and service provision. To produce the required impact it must be implemented with care.

Benefits

• Enhances effectiveness of your business strategy
• Provides improved customer service
• Simplifies marketing and targeted marketing messages
• Measures your marketing efforts
• Brings your organisation together – CRM is not a single department solution
• Business growth and efficiency

Pitfalls

• Ignoring your overall business strategy
• Choosing a solution that is inflexible
• Opting for a solution that is difficult to use
• Not being clear about what you need to obtain from CRM
• Choosing an off the shelf solution and not tailoring it to your own processes
• Staff resistance
• Poor implementation

CRM, or Customer Relationship Management, is one of the most talked about and influential
communications tools any business has as it helps to drive audience loyalty, increase awareness and
ultimately drive sales by using the latest database technology. To many people, CRM is a daunting
prospect, so… Phil Callaghan – managing director of Batley based Caltech, one of the UK’s leading
suppliers & implementers of customer relationship management systems – outlines his Top 10 Tips
on what to look out for and what to do!
1. KISS – ‘Keep it Small and Simple’
CRM has to be nurtured, used, grown and developed to reap the major benefits. However, within
a year most clients see a return on investment. The system can be expanded over time once the
initial stage is complete.
2. Ensure its a business driven application
Involve all stakeholders within your business to ensure there is a common, company-wide goal for
implementing CRM. It is a cross functional solution that is used by many teams from marketing
and sales to customer service and senior management, so each department needs to take
responsibility for their own part of the system.
3. Look to the future
Decide what is it you want your system to do – both now and in the future by thinking out of the
box. Do not focus on the specifics but do think about your visionary requirements. How do you
see it working for your organisation long term? A good CRM organisation will tailor the selected
system to fit your evolving needs.
4. Setting & agreeing the correct processes
Defining processes is more time consuming than difficult. Always think in a methodical way; “the
phone rings” now what? How do you manage enquiries? Does each user follow the same route?
What information is sent to the caller? How is the call followed up? Are they followed up? Think
about processes for customer service, sales and marketing. Also, carefully consider what other
systems you would like to be integrated with CRM, such as accountancy programs.
5. Choose the right system for you
Always invite a number of CRM experts in and review their ideas and solutions. Prepare for the
meetings by ensuring that you have questions about them and their systems, i.e. Have they
worked with your industry before? Does the solution fit your requirements? Also ensure that you
are thinking about how user friendly the system is and choose one that has been tested,
pioneered and developed to get the optimum outputs.
6. Analyse the risk
CRM is a big investment so make sure you are aware of the risks you are taking such as working
with and trusting CRM experts as well as the system not being used properly. Your CRM
specialist should have a risk planning document to ensure that they have a back up plan if there
are issues.
7. Agree the correct reporting
It is all very well having a system in place but to get maximum benefit you need to know how it is
working through detailed reports and information breakdowns. Always ensure that you speak with
your CRM specialist about the kind of reporting that you need and make sure you understand how
to access them.
8. Integrate all your data
Think about and discuss with your CRM partner how all your current data can be imported and
used in the new system – it is what your business is built on. Also, talk to them about how you can
maximise other data that you might want to incorporate. Most importantly, ensure all data is clean.
9. Make sure there is buy-in
Everyone has to adopt CRM for it to work. Without them, the system just won’t give you the
results you need. CRM is not a single silver bullet and it will only work if you put the effort in
which means bringing all relevant people to the table early in its development.
10. Review the system and reflect on what you set out to achieve
Review the impact that CRM has had on your organisation – both internally and externally. Once
the system has bedded in, set up a CRM user group to discuss ideas, problems or any issues.
Being able to “nip issues in the bud” before they become too big is the key!

•  The technical security systems put in place by the SaaS (Software as a Service) provider (identity and access management, backup systems, hardware redundancy etc.)
• The processes put in place by the provider (restricting internal staff access, management of software patch and upgrade cycles etc.)
• Confidence in the provider.

On a technical level, the scale of cloud based systems allows multiple instances to share a common security infrastructure, enabling greater levels of security to be more cost effective than for a single local instance. This is counter balanced by the fact that there is obviously more to gain by compromising the security of a cloud provider than a single company. One successful breach could potentially provide access to data from many companies. Many eggs, one basket.
The provider may have all the necessary processes and technology in place, but unless companies have confidence in those processes and technology they will simply not take the risk.
It’s commonly believed that the majority of data security threats originate from inside organisations, however recent research (7Safe, 2010) indicates otherwise, and that this figure may be as low as 2%, with 18% originating from business partners. In 2008 Verizon found that 39% of data breaches were caused by business partners. This seems to back up fears that moving data out of an organisation does increase the threat to security. Or, is that because internal employees are better at hiding their tracks? Or that there’s less monitoring (or reporting) of internal security breaches?
Either way, I don’t believe that the actual level of security is the main issue, it’s the perceived level of security, and confidence that the systems will be managed effectively. Given this, the BI industry, as a relative newcomer to the cloud, can take comfort from the successful implementation of more established SaaS systems such as CRM (customer relationship management) and ERP (enterprise resource planning). Let those systems pave the way and be the guinea pigs.

What are the benefits and disadvantages of data warehousing versus taking a data warehouse appliances approach?

Data volumes continue to spiral. To keep up, data warehousing infrastructure is moving in three directions; virtualisation, the cloud and data warehousing appliances. All three offer increased scalability with a lower total cost of ownership when compared to the traditional physical server approach. Comparing the three boils down to cost, flexibility, scalability and security.
If flexibility is the primary goal, then custom built infrastructure is the best option. Each instance can be configured, tuned and customised at will. This obviously increases the cost of deployment and testing, although virtualisation has helped mitigate this somewhat.
Both appliances and the cloud offer a faster deployment route, minimising the need to have experienced resource designing, building and testing the infrastructure. Both options also have the advantage of preconfigured, standardised security models, easing corporate concerns surrounding data theft. Appliances have the advantage over the cloud that a company retains control of the physical media, and doesn’t have to rely on a third party organisation.
Appliances and the cloud also provide an inherently scalable architecture. One of the common issues surrounding data warehousing is the growth in data. Not only natural growth (every week there’s another week’s worth of sales to store), but also growth in the scope of the warehouse. Any company whose data warehouse isn’t evolving should ask themselves a serious question of why. All companies have to evolve, responding to changing markets, the global economy, regulatory changes etc., and the warehouse should be evolving with it, otherwise how can you expect it to continue to provide you with the information that you need. This often requires storing information at a greater level of granularity, moving from daily loads to near real-time, remodelling data etc., all of which place demands on the hardware infrastructure. Appliances and the cloud both provide a much more seamless path to scalability than a custom infrastructure.
The appliance providers are very quick to promote the cost savings they can provide. On one hand the appliances provide a pre-packaged, plug and play approach, reducing the need for IT infrastructure resource. However if you already have the IT resource in place supporting the dozens of other systems in the organisation, then there’s a good chance that they’ll already have the capacity to also manage the data warehouse infrastructure without further cost. So yes, appliances could reduce cost when compared to taking on new resource, but don’t assume this is always going to be the case.

Is social analytics the next big thing or will it never work for most businesses?

What is Business Intelligence? The collection of data, turning it into information then knowledge to provide greater insight. It stands to reason that the more data you have, the greater the chances of maximising insight. This simple fact means that a resource as large as social media cannot be ignored.
I don’t think this discussion should be restricted to social analytics, the wider field of the semantic web as a whole provides a veritable playground of web based datasets. Social analytics is an important element of that but by no means the whole picture.
It’s already commonplace to compliment internal corporate datasets with third party information (Acorn, HPI, etc.), however there’s often a cost barrier for a lot of these managed datasets which prevent many SMEs from exploring the possibilities. As the semantic web grows it will become easier to enhance the analytical ability of BI systems by using the vast (and rapidly growing) pool of information on the internet.
Take for example a company analysing sales patterns that see unexplained spikes in their sales, if the company could identify any correlation between the spikes and external events (local, regional or global, economic, sporting or current affairs etc.) then it could be possible to predict and exploit that information in the future. This is an example of taking third party factual information and correlating it with internal information to add value. Where social analytics adds even more value is that it doesn’t deal in facts but feelings.
This will be a strange departure for most BI professionals, as we like to work with facts. If Joe blogs or tweets that he’s having a miserable day, how is that relevant to your company? In itself it may not be very useful, but when aggregated with countless other blogs, tweets etc. the information can become very insightful, especially for brand monitoring. Following the launch of a new marketing campaign, the only way of assessing customer response was to either wait until the month end sales reports, or conduct a survey; neither of which give you both a quick and reliable answer. If you can track social media keywords and traffic trends however, you can instantly gauge the feedback from the vast army of social networkers across the globe, or those in a localised area.
The problem facing companies is how to harness this data. With over 50 million global tweets per day, plus blogs, Facebook etc. there is too much to wade through. This will promote the importance of the aggregators, systems that automate the work and extract the required information.
I was fascinated by recent research correlating twitter messages with the stock market. It found that by aggregating nearly 10 million tweets over 9 months using the Google Profile of Mood States algorithm, the measure of twitter ‘calmness’ successfully predicted the Dow Jones movement 2-6 days later in 87% of cases. Without social analytics, how else could the principle of ‘wisdom of the crowd’ ever be tested on this kind of scale?
This area of research is still in its early days (well, so is the entire social media field!) but evidence like this proves that there is money to be made. Which in itself guarantees the future of social analytics.

Failed or underachieving IT projects cost SME businesses millions of pounds per year in the UK and our aim with this guide is to make a difference by helping you, the business decision-maker to bypass the time and money costs of making some of the basic mistakes.

It’s brought to you by the UK IT Association and its members who represent the best of the IT, web and digital media companies in the UK. This makes it the genuine insider’s guide telling you how to get the best from us – your suppliers and to shortlist the ones that are less likely to turn out to be the cowboys. UKITA’s aim is to find, recognise and promote The IT Good Guys … and Girls!

The Basics
Time and time again we see projects where the paying customer is disappointed with the results or think that they have had a rough deal from the supplier – in fact, we in the IT industry are sometimes seen as ‘unregulated cowboys’ compared to other serious people like engineers, lawyers, doctors and dentists and yet what we do enables UK business and accounts for a large percent of the UK’s gross product. Good IT in all its forms is nearly as vital to UK business as good cashflow.

What’s the number one reason for IT project disappointment?
Take a guess.
Incompetence? Negligence? Inadequate suppliers?
Actually our experience proves that the number on reasons for disappointment are BAD OR INCOMPLETE COMMUNICATION OR DOCUMENTATION before or at the start of the project and LACK OF EXPERIENCE of the customer in procurement of products or services.
Buying new IT, web or online services is often more complicated than buying a house, car or a widescreen HD TV – though typically will cost you a similar sum. Your decisions and management of the process will affect you, your customers, employees and shareholders and the first question you should ask yourself is : “Am I competent to do this on my own?”  This guide is here to help but you should also stop for a moment to think “Do I need help with this?”

If you think you might need some help then three quite different approaches you could use are to:

1. Call on one of the government services like Business Link to help you
2. Enlist the help of someone you know and trust and who has more experience than you, or
3. Engage the help of an independent IT consultant on a short-term assignment.

The Checklist
This is our list of SOME of the main questions and points that you should be checking through – we don’t tell you what the answer to each should be – this depends on your project, your budget and your risk-appetite and a host of other factors. The question is – have you raised, researched and come to a decision on each point, have you written it down and where applicable, have you and your supplier agreed on it?

• Have I read and understood the supplier’s Terms and Conditions?
• If you don’t understand or don’t like the terms then have you asked the supplier to explain or change them?
• Is there a written brief or specification? This could be basic or a long document but it’s vital because this and the terms and conditions are what will help avoid misunderstanding and disappointment and will form the basis of any dispute that could arise later
• The first two points are VITAL because they form the basis of the CONTRACT you are entering with the supplier. You will often not see the word ‘contract’ written anywhere but it’s important that you realise that you are entering a contract with your supplier and that 200 years of contract case law and statutes will apply to any dispute you and the supplier may later find yourselves in.
• Price. Is it fixed? What are the arrangements if the project changes scope or you make changes to details as you start to see ‘it’ take shape?
• Delivery. How clearly is this defined, what’s the timeline? What happens if your supplier or you don’t do something on time – in the most formal case, this can involve penalty payments or reductions in the supplier’s charges
• Be a reasonable customer! The supplier pays themselves, their employees and overheads and in some cases needs to make a return for shareholders so this is absolutely about money. If you change the scope or details of the project once it is in progress, you must expect the supplier to raise cost and delivery date issues – as always, the question is: “what does the documentation say about this?”
• Disaster – what are the arrangements if the supplier or you goes out of business, has an accident etc? Can you retrieve what you would need to hand the project to someone else and what would be the financial position you would find yourself in? You need to particularly look at this aspect if the supplier is an individual working on their own.

Disclaimer
The Good IT Buyer’s Guide is constantly under development. To stay up to date with additions and changes, follow us on Twitter as @TheGoodITGuide.
Suggestions made in the Guide don’t constitute professional advice and you should seek advice and do your own due diligence before any purchase or procurement.
Andrew Corbett, UK IT Association