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ITSM is focused on aligning IT processes and services with business objectives to help an organization grow.\r\nITSM positions IT services as the key means of delivering and obtaining value, where an internal or external IT service provider works with business customers, at the same time taking responsibility for the associated costs and risks. ITSM works across the whole lifecycle of a service, from the original strategy, through design, transition and into live operation.\r\nTo ensure sustainable quality of IT services, ITSM establishes a set of practices, or processes, constituting a service management system. There are industrial, national and international standards for IT service management solutions, setting up requirements and good practices for the management system. \r\nITSM system is based on a set of principles, such as focusing on value and continual improvement. It is not just a set of processes – it is a cultural mindset to ensure that the desired outcome for the business is achieved. \r\n<span style=\"font-weight: bold; \">ITIL (IT Infrastructure Library)</span> is a framework of best practices and recommendations for managing an organization's IT operations and services. IT service management processes, when built based on the ITIL framework, pave the way for better IT service operations management and improved business. To summarize, ITIL is a set of guidelines for effective IT service management best practices. ITIL has evolved beyond the delivery of services to providing end-to-end value delivery. The focus is now on the co-creation of value through service relationships. \r\n<p class=\"align-center\"><span style=\"font-weight: bold; \">ITSM processes typically include five stages, all based on the ITIL framework:</span></p>\r\n<span style=\"font-weight: bold; \">ITSM strategy.</span> This stage forms the foundation or the framework of an organization's ITSM process building. It involves defining the services that the organization will offer, strategically planning processes, and recognizing and developing the required assets to keep processes moving. \r\n<span style=\"font-weight: bold; \">Service design.</span> This stage's main aim is planning and designing the IT services the organization offers to meet business demands. It involves creating and designing new services as well as assessing current services and making relevant improvements.\r\n<span style=\"font-weight: bold; \">Service transition.</span> Once the designs for IT services and their processes have been finalized, it's important to build them and test them out to ensure that processes flow. IT teams need to ensure that the designs don't disrupt services in any way, especially when existing IT service processes are upgraded or redesigned. This calls for change management, evaluation, and risk management. \r\n<span style=\"font-weight: bold; \">Service operation. </span>This phase involves implementing the tried and tested new or modified designs in a live environment. While in this stage, the processes have already been tested and the issues fixed, but new processes are bound to have hiccups—especially when customers start using the services. \r\n<span style=\"font-weight: bold;\">Continual service improvement (CSI).</span> Implementing IT processes successfully shouldn't be the final stage in any organization. There's always room for improvement and new development based on issues that pop up, customer needs and demands, and user feedback.\r\n\r\n","materialsDescription":"<h1 class=\"align-center\">Benefits of efficient ITSM processes</h1>\r\nIrrespective of the size of business, every organization is involved in IT service management in some way. ITSM ensures that incidents, service requests, problems, changes, and IT assets—in addition to other aspects of IT services—are managed in a streamlined way.\r\nIT teams in your organization can employ various workflows and best practices in ITSM, as outlined in ITIL. Effective IT service management can have positive effects on an IT organization's overall function.\r\nHere are the 10 key benefits of ITSM:\r\n<ul><li>&nbsp;&nbsp;&nbsp; Lower costs for IT operations</li><li>&nbsp;&nbsp;&nbsp; Higher returns on IT investments</li><li>&nbsp;&nbsp;&nbsp; Minimal service outages</li><li>&nbsp;&nbsp;&nbsp; Ability to establish well-defined, repeatable, and manageable IT processes</li><li>&nbsp;&nbsp;&nbsp; Efficient analysis of IT problems to reduce repeat incidents</li><li>&nbsp;&nbsp;&nbsp; Improved efficiency of IT help desk teams</li><li>&nbsp;&nbsp;&nbsp; Well-defined roles and responsibilities</li><li>&nbsp;&nbsp;&nbsp; Clear expectations on service levels and service availability</li><li>&nbsp;&nbsp;&nbsp; Risk-free implementation of IT changes</li><li>&nbsp;&nbsp;&nbsp; Better transparency into IT processes and services</li></ul>\r\n<h1 class=\"align-center\">How to choose an ITSM tool?</h1>\r\nWith a competent IT service management goal in mind, it's important to invest in a service desk solution that caters to your business needs. It goes without saying, with more than 150 service desk tools to choose from, selecting the right one is easier said than done. Here are a few things to keep in mind when choosing an ITSM products:\r\n<span style=\"font-weight: bold; \">Identify key processes and their dependencies. </span>Based on business goals, decide which key ITSM processes need to be implemented and chart out the integrations that need to be established to achieve those goals. \r\n<span style=\"font-weight: bold; \">Consult with ITSM experts.</span> Participate in business expos, webinars, demos, etc., and educate yourself about the various options that are available in the market. Reports from expert analysts such as Gartner and Forrester are particularly useful as they include reviews of almost every solution, ranked based on multiple criteria.\r\n<span style=\"font-weight: bold; \">Choose a deployment option.</span> Every business has a different IT infrastructure model. Selecting an on-premises or software as a service (SaaS IT service management) tool depends on whether your business prefers to host its applications and data on its own servers or use a public or private cloud.\r\n<span style=\"font-weight: bold; \">Plan ahead for the future.</span> Although it's important to consider the &quot;needs&quot; primarily, you shouldn't rule out the secondary or luxury capabilities. If the ITSM tool doesn't have the potential to adapt to your needs as your organization grows, it can pull you back from progressing. Draw a clear picture of where your business is headed and choose an service ITSM that is flexible and technology-driven.\r\n<span style=\"font-weight: bold;\">Don't stop with the capabilities of the ITSM tool.</span> It might be tempting to assess an ITSM tool based on its capabilities and features but it's important to evaluate the vendor of the tool. A good IT support team, and a vendor that is endorsed for their customer-vendor relationship can take your IT services far. Check Gartner's magic quadrant and other analyst reports, along with product and support reviews to ensure that the said tool provides good customer support.","iconURL":"https://old.roi4cio.com/fileadmin/user_upload/icon_ITSM.png","alias":"itsm-it-service-management"},"399":{"id":399,"title":"Requirements Visualization, Definition, and Management","description":" Requirements management is the process of documenting, analyzing, tracing, prioritizing and agreeing on requirements and then controlling change and communicating to relevant stakeholders. It is a continuous process throughout a project. A requirement is a capability to which a project outcome (product or service) should conform.\r\nThe purpose of requirements management is to ensure that an organization documents, verifies, and meets the needs and expectations of its customers and internal or external stakeholders. Requirements management begins with the analysis and elicitation of the objectives and constraints of the organization. Requirements management further includes supporting planning for requirements, integrating requirements and the organization for working with them (attributes for requirements), as well as relationships with other information delivering against requirements, and changes for these.\r\nThe traceability thus established is used in managing requirements to report back fulfilment of company and stakeholder interests in terms of compliance, completeness, coverage, and consistency. Traceabilities also support change management as part of requirements management in understanding the impacts of changes through requirements or other related elements (e.g., functional impacts through relations to functional architecture), and facilitating introducing these changes.\r\nRequirements management involves communication between the project team members and stakeholders, and adjustment to requirements changes throughout the course of the project. To prevent one class of requirements from overriding another, constant communication among members of the development team is critical. For example, in software development for internal applications, the business has such strong needs that it may ignore user requirements, or believe that in creating use cases, the user requirements are being taken care of.\r\nRequirements traceability is concerned with documenting the life of a requirement. It should be possible to trace back to the origin of each requirement and every change made to the requirement should therefore be documented in order to achieve traceability. Even the use of the requirement after the implemented features have been deployed and used should be traceable.\r\nRequirements come from different sources, like the business person ordering the product, the marketing manager and the actual user. These people all have different requirements for the product. Using requirements traceability, an implemented feature can be traced back to the person or group that wanted it during the requirements elicitation. This can, for example, be used during the development process to prioritize the requirement, determining how valuable the requirement is to a specific user. It can also be used after the deployment when user studies show that a feature is not used, to see why it was required in the first place.","materialsDescription":"<span style=\"font-weight: bold; \">Requirements activities</span>\r\nAt each stage in a development process, there are key requirements management activities and methods. To illustrate, consider a standard five-phase development process with Investigation, Feasibility, Design, Construction, and Test, and Release stages.\r\n<span style=\"font-style: italic; \"><span style=\"font-weight: bold; \">Investigation</span></span>\r\nIn Investigation, the first three classes of requirements are gathered from the users, from the business, and from the development team. In each area, similar questions are asked; what are the goals, what are the constraints, what are the current tools or processes in place, and so on. Only when these requirements are well understood can functional requirements be developed.\r\nIn the common case, requirements cannot be fully defined at the beginning of the project. Some requirements will change, either because they simply weren’t extracted, or because internal or external forces at work affect the project in mid-cycle.\r\nThe deliverable from the Investigation stage is a requirements document that has been approved by all members of the team. Later, in the thick of development, this document will be critical in preventing scope creep or unnecessary changes. As the system develops, each new feature opens a world of new possibilities, so the requirements specification anchors the team to the original vision and permits a controlled discussion of scope change.\r\nWhile many organizations still use only documents to manage requirements, others manage their requirements baselines using software tools. These tools allow requirements to be managed in a database, and usually have functions to automate traceability (e.g., by allowing electronic links to be created between parent and child requirements, or between test cases and requirements), electronic baseline creation, version control, and change management. Usually, such tools contain an export function that allows a specification document to be created by exporting the requirements data into a standard document application.\r\n<span style=\"font-style: italic; \"><span style=\"font-weight: bold; \">Feasibility</span></span>\r\nIn the Feasibility stage, the costs of the requirements are determined. For user requirements, the current cost of work is compared to the future projected costs once the new system is in place. Questions such as these are asked: “What are data entry errors costing us now?” Or “What is the cost of scrap due to operator error with the current interface?” Actually, the need for the new tool is often recognized as these questions come to the attention of financial people in the organization.\r\nBusiness costs would include, “What department has the budget for this?” “What is the expected rate of return on the new product in the marketplace?” “What’s the internal rate of return in reducing the costs of training and support if we make a new, easier-to-use system?”\r\nTechnical costs are related to software development costs and hardware costs. “Do we have the right people to create the tool?” “Do we need new equipment to support expanded software roles?” This last question is an important type. The team must inquire into whether the newest automated tools will add sufficient processing power to shift some of the burdens from the user to the system in order to save people time.\r\nThe question also points out a fundamental point about requirements management. A human and a tool form a system, and this realization is especially important if the tool is a computer or a new application on a computer. The human mind excels in parallel processing and interpretation of trends with insufficient data. The CPU excels in serial processing and accurate mathematical computation. The overarching goal of the requirements management effort for a software project would thus be to make sure the work being automated gets assigned to the proper processor. For instance, “Don’t make the human remember where she is in the interface. Make the interface report the human’s location in the system at all times.” Or “Don’t make the human enter the same data in two screens. Make the system store the data and fill in the second screen as needed.”\r\nThe deliverable from the Feasibility stage is the budget and schedule for the project.\r\n<span style=\"font-style: italic;\"><span style=\"font-weight: bold;\">Design</span></span>\r\nAssuming that costs are accurately determined and benefits to be gained are sufficiently large, the project can proceed to the Design stage. In Design, the main requirements management activity is comparing the results of the design against the requirements document to make sure that work is staying in scope.\r\nAgain, flexibility is paramount to success. Here’s a classic story of scope change in mid-stream that actually worked well. Ford auto designers in the early ‘80s were expecting gasoline prices to hit $3.18 per gallon by the end of the decade. Midway through the design of the Ford Taurus, prices had centered to around $1.50 a gallon. The design team decided they could build a larger, more comfortable, and more powerful car if the gas prices stayed low, so they redesigned the car. The Taurus launch set nationwide sales records when the new car came out, primarily because it was so roomy and comfortable to drive.\r\nIn most cases, however, departing from the original requirements to that degree does not work. So the requirements document becomes a critical tool that helps the team make decisions about design changes.\r\n<span style=\"font-style: italic;\"><span style=\"font-weight: bold;\">Construction and test</span></span>\r\nIn the construction and testing stage, the main activity of requirements management is to make sure that work and cost stay within schedule and budget, and that the emerging tool does, in fact, meet requirements. A main tool used in this stage is prototype construction and iterative testing. For a software application, the user interface can be created on paper and tested with potential users while the framework of the software is being built. The results of these tests are recorded in a user interface design guide and handed off to the design team when they are ready to develop the interface. This saves time and makes their jobs much easier.\r\nVerification: This effort verifies that the requirement has been implemented correctly. There are 4 methods of verification: analysis, inspection, testing, and demonstration. Numerical software execution results or through-put on a network test, for example, provides analytical evidence that the requirement has been met. Inspection of vendor documentation or spec sheets also verifies requirements. Actually testing or demonstrating the software in a lab environment also verifies the requirements: a test type of verification will occur when test equipment not normally part of the lab (or system under test) is used. Comprehensive test procedures which outline the steps and their expected results clearly identify what is to be seen as a result of performing the step. After the step or set of steps is completed the last step's expected result will call out what has been seen and then identify what requirements or requirements have been verified (identified by number). The requirement number, title, and verbiage are tied together in another location in the test document.\r\n<span style=\"font-style: italic;\"><span style=\"font-weight: bold;\">Requirements change management</span></span>\r\nHardly would any software development project be completed without some changes being asked of the project. The changes can stem from changes in the environment in which the finished product is envisaged to be used, business changes, regulation changes, errors in the original definition of requirements, limitations in technology, changes in the security environment and so on. The activities of requirements change management include receiving the change requests from the stakeholders, recording the received change requests, analyzing and determining the desirability and process of implementation, implementation of the change request, quality assurance for the implementation and closing the change request. Then the data of change requests be compiled, analyzed and appropriate metrics are derived and dovetailed into the organizational knowledge repository.\r\n<span style=\"font-style: italic;\"><span style=\"font-weight: bold;\">Release</span></span>\r\nRequirements management does not end with product release. From that point on, the data coming in about the application’s acceptability is gathered and fed into the Investigation phase of the next generation or release. Thus the process begins again.","iconURL":"https://old.roi4cio.com/fileadmin/user_upload/icon_Requirements_Visualization.png","alias":"requirements-visualization-definition-and-management"},"713":{"id":713,"title":"IT Trainings","description":" IT Training is specific to the Information Technology (IT) industry, or to the skills necessary for performing information technology jobs. IT Training includes courses related to the application, design, development, implementation, support or management of computer-based information systems.\r\nThe IT training market is segmented into six broad market segments.&nbsp; Based on TrainingIndustry.com research, these segments reflect how IT training companies focus their suite of offerings and from which areas they derive most of their revenue.\r\n<ul><li>IT Infrastructure Training focuses on building, sustaining, and managing technical infrastructure.</li><li>Programming and Database Training involves database construction and management, programming language, and similar areas.</li><li>Enterprise Business Applications Training involves software applications that manage organizations’ processes, such as ERP, CRM, call center management, automated billing systems, etc.</li><li>Desktop Applications Training focuses on how to use programs and applications for desktop users.</li><li>Certification Training includes certifications, compliance, exam preparation, or boot camp style training programs.</li><li>Cyber Security Training involves courses and training programs centered on IT network and system security.</li></ul>","materialsDescription":" <span style=\"font-weight: bold;\">What is IT Training?</span>\r\nThe organized activity aimed at imparting information and/or instructions to improve the recipient's performance or to help him or her attain a required level of knowledge or skill in the IT-sphere.\r\n<span style=\"font-weight: bold;\">Who is an information technology (IT) trainer?</span>\r\nInformation technology trainers may teach IT administrative support staff or an organization's non-technical business users how to operate, configure, and maintain new technology. Employed either in-house as part of the IT department or by a technology vendor, the information technology trainer helps a company get the most value from its investment in an IT solution.\r\nAn information technology degree helps IT professionals build a foundation for a technical training career. In addition, IT trainers must stay up to date with evolving technology. IT certification programs such as MCSE certification allow trainers to build expertise in specific vendor technologies and systems components. According to the Bureau of Labor Statistics, training and development specialists in all fields earned a mean annual salary of $55,310 in 2009. Software publishing was among the top-paying industries for trainers, with a salary of $71,960.\r\n<span style=\"font-weight: bold;\">What is the target audience of IT Training?</span>\r\nStudents of IT training programs are predominately those who work in jobs related to computer science, network administration, information technology management, cloud computing, telecommunications, etc.\r\nGeneral business professionals and consumers who use IT applications, and computer and software products are other important audiences for IT training. IT training, more so than most other content segments of the training market, contains a substantial amount of business to consumer (B2C) training. Consumer training occurs when a student (or purchaser of a training program) completes the training on their own, without the recommendation, supervision, or support of an employer. This includes individuals aiming to improve their IT skill set or to gain certifications.\r\nThere is also a considerable amount of government spending in the IT training market, predominately in the area of cybersecurity.","iconURL":"https://old.roi4cio.com/fileadmin/user_upload/icon_IT_Trainings.png","alias":"it-trainings"},"718":{"id":718,"title":"IT Consulting","description":" In management, information technology consulting (also called IT consulting, computer consultancy, business and technology services, computing consultancy, technology consulting, and IT advisory) as a field of activity focuses on advising organizations on how best to use information technology (IT) in achieving their business objectives.\r\nThe IT consulting industry can be viewed as a Four-tier system:\r\n<ul><li>Professional services firms which maintain large professional workforces and command high bill rates.</li><li>Staffing firms, which place technologists with businesses on a temporary basis, typically in response to employee absences, temporary skill shortages and technical projects.</li><li>Independent consultants, who are self-employed or who function as employees of staffing firms (for US tax purposes, employed on Form W-2), or as independent contractors in their own right (for US tax purposes, on &quot;1099&quot;).</li><li>Information Technology security consultants</li></ul>\r\nThere are different reasons why consultants are called in:\r\n<ul><li>To gain external, objective advice and recommendations</li><li>To gain access to the consultants' specialized expertise</li><li>Temporary help during a one-time project where the hiring of a permanent employee(s) is not required or necessary</li><li>To outsource all or part of the IT services from a specific company.</li></ul>\r\nThere is a relatively unclear line between management consulting and IT consulting. There are sometimes overlaps between the two fields, but IT consultants often have degrees in computer science, electronics, technology, or management information systems while management consultants often have degrees in accounting, economics, Industrial Engineering, finance, or a generalized MBA (Masters in Business Administration).\r\nAccording to the Institute for Partner Education &amp; Development, IT consultants' revenues come predominantly from design and planning based consulting with a mixture of IT and business consulting. This is different from a systems integrator in that you do not normally take title to product. Their value comes from their ability to integrate and support technologies as well as determining product and brands. ","materialsDescription":"<span style=\"font-weight: bold; \">Who is an information technology (IT) consultant?</span>\r\nAn information technology consultant is a third-party service provider who is qualified to advise clients on the best use of IT to meet specific business requirements. IT consultants may work with a professional IT consultancy firm or as independent contractors. They may conduct a business needs assessment and develop an information systems solution that meets the organization's objectives.\r\nSome information technology consultants emphasize technical issues while others help organizations use IT to manage business processes. Still others specialize in a specific IT area such as information security.\r\nIT consultants need a deep knowledge of both business and information technology. A bachelor's degree in management information systems, computer science, or information science is the typical path into a technical consultancy career. IT certifications supplement this foundation with specialized technical training. Information technology degree and certification programs are available online to accommodate working IT professionals.\r\n<span style=\"font-weight: bold; \">What are the prerequisites and major obstacles?</span>\r\nOnce a business owner defined the needs to take a business to the next level, a decision maker will define a scope, cost and a time-frame of the project. The role of the IT consultancy company is to support and nurture the company from the very beginning of the project until the end, and deliver the project not only in the scope, time and cost but also with complete customer satisfaction.\r\n<span style=\"font-style: italic; \"><span style=\"font-weight: bold; \">Project scoping and planning</span></span>\r\nThe usual problem is that a business owner doesn't know the detail of what the project is going to deliver until it starts the process. In many cases, the incremental effort in some projects can lead to significant financial loss.\r\n<span style=\"font-style: italic; \"><span style=\"font-weight: bold; \">Business process and system design</span></span>\r\nThe scope of a project is linked intimately to the proposed business processes and systems that the project is going to deliver. Regardless of whether the project is to launch a new product range or discontinue unprofitable parts of the business, the change will have some impact on business processes and systems. The documentation of your business processes and system requirements are as fundamental to project scoping as an architects plans would be to the costing and scoping of the construction of a building.\r\n<span style=\"font-style: italic; \"><span style=\"font-weight: bold; \">Project management support</span></span>\r\nThe most successful business projects are always those that are driven by an employee who has the authority, vision and influence to drive the required changes in a business. It is highly unlikely that a business owner (decision maker or similar) will realize the changes unless one has one of these people in the employment. However, the project leadership role typically requires significant experience and skills which are not usually found within a company focused on day-to-day operations. Due to this requirement within more significant business change projects/programs, outside expertise is often sought from firms which can bring this specific skill set to the company.\r\n<span style=\"font-weight: bold;\">What are the skills of IT-consulting?</span>\r\nAn IT consultant needs to possess the following skills:\r\n<ul><li>Advisory skills</li><li>Technical skills</li><li>Business skills</li><li>Communication skills</li><li>Management skills</li><li>Advisory language skills</li><li>Business and management language skills</li><li>Technical language skills</li></ul>","iconURL":"https://old.roi4cio.com/fileadmin/user_upload/icon_IT_Consulting.png","alias":"it-consulting"},"727":{"id":727,"title":"IT Security Audit","description":" A <span style=\"font-weight: bold; \">computer security audit</span> is a manual or systematic measurable technical assessment of a system or application. Manual assessments include interviewing staff, performing security vulnerability scans, reviewing application and operating system access controls, and analyzing physical access to the systems. Automated assessments, or CAAT's, include system generated audit reports or using software to monitor and report changes to files and settings on a system. Systems can include personal computers, servers, mainframes, network routers, switches.\r\nAt its root, an <span style=\"font-weight: bold; \">IT security audit</span> includes two different assessments. The manual assessment occurs when an internal or external IT security audit companies interview employees, reviews access controls, analyzes physical access to hardware, and performs vulnerability scans. \r\nAudit, performed by IT security audit services or IT security audit software, analyzes individual technical infrastructure components at a detailed level, ensuring that each is functioning in a manner that reinforces appropriate information security. The stakes are made higher with a number of regulatory compliance requirements mandating that IT audits be included in organizational due diligence efforts. These reviews should occur, at a minimum, annually. Some organizations, however, prefer to do them more frequently.\r\nOrganizations should also review system-generated reports. Automated assessments not only incorporate that data, but also respond to software monitoring reports and changes to server and file settings.\r\nSecurity audits, vulnerability assessments, and penetration testing are the <span style=\"font-weight: bold; \">three main types of security diagnostics. </span>Each of the three takes a different approach and may be best suited for a particular purpose. \r\n<span style=\"font-weight: bold; \">Security audits</span> measure an information system's performance against a list of criteria. \r\nA <span style=\"font-weight: bold; \">vulnerability assessment,</span> on the other hand, involves a comprehensive study of an entire information system, seeking potential security weaknesses. \r\n<span style=\"font-weight: bold; \">Penetration testing</span> is a covert operation, in which a security expert tries a number of attacks to ascertain whether or not a system could withstand the same types of attacks from a malicious hacker. In penetration testing, the feigned attack can include anything a real attacker might try, such as social engineering. Each of the approaches has inherent strengths, and using two or more of them in conjunction may be the most effective approach of all.\r\n\r\n\r\n","materialsDescription":"<h1 class=\"align-center\"> <span style=\"font-weight: bold;\">What is a security audit?</span></h1>\r\nA Security Audit is a process or event where the IT security policy or standards are used as a basis to determine the overall state of existing protection and to verify whether existing protection is being performed properly. It aims to determine whether the current environment is securely protected in accordance with the defined IT security policy.<br />Before performing a security assessment or audit, the organization should define the scope of the security audit, and the budget and duration allowed for the assessment/audit.\r\n<h1 class=\"align-center\"><span style=\"font-weight: bold;\">How often should a security audit be performed?</span></h1>\r\nA security audit only provides a snapshot of the vulnerabilities in a system at a particular point in time. As technology and the business environment changes, periodic and ongoing reviews will inevitably be required. Depending on the criticality of the business, a security audit might be conducted yearly, or every two years.\r\n<h1 class=\"align-center\"><span style=\"font-weight: bold;\">Who should perform a security audit?</span></h1>\r\nA security audit is a complex task requiring skilled and experienced personnel; it must be planned carefully. To perform the audit an independent and trusted third party is recommended. This third party can be another group of in-house staff or an external audit team, dependent on the skills of the internal staff and the criticality/sensitivity of the information being audited.","iconURL":"https://old.roi4cio.com/fileadmin/user_upload/icon_IT_Security_Audit.png","alias":"it-security-audit"}},"branches":"Information Technology","companyUrl":"https://www.2ns.fi/en/","countryCodes":["FIN"],"certifications":[],"isSeller":true,"isSupplier":true,"isVendor":true,"presenterCodeLng":"","seo":{"title":"2NS – Second Nature Security Oy","keywords":"","description":" <span style=\"font-weight: bold;\">Second Nature Security Oy</span> or <span style=\"font-weight: bold;\">2NS </span>is an independent and steadily growing Finnish cyber security enterprise. The elements of their operations are solid expertise and hacker-like kno","og:title":"2NS – Second Nature Security Oy","og:description":" <span style=\"font-weight: bold;\">Second Nature Security Oy</span> or <span style=\"font-weight: bold;\">2NS </span>is an independent and steadily growing Finnish cyber security enterprise. 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