1. Why is green IT subjective? What can be done to convert to objective?

a. As the organization transforms itself into a green organization, the social dynamics of
the organization changes to match the green working lifestyle and a green attitude.
These social dynamics also influence individuals beyond their workplace and go into
their associated personal/family lifestyles. Green initiatives in an organization have
an impact on the working lifestyles of the employees beyond their immediate place of
work. For example, when an organization embarks on carbon reduction through a
telework/telecommuting program, the commuting styles of employees are affected
which affects their family life.
b. Green IT implications are often subjective because different individuals are impacted
differently by the green transformation of the enterprise. For example, those
employees with families and who need to travel significant physical distances in peak
hour traffic may make extensive use of remote access and mobile computing to work
from home.
c. Even the most sophisticated scientific and technological knowledge is by itself
inadequate. The need for an all inclusive commitment to applying the principle of
environmental consciousness during their work and personal lives is vital. The
business priorities, the environmental priorities, and the personal priorities of
individuals are many times at odds with each other. For example, an employee has a
business priority to provide excellent service to a customer, but the environmental
priority requires that the service be provided with a shorter time period and with
minimal opportunity for social interaction. These two priorities can not only be at odds
with each other but can also be at odds with the personal priority that includes family
time, personal interests, and the desire to be treated equitably. For example, one
employee should not be disadvantaged due to additional, carbon producing, activities
of other employees.
d. HR will enable separation and definition of these roles based on the familiarity of
individuals with this mode of work as well as identification of roles within the
organization that are non-customer facing. The organizational (HR) policies and
practices then have to work on expanding that intersection of the three priorities. The
domain of sustainability is not only complex and uncertain but is also highly
subjective. Environmental science depends on the efficient overlapping of what we
know generically and what is known locally.
e. Multiple stakeholders have different interests and are operating at different levels,
and progress at varying speeds. Socially, the rate of change in terms of Green IT for
these stakeholders is a subjective element of the transformation. The society,
government, industry sector, and the organization are all involved in and affected by
the changes resulting from Green IT at different levels and at varying speeds. The
department or business unit within the organization is more agile as compared with
the organization itself.
f. The individual employees within those business units can change almost immediately
if they decide to do so. However, the attitudes and preferences of individuals come
into play at this level. While personal preferences can change for each individual
quickly, they also provide a major challenge due to their subjective nature and, at
times, due to vested interests taking preference over carbon reduction.
g. Individuals change their attitude and behavior when the objective on carbon emission
relates to them, personally. Thus, the data and information related to carbon
 emission is likely to be interpreted in accordance with the personal needs, existing
attitudes, and interests of individuals. The social, economical, and political contexts
provide the background for the change. However, attitude change in individuals is a
subjective matter that occurs only when the personal interests of the individual are
also catered for in the Green IT initiative of the organization.
h. Whenever approached with a new system, processes, and corresponding changes in
the approach to work, users tend to be extremely sensitive. They want to personalize
the initiative. The success or failure of the entire green enterprise transformation
program, from a social perspective, rests on the perceived ease, perceived
usefulness, and perceived relevance of the initiative. Technology adoption, in this
case, is the adoption of the Green IT systems to help, support, measure, and report
on the activities and tasks of individual users. The effect of the green system on the
career, future growth, and rewarding structure are issues of concern for the individual
users. Starting right from the “personal” aspects of the drivers that drive this Green IT
transformation and the dimensions or channels along which the transformation
actually takes place, this personalization remains at the center of the attitude of the
users and their personal “buy-in.”
i. Therefore, development of Green IT policies with consensus and their practice right
from the leadership of the organization down to departmental heads and team leads
becomes important. Effectiveness of green transformation changes depend on these
leadership changes. There is a significant amount of subjectivity in the decisions and
practice of Green IT by the leadership. Furthermore, the leaders of the organization
represent that organization in consortiums. Thus, at an industrial level, the leaders
and decision makers of the organization play an important role in discussing and
arriving at consensus on policies and practices that can be adopted by a consortium
of green organizations.
j. Green transformation of an entire society involves green ethics, morals, value
systems, and attitude across multiple layers of people. This makes environmental
changes for the society even more complicated than organizational and
governmental changes. Thus, while a government can bring about changes through
ratification of agreements and converting them into law, the changes in the society
are based on protocols that are “in-grown”.
k. Initial efforts at green transformation by business units present the social challenge of
resistance to change. The inbuilt resistance to change in most management is also
applicable to green transformations.
l. In addition to overcoming this resistance, there is also a need to consider the
variations in the way in which this resistance to green transformation appears in
various industry sectors.
For example, the way in which policies, protocols, and practices of Green IT are
interpreted in the banking domain are likely to be different to those in the mining
sector. Individuals in banks may focus on optimizing the processes relating to
financial transactions, whereas individuals in a mine would focus on the way in which
it drills and extracts metal or oil. Similarly, staff in a hospital will interpret the green
initiative with due consideration to patient care and biowastage, as compared with,
say, the education sector where the focus will be on laptops and networks used in
schoolwork.
m. Government is also involved in these transformations. While the industry sectors and
the market can determine the best solutions, government support can influence the
 subjective aspect of those solutions in a positive way. Training and awareness
associated with the Green IT issues can play a key role in handling the subjective
nature of green transformation. Especially if the message is clear, consistent, and
based on consensus. Eventually, social values change and green consciousness
gets “inbuilt” in the new generation of individuals. Such socio-cultural transformation
takes time to achieve.

2. DIscuss difference in speeds in green IT transformation of business unit vs

society
Take points from 1.
 3. Explain with a diagram role based view of green IT in an organization. What are
the various role based views of green IT in an organization? How does the view
of a decision maker differ from that of an IT consultant?

What diagram????? PI with percentages of different roles????

Green IT initiatives and their subjective interpretations are based on various roles. Decision
makers in the industry take decisions based on available ROI metrics, to undertake a green
enterprise transformation. On the other hand, an engineer is interested in improvement of
design and production process. These roles affect the way people are organized and
operate within organizations. The viewpoints on Green IT also change depending on the
industry sectors.
Table - Roles within Organization and Their Subjective Viewpoint
 4. What are the two different aspects of green enterprise frameworks?

Process framework and Enterprise framework

5. What is the importance of equipment lifecycle as compared with data center

efficiencies?

Don’t know

6. Describe the four dimensions of green enterprise transformation along with its
supporting diagram.
Influence of Economic Dimension on GET
The changes along the economic dimension of business, as it transforms to a green
organization, has to do with its financial position, the changes to its budgets, product
portfolio, and return on investment (ROI) calculation. The financial tracking, monitoring of
ROI and impact of GET on the organization’s financial position is kept in mind when the
business transforms along this dimension.

Influence of Technical Dimension on GET

In case of GET, numerous technologies including hardware, software, databases, and
networks undergo changes. The organization strives to reduce carbon emissions related to
desktop machines and personal devices, data servers, ICT-based systems and their usage,
underlying network infrastructure, and security protocols. For example, Web 2.0 and beyond
together with virtualization, can be used to reduce the overall power and resource
consumption of the organization’s systems.

Influence of Process Dimension on GET

This deals with “how” the business conducts its transactions. GET along this dimension
entails changes to the way the business interacts with the customers, the way in which it
manages its employees and the way it sets up and conducts collaborations with other
business partners.

Influence of Social Dimension on GET

This deals with the sociocultural changes that occur in the business as a result of the
transformation. This dimension encourages the transformation champion to focus greater
interest in the people aspect of transformation. These people include the clients, employees,
and other “users” of the business. Changes to work formats, for example, including
telecommuting, telemarketing, and their resultant impact on the organizational and social
structures are all part of this social dimension.

7. Write a short notes on: a) Green ICT framework b) Green transformation

process
Green ICT framework
Identification of the current and future states of the organization with respect to its green
capabilities is based on a Green ICT framework. This is an enterprise architecture type
framework that deals with the “state” of the organization rather than the process of
“transformation.”
It is made up of a matrix of four vertical “pillars” and five horizontal “rows.” The vertical pillars
depict the areas within an organization that will undergo change—and they are the
equipment lifecycle, end-user computing, enterprise, and data center and ICT as a low
carbon enabler across the organization. The horizontal rows are made up of attitude, policy,
practice, technology, and metrics. These horizontal rows form the elements of change.

Green Transformation Process

The four major phases of transformation are diagnose, plan, enact, and review. The four
phases are iterative; with the number of iterations required for a successful transformation to
be decided by CGO. The purpose of this basic Green transformation framework is to (a)
identify the current status of the organization and enlist the goals of GET—these goals will
be identified, updated, and finalized through the diagnosis work; (b) add justification for the
project using ROI calculations within a business case; (c) provide target metrics for the
organization’s “to-be” state; (d) organize the actual GET program; (e) provide the basis for
the roadmap for transformation; (f) undertake the actual transformation; (g) review whether
the metrics have been achieved or not; (h) promote the success along the individual,
departmental, and organizational level.

GET will vary depending on the size and type of business. The sizes of business are listed
as small, medium, large, global, and virtual. For example, a small business’ entire focus will
be greening of its end-user computing, whereas that of a large organization of the data
servers. Similarly, the organizational focus areas are identified and transformed differently for
a predominantly product manufacturer as compared with a service provider.
 8. Discuss the ways in which standards in environmental management can be
enhanced

Nanotechnology has the potential to impact Green IT in terms of both its hardware and its
software. Nanotechnologies provide means to create, measure, and manipulate electronic
data and communications at atomic size. The reduction in size requires considerable
research effort—design, development, and production. The amount of the power required by
these devices is also small. This can reduce overall carbon emissions resulting from
devices.

Ternary computing has significant possibilities for improving on the carbon footprint of IT. It is
said to have much reduced power consumption than the binary one.

New Renewable Energies

Wind, solar, wave, nuclear, and biomass will change the carbon emissions calculations as
the emissions resulting from these energies are expected to be much less than those
generated by coal and gas.

ISO—New and Upgraded Standards

For example, the ISO 14001 standard, which specifies the requirements of an environmental
management system, does so in the context of a specific product or an organization.
However, this standard does not contain requirements that would handle environmental
practices associated with collaborative organizations. The ISO 14000 series of standards
need to be upgraded.

Environmental governance standards that deal with embedding environmental management

within corporate governance structures are also required. Standards that can dictate, from
an environmental perspective, the use of emerging technologies, are also required.

Finally, the use and deployment of the standards themselves need to make use of the Cloud
and be SaaS based—reducing the overheads associated in complying with them and their
related reporting.

Security and Legal

The current legal frameworks governing carbon emissions come out of the ratification of
agreements at various international summits on the environment. However, a carbon
emission in the context of IT is a global phenomena. Therefore, while the real user of a
service could be sitting in one geographical region, the emissions resulting from his or her
work will be attributed to a totally diff erent geographical region. The laws that govern these
emissions, and the standards and protocols that surround the measurements of these
emissions, need to be developed and agreed upon.

Ecodesign
For example, ecodesign would consider local sourcing of raw material saving on transport
and storage, which in turn, would save carbon. Another example is the choice of the raw
material itself. For example, while choice of wood over plastic would mean a biodegradable
cheap option, plastic equipment may imply a durable lightweight product with a long life.
Ecodesign incorporates these issues in the design of all ICT equipment.

Biomimicry
Examples of biomimicry include nontoxic adhesives inspired by geckos, energy efficient
buildings based on the architecture of termite mounds, wingtips on commercial
aircraft-based wingtip feathers of birds of prey resistance-free antibiotics inspired by red
seaweed, and a solar cell inspired by a leaf which is really sustainable.

9. What is collaborative environmental intelligence? Discuss two ways in which

collaborative EI can be applied in today's organizations to reduce carbon
footprint.

Environmental intelligence offers collaboration in environmental initiatives between various

stakeholders and parties: between organizations, between individuals and organizations and
between government and organizations. It is a technical platform where multiple
organizations are collaboratively sharing their business intelligence for the win-win outcome
without compromising their own market position and differentiation. Developing and
formalizing the collaborative EI capabilities will provide collaborating organizations with
market differentiators in the environmental space.
For example, through collaborative EI, noncompetitive carbon data. and analysis can be
shared easily amongst organizations and governing bodies. This sharing of carbon
capabilities can also extend to sharing of many basic environmental systems components
such as security, access, and authentication. Future work in collaborative EI also includes
dynamic integration and consolidation of disparate carbon data and multiple transactions
from many organizations into a single customer view.

◾
Ways in which collaborative EI can be applied in today's organizations:
Collaborative carbon data for trend plotting—carbon data and information from multiple
sources and many organizations is required to create a n industry-wide picture of carbon

◾
trends.
Collaborative data warehouses—will reuse common, noncompetitive, sharable carbon

◾
data that will reduce replication of data and corresponding processing.
Collaborative EI and Green Blogs—provides opportunities for free exchange of
information
and ideas on the environment. An advantage of such Green blogs and discussions is that
they remain stored for future reference, can be indexed and researched into and provide
collaborative opportunities beyond regular journals or magazines. Blog-based
communication facilitates greater exchange of ideas between organizations, facilitates
sharing those ideas in real time and enables customers to voice their preferences.

10. What is skills framework for info age and discuss role of green HR

For a smooth transformation of an organization, it is essential that these new Green IT

specific roles are understood and well defined. The possibility of applying an industry-wide
standard to these roles should be considered by Green HR. For example, the skills
framework for information age (SFIA) provides an excellent framework for positioning Green
IT roles within the organization. SFIA can be used to create formal description, registration,
certification, and training of Green IT roles. Existing roles can also be redefined and mapped
to the SFIA skill set.

Relevant SFIA roles in the context of green IT:

◾ Level 7: Strategy and Inspiration—Individuals performing at this level focus on the

strategic aspect of the organization - creation of Green IT strategies and high-level visions
for the organization. Role is CEO and CGO.

◾ Level 6: Initiate and Influence—Mainly undertaken by executive and senior leaders of an

organization. Responsible for initiating and understanding green enterprise transformation,
managing the ROI, and taking a unified approach across the organization. Strong
leadership, management, and communication skills are required. For example, decisions
relating to changes to the entire infrastructure of the organization such as relocation of data
centers, building of new data centers, formation of alliances with green service providers,
etc.

◾ Level 5: Ensure, Advise, and Consult—Individuals that have specific Green IT skills that
enable them to provide advice and consult the line managers responsible for green
transformation within their departments. Individuals with accounting or legal background will
also be required. Individuals who are technologists themselves, such as data center
directors, will be able to ensure implementation of virtualization strategies, optimization of

◾
servers, and optimum use of building infrastructure.
Level 4: Enable—Individuals working at departmental level, leading and motivating their
staff as the organization undergoes green enterprise transformation. The practice of Green
IT at this level also involves close association with Green IT systems, and approaches to
configuring, testing, deploying, and using them to enable achievement of green goals set by
the organization.

◾ Level 3: Apply—Individuals at this level are focused on accurate application of the rules
and regulations, policies and practices, standards and procedures associated with Green IT.

◾ Level 2: Model Assist—Individuals at this level are primarily involved in modeling

processes, systems, data, and operational requirements.
◾ Level 1: Follow—This is the starting level in the IT skill set is primarily involved in
documentation in various areas of the green transformation initiative. Individuals operating at
this level would be educated and/or trained in the concepts of Green IT including green data,
metrics, and processes. However, these individuals will have less or no experience in
applying those concepts and, therefore, would be faithfully following the instructions to carry
out modeling, data definitions, their documentation, and sharing their use.

11. Discuss factors which influence GET

- The financial position of the business has to be considered before and during the
transformation. GET shouldnt negatively affect the organization’s financial position
- The changes in the budgets of the businesses need to be considered and more
important requirements of the business can take priority.
- Return on investment (ROI) calculation needs to be done throughout the process.
This may also affect the motivation of the organization to go through with the
transformation.
- In case of GET, numerous technologies including hardware, software, databases,
and networks undergo changes. The lifecycle of these equipment needs to be
considered. Transformation should be made gradually towards the end of the
lifecycle of these equipment.
- Other business partners willing to make transformations also have an effect. Example
in case of a hospital and its close partner collaborations like pharmacies
- Sociopolitical pressure forcing to focus on the good of the people
- Customers willing to move to less carbon generating platforms such as telehealth
instead of in person appointments
- Workers willing to prioritize GET and learn necessary skills
- Executives and decision makers understanding needs of GET
 12. Explain how green ICT framework works for GET

Same as answer 7(a)

13. List and explain business architect and variations which influence GET

The Green technical architect will appoint a business architect to investigate and handle the
business model work area of the GET. Such a business architect should have a clear vision
of the business “as is” and its goals and aspirations. The Business architect is aware of the
underpinning technologies that can serve the business but is not a technical expert. A
business architect takes a long-term view of the organization (3–5 years and above) when
she participates in the GET project. A business architect would create a business
architectural map that will provide the overall view of the business model and associated
work areas. This business architectural map can be a part of the overall enterprise
architecture that is also used by the architect in creating operational strategies for the
business after transformation. This map ensures that the technologies are aligned with
business plans and the changes are tracked and monitored.

◾ Creation of a business architecture map to understand where the organization currently

◾ Collection and use of a toolbox of various tools that are used in business
is

◾ Creation of a comprehensive repository of business strategies currently used by the

implementations during GET.

◾ Dividing and categorizing these repositories of applications into different

organization—with a view to changing and integrating them

◾ Ensuring that the applications that support specific decision making are part of the overall
business/application domains that will enable ease of modification with carbon data.

◾ Creation of a new business architecture that would reflect the goals of the business
EI suite, and are available to decision makers.

◾ Ongoing alignment business plans with technologies during and after GET.
transformation itself.

◾ Develop an understanding of the future trends in business that the organization will have
to deal with after the GET.