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CS8078 – Green Computing

UNIT: 1

FUNDAMENTALS

Syllabus:

Green IT Fundamentals: Business, IT, and the Environment – Green computing: carbon foot print, scoop
on power – Green IT Strategies: Drivers, Dimensions, and Goals – Environmentally Responsible
Business: Policies, Practices, and Metrics.

INTRODUCTION

An indisputably winning argument behind the implementation of green IT initiatives is based on

business efficiency. This is the same reason why businesses strive to be lean, improve their quality, and
reengineer their processes. Thus, while myriad reasons abound for why an organization should become
green, the one reason that is beyond reproach is that ―a green business is synonymous with an efficient
business.‖ When a reduction in carbon is allied with the economic drivers of a business, the search for
justifying the costs to optimize business processes and virtualized data servers become relatively
straightforward.

Green IT is defined as ― the study and practice of designing, manufacturing, using and disposing
of computers, servers and associated subsystems (such as monitors, printers,storage devices, and
networking and communication systems) efficiently and effectively with minimal or no imoact on the
environment.‖

THE ENVIRONMENT TODAY

As mentioned earlier, whether human activity is the cause of change in the environment or not
becomes a background conversation to improving business and achieving environmental outcomes In the
process. It is this business-driven collaborative path that opens opportunity for corporate action.

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Fig.1.1 information technology influences business, society, and environment – lead up to the sustainable
triangle.

Fig shows that the information technology affects business, which in turn, influences the society
and the overall environment in which the business exists. It in business makes use of massive computing
and networking technologies that require large and dedicated data centers. The location of these data
centers and the people who work in them are all socially affected by this use of IT by business. The direct
influence of IT is seen in the massive proliferation of household gadgets, use of computers in schools and
hospitals, the popularity of social networking, and the high level of communications technology.

A carefully constructed strategy for Green IT is a crucial enabler for an organizations overall transition
toward an environmentally sustainable business.

The following are some of the specific ways in which a comprehensive Green IT strategy is beneficial to
an organization:

 Incorporates environmental issues within the business strategies in way that is

complementary to each other.
 Demonstrates the importance of environmental issues as one of the core business issues
rather than merely good to have add on.
 Explores the possibilities of enhanced green performance to discover and develop new
business opportunities.
 Expands the technologies of business intelligence for the purpose of reducing the
organizations carbon foot print.
 Applies the concept of carbon efficiency to business processes leading up to green
business process management and green process reengineering.
 Develops the idea of the carbon footprint of collaborative business processes that cut
across multiple organizations and approaches to improve that collective carbon footprint.
 Proposes a Green enterprise architecture (GEA) that builds on the technologies of web
services and cloud computing.
 Discusses the importance of people, their attitude, and approaches to Green IT that would
bring about a positive change without condemnation.
 Expands on the role of Green HR including the training and positioning of roles and
responsibilities in the green space.

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 Expands on the vital role of business leadership in bringing about positive green change
across the organization.
 Presents the legal and political aspects the international protocols on greenhouse gases
(GHGs).
 Argues for the use of ISO 14001 family of standard for the environment within the
organization.
 Discusses the metrics and measurements related to carbon data with an aim of
understanding and mitigating the sources of carbon generation within and outside the
organization.
 Incorporates the use of mobile technologies and smart metering for real-time
measurements and use of carbon data.
 Discusses and advises on the use of Carbon Emissions Management Software (CEMS) in
the context of carbon metrics, measurements and reporting.
 Outlines the approach to Green IT audits for reporting and compliance.
 Explores the futuristic issues impacting environmental performance of an organization.

INFORMATION TECHNOLOGY AND ENVIRONMENT

IT is an inseparable, integral part of modern business. In fact, IT is so closely intertwined with

business processes that is difficult to imagine any modern core business without IT. In addition to being
an integral support to business processes, IT particularly with communications technologies, is a creative
cause for many new and wide-ranging business interactions. The synergy between business and IT
implies that growth in business also implies corresponding growth in IT. This in turn, also implies greater
IT based carbon generation.

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The fig. depict this ongoing interplay between the business and the environment. The IT sheath that
encompasses the business is shown on the left. Any business activity that involves IT and most does
impacts the environment. The carbon impact is shown by an arrow from left to right.

This impact of business activities through IT on the environment has to be understood in three ways:
1.From the length of time

2. The depth of activity from the length of time,

3. The depth of activity, and the breadth of coverage of the carbon effect.

Following are specific areas of IT systems, processes, architecture, and people that impact the
carbon footprint of an organization. These respective IT areas have a dual influence: the increase in
business activities through these packages increases the carbon foot print of the organization, but the
optimization of the business and backend IT servers and networks has the potential to reduce the carbon
footprint of the organization. These IT areas are discussed as follows:

 Software applications and packages: These are the existing ERP/CRM applications
within the organization that need to undergo a major revamp to incorp or ate green
factors. The carbon data form within the organizations are measured through various
means such as smart meters, are inputted directly by users or updated through interfaces
from other systems. Carbon usage data are then fed into the financial type calculators of
the organization to ascertain the corresponding carbon calculations.
 Carbon trading applications: with potential carbon trading on cards, these
organizational applications will also be geared toward performing analytics on the real
time data that will enable the organization to figure out trends in its own carbon
performance as well as that of the market. Carbon reporting tools will play equally
significant role in the carbon economy.
 Green enterprise architectures: This is the ground-up building of new enterprise
architectures that take a fresh look at the enterprise applications from a green
perspective.
 Green Infrastructure: This is an area of IT that deals with the buildings, data centers,
vehicles, and other non-movable and movable assets of the organization. The design,
development, operations, and decommissioning of these IT and non-IT infrastructure
assets of the organization needs to be investigated.

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 Governance standards (ITIL and CoBIT): the way in which the governance standards
are implemented is also reflective of the organizations carbon initiative.
 People: the attitude of the end users and the extent to which they are trained and
educated in the efficient use of resources, and the feedback provided to them on their
carbon usage is vital in the creation of green IT culture within and around the
organization.
 Dynamic Social Groups: The creation of social groups that reflect their usage and
consumption patterns can lead to not only directed marketing and sales but also help the
organization in its green credentials.
 Wired and Wireless Communication: The way in which various communications
technologies are exploding has connotations from green IT. Thus, the way in which these
wired and wireless networks are configured and deployed will impact the carbon foot
print of the organization.
 Emerging Cloud Technologies: Computing is becoming increasingly decentralized and
having a dedicated data center is no longer the privilege that it used to be. A cloud
essentially enables sharing of large scale storage of data, corresponding computation,
and analysis and reduces overall carbon.
 Green Peripherals: This is the area of printers, copiers, shredders, and similar office
equipment‘s that are associated with IT and that contribute to the overall carbon of the
organization. These peripherals have a substantial impact on the carbon footprint of a
growing organization.
 Renewable Energies: These include alternate sources of clean and green energies such
as solar, wind , and nuclear. These energies will be treated separately in terms of their
costs, and in terms of calculating their carbon contributions.
 Development of efficiency solutions based on IT Systems: These solutions would
include measurement, monitoring, and reporting on energy performance. These solutions
would further monitor and control resource usage and energy consumption.
 Design, Development, and use of power efficiency in IT and Non-IT Hardware: This
would include not only power efficiency in electronic chip designs, but also expansion
into green power grids and management of equipment through software and operating
systems.
 Adherence to regulations and standardization: Includes active participation in creation
of new standards, agreements, and consortium-based protocols.

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 Recycling and Disposal of IT Hardware: This will impact the procurement as well as
disposal aspect of IT that is associated with efficient design of equipment, as well as
ethical disposal of the same when their use is consummated.

The Three Rs of Green IT

Unwanted computers, monitors and other hardware should not be thrown away as rubbish, as they
will then end up in landfills and cause serious environmental problems. Instead, we should refurbish and
reuse them, or dispose them in environmentally sound ways. Reuse, refurbish and recycle are the three
‗Rs‘ of greening unwanted hardware.

Reuse.

Many organizations and individuals buy new computers for each project or once every 2 –3 years.
Instead, we should make use of an older computer if it meets our requirements. Otherwise, we should give
it to someone who could use it in another project or unit. By using hardware for a longer period of time,
we can reduce the total environmental footprint caused by computer manufacturing and disposal.

Refurbish.

We can refurbish and upgrade old computers and servers to meet our new requirements. We can
make an old computer and other IT hardware almost new again by reconditioning and replacing some
parts. Rather than buying a new computer to our specifications, we can also buy refurbished IT hardware
in the market. More enterprises are now open to purchasing refurbished IT hardware, and the market for
refurbished equipment is growing. If these options are unsuitable, we can donate the equipment to
charities, schools or someone in need, or we can trade in our computers.

Recycle.

When we cannot refurbish or otherwise reuse computers, we must dispose of them in

environmentally friendly ways by depositing them with recognized electronic recyclers or electronic
waste (e-waste) collectors. E-waste – discarded computers and electronic goods – is one of the fastest-
growing waste types and poses serious environmental problems. The United Nations Environment
Program estimates that 20–50 million tons of e-waste is generated worldwide each year, and this is
increasing. IT hardware contains toxic materials like lead, chromium, cadmium and mercury. If we bury
IT hardware in landfills, toxic materials can leach harmful chemicals into waterways and the
environment. If burned, they release toxic gases into the air we breathe. So if e-waste is not discarded
properly, it can harm the environment and us. Waste electrical and electronic equipment (WEEE)
regulations aim to reduce the amount of e-waste going to landfills and increase recovery and recycling
rates.

GREEN COMPUTING:

Green computing is the study and practice of designing, manufacturing and using computers,
servers, monitors, printers, storage devices and networking and communications systems efficiently and

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effectively, with zero or minimal impact on the environment. Green IT is also about using IT to support,
assist and leverage other environmental initiatives and to help create green awareness.

Benefits:

Green IT benefits the environment by

 Improving energy efficiency.

 Lowering GHG emissions.
 Using less harmful materials.
 Encouraging reuse and recycling.

To foster green IT – The issues to be concerned

 What are the key environmental impacts arising from IT?

 What are the major environmental IT issues that we must address?
 How can we make our IT infrastructure, products, services, operations, applications and practices
environmentally sound?
 What are the regulations or standards with which we need to comply?
 How can IT assist businesses and society at large in their efforts to improve our environmental
sustainability?

Environmental Concerns and Sustainable Development

Numerous scientific studies and reports offer evidence of climate change and its potential harmful
effects. Specifically, the growing accumulation of GHGs is changing the world‘s climate and weather
patterns, creating droughts in some countries and floods in others and pushing global temperatures slowly
higher, posing serious worldwide problems. Global data show that storms, droughts and other weather-
related disasters are growing more severe and frequent.

Global warming can occur from a variety of causes, both natural and human induced. In common
usage, however, global warming often refers to warming that can occur due to increased GHG emissions
from human activities which trap heat that would otherwise escape from Earth. This phenomenon is
called the greenhouse effect.

The most significant constituents of GHG are carbon dioxide (CO2), methane, nitrous oxide and
chlorofluorocarbon (CFC) gases. Electricity is a major source of GHGs as it is generated by burning coal
or oil, which releases CO2 into the atmosphere. Reducing electric power consumption is a key to reducing
CO2 emissions and their impacts on our environment and global warming.

Why Should You Go Green?

The reasons for going green are manifold:

 Increasing energy consumption and energy prices,

 Growing consumer interest in environmentally friendly goods and services,
 Higher expectations by the public on enterprises‘

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 Environmental responsibilities and emerging stricter regulatory and compliance requirements.

CARBON FOOT PRINT:

A carbon footprint is defined as: The total amount of greenhouse gases produced to directly and
indirectly support human activities, usually expressed in equivalent tons of carbon dioxide (CO2). In few
organizations, carbon footprint might mean that everything is tallied—sourcing materials, manufacturing,
distribution, use, disposal, and so forth.

The amount of greenhouse gases and specifically carbon dioxide emitted by something
(such as a person's activities or a product's manufacture and transport) during a given period.

For measuring carbon footprint we require to track lot of information such as:

 Facilities
 Operations
 Transportation
 Travel
 Purchases

Measuring Carbon Foot Print:

Step 1: Define the boundary for your carbon footprint:

We need to monitor the carbon footprint process year by year, so it is very important to have
some rules to follow about scope of work to be done. Our primary objective is to reduce the emission of
carbon, if we fail to define the carbon footprint boundary can inhibit comparisons against benchmarks and
could also undermine meaningful monitoring of performance.

There are three types of boundaries:

 Type 1: Operational control: Using this approach every operation of our organization/company
is captured in the carbon footprint. This also includes supply chain if an organization has
sufficient operational control over suppliers.
 Type 2: Financial control: In this approach all financial elements are included. Often this
excludes elements which our company may operate but not financially control and therefore
using this approach can result in a smaller carbon footprint.

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 Type 3: Equity control: This approach includes all elements that our company owns. If our
company has part ownership then the proportion ownership is used to calculate the relevant
carbon footprint attributable to that company.

Step 2: Decide which emissions will be included under scope:

Scope refers to the emission types captured in a carbon footprint. The scope of an organization‘s
carbon footprint also breaks down into three components.

 Scope 1 emissions: These are direct emissions from assets that are either owned by our company
(i.e. fleet vehicle emissions from the consumption of fuel) or emissions produced through an on-
site activity (i.e., emissions from the burning of natural gas in a company‘s boiler).
 Scope 2 emissions: Scope 2 covers all indirect emissions or more specifically emissions derived
from the production of purchased electricity. Here company hasn‘t actually produced the
emissions associated with electricity generation but due to the consumption of electricity to
power lights, equipment etc. we can say that our organization is indirectly responsible for these
emissions.
 Scope 3 emissions: Scope 3 covers all other indirect emissions which are not as a result of the
consumption of purchased electricity. This includes a wide array of emission sources including
waste, consumables, staff commute, supply chain emissions, water use etc.

Step 3: Define your carbon footprint period:

A carbon footprint is typically measured across an annual period. When choosing our period for
measurement it is best to think of other reporting cycles which can be used as the set time-frame

Step 4: Use a practical approach to collect annual data:

Once we have defined our boundary and the type of emissions we are going to capture, we‘ll then
need to collect data on all elements that we are going to measure carbon emissions for (i.e. electricity and
gas usage, vehicle mileage, waste volume etc.)

Here are some top tips that can be used:

 Annualize partial data: Data should be for an annual period.

 Use proxies where you don‘t have primary data.
 Use intelligent estimation.

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Step 5: Calculate footprint:

After we have collected all our relevant annual data the task is then relatively simple. You need to
use a carbon footprint calculator or carbon conversion factors to calculate our organizational carbon
footprint.

Need of Carbon Footprint:

Measuring carbon footprint is nothing but it another way to measure overall progress toward
becoming green. It can help with numerous business goals such as:

 Helping company to improve its efficiencies.

 Reducing costs.
 Getting public recognition.
 Maintain link in the supply chain.
 Good impact on customer.

SCOOP ON POWER:

The issue of power consumption is ongoing as we continue to use new machines. The more
power we use, the more money we spend as well as more fossil fuels the local electrical utility has to
burn, thus causing more greenhouse gases to be generated. So saving the power is saving the money as
well as saving the environment.

Desktops:

The power can cab be effectively used in desktop computer by enabling power management
settings. Normally desktop PC requires 85 watts power, even with the monitor off. If that computer is
only in use or idling for 40 hours a week instead of a full 168, much more energy costs will be saved
annually from that workstation alone.

Datacenters:

The increase in servers and network infrastructure has caused a sharp hike in the electrical usage
in the datacenter. Power consumption per rack has risen from 1 kW in 2000 to 8 kW in 2006 and is
expected to top 20 kW in 2010. This increase in energy consumption is not only because of more servers
but also use of additional network infrastructure. A normal 24-port Ethernet switch uses 250 watts of
power on an average. If the electricity generated to power this switch comes from a coal-fired plant, 1,780
pounds of coal are needed to produce the 2,190 kW as shown in next figure.

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Consumption:

It is estimated that datacenters consume 1.5 percent of the nation‘s electrical power and this
number will triple again by 2020, as number users of computers are rapidly increasing. If we do not save
power then we need more power plants to satisfy future needs. Which in turn will increase many million
metric tons of carbon dioxide per year. The EPA (US: Environmental Protection Agency) suggested few
ways for being more energy efficient, ranging from properly organizing physical space to reduce cooling
loads to using energy efficient power supplies. We have to increase the use of energy efficient certified
power supply. It always better if all organizations follow Green IT methodology. We can also follow the
guidelines of EPA.

Green IT Strategies:

An important consideration in developing a green IT strategy is the timeframe of its influence. .

For example, if the organization only views ‗IT as Producer‘ of carbon footprint, then simple measures
like switching off monitors and computers when not in use can be brought about immediately. A more
strategic approach to carbon footprint reduction will involve other measures and take a longer timeframe
to achieve.

Effective green strategies result from an approach that cuts across all the tiers and silos of an
organization. Such strategies come from individual understanding, leadership, vision, knowledge about
the organization‘s structure and dynamics, awareness of the organization‘s operational nuances and
people‘s (i.e. stakeholders‘) attitude toward change.

GREEN IT DRIVERS :

Businesses need compelling reasons to undertake and implement green IT strategies. Business drivers of
green IT can be grouped into six categories .

(i) Costs (including energy costs and operational costs),

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(ii) Regulatory and legal,

(iii) Sociocultural and political,
(iv) New market opportunities,
(v) Enlightened self-interest and
(vi) A responsible business eco-system.

Cost Reduction:

Cost reductions provide an excellent driver for an organization to come up with a comprehensive
green IT strategy. As a result of a green initiative, cost reduction could be derived from minimizing
energy consumption (improving energy efficiency), reducing the use of raw materials and equipment,
recycling equipment and waste and optimizing storage and inventory.

Demands from Legal and Regulatory Requirements:

Government rules and regulations comprise a major driver for many green enterprise
transformation programmes. The relative importance given to the regulatory factor, as compared with
other factors such as organization self-initiation, customer demand and pressure from society, are the
highest – 70% as reported by Regulatory acts such as National Greenhouse and Energy Reporting
(NGER)) and the Carbon Pollution Reduction Scheme (CPRS) require organizations to mandatorily
report their carbon emissions if they are above a certain threshold level.

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Sociocultural and Political Pressure:

Sociocultural and political pressure becomes major driving forces when an organization‘s society
recognizes the environment as of significant value and is interested in protecting it. Such acceptance of
the environment‘s importance by the society brings pressure on the organization to change.

Enlightened Self-Interest:

Self-interest comes into play when an organization, on its own accord, realizes the need to be and
the benefits of being, environmentally responsible and creates or adopts a green strategy. It may include a
range of interests including the organization‘s desire to undertake a genuine common good, the need of
business leadership to achieve personal satisfaction or maintain or raise employee morale or simply the
decision makers‘ understanding that costs can be reduced and customers more satisfied with a self-interest
approach that also helps the environment.

Collaborative Business Ecosystem:

If a large organization that has myriad different associations with its many collaborating smaller
sized organizations changes its direction and priorities, then those collaborating organizations also have to
change their priorities accordingly. When such a large organization embarks on environmentally
sustainability programmes in a major way encompassing its supply chain, an entire ecosystem made up of
the business partners, suppliers and customers and internal users organizations, together with the industry
and the corresponding business consortiums in which the organization exists, is affected. These various
stakeholders and associations are invariably pushed into implementing environmentally responsible
initiatives and strategies.

New Market Opportunities:

Global environmental awareness, corresponding legislations and sociocultural and political

pressure on businesses have created opportunities for new markets that did exist or were not even
envisaged a few years ago. For instance, these new markets can create and provide products and services
that assist other organizations in achieving their green initiatives and goals. Thus, we are talking about not
only ‗businesses that are green‘ but also ‗green as a business offering‘.

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GREEN IT BUSINESS DIMENSIONS:

Once the drivers that provide the impetus to the business for its green initiatives are identified and
documented, they lead to discussion on the areas of business that are likely to be affected by the changes.
The changes resulting from green IT initiatives transform the organization and, therefore, understanding
them is an integral part of a green IT strategy. An organization changes or transforms along four different
lines or dimensions.

 Economy
 Technical
 Process
 People

Economy:

Economic considerations are one of the key factors in an organization‘s decision to implement
environmental policies and systems. The costs associated with green transformations and the returns on
those costs are the first ones to appear in the minds of leaders and those in charge of the green
transformation. Therefore, this is a primary dimension along which green transformation occurs in an
organization. These include the cost–benefit analysis and a financial return on investment (ROI) analysis.
Economic growth in the current economy is usually associated with increase in carbon emissions.

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Technology:

Technology we mean an organization‘s hardware, network infrastructure, software and

applications. This is also the more ‗popular‘ and visible aspect of green IT. Switching off monitors,
virtualizing servers and eschewing printing on physical paper are the initial, visible aspects of change that
occur along this dimension. This is then followed by long-term strategic change in the way the data centre
is organized and operated. Emerging information technologies, such as service orientation, software as a
service (SaaS) and cloud computing, are creatively used in this dimension to reduce an entire
organization‘s carbon emissions.

Processes:

The process dimension of an organization deals with ‗how‘ things are done within an
organization. Business process reengineering is the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical, contemporary measures of performance
such as cost, quality, service and speed. The process dimension of an organization is perhaps the most
visible one, and it is often used to judge the level of ecological responsibility for an organization‘s green
ICT. This is because the process dimension has immediate and measurable effects on a business
operation‘s carbon footprint. It also has effects on clients, vendors and business partners in the
collaboration.

People:

The most difficult and perhaps most complex dimension of a green enterprise transformation is
people. Whilst the people aspect of an organization‘s behavior has been studied to great depths, in this
discussion the focus is on the attitudes of individuals and the sociocultural setup in which they operate in
the context of the environment. An enterprise-wide green strategy is best driven from the top of the
organization in order to ensure its success. Leadership within this people aspect, such as that by senior
directors and chief officers, is a deciding factor in an environmental initiative. The involvement of senior
management in bringing about a change in the people dimension is vital – and it has to be done at an early
stage of a green initiative, though such involvement from senior leadership requires a substantial
commitment in terms of time, money and other resources. Making the key stakeholders fully aware of the
importance of the green initiative for the organization and, through them, promoting the initiative to bring
about fundamental changes in attitudes are keys to success.

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GREEN IT METRICES AND MEASUREMENTS:

Metrics for green IT performance of an organization can be based internal ROI goals and/or on
legal reporting requirements. Whilst the ISO 14000 series of standards can provide an excellent starting
point for the Key Performance Indicators (KPIs) for green IT, CEMS can be used to automate, measure
and report on carbon emissions and the carbon footprint.

Following are some typical KPIs that must be embedded in an organization that is undertaking green
strategies.

• Economic outcome.

Reduce energy consumption by 10% of its current level per year for three years; increase green
services (e.g. the addition of one detailed insurance service dedicated to green).

• Technical.

Use virtualized data servers for all warehoused data; use smart meters to record, repost and
control emissions.

• Process.

Optimize supply chain management to reduce or reengineer individual processes.

• People.

Train people for green IT at all levels. Telecommute once a week to reduce emissions.

Carbon metrics coverage:

A carbon intensity (or emissions intensity) is a ratio that reflects the amount of GHG
emissions per unit of energy delivered. This metric reflects the operational efficiency and
emissions of production processes related to the energy that will be delivered to consumers,
and as such is an important tool in monitoring and assessing the environmental performance
of integrated energy companies and their future strategies.

Carbon intensity metric quantifies the amount of CO 2 equivalent emissions per unit of
energy supplied (gCO 2e/MJ) to the end consumer. Non energy products such as lubricants
and chemicals and corresponding emissions are not included in this metric.

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Green IT Measurement Challenges:

In the past the focus was on computing efficiency and cost associated to IT equipment‘s
and infrastructure services were considered low cost and available. Now infrastructure is
becoming the bottleneck in IT environments and the reason for this shift is due to growing
computing needs, energy cost and global warming. This shift is a great challenge for IT industry.
Therefore now researchers are focusing on the cooling system, power and data center space.
following are few prominent challenges that Green computing is facing today:

1. Equipment power density / Power and cooling capacities;

2. Increase in energy requirements for Data Centers and growing energy cost;

3. Control on increasing requirements of heat removing equipment, which increases because of increase
in total power consumption by IT equipment‘s;

4. Equipment Life cycle management – Cradle to Grave; and

5. Disposal of Electronic Wastes.

Framework for Green IT Metrics:

Green Economy Indicators are key evidence-based instruments which facilitate the evaluation of Green
Economy policies by:

(a) Identifying priority issues;

(b) Formulating and assessing Green Economy policy options; and

(c) Evaluating the performance of policy implementation.

Measuring Carbon Footprint of your Organization:

Carbon footprint is all about carbon (and other GHG) emissions. It isn‘t a measure of use of
natural resources, or the waste a company produces – though those might affect the calculation‘s
results. The real win would be achieving reductions in your absolute total footprint, which means
getting total emissions down even as the business grows. The next best thing is finding ways to reduce
emissions relative to output, so bringing down emissions per product, per employee, or per some unit of
revenue.

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Measuring Operational Cost in your Organization:

If properly followed Green Computing practices can save millions of rupees of an organization.
Ecologically responsible practices must be adopted. For green computing, initial investment will be more,
but eventually not only we will save money but also help to sustain the environment. Many organizations
hesitate for going green because of initial cost. Unless equipment is planned to be replaced or there‘s a
datacenter design in the works, most businesses aren‘t likely to replace their equipment just for the sake
of duty to society. But when the cost of power starts taking a bigger and bigger bite out of the IT budget,
organizations start really looking at green computing nowadays.

ENVIRONMENTALLY RESPONSIBLE BUSINESS:

One of the best ways to make your business more environmentally-friendly is to practice
green procurement. This involves sourcing goods and services that are produced and supplied in a
sustainable fashion. Sourcing from local suppliers rather than those located far away is a good place to
start.

 Are manufactured in a sustainable fashion

 Do not contain toxic materials or ozone-depleting substances
 Can be recycled and/or are produced from recycled materials
 Are made from renewable materials
 Do not make use of excessive packaging
 Are designed to be repairable and not throwaway

Policies in ERBs:

A green policy usually contains the following components:

 A declaration of your company‘s commitment to the environment.

• A concise description of what your company is trying to achieve with your environmental goals and
how you will accomplish your goals.

• A commitment to prevent pollution and to continuously improve environmental performance.

• A commitment to keeping employees and community members safe.

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• A statement of the strategies and actions your business is willing to undertake to meet its
commitments.

Practices in ERBs:

Environmental Practices are defined as those actions that seek to reduce the negative
environmental impact caused by activities and processes through changes and improvements in the
organisation and development of actions. The usefulness of the Good Practices is well proven and lies in
its low cost and simplicity of implementation, as well as the fast results obtained.

The implementation of Good Environmental Practices is assumed by the Foundation and

understood as a whole, committing itself to continuous improvement in its application. From Social
Promotion, this Guide and its implementation are considered as a tool to improve the transparency,
competitiveness and integral development of the beneficiaries of the activities.

This Guide has been developed in six lines of action, as follows:

 Materials.

 Energy.

 Water.

 Waste.

 Transportation.

 Communications.

Lean Impact on Green:

Lean Manufacturing plays an important role in supporting companies to overcome environmental,

social and economic impacts attributed to the production processes, which has been a major concern for
the industrial sector lately. Lean Manufacturing is focused on the reduction of waste and improvement of
operational efficiency using a set of different tools to get these objectives. Many of these tools can be
successfully used in isolation, which makes it much easier to get started, but on the other hand, the
benefits will propagate as more tools are used, as they do support and reinforce each other. The

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combination of lean and green initiatives has been contributing to seek alternatives to support companies
balance efficiency gains and environmental performance in their industrial processes. The lean
philosophy also intends to reduce wastes in all the organizations areas, thus the alignment with the
environmental paradigm seems normal.

Environmental areas covered:

Policies and their practices can be viewed from three different angles—the breadth of coverage, the depth
at which they operate, and the length of time they are influential within the organization.

Breadth of Environmental Policies (Areas Covered):

What is highlighted is the need to consider the overall organization and its entire breadth in terms
of Green IT policy development and implementation. Such consideration will result in appropriate
creation of g green p programs, c corresponding use of a analyzing, modeling, and simulation tools for the
study of environmental risk management and improved accuracy of measurements. The broader is the
coverage of green policies, the better are the organization‘s chances at success.

Depth of Environmental policies (Intensity of Coverage):

A deep practice of policies in large organizations is usually well supported by tools for eco
management, operating on dedicated systems platforms resulting in not only support, but also
measurements and reporting of carbon performance for single and collective business processes. Depth of
coverage for each process includes detailed description, mapping, responsibilities, and execution of roles,

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deliverables, activities, and tasks within the organization. The depth of coverage of green policies also
facilitates audits and feedback to the same process in greater detail.

Length of Environmental Policies (Duration of Coverage):

Green policy formulations require the policy makers to have the ability to look at the future
strategies that make predictions regarding the future of the firm. When incorporating time in policies, it
becomes important to consider the longevity of the firm itself, together with the longevity of the Green IT
initiative. A Green IT can transform the organization, but maintaining that transformed green state over a
period of time is only given due importance when the ―length‖ is considered.

GREEN PRACTICE: A BALANCING ACT

Balancing act, in practice, also requires consideration of the IT versus non-IT assets of the
organization. In developing the green policies and eventually practicing green in a holistic way, the
organization needs to consider Green IT from both IT and non-IT viewpoint. While the overall influence
of IT on the greening effort will vary depending on the type and size of the organization, still
understanding this mix of IT and non-IT assets is important for both policy development and eventual
practice.

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Mobility and Environment:

Mobility has a significant role to play in the reduction of carbon emissions as it has the potential
to offer location independence, that is, reduce the need to t ravel, to most business processes. Some of the
advantages and challenges in the use of mobile technologies in business from the point of view of
environmental sustainability are noted in this discussion.

Advantages to environment:

Mobility offers location independence and personalization, both of which are characteristics that
can be used to optimize business processes and reduce carbon. Therefore, mobile technologies—including
devices, networks, and contents—have a significant role to play in the global carbon reduction effort.

Challenges to Environment:

There are some interesting and unique challenges of mobility when it deals with the environment.
Consider, for example, how mobility enables virtual collaborations between business and individuals.
These virtual collaborations, especially between businesses, can introduce management challenges in
implementing environmentally responsible strategies.

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Relating Environmental Business Policies to Goals:

The importance of policies and their practice is that they enable an organization to achieve its
environmental goals. Therefore, policies need to reflect the green strategies of the organization in this
regards. Policies, in practice, also need to provide help and guidance in terms of prioritizing the actions to
be undertaken by the organization. The following are some of the green policies which enable an
organization to prioritize its environmental goals.

 Energy Consumption
 Energy Efficiency
 Operational Costs
 Operational Reputation
 Environmental Performance
 Green Sustainability
 Increased Revenues

Renewable Energy Resources:

Apart from discussing the policies and practices associated with the organization in its current
state, it is also worth considering the impact of totally different types of energy as is currently consumed
within an organization. For example, if instead of oil or gas, the energy was generated from coal.
Renewable energy certificates are one way for organizations to support green energy. Impact of
renewable sources of energies is usually felt through Government regulatory standards. Government
devises regulatory standards which controls and support the energy providers. Energy providers
implement those standards and as a result, organizations have the opportunity to source from one or more
energy providers.

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Mind Map for the Role of a Chief Green Officer (CGO):

Chief Green Officer (CGO) or the Chief Sustainability Officer (CSO) is the most senior person in
the organization responsible for green strategies. He/she is responsible for the development and
maintenance for the green policies. The green policy should have the ability to justify the Return of
Investment (ROI). An understanding of this mind map of a CGO can be helpful in setting and directing
the green enterprise transformation of an organization.

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UNIT – 1

FUNDAMENTALS

PART – A (2 MARKS)

1. What is Green Computing?

The study and practice of designing, manufacturing, using and disposing of computing devices,
servers and associated subsystems (such as monitors, printers, or storage devices)efficiently and
effectively with minimal or no impact on the environment.

2. Define Green IT?

 Green IT is the study of using computing resources effectively. It includes,

 Environmental sustainability
 Energy Efficiency
 Cost of Ownership (making, disposal)

3. What is ERBS?

ERBS (Environmentally Responsible Business Strategies). Focus on to achieve a green enterprise

and meet the needs of various stake holders.

4. Define Carbon Foot Print?

A Carbon Foot Print is the amount of greenhouse gases and specifically carbon dioxide emitted
by something during a given period.

5. What is the information required for measuring the carbon foot print?

 Facilities
 Operations
 Transportation
 Travel
 Purchases

6. List out the need for Carbon Footprint?

 Helping company to improve its efficiencies.

 Reducing Costs.
 Getting public Recognition.
 Maintain link in the supply chain.
 Good impact on customer.

7. What are the categories of Green IT Drivers?

I. Costs

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II. Regulatory and legal

III. Sociocultural and Political
IV. New market Opportunities
V. Enlightened self-interest
VI. A responsible business eco-system

8. What are the business dimensions of Green IT?

 Economy
 Technical
 Process
 People

9. What is the purpose of an organization to go green?

 Increasing energy consumption

 Growing consumer interest in environmentally friendly goods and services.
 Higher expectations by the public on enterprises.
 Environmental responsibilities and emerging stricter regulatory and compliance requirements.

10. What are the three Rs of Green IT?

o Reuse
o Refurbish
o Recycle

11. List out the most significant constituents of GHG’s?

Carbon dioxide (CO2), Methane, Nitrous Oxide, and Chlorofluorocarbon (CFC) gases.

12. What are the four dimensions of green Computing Strategies?

o Economic
o People
o Process
o Technology

13. What is Responsible Business Ecosystem (RBE)?

It is a large green organization which focuses on the environment; it consists of three major areas:

o Green processes
o Green data centers
o Green consortiums.

14. List some of the objectives of green business?

o Synergy between core business objectives and green objectives.

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o Identify growth potential.

o Development of green HR

15. Define Green Governance?

Green governance combines EI with lean for data creation and maintenance. It measures the
carbon emission of business.

16. List the situations in which the policies can be made?

I. External pressure (Government)

II. Internal Pressure (Inside Organization)

External

 Government policies
 Society pressure

Internal

 Internal energy consumption.

 Increased carbon footprint.

17. List the 5M’s of Carbon Metrics?

 Measuring
 Monitoring
 Managing
 Mitigating
 Monetizing

18. List some of the green values in practice?

 Computing power management

 Use blank screen saver
 Limited printing
 Reuse and recycle of equipment
 Single machine to worker.

19. What is Green Sustainable Policy?

It is defined as a policy that incorporates a ―green‖ factor that helps business to sustain over a
longer period of time.

20. What are the types of Emissions?

 Scope 1 (direct emission)

 Scope 2 (indirect usage of emissions)

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 Scope 3 (organization supply chain).

21. List the steps in developing an ERBS?

 Green business objectives

 Strategy descriptions
 Policy based pre conditions
 Resource requirements
 Transformation plans.

22. Mention some renewable energy sources to be encorporated with green policies?

 Nuclear
 Thermal
 Wind
 Solar
 Biomass

23. Define Carbon Metrics?

 Measurements eventually provide benchmark at industry levels and vital comparison

statistics.
 Measure through sensors, platforms, inventory and inference methods.

24. List the measures of balanced score card?

 Financial measures.
 Customer measures.
 Internal business processes.
 Learning and growth.

25. What is the role of Chief Green Officer (CGO)?

CGO is the most senior person in the organization responsible for green strategies. He/she is
responsible for the development and maintenance of green policies.

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UNIT – 1

FUNDAMENTALS

PART – B (16 MARKS)

1. Discuss in detail about Green IT fundamentals?

2. Explain in detail about Green IT business and environment ?

3. Discuss in detail about Carbon Footprint?

4. Write about carbon emissions in IT?

5. Write in detail about Green IT strategies?

6. Explain about Green IT Dimensions, Drivers, and Goals?

7. Explain in detail about Environmentally Responsible Business?

8. Explain in detail about policies, practices, and metrics of ERBS?

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UNIT II

GREEN ASSETS AND MODELING

Syllabus

Green Assets: Buildings, Data Centers, Networks, and Devices – Green Business Process
Management: Modeling, Optimization, and Collaboration – Green Enterprise Architecture –
Environmental Intelligence – Green Supply Chains – Green Information Systems: Design and
Development Models.

2.1 GREEN ASSETS:

A green asset produces revenue with the additional aspect of an ability to be renewable. Eg) Solar
Energy, The green assets and infrastructure comprise substantial part of that long-term approach to
managing the carbon performance of the organization. The three major phases or activities associated
with the lifecycle of these assets are depicted as follows: Green assets are revenue-producing investments that
also have the added benefit of being renewable.
 The way they are established or procured. Examples of green assets include solar energy and
other sustainable infrastructure. Incorporating green
 The manner in which they are operated or run assets into an organization's long-term strategy can be
an effective way to manage its carbon performance
 The strategies for their disposal or demolishment. and promote sustainability. By investing in renewable
technologies and infrastructure, organizations can not
Establish (Procure): only generate revenue but also reduce their carbon
footprint and contribute to a more sustainable future.
Deals with the green credentials of the asset in terms of its design and development.
The process of "establishing" or procuring green assets involves considering the environmentally-
Operate (Run): friendly aspects of their design and development

Manner of operation of the asset has a bearing on the total carbon contribution of the
organization. During the "operational" phase, the way in which the assets are run can significantly impact the
organization's overall carbon footprint.

Disposal (Demolishment):

This is the eventual phase of an asset and it also impacts the overall carbon footprint of an
organization. This impact is through the organization‘s approach to disposing or demolishing the asset.

fig. Green assets need to be organized in an

efficient way throughout their lifecycle

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Types of Assets (Categories) and Their Impact on the Environment is depicted as follows:

2.1.1 Building and Facility Management:

The physical buildings and facilities belonging to the organization form the core of its
nonmovable assets. Buildings, while usually not a part of IT directly, are still a major contributor to the
organization‘s carbon footprint. The need and demand to consider the carbon issues upfront, during initial
procurement and/or construction of buildings. This forces the construction industry to handle issues such
as the type of insulation used, facilities to recycle water, and the use of natural light in determining the
TCCO (Total Cost of Carbon Ownership) for that building.

2.1.2 Green IT Hardware:

The hardware aspect of Green IT deals with the architecture and design of IT hardware, the
manner in which it is procured and operated. While operational energy consumption is increasingly an

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important issue for computer manufacturers, what is even more interesting is the impact a good, energy
optimum design can have on the overall energy consumed by a piece of hardware over its entire life.
Following is a more detailed description of these IT hardware assets of an organization:

Data servers:

Deals with the physical machines and the specific buildings in which they are housed.

End-user computers:

Laptops, desktops, their capacities, operational efficiencies, and their disposal (especially as the
lifecycle of a computer is getting shorter by the day) need to be discussed from their P-O-D
(Procedure/Operate/Dispose) viewpoint.

Mobile devices:

The mobile devices and associated hardware (e.g., extension leads), their batteries including the
recharging mechanism and disposal of the batteries and the policies and actions when the devices become
outdated.

Peripherals:

Printers, photocopiers, shredders, and so on. These electronic gadgets are of immense interest in
Green IT due to their large numbers, their potentially unnecessary overuse, the operational waste that is
generated as a result(such as paper, ribbons, and ink), and the carbon associated with the eventual
disposal of these fast moving items.

Fig. Range of Green IT hardware generating carbon.

2.1.3 Green Data Centers:

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The demand for data center capacity worldwide has been on the rise. This has also lead to a
steady increase in carbon emissions. Data centers form the major chunk i n the overall Green IT hardware
assets of an organization. They house a suit of large computers and associated networks of the
organization, forming the ―heart‖ of most businesses. Data servers, in practical terms, can be seen as
powerful computers that have the capacity to store as well as process vast amount of multi formatted data.

Fig. Green data center influencing factors.

Specific areas for Green IT with respect to data centers are discussed as follows:

Data center design, layout, and location:

Physical building in which the data center resides. Architecture and design of the building
(physical shape, naturally cooling and ventilation, natural light, ease of access etc.), geographical region
(e.g., locating a data center in Iceland), and the material used in construction of the building (Terracotta
for roofing; painting the roofs white) are all valid considerations here. The size and design of rooms in
which servers are housed and also the location of the server rooms within the data center can play a role
in carbon reduction.

Cooling, air conditioning, power source and power consumption:

This includes the cooling strategies of the servers; and the air conditioning relating to the actual
building.

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Power management—lights and operational aspect:

This would include procurement and installation of green products (such as LED light bulbs) and
use of green services.

Servers their numbers, their positioning and corresponding energy-efficient computing:

Physical location of the racks, t heir positioning (hot isle/cold isle). Architecture and the physica l
rooms in which they are placed. Design of each server - water cooled, air cooled, and other efficiencies
are also to be considered.

Data strategy—including security and backup:

Virtualization within each server, and combined virtualization. Virtualization aims to pool
resources together to deliver data center services by pooling resources that may be otherwise
underutilized.

Networks and communications equipment:

Wireless communications such as switchgears, routers, and modems. The numbers and capacities
of these equipment‘s in the data center contribute to its carbon footprint.

2.1.3.1 Data Center Building—Design, Layout, and Location:

Data center buildings are specialized buildings to hold the large computing and communications
equipment‘s of the organization. Following are the specific design, layout, and location consideration for
data centers.

 Physical (geographical) location of the building.

 Building that houses the data center.
 Power supply.
 Cooling and lighting.
 Server and storage virtualization.
 Facilitation of new and emerging technologies.

2.1.3.2 Data Center ICT Equipment —Server Strategies:

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They are housed within the green data center and require specific strategies for positioning, cooling, and
usage. Following are a list of green server strategy considerations that need to be expanded in detail in
practice:

 Online, real-time list of server inventory that enables location and uses of the servers.
 Power consumption bill in real time.
 Mirroring backup strategies that are balanced by the ―acceptable risks‖ of the data center director.
 Data capacity forecasting.
 Carbon-cost visibility.
 Enhanced server distribution.
 Incorporate Cloud computing and server virtualization.

2.1.3.3 Data Strategy and the Carbon Emitting Bit:

Data strategy encompasses the use, storage, mirroring, security, backups, clean ups, and
architectures for data. It covers both external and internal approaches to data management.

Fig. A carbon-emitting bit—repercussions on overall carbon emissions.

2.1.3.4 Data Servers Optimization:

Data server optimization can be improved through better organization of the databases including

their design, provisioning for redundancy, and improved capacity forecasting, following RDBMS

(Relational Database Management Systems) standards such as data normalization and usage of proper

data types within database as and when required.

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2.1.3.5 Data Servers Virtualization:

Data server virtualization, as a key strategy, includes creation of many virtual servers from one
physical server. Virtualization has been popular as efficient hardware resource utilization; however, it
also has significant impact on reducing carbon emissions.

Fig. Data server virtualization.

2.1.3.6 Cloud Computing and Data Centers:

Cloud computing offers the potential for economies of scale that go beyond a single data center
and a single enterprise. This is so because with Cloud computing there is opportunity to not only
consolidate the costs of services but also shift the carbon generation to a relatively centralized place
where it can be better controlled and optimized.

2.1.4 Networking and Communications Infrastructure:

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Networking strategies that are part of information architecture can not only help reduce traffic but
also improve carbon performance. Reduction of communication traffic eventually reduces the server load
minimizing memory and processing time on the server.

Following are the categories of networks that need attention of the network manager in terms of their
carbon connotation.
Text
Local Area Networks (LAN):

Local networks of the organization that are made up of the physical connections amongst the
machines and primarily the data center. Usually, these may be a collection of cables that may have
―grown‖ as the organization grew; lack of planning and architecture for LANs is a major factor in
consuming substantial power and thereby adding to the cooling requirements.

Wide Area Networks (WAN):

The wide area networks of an organization enables communication amongst its desktop and
laptop machines with and beyond its data center. Typically, the WAN comprises use of communication
lines that make up the virtual private network (VPN) of the organization. Such VPN is made up of leased
communications lines which reduce the extent of influence an organization has over its power
consumption and carbon generation.

Mobile Networks:

The Mobile enterprise architecture that can also provide the backdrop for carbon reduction.

Wireless L AN/WAN:

Wireless communication may give the impression of reduced hardware and infrastructure (due to lack of
physical wiring).

WiMax:

WiMax is another mobile standard for point-to-point communication that is based on

radiofrequency standardized technology. WiMax, made up of transceivers to base antennas, need
standards to ensure these networks are switched on-and-off depending on their usage pattern.
WiMax (Worldwide Interoperability for
2.1.4.1 Devices and Organizational Boundaries for Measurements: Microwave Access) is a wireless
communication standard that allows
Devices in the Green IT discussion play two roles: high-speed internet access over a
wide area. It uses radiofrequency
technology to transmit data between
38 two points, such as from a base
station to a mobile device.

To establish a WiMax connection, a

transceiver is used to transmit and
receive signals. These transceivers
are typically located on base
antennas, which are mounted on

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 Those that emit carbon and

 That which is used to measure, monitors, and mitigates carbon.

The various tools and techniques in carbon measurement are as follows:

 Dashboard displays attached to the devices to display emissions.

 Mobile gadgets attached to devices for measuring emissions.
 Surveys of employees and other stakeholders.
 Inventory of the organization to identify unused goods.
 Interviews of employees and stakeholders to ascertain carbon emissions.

2.2 GREEN BUSINESS PROCESS MANAGEMENT:

Green B PM is an overall approach to modeling, optimizing, consolidating, and executing

business processes of an organization from a carbon perspective. Application of Green B PM results in
improving the ways in which an organization (users and business areas within an organization) undertake
operations. BPM can be understood as a discipline of modeling, realizing, executing, monitoring, and
optimizing business processes.

2.2.1 Green Reengineering:

Reengineering of processes to green processes will incorporate reevaluation of processes and also
an understanding and modeling of their supporting hardware, software, and people in order to cut down
the carbon generated through t hem.

The following figure illustrates the concept of process reengineering in a simple way from a
green perspective.

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Fig. Core concept of GPR—a distribution example.

The following are the steps in terms of Green BPR

Listing:

This is an initial list, which will be refined as this green transformation exercise proceeds. This
list can be created based on the value creation of the organization and which can be categorized into
primary, secondary, or supporting processes based on major functions of the organization such as
production, inventory, supply chain, customer relations, finance, and HR.

Ranking:

Ranking of the processes within the process list can be undertaken based on the carbon criteria.
Thus, while normal BPM exercises list the processes with criteria such as their costs and effectiveness, in
Green BPM, these processes are also ranked based on the amount of estimated carbon they produce.

Modeling:

Process reengineering requires accurate modeling of those processes. If an organization has

already undertaken a BPM exercise, process models for all major processes should be available. If not,
the green transformation project can start by modeling the processes that are ranked high in the previous
step.

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Optimizing:

This step i s the study of the processes that are modeled from t heir carbon impact.

Retaining:

Processes that are modeled and optimized will reduce their carbon contribution.

Removing:

The BPM exercise will also identify processes that are either redundant/duplicated or are so
excessively carbon inefficient that they have to be replaced.

2.2.2 Green BPM and Standards:

Green BPM can be carried out in a number of ways, and using different tools and techniques.

Following are the important aspects of the use of standards in Green BPM:

 TQM, Kaizen, and Six Sigma provide standards and techniques to optimize and improve business
processes.
 Efficient business processes may also create opportunity to produce greater quantity of goods
resulting from improved production capacity.
 Customization and personalization of products to suit the de ands of customers is the result of
process reengineering.
 Reengineering of processes also results in optimizing the internal organizational structure.
 Knowledge management enables keeping track of customer p references.

2.2.3 Green Business Analysis:

Role of a Green BA can provide analytical help and support for green business process modeling.
BA is the role that owns and models the requirements of the project. BA is also responsible for working
with the key business executives and users to determine the goal and expectation of the business process.

2.2.4 Green IT Governance:

Indicates how a governance standard is translated into policies and practices through business
rules. The most commonly used governance standard is the Information Technology Infrastructure
Library (ITIL).

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The context of Green IT process and management is discussed briefly as follows:

 Service Strategy—provides guidance on explanation and prioritization of service provider and

their customers‘ investments in services.
 Service Design—provides guidance on design of new or modified IT services through a
catalogue.
 Service Transition—facilitates transition of a service to the operational area of the business with
environmental considerations inbuilt into them.
 Service Operation—is when the service has become operational and can be called ―Green
Service‖ when the environmental considerations are taken into effect.
 Continual Service Improvement—provides guidance on the things that need to be controlled
and measured for improving service quality, particularly from a green business perspective.

2.2.5 Green Business Processes—Incremental Complexity:

The increasing complexity of these green processes.

Broadcast processes—these are easiest processes to understand, model, and optimize when they are the
one-way broadcast processes typically used by the organization to promote and advertise their products.

Informative processes—the green aspect of this informative category comes from the fact that the
receiver of the output of this informative process is known to the organization.

Transactive processes—typically called the electronic commerce processes requiring a 3-way interaction
between the vendor, the customer, and the payment facility.

Operative processes—these processes are of more complexity and deal with the internal, operational
aspect of the organization.

Collaborative processes—When multiple organizations interact with each other through collaborative
web -based processes, the carbon generation i s not only significant, but also increasingly challenging to
trace because the organizational boundaries of these processes is extremely fuzzy.

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Fig. Increasing complexity of green processes.

2.2.6 Green Mobile Business Processes:

The way in which mobile green processes are enacted by incorporation of mobility in to the
business processes is also based on the increasing complexities of the processes as was discussed earlier.
An understanding of this increasing complexity also provides opportunity, through the use of mobile
technologies, to reduce corresponding carbon contents of these processes. Increasing complexity of
transactions also implies an opportunity to reducing that complexity and, thereby, reducing carbon
emissions in those processes.

Mobile-Broadcast—use of mobile technologies enables sending of one-way information to a large group

of people who may or may not be registered as users.

Mobile-Informative—use of mobility provides the organization with the ability to provide environment-
related information to the various stakeholders within the business.

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Mobile-Transactive—usage includes collection, collation, and reporting of environmental data with the
use of handheld mobile as well as stationary but wireless devices.

Mobile-Operative—usage provides opportunities for the organization to model and optimize its internal
processes that will produce environmentally friendly results.

Mobile-Collaborative— where organizations are influenced by their business partner‘s policies and
strategies toward green environment.

2.2.6.1 Environmental–Economic Mobile Use:

The economic influence of mobility needs to be considered here in terms of its relevance to
the environment. For example, the economic reasons for transitioning to mobile business can be extended
and discussed in terms of the economic reasons for transitioning to and managing a sustainable mobile
business. The important economic factors of costs and competition for mobile transitions have a
correlation with the environmental issues as well.

2.2.6.2 Environmental–Technical Mobile Use:

Environmentally responsible mobile businesses apply the concept of reuse to the design and
distribution of mobile gadgets as well. Technical designers seek to create mobile gadgets which will have
minimum impact on the environment. This environmentally responsible design of mobile phone can
reduce the amount of the materials used, reducing the impact of those materials and thereby increasing the
efficiency of the use of the mobile phones with the customers.

2.2.6.3 Environmental–Process Mobile Use:

The way in which businesses operate can have a tremendous impact on the environment.
The modeling, study, and optimization of business processes need to be undertaken from a mobile
perspective. Ā e potential of mobile devices to reduce people movement is obvious; this potential needs to
be woven in the green business processes of an organization.

2.2.6.4 Environmental–Social Mobile Use:

The social dimension of mobile technologies—particularly the devices and the social
networks—relate to the environment in many ways. For example, the ability of personalized transmission
of messages can be utilized in raising environmental awareness amongst specific users. Mobile businesses
can also take additional social responsibilities by investing in communities that can be helped to learn,
work, and thrive in a ―green‖ environment.

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2.3 Green Enterprise Architecture:

The aim of a GE A is to develop an understanding of different viewpoints of business, technology, and

the environment in which the business exists. Ā is understanding also reduces the risks associated with
the green transformation. Developing such an EA would imply an understanding and modeling of the
business as well as technology space of the organization.

2.3.1 Views of Green Enterprise Architecture:

Fig. Various views of

comprehensive Green enterprise architecture: Business, technology, and enterprise spaces.

A comprehensive GEA encompasses an understanding of the various views of the

organization and its interrelationships. Green information architecture (GIA), shown in upper half of
Figure primarily deals with the models of information capture and information provisioning to both
external and internal parties in the business space. The information architect and the business analyst
work in this space identifying and modeling the information requirements. This architecture is developed
based on the business requirements in the ―problem space‖ and takes into account the strategies and
policies of the organization. GIA identifies the basic functional requirements that are modeled in the
context of the Green IT strategies, processes, applications, and IT governance of the enterprise.

2.3.2 Green Enterprise Architecture—Categories of Requirements:

The GEA is not an independent entity per se. While a GEA deals with constraints,
compliance, integration performance, and security issues, it also influences both—the GIA in the business
space and the GSA in the technology space. Thus, the activities with GEA span the problem, solution, and

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background space. The following figure expands and groups the various activities that form part of the
overall green architecture of the enterprise.

Fig. Categories of requirements in the various green architectural spaces.

The GEA in the background is influencing and influenced by the GIA as well as the GSA from the
problem and the solution space respectively. The GIA provides the basics for using enterprise
applications, processes, and contents. The semantics for the master data including the green data are
defined and the operational and analytical information is modeled in this architectural space.

2.3.3 Aspects of Green Solutions Architecture:

GSA brings about a synergy of technologies that can enable efficient use of IT resources.
Thus, the resources are themselves used efficiently and, in turn, these IT resources provide the basis to
enhance the efficiency of the rest of the equipment‘s and processes in the organization.

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Fig. Various aspects of a Green solutions architecture.

Cloud Computing:

Cloud computing is already in use and, yet, there are many emergent aspects of it. Identification and
incorporation of Cloud-based solutions bring about immediate change in the carbon emissions of large
data centers.

Virtualization:

Virtualization, as its name suggests, creates multiple operating views on the same physical
machine resulting in much reduced use of hardware than if the servers were all physical. Carbon
performance requirements from virtualization should be identified, documented, and measured in
accordance with the overall green strategies and objectives of the organization.

Smart Networks:

Smart networks and their management make use of automated devices, sophisticated switch
management, optimized network operations and re al time reporting of the network performance.
Efficient network operations assure delivery at lower cost and improved environmental footprint.

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Real-Time Decision Making:

Real-time decision making in the solution space is based on availability and delivery of
information precisely and in the context of the need of the user. Such real-time delivery of information is
primarily achieved through mobile technologies, devices, and applications.

Alignment:

Alignment of data, processes, and interfaces is an architectural issue in the solution space
that focuses on reducing the friction within and amongst the systems. Ideal Green IT solutions, therefore,
can be understood as absence of contradictions amongst data, processes, and interfaces.

Optimization:

Optimization is closely associated with alignment and deals with the alignment of the
solution technologies such as the servers, applications, and databases. Optimization, in the GSA, is the
choice amongst possible alternative solutions that are aligned with the carbon footprint minimization
objective of the organization.

Integration:

This is a major activity in the green solutions space that works across two technological
areas:

(a) Integration of carbon data with green services and interfaces within an application; and

(b) Integration amongst the different applications themselves.

Integration in the GSA is a detailed activity that requires independent discussion as undertaken next.

2.3.4 The Environmental Intelligence Domain:

EI can be considered as an umbrella term that encompasses integrated suite of tools,

architecture, databases, data warehouses, performance management, and methodologies. The EI can also
refer to processes, techniques, or tools to support faster and better decision making for environmentally
responsible strategies. EI systems consist of the tools, technologies, and processes that turn environmental
data into information and knowledge that optimizes decision making.

2.3.4.1 Environmental Intelligence Systems’ Evolving Complexity:

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The evolving EI complexity is understood as follows:

Data:

Identification of carbon data related to equipment‘s (gadgets) across the company that
generates greenhouse gases; Provisioning the step-by-step collection and collation of the carbon-related
data within the organization.

Information:

Analysis and processing of the data in order to provide information to all parties concerned
regarding the carbon-position of the organization. Environmental transactions are recorded and processed
here in order to produce valuable information.

Process:

Optimizing procedures and controls within the organization using the concepts of business
process modeling (BPM) to ensure efficiency; developing an understanding of process maturity in the
context of green processes.

Knowledge:

Incorporation of external climate change data such as those provided by governmental

bodies or other third-parties, into the internal systems of the company by using Cloud computing
fundamentals.

Intelligence:

This is the semantic green enterprise. This is where the systems embrace people machine
continuum. EI system requires two major activities from an organization: upgrading existing BI systems
to incorporate environmental data, information, processes, and knowledge; and, analyzing, designing,
developing, and deploying systems that are specific to the environmental needs of the organization.

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Fig.Evolving complexities in environmental intelligence systems.

2.3.4.2 Communication Channels in Environmental Intelligence:

Environmental intelligence, combines not only myriad systems through correlations, but also
synergistically brings in people. This is important in a GEA that has to incorporate systems intelligence
with the human intelligence (shown on the left). The iterative influence of systems on stakeholders, and
vice versa, is through the various communication channels shown in the center of the figure.

2.3.4.3 Environmental Intelligence Implementation with Web Services:

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WS can be used to create and modify environmental services that would integrate carbon
information silos by connecting them, and providing real-time reporting features to decision makers. WS
can be used in the business environment to measure, monitor, and finally help for the process
optimization with respect to the environmental factors. With the help of the tools such as Green web
services (GWS), business can begin to develop EI systems, implement them in the business, monitor,
measure, and mitigate the emissions and monetize the process.

2.3.4.4 Environmental Intelligence with Mobility:

Mobility has a role to play in the environmentally responsible business strategies that make
an organization sustainable which, in turn, makes it a long-lasting and profitable organization. Mobility
can be said to help the business be EI. Mobility enables virtual collaboration between business and
individuals. Reengineering the business processes with mobility provides enormous opportunities for
virtualization. The more virtual a business is the less physical resources it will consume—therefore, well-
modeled mobile processes greatly assist in creation of environment friendly businesses.

EI systems involve and employ mobility solutions to coordinate office, field, and home
decision making. Figure extends the EI concept with mobility.

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2.4 GREEN SUPPLY CHAIN MANAGEMENT:

SCM have evolved rapidly to automate and optimize the lifecycle of material procurement.
Similarly, SCM are also integral to procurement and use of equipment‘s and corresponding infrastructure.
Supply chain management (SCM) systems are an integral part of organization‘s systems. SCM of an
organization needs to be analyzed, planned, and optimized for sourcing and deliveries in an
environmentally conscious manner.

2.5 GREEN INFORMATION SYSTEM (GIS):

A GIS is a software system that provides support to the business to implement its
environment responsible business strategies (ERBS). Thus, this system has to cover the length, breadth,
and depth of various structural and dynamic aspects of the business.

Phases in a GIS Development and Deployment:

Develop—GIS needs to be developed by following agile practices and considering the important phases
of a SDLC starting from requirements, analysis, design, and code to testing. Development has to consider
issues of deployment, integration, and operations. Analysis and design of the system is undertaken using
the unified modeling language (UML) diagrams that helps in modeling the problem space and develop a
solution in design space.

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Configure— Configuring GIS according to benchmarks and rules of organization. This would be an
activity specific to each organization within each industry sector

Use—Use of GIS will lead to ongoing recording of carbon data creation of reports as well as
comparisons.

Fig. Major phases in GIS: development, configuration, and use.

Features of GIS:

The features of a GIS that play a significant role in enhancing this ability of business to
coordinate its environmentally responsible approaches can be listed as follows:

 Collecting environment-related data in real time.

 Providing querying tools, key performance indicators (KPIs), and business analytics to field
workers and decision makers in the area of EI.
 Enhancing the decision-making capabilities of senior management by collating and computing
up-to-date information from varied external sources.
 GIS can continuously identify and upgrade business processes and business practices in
manufacturing, sales, and field support operations in order to make them environmentally
responsible.
 GIS also provides feedback to customers and other external users of the business on its
environmental performance.
 GIS provides the business with the ability to sustain itself for a long time.

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 GIS enables collaboration amongst businesses for the purpose of achieving environmental
responsibilities.

2.5.1 Modeling and Architecting GIS —Requirements, Design, Implementation, and Testing:

The UML has been used in presenting the models of the GIS

Package diagrams—Used to create and model subsystems/Green information portals. Packages can also
be used to create increments and sprints in an agile development approach.

Use cases—Used to show functionalities and business processes from a user‘s point of view. This is the
expected behavior of the system documented as interactions.

Use case diagrams—provides a model describing all the related business processes/functionalities of a
particular package.

Activity graphs—provides a detailed view of every step of a business process. They provide the flow
within a use case or a package of GIS.

Class diagrams—provides a static model of GIS based on its key business entities.

Sequence diagrams—provides a model for the interactions between objects and also rules for these
interactions that are architectural decisions.

State Machine diagrams—Provides a view in which a particular entity passes through different states as
a business process is executed.

Component diagrams—Used to show the interaction of every component with each other.

Deployment diagrams—Used to show the way application will be deployed including hardware and
related infrastructure.

2.5.2 GIS Requirements:

Green ICT is developed to measure only energy consumption and environmental parameters
such as carbon emissions, chemical wastes, and other office and industrial wastes. Green ICT system
analysis and design is performed using the UML. These diagrams help in modeling the operations and
interactions at the business level and also in system design thorough classes, packages, components, and
deployment diagrams.

A typical GIS would involve two subsystems:

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1. Green organizational portal (GOP)

2. Regulatory standards portal (RSP)

2.5.2.1 Green Organizational Portal:

The GOP is made up of organizational data on its ―green‖ performance. These data are
updated by the organizational representatives on an ongoing basis. These data record the organization‘s
pollutant performance such as

(a) Heat generated by the desktop machines, data centers and network equipment‘s within the
organization.

(b) Carbon emissions in the petrol/diesel consumed by the organization, and

(c) Hazardous materials produced by the organization‘s activities such as lead in batteries and mobile
phones.

2.5.2.2 Regulatory Standards Portal:

RSP is a large portal that will be maintained by the government agency responsible for
emission control within a country or region. The RSP will have to have detailed and continuously updated
information on the pollutant categories that are producing the carbon emissions.

2.5.2.3 Package Diagrams and System Scope:

The system should cover all the functionalities required to record, calculate, analyze, and
report on carbon emissions. GOP and RSP functions like emission details management and comparing
them with standards are done based on the company size and location.

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GOP and RSP are shown as two packages that also interface with the interface and administration
services. While the GOP will have multiple instances across various organizations, the RSP will have a
single instance.

Use Case Diagram for GOP:

Fig. Use case diagram for ―green organizational portal.‖

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Use case diagram for ROP:

Fig. Use case diagram for ―emissions benchmark maintenance (ROP).‖

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The activity diagram for the use case ―Calculate Emissions.‖:

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Activity diagram for maintaining emission standards:

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Class Diagram for GOP:

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Sequence Diagram for ―Emissions Check‖

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 Fig. Data server virtualization.

2.1.3.6 Cloud Computing and Data Centers:

Cloud computing offers the potential for economies of scale that go beyond a single data center
and a single enterprise. This is so because with Cloud computing there is opportunity to not only
consolidate the costs of services but also shift the carbon generation to a relatively centralized place
where it can be better controlled and optimized.

2.1.4 Networking and Communications Infrastructure:

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Networking strategies that are part of information architecture can not only help reduce traffic but
also improve carbon performance. Reduction of communication traffic eventually reduces the server load
minimizing memory and processing time on the server.

Following are the categories of networks that need attention of the network manager in terms of their
carbon connotation.

Local Area Networks (LAN):

Local networks of the organization that are made up of the physical connections amongst the
machines and primarily the data center. Usually, these may be a collection of cables that may have
―grown‖ as the organization grew; lack of planning and architecture for LANs is a major factor in
consuming substantial power and thereby adding to the cooling requirements.

Wide Area Networks (WAN):

The wide area networks of an organization enables communication amongst its desktop and
laptop machines with and beyond its data center. Typically, the WAN comprises use of communication
lines that make up the virtual private network (VPN) of the organization. Such VPN is made up of leased
communications lines which reduce the extent of influence an organization has over its power
consumption and carbon generation. 0 0
Mobile Networks:

The Mobile enterprise architecture that can also provide the backdrop for carbon reduction.

Wireless L AN/WAN:

Wireless communication may give the impression of reduced hardware and infrastructure (due to lack of
physical wiring).

WiMax:

WiMax is another mobile standard for point-to-point communication that is based on

radiofrequency standardized technology. WiMax, made up of transceivers to base antennas, need
standards to ensure these networks are switched on-and-off depending on their usage pattern.

2.1.4.1 Devices and Organizational Boundaries for Measurements:

Devices in the Green IT discussion play two roles:

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 Those that emit carbon and

 That which is used to measure, monitors, and mitigates carbon.

The various tools and techniques in carbon measurement are as follows:

 Dashboard displays attached to the devices to display emissions.

 Mobile gadgets attached to devices for measuring emissions.
 Surveys of employees and other stakeholders.
 Inventory of the organization to identify unused goods.
 Interviews of employees and stakeholders to ascertain carbon emissions.

2.2 GREEN BUSINESS PROCESS MANAGEMENT:

Green B PM is an overall approach to modeling, optimizing, consolidating, and executing

business processes of an organization from a carbon perspective. Application of Green B PM results in
improving the ways in which an organization (users and business areas within an organization) undertake
operations. BPM can be understood as a discipline of modeling, realizing, executing, monitoring, and
optimizing business processes.

2.2.1 Green Reengineering:

Reengineering of processes to green processes will incorporate reevaluation of processes and also
an understanding and modeling of their supporting hardware, software, and people in order to cut down
the carbon generated through t hem.

The following figure illustrates the concept of process reengineering in a simple way from a
green perspective.

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 Fig. Core concept of GPR—a distribution example.

The following are the steps in terms of Green BPR

Listing:

This is an initial list, which will be refined as this green transformation exercise proceeds. This
list can be created based on the value creation of the organization and which can be categorized into
primary, secondary, or supporting processes based on major functions of the organization such as
production, inventory, supply chain, customer relations, finance, and HR.

Ranking:

Ranking of the processes within the process list can be undertaken based on the carbon criteria.
Thus, while normal BPM exercises list the processes with criteria such as their costs and effectiveness, in
Green BPM, these processes are also ranked based on the amount of estimated carbon they produce.

Modeling:

Process reengineering requires accurate modeling of those processes. If an organization has

already undertaken a BPM exercise, process models for all major processes should be available. If not,
the green transformation project can start by modeling the processes that are ranked high in the previous
step.

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Optimizing:

This step i s the study of the processes that are modeled from t heir carbon impact.

Retaining:

Processes that are modeled and optimized will reduce their carbon contribution.

Removing:

The BPM exercise will also identify processes that are either redundant/duplicated or are so
excessively carbon inefficient that they have to be replaced.

2.2.2 Green BPM and Standards:

Green BPM can be carried out in a number of ways, and using different tools and techniques.
0 0
Following are the important aspects of the use of standards in Green BPM:
  TQM, Kaizen, and Six Sigma provide standards and techniques to optimize and improve business
processes.
 Efficient business processes may also create opportunity to produce greater quantity of goods
resulting from improved production capacity.
 Customization and personalization of products to suit the de ands of customers is the result of
process reengineering.
 Reengineering of processes also results in optimizing the internal organizational structure.
 Knowledge management enables keeping track of customer p references.

2.2.3 Green Business Analysis:

Role of a Green BA can provide analytical help and support for green business process modeling.
BA is the role that owns and models the requirements of the project. BA is also responsible for working
with the key business executives and users to determine the goal and expectation of the business process.

2.2.4 Green IT Governance:

Indicates how a governance standard is translated into policies and practices through business
rules. The most commonly used governance standard is the Information Technology Infrastructure
Library (ITIL).

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The context of Green IT process and management is discussed briefly as follows:

 Service Strategy—provides guidance on explanation and prioritization of service provider and

their customers‘ investments in services.
 Service Design—provides guidance on design of new or modified IT services through a
catalogue.
 Service Transition—facilitates transition of a service to the operational area of the business with
environmental considerations inbuilt into them.
 Service Operation—is when the service has become operational and can be called ―Green
Service‖ when the environmental considerations are taken into effect.
 Continual Service Improvement—provides guidance on the things that need to be controlled
and measured for improving service quality, particularly from a green business perspective.

2.2.5 Green Business Processes—Incremental Complexity:

The increasing complexity of these green processes.

Broadcast processes—these are easiest processes to understand, model, and optimize when they are the
one-way broadcast processes typically used by the organization to promote and advertise their products.

Informative processes—the green aspect of this informative category comes from the fact that the
receiver of the output of this informative process is known to the organization.

Transactive processes—typically called the electronic commerce processes requiring a 3-way interaction
between the vendor, the customer, and the payment facility.

Operative processes—these processes are of more complexity and deal with the internal, operational
aspect of the organization.
0 0
Collaborative processes—When multiple organizations interact with each other through collaborative
web -based processes, the carbon generation i s not only significant, but also increasingly challenging to
trace because the organizational boundaries of these processes is extremely fuzzy.

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Fig. Increasing complexity of green processes.

2.2.6 Green Mobile Business Processes:

The way in which mobile green processes are enacted by incorporation of mobility in to the
business processes is also based on the increasing complexities of the processes as was discussed earlier.
An understanding of this increasing complexity also provides opportunity, through the use of mobile
technologies, to reduce corresponding carbon contents of these processes. Increasing complexity of
transactions also implies an opportunity to reducing that complexity and, thereby, reducing carbon
emissions in those processes.

Mobile-Broadcast—use of mobile technologies enables sending of one-way information to a large group

of people who may or may not be registered as users.

Mobile-Informative—use of mobility provides the organization with the ability to provide environment-
related information to the various stakeholders within the business.

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Mobile-Transactive—usage includes collection, collation, and reporting of environmental data with the
use of handheld mobile as well as stationary but wireless devices.

Mobile-Operative—usage provides opportunities for the organization to model and optimize its internal
processes that will produce environmentally friendly results.

Mobile-Collaborative— where organizations are influenced by their business partner‘s policies and
strategies toward green environment.

2.2.6.1 Environmental–Economic Mobile0Use: 0

The economic influence of mobility needs to be considered here in terms of its relevance to
the environment. For example, the economic reasons for transitioning to mobile business can be extended
and discussed in terms of the economic reasons for transitioning to and managing a sustainable mobile
business. The important economic factors of costs and competition for mobile transitions have a
correlation with the environmental issues as well.

2.2.6.2 Environmental–Technical Mobile Use:

Environmentally responsible mobile businesses apply the concept of reuse to the design and
distribution of mobile gadgets as well. Technical designers seek to create mobile gadgets which will have
minimum impact on the environment. This environmentally responsible design of mobile phone can
reduce the amount of the materials used, reducing the impact of those materials and thereby increasing the
efficiency of the use of the mobile phones with the customers.

2.2.6.3 Environmental–Process Mobile Use:

The way in which businesses operate can have a tremendous impact on the environment.
The modeling, study, and optimization of business processes need to be undertaken from a mobile
perspective. Ā e potential of mobile devices to reduce people movement is obvious; this potential needs to
be woven in the green business processes of an organization.

2.2.6.4 Environmental–Social Mobile Use:

The social dimension of mobile technologies—particularly the devices and the social
networks—relate to the environment in many ways. For example, the ability of personalized transmission
of messages can be utilized in raising environmental awareness amongst specific users. Mobile businesses
can also take additional social responsibilities by investing in communities that can be helped to learn,
work, and thrive in a ―green‖ environment.

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2.3 Green Enterprise Architecture:

The aim of a GE A is to develop an understanding of different viewpoints of business, technology, and

the environment in which the business exists. Ā is understanding also reduces the risks associated with
the green transformation. Developing such an EA would imply an understanding and modeling of the
business as well as technology space of the organization.

2.3.1 Views of Green Enterprise Architecture:

Fig. Various views of

0
comprehensive Green enterprise architecture: 0
Business, technology, and enterprise spaces.

A comprehensive GEA encompasses an understanding of the various views of the

organization and its interrelationships. Green information architecture (GIA), shown in upper half of
Figure primarily deals with the models of information capture and information provisioning to both
external and internal parties in the business space. The information architect and the business analyst
work in this space identifying and modeling the information requirements. This architecture is developed
based on the business requirements in the ―problem space‖ and takes into account the strategies and
policies of the organization. GIA identifies the basic functional requirements that are modeled in the
context of the Green IT strategies, processes, applications, and IT governance of the enterprise.

2.3.2 Green Enterprise Architecture—Categories of Requirements:

The GEA is not an independent entity per se. While a GEA deals with constraints,
compliance, integration performance, and security issues, it also influences both—the GIA in the business
space and the GSA in the technology space. Thus, the activities with GEA span the problem, solution, and

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background space. The following figure expands and groups the various activities that form part of the
overall green architecture of the enterprise.

Fig. Categories of requirements in the various green architectural spaces.

The GEA in the background is influencing and influenced by the GIA as well as the GSA from the
problem and the solution space respectively. The GIA provides the basics for using enterprise
applications, processes, and contents. The semantics for the master data including the green data are
defined and the operational and analytical information is modeled in this architectural space.

2.3.3 Aspects of Green Solutions Architecture:

GSA brings about a synergy of technologies that can enable efficient use of IT resources.
Thus, the resources are themselves used efficiently and, in turn, these IT resources provide the basis to
enhance the efficiency of the rest of the equipment‘s and processes in the organization.

0 0
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0 0
 Fig. Various aspects of a Green solutions architecture.

Cloud Computing:

Cloud computing is already in use and, yet, there are many emergent aspects of it. Identification and
incorporation of Cloud-based solutions bring about immediate change in the carbon emissions of large
data centers.

Virtualization:

Virtualization, as its name suggests, creates multiple operating views on the same physical
machine resulting in much reduced use of hardware than if the servers were all physical. Carbon
performance requirements from virtualization should be identified, documented, and measured in
accordance with the overall green strategies and objectives of the organization.

Smart Networks:

Smart networks and their management make use of automated devices, sophisticated switch
management, optimized network operations and re al time reporting of the network performance.
Efficient network operations assure delivery at lower cost and improved environmental footprint.

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Real-Time Decision Making:

Real-time decision making in the solution space is based on availability and delivery of
information precisely and in the context of the need of the user. Such real-time delivery of information is
primarily achieved through mobile technologies, devices, and applications.

Alignment:

Alignment of data, processes, and interfaces is an architectural issue in the solution space
that focuses on reducing the friction within and amongst the systems. Ideal Green IT solutions, therefore,
can be understood as absence of contradictions amongst data, processes, and interfaces.

Optimization:

Optimization is closely associated with alignment and deals with the alignment of the
solution technologies such as the servers, applications, and databases. Optimization, in the GSA, is the
choice amongst possible alternative solutions that are aligned with the carbon footprint minimization
objective of the organization. 0 0

Integration:
 This is a major activity in the green solutions space that works across two technological
areas:

(a) Integration of carbon data with green services and interfaces within an application; and

(b) Integration amongst the different applications themselves.

Integration in the GSA is a detailed activity that requires independent discussion as undertaken next.

2.3.4 The Environmental Intelligence Domain:

EI can be considered as an umbrella term that encompasses integrated suite of tools,

architecture, databases, data warehouses, performance management, and methodologies. The EI can also
refer to processes, techniques, or tools to support faster and better decision making for environmentally
responsible strategies. EI systems consist of the tools, technologies, and processes that turn environmental
data into information and knowledge that optimizes decision making.

2.3.4.1 Environmental Intelligence Systems’ Evolving Complexity:

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The evolving EI complexity is understood as follows:

Data:

Identification of carbon data related to equipment‘s (gadgets) across the company that
generates greenhouse gases; Provisioning the step-by-step collection and collation of the carbon-related
data within the organization.

Information:

Analysis and processing of the data in order to provide information to all parties concerned
regarding the carbon-position of the organization. Environmental transactions are recorded and processed
here in order to produce valuable information.

Process:

Optimizing procedures and controls within the organization using the concepts of business
process modeling (BPM) to ensure efficiency; developing an understanding of process maturity in the
context of green processes.

Knowledge:

Incorporation of external climate change data such as those provided by governmental

bodies or other third-parties, into the internal systems of the company by using Cloud computing
fundamentals.

Intelligence:

This is the semantic green enterprise. This is where the systems embrace people machine
continuum. EI system requires two major activities from an organization: upgrading existing BI systems
to incorporate environmental data, information, processes, and knowledge; and, analyzing, designing,
developing, and deploying systems that are specific to the environmental needs of the organization.
0 0
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 Fig.Evolving complexities in environmental intelligence systems.

2.3.4.2 Communication Channels in Environmental Intelligence:

Environmental intelligence, combines not only myriad systems through correlations, but also
synergistically brings in people. This is important in a GEA that has to incorporate systems intelligence
with the human intelligence (shown on the left). The iterative influence of systems on stakeholders, and
vice versa, is through the various communication channels shown in the center of the figure.

2.3.4.3 Environmental Intelligence Implementation with Web Services:

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WS can be used to create and modify environmental services that would integrate carbon
information silos by connecting them, and providing real-time reporting features to decision makers. WS
can be used in the business environment to measure, monitor, and finally help for the process
optimization with respect to the environmental factors. With the help of the tools such as Green web
services (GWS), business can begin to develop EI systems, implement them in the business, monitor,
measure, and mitigate the emissions and monetize the process.

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2.3.4.4 Environmental Intelligence with Mobility:

Mobility has a role to play in the environmentally responsible business strategies that make
an organization sustainable which, in turn, makes it a long-lasting and profitable organization. Mobility
can be said to help the business be EI. Mobility enables virtual collaboration between business and
individuals. Reengineering the business processes with mobility provides enormous opportunities for
virtualization. The more virtual a business is the less physical resources it will consume—therefore, well-
modeled mobile processes greatly assist in creation of environment friendly businesses.

EI systems involve and employ mobility solutions to coordinate office, field, and home
decision making. Figure extends the EI concept with mobility.

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2.4 GREEN SUPPLY CHAIN MANAGEMENT:

SCM have evolved rapidly to automate and optimize the lifecycle of material procurement.
Similarly, SCM are also integral to procurement and use of equipment‘s and corresponding infrastructure.
Supply chain management (SCM) systems are an integral part of organization‘s systems. SCM of an
organization needs to be analyzed, planned, and optimized for sourcing and deliveries in an
environmentally conscious manner.

2.5 GREEN INFORMATION SYSTEM (GIS):

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A GIS is a software system that provides support to the business to implement its
environment responsible business strategies (ERBS). Thus, this system has to cover the length, breadth,
and depth of various structural and dynamic aspects of the business.

Phases in a GIS Development and Deployment:

Develop—GIS needs to be developed by following agile practices and considering the important phases
of a SDLC starting from requirements, analysis, design, and code to testing. Development has to consider
issues of deployment, integration, and operations. Analysis and design of the system is undertaken using
the unified modeling language (UML) diagrams that helps in modeling the problem space and develop a
solution in design space.

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Configure— Configuring GIS according to benchmarks and rules of organization. This would be an
activity specific to each organization within each industry sector

Use—Use of GIS will lead to ongoing recording of carbon data creation of reports as well as
comparisons.

Fig. Major phases in GIS: development, configuration, and use.

Features of GIS:

The features of a GIS that play a significant role in enhancing this ability of business to
coordinate its environmentally responsible approaches can be listed as follows:

 Collecting environment-related data in real time.

 Providing querying tools, key performance indicators (KPIs), and business analytics to field
workers and decision makers in the area of EI.
 Enhancing the decision-making capabilities of senior management by collating and computing
up-to-date information from varied external sources.
 GIS can continuously identify and upgrade business processes and business practices in
manufacturing, sales, and field support operations in order to make them environmentally
responsible.
 GIS also provides feedback to customers and other external users of the business on its
environmental performance.
 GIS provides the business with the ability to sustain itself for a long time.
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 GIS enables collaboration amongst businesses for the purpose of achieving environmental
responsibilities.

2.5.1 Modeling and Architecting GIS —Requirements, Design, Implementation, and Testing:

The UML has been used in presenting the models of the GIS
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Package diagrams—Used to create and model subsystems/Green information portals. Packages can also
be used to create increments and sprints in an agile development approach.

Use cases—Used to show functionalities and business processes from a user‘s point of view. This is the
expected behavior of the system documented as interactions.

Use case diagrams—provides a model describing all the related business processes/functionalities of a
particular package.

Activity graphs—provides a detailed view of every step of a business process. They provide the flow
within a use case or a package of GIS.

Class diagrams—provides a static model of GIS based on its key business entities.

Sequence diagrams—provides a model for the interactions between objects and also rules for these
interactions that are architectural decisions.

State Machine diagrams—Provides a view in which a particular entity passes through different states as
a business process is executed.

Component diagrams—Used to show the interaction of every component with each other.

Deployment diagrams—Used to show the way application will be deployed including hardware and
related infrastructure.

2.5.2 GIS Requirements:

Green ICT is developed to measure only energy consumption and environmental parameters
such as carbon emissions, chemical wastes, and other office and industrial wastes. Green ICT system
analysis and design is performed using the UML. These diagrams help in modeling the operations and
interactions at the business level and also in system design thorough classes, packages, components, and
deployment diagrams.

A typical GIS would involve two subsystems:

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1. Green organizational portal (GOP)

2. Regulatory standards portal (RSP)

2.5.2.1 Green Organizational Portal:

The GOP is made up of organizational data on its ―green‖ performance. These data are
updated by the organizational representatives on an ongoing basis. These data record the organization‘s
pollutant performance such as

(a) Heat generated by the desktop machines, data centers and network equipment‘s within the
organization.

(b) Carbon emissions in the petrol/diesel consumed by the organization, and

(c) Hazardous materials produced by the organization‘s activities such as lead in batteries and mobile
phones.

2.5.2.2 Regulatory Standards Portal:

RSP is a large portal that will be maintained by the government agency responsible for
emission control within a country or region.0The RSP
0 will have to have detailed and continuously updated
information on the pollutant categories that are producing the carbon emissions.
2.5.2.3 Package Diagrams and System Scope:

The system should cover all the functionalities required to record, calculate, analyze, and
report on carbon emissions. GOP and RSP functions like emission details management and comparing
them with standards are done based on the company size and location.

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GOP and RSP are shown as two packages that also interface with the interface and administration
services. While the GOP will have multiple instances across various organizations, the RSP will have a
single instance.

Use Case Diagram for GOP:

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Fig. Use case diagram for ―green organizational portal.‖

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Use case diagram for ROP: 0 0

Fig. Use case diagram for ―emissions benchmark maintenance (ROP).‖

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The activity diagram for the use case ―Calculate Emissions.‖:

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Activity diagram for maintaining emission standards:

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Class Diagram for GOP:

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These dimensions provide the backdrops for creating a Green enterprise architecture that
would model the two ―as is‖ and ―to be‖ states of an organization. The effect of these dimensions
can be broadly grouped into internal and external effects. The internal processes such as the
inventory and HR processes are updated to green processes; and so also the external processes,
such as the CRM processes to Green CRM. Transformation of the internal and external processes
of the organization is coupled with the development of the Green IT portals. The organizational
structure and dynamics also change along with these internal and external processes and
corresponding technologies that eventually map to various work areas of transformation.

The influence of each of these dimensions on the GET is discussed in detail next.

4.2.1.1 Influence of Economic Dimension on GET:

The changes along the economic dimension of business, as it transforms to green

organization has to do with its financial position, the changes to its budgets, product portfolio,
and return on investment (ROI) calculation. This is the change that is based on the answer to the
question of why to transform? The changes in this dimension also include changes to the
business model, its investment strategies, its customer relationships and its partner management.

4.2.1.2 Influence of Technical Dimension on GET:

The technical dimension is ―technologically lead‖ conduit for the business to transform.
In case of GET, numerous technologies including hardware, software, databases, and networks
undergo changes. Thus, in this dimension, 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. These technologies are
eventually also used to reduce the emissions of the rest of the organization. For example
virtualization, can be used to reduce the overall power and resource consumption of the
organization’s systems.

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4.2.1.3 Influence of Process Dimension on GET:

This process dimension of a business is the dimension dealing with ―how‖ the business
conducts its transactions. These are both internal and external processes of the organization. GET
along this dimension of the business 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.

4.2.1.4 Influence of Social Dimension on GET:

The social dimension of GET 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.

Fig. GET is a mix of the four dimensions.

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Difference between Transforming the Individual, Organizational, and Collaborative
Processes:

4.3 A 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‖. This Green ICT framework 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. These pillars evolve into work
areas, or focus areas for transformation. The horizontal rows, in this Green ICT matrix, are made
up of attitude, policy, practice, technology, and metrics. These horizontal rows form the elements
of change.

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Fig. green ICT framework

4.3.1 Equipment Lifecycle:

The equipment lifecycle deals with the procurement, recycling and reuse, and eventual
disposal of all equipment within the organization. The primary interest, in this lifecycle, is of
electronic equipment’s (such as desktops and servers) that produce emissions. However, the
equipment lifecycle is interested in all equipment’s. All equipment in the organization undergo
this cycle wherein they are procured (or manufactured), sold, used (and reused), and ultimately
disposed. The entire equipment lifecycle is of immense interest in Green ICT as the process of
carbon reduction can be initiated right from the procurement phase and continue through its
operation and eventual disposal.

4.3.1.1 Procurement:

Procurement is arguably the most important aspect of Green ICT in terms of making an
overall impact on sustainability. Therefore, focusing the design and procurement of ICT
equipment makes a substantial impact on its total carbon cost of ownership (TCCO).

There are two aspects to green procurement

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 The nature of the equipment itself.
 The nature of the suppliers of that equipment.

4.3.1.2 Recycle and Reuse:

All organizations replace their ICT equipment periodically. Some have regular refresh cycles,
some wait till they have to, and some utilize some sort of continuous update process (especially
with software). Further, even when it is time for a hardware upgrade, the organization that needs
newer hardware may be able to share their old equipment to other parts of the organization with
less critical processes. Any equipment that complies with the base hardware standards, and that
can support the software, is potentially re deployable.

4.3.1.3 Disposal of ICT Systems:

After extending the useful life of equipment and eventually selling or reusing it, there
will always be a situation where it will need to be physically disposed. The importance of
electronic waste disposal has led to the growth of an entire industry around the disposal of ICT
and other electronic equipment, often based on the extraction of precious metals from printed
circuit boards and other components. This industry too has to be regulated, and there have been
legislations, making the environmentally friendly disposal of e-waste mandatory.

4.3.1.4 End User Computing:

End-user computing deals with IT Efficiencies that the end-user has most control over.
These end-user gadgets are divided into three main areas—personal (desktop computing, mobile
computing), departmental computing, and printing. For each of these there are a range of
different technologies and techniques that can reduce the organization’s power consumption and
carbon footprint.

 Desktop computing - Important practices include turning PCs off and various PC power
management techniques, and important technologies include thin client computing.
 Mobile computing (Laptops, PDAs) — An array of mobile devices, such as notebook
computers, smart phones, and PDAs (personal digital assistants), may not in themselves

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use a large amount of power, but there are still a number of Green ICT considerations
that need to be taken into account with their usage.
 Departmental computing—this is the computing that is localized to a department and not
under direct control of the IT department of the organization.
 Printing and consumables—Consume significant energy particularly due to their large
numbers and inbuilt inefficiencies.

4.3.1.5 Enterprise and Data Center:

Enterprise and data center represent those aspects of an organization that are controlled
directly by the IT department. This is true even with the small IT departments that exist within
user’s departments of organizations that have their own servers occasionally lying under the desk
of the manager. In organizations large enough to have a data center, the effective management of
the equipment within it and its environmental can be one of the most important aspects of Green
IT.

Data Center ICT Equipment:

The two most important types of ICT equipment in the data center include servers
(including mainframes) and storage devices. Servers are usually the biggest consumers of power,
and that power consumption continues to rise as more powerful processors are used inside them,
and as the number of servers proliferates. The average power consumption of a rack of servers
has increased five-fold over the last 10 years when cooling requirements are taken into account.
Storage usage is also increasing exponentially—and as prices drop storage devices are often used
very inefficiently. Server and storage virtualization has become one of the key technologies in
data centers in recent years. But in practice most data centers’ power consumption continues to
rise because the devices are becoming more powerful and use more electricity.

Data Center Environmentals:

The data center’s supporting infrastructure can easily consume more power than the ICT
equipment within it. This supporting infrastructure is made up of the following three main
aspects:

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 The power supply—Data centers usually has dedicated power supplies, and very
often more than one. Their efficiency varies enormously. Data centers can also
generate their own power, and backup power supplies are common for business
continuity.
 Cooling and lighting—Modern ICT equipment typically demands significant
amounts of cooling, either air cooling or water cooling.
 The building that houses the data center— this may be a dedicated stand-alone
facility or it may be purpose-built within a larger facility, or it may be retrofitted
into existing premises. Whatever the case, there are a number of aspects of the
built environment that will have an effect on power consumption, such as
insulation.

4.3.1.6 Networking and Communications:

 Local area networking—many organizations’ LANs and data center networks

consist largely of an untidy collection of cables that consume large amounts of
power and which add to cooling requirements. More efficient cabling design
means lower power consumption.
 Wide area networking—Many organizations use leased data lines or VPNs
(virtual private networks) over the Internet. While they do not have direct control
over these networks, their inefficient usage adds to overall power consumption
and increases the overall carbon footprint.
 Wireless communication—Wireless will never wholly replace cabling, but it is
becoming more widely used and it does have a major role to play. But wireless
communications can be very inefficient, especially when transmitters and
receivers are left on when they are not being used.

4.3.1.7 Outsourcing and Cloud Computing:

Outsourcing has been one of the big issues in ICT since the industry began. The rise of
sustainability as an issue has added a new dimension to the ICT outsourcing debate. Many
facilities management companies are now highlighting their green credentials and building

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energy-efficient data centers that they say will enable users to lower their overall carbon
footprint.

4.3.1.8 Software Architecture:

Computer systems consist of software running on hardware. The software architecture

often determines the hardware architecture, which in turn may have a significant effect on the
amount or type of hardware used with all the consequences of the energy consumption of those
systems.

4.3.1.9 IT for Enterprise:

A vital aspect of Green IT is its use in reducing the carbon footprint beyond IT itself to
the whole organization. It is generally agreed that IT emissions are mainly through the usage of
electricity. The real potential benefits of Green IT are in using IT as an enabling technology to
help the organization, and the wider community, reduce its carbon emissions.

4.3.1.10 Governance and Compliance:

Many organizations nowadays are conscious of the desirability of being a good corporate
citizen. Increasingly, that means acting in a green and sustainable manner. ―Corporate
governance‖ is a term that has come into common use in the last decade to describe the processes
by which organizations ensure that they are properly managed, not only in terms of meeting their
regulatory obligations, but to ensure that they do the right things by all their ―stakeholders.‖

4.3.1.11. Teleworking and Collaboration:

The term ―teleworking‖ covers a range of technologies and practices that have to do with
working at a distance or working remotely. The carbon reduction benefits of teleworking are
mostly associated with reduction in personal travel obviating the need to drive a car or catch a
plane reduces the carbon footprint of that activity by the amount of fuel generated by that travel.
Teleworking also opens up opportunity to collaborate more than in the physical world.

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4.3.1.12 Business Process Management:

Business process management is the process of improving the ways an organization or an

individual does things, making them more efficient, with fewer steps or greater effect.
Environmental intelligence has a major role to play in Green BPM. EI provides both the tools for
modeling the processes and many of the enabling technologies for their execution. This can be
done both with business processes in the broadest sense, and through and with the use of specific
business applications.

4.3.1.13 Business Applications:

ICT-based business applications include financial management systems (FMS),

enterprise resource planning (ERP), supply chain management (SCM), and customer relationship
management (CRM). Many organizations also run customized applications that are specific to
their industry that would provide them with competitive advantage. ICT is very important in
each of these applications, which essentially support BPM.

4.3.1.14 Carbon Emissions Management:

As the carbon emissions regulatory framework continues to evolve, CEMS is becoming

an increasingly popular tool to manage the carbon emissions lifecycle. The market will continue
to mature and will most likely consolidate around major technology vendors and a smaller group
of niche or vertical industry players, and CEMS products will become a functional component
within many organizations’ application portfolio. The horizontal layers of the Green ICT
framework deals with attitude, policy, practice, technology, and metrics.

 Attitude: Attitude can be understood as a desire and a commitment to change by

the individual that is based on honest belief in the ensuing results. Having a
positive attitude toward Green IT is at the heart of the transformation as it is
depend on individuals.
 Policy: Policies help set the direction for the organization and provided basis for
action.

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 Practice: An interesting aside to practice is that they, like processes, involve
alteration of habits and change of mindsets (attitude) rather than procurement of
new equipment. This involves training.
 Technology: The Green IT techniques—of using thin clients, virtualizing data
servers, and using duplex printers are all examples of technology-based changes
in the organization that lead it toward Green IT. Thus, the ideal way to approach
equipment replacement is to balance out the change and incorporate the practice
of Green IT as part of the normal equipment replacement cycle.
 Metrics: Choosing the right tools to measure, monitor, and potentially mitigate
power consumption and carbon emissions, both inside and outside the IT
department, is critical in the GET. Good set of green measures ensure that Green
IT projects receive maximum business commitment and are proven to be
successful over time. Only with adequate measurement can progress be proved.
Hence, metrics need to be supported by CEMS and ―smart metering.‖

4.4. Green Transformation Process:

Transforming to a Green enterprise is actually a business transformation program. Project

from various dimensions in the business, infrastructure and systems area make up the
transforming program. The four major phases of transformation are diagnose, plan, enact, and
review. The purpose of this basic Green transformation framework is as follows:

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 (i.e., values for KPIs) for the organization’s ―to -be‖ state.
d) Organize the actual GET program.
e) Provide the basis for the pathway/road map or project plan for transformation.
f) Review whether the KPIs have been achieved or not.
g) Promote the success along the individual, departmental, and organizational level.

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Eventually, such Green transformation will open up opportunities for the organization to also
help and support its collaborating partners.

Fig. The Basic Green Transformation Process

4.4.1 Organizational Focus Areas for GET:

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 Business Model: which deals with the way a business is organized. GET influences and,
usually, changes the business model to reflect the green priorities of the organization.
Smaller organizations have a simple, subjective business model that can change easily.
 Product and Service Portfolio: provides an overall summary of the offerings of the
business. GET results in the organization having new green products and, also, dropping
of carbon-intensive products and corresponding services. Infrastructure-intensive
organization may have buildings and facilities instead of products or services.
 Customers and Partners—describe the external parties interacting with the business.
 ICT Systems, Applications, and Databases—include the technological changes in the
software systems and technologies of the business.
 Operational, Organizational—handles the internal parties such as employees and
management, and their reporting hierarchies, within the business.
 Business Processes—model and describe the way in which all activities of the business
are sequenced and carried out.
 Networks and Infrastructure—focus on the underlying communications technologies
used by the business.
 Regulatory—deals with legal, accounting, and financial aspects of the business.

4.4.2 Configuring a GET Road Map:

A GET roadmap is a high-level program plan that outlines the major steps in an
organization’s transformation. Following are the major considerations in the configuration of
such a road map:

◾ Type and size of organization

◾ Nomination of roles and responsibilities

◾ Formation of the Green enterprise transformation board (GETB)

◾ Diagnose

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◾ Plan—Formation of work areas; Outlining the GE T deliverables, their format and their
timings

◾ Enact—Format, timing and frequency of reporting

◾ Review

◾ Measure

4.4.3 GET Program: Roles and Deliverables:

GETB is an early indication that the business is ready to move forward with its change.
The GTB is entrusted with the task of successfully steering the organization to a Green
organization as it undergoes changes. The chief executive officer (CEO) nominates this board,
which is made up of experts, leaders, and personnel from marketing, technology/infrastructure,
finance/legal, CRM, communications, and HR/union. The CEO, together with the members of
the GTB, selects the Green enterprise transformation champion (GTC).

4.5 Green IT Project Roles:

These include the business partners, business architect, technical architect, Green IT
champion, end-user representative, IT managers, IT governance, business manager, data center
director, Green IT auditors, and corporate governance.

Fig. Roles in a Green IT Project

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Green Enterprise Transformation Champion (GTC):

The responsibility of GTC will include the following:

 Formalizing the leadership and constitution of the GETB.

 Identifying the current Green maturity state of the organization based on Green metrics.
 Benchmarking best practice goals for the organization that describe it’s ―to be‖ state.
 Manage budgets.
 Organizing the creation of a project management plan for GET.
 Stakeholder management including expectation management of the board, related
external parties, and the society.
 Report progress on the GET to the corporate board.
 Monitor KPIs.
 Balance the ―driving dimension‖ of GET with other dimensions.
 Track progress and of the GET project.

Business Architect and Variations:

The GTC will appoint a business architect to investigate and handle the business model
work area of the GET. Such business architect should have a clear vision of the business ―as is‖
and its goals and aspirations. 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
business architectural map that will provide the overall view of the business model and
associated work areas.

Technical Architect and Variations:

The technical architect is responsible for the following:

 Creation of a technical architecture map to understand where the organization currently

is—including networks, databases, security, and contents.
 Collection and use of a toolbox of various tools that are used in technical
implementations during GET.

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 Creation of a comprehensive repository of software applications currently used by the
organization.
 Dividing and categorizing these repositories of applications into different
business/application domains that will enable ease of modification with carbon data.
 Ensuring that the applications that support specific decision making are part of the overall
EI suite, and are available to decision makers.
 Creation of a new technical architecture that would reflect the goals of the business
transformation itself.
 Ongoing alignment of technologies with business plans during and after GET.
 Coordinating the development of a Green IT portal.
 Managing quality initiatives during GET.
 Develop an understanding of the future trends in technology that the organization will
have to deal with after the GET.
 Produce a suitable technical strategy including a technical roadmap for transformation.

Business Partners:

Business partners play a crucial role in GETs. As the business interests of collaborating
partners coincide, there is added impetus to provide wide array of support to the partners. This
support can take shape in the form of knowledge and experience sharing, providing relevant tool
support and help with understanding dynamic customer preferences as the business transforms.

Green IT Auditors:

Auditors carry out checks and balances throughout and after the transformation. Auditors
measure and audit to ensure that the transformation has created value for the business as stated
by its goals.

End-Users:

End-users are the employees, managers, and customers of the organization who are
affected by the GET. They are represented in the GET.

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 Represents user groups
 May be more than one
 Highlights device usage
 Highlights attitude for roles
 Helps in Green HR
 Understands CEMS and smart meters

IT Managers:

IT management—deals with the operational and management aspect of IT within the

organization. They are responsible for the IT systems, their operations on the corresponding
hardware and approaches to using IT for overall carbon reduction.

Business Managers:

Business managers assume the responsibility at department level to measure, report, and
reduce emissions. They are more interested in the economic and process dimension of the GET
than in technology and social dimensions.

IT Governance:

This is an activity for which more than one role within the organization can assume
responsibility. IT governance—deals with overseeing the IT management and providing strategic
and policy input i n t he process of greening an organization.

Corporate Governance:

Following are some of the processes and standards that come into play in the role played
by Corporate Governance.

 Lean—will move toward Lean-Green, as was alluded to in the process.

 Six Sigma—will not only focus on quality but also the efficiencies in carbon reduction.
 TQM—Total Quality Management—will incorporate metrics for carbon reduction in
addition to defect reduction.

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 KPIs—the Key Performance Indicators are not only to enable corporate governance but
also green governance.
 SIFA ( Skills Framework for Information Age), A IBA ( Australian Institute of Business
Analysis) and PMBOK (Project Management Book of Knowledge) are examples of
processes and frameworks that will all be modified to reflect the green awareness and
green goals of the organization.

Discuss how the four phases of green transformation process and their measures change
when applied to a coal mine?

Planning for IT as a Low-Carbon Enabler for the Enterprise:

Planning for the use of IT as a low carbon enabler for the enterprise requires plans related
to Green IT, as well as planning the changes to the entire enterprise. This planning includes all
previous dimensions and their planning as well as plans related to the business (not necessarily
IT). The ROLES and ACTIVITIES for the planning process for the dimension of IT as a low
carbon enabler are as follows:

Green IT Champion—Works with the business management, IT governance and, most

importantly, corporate governance to plan out strategies for transformation to a green enterprise.

Business Management—Plans, along with the Green IT champion, to promote green

activities across the business unit which, in turn, would result in a green organization.

IT Governance—oversees the planning process for technology upgrade across the

organization. The IT governance is also involved in planning the use of emerging technologies
(e.g., software as a service and Cloud) and how they can be used in low carbon enablement of
the entire enterprise.

Corporate Governance—Participates in the planning process on how the corporate

policies need to change—together with possible changes to the business model and the
organization structure.

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Fig. Planning enterprise transformation enabled by IT.

Deliverables:

Input:

Green IT Business Case.

Output:

Green IT Transformation Plan: Gets updated here with plan for the entire organization.
This includes planning for changes to the business model, as well as structural changes.

Task Plan: Step-by-step tasks to be carried out in implementing the Green IT project
plan.

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Challenges:

 Return on investment is the major question that corporate governance asks, and planning
in this dimension must help enable answering that question.
 Organization-wide risks need to be estimated and prioritized.

4.6 GET: Enactment Phase:

Enactment is the execution of the business transformation plan created in the previous
phase. Enactment requires full garment of project management skills.

Following are issues to be considered during a GET enactment phase:

 Identification of risks during execution of the transformation plan, their priorities, and
how to ameliorate them.
 Interrelationship amongst work areas, their dependencies and management of the lead
work area as first priority.
 Measurements of the GET outputs. Use of metrics created during diagnosis and
formalized during planning are used here to ensure common measures for comparison.
 Reporting to stakeholders and managing their expectations.

4.6.1 Technology-Driven Enactment:

The ICT-driven enactment of the GET results from technology as a lead dimension of
transformation. This will have the organization’s ICT systems, applications, and databases at the
center of the overall transformation. The factors that affect these management levels include the
standards, need for integration, the approach to testing and quality assurance, the contractual
requirements and the deployment of the new ICT systems, applications, and databases.

Customer Relationships Management:

The CRM systems are updated during GET with the goal of combining ―green‖ with
―value‖ to the customers. This value includes reliable and good quality service (that will reduce

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repetition), personalized attention to the needs of the customers, and interactive support due to
changing customer needs.

Supply Change Management (SCM):

Supply Change Management applications undergo change to enable users, primarily

employees of the organization, to perform many common warehouse, inventory, and shop floor
related tasks in a holistic manner. A technology-led transformation will monitor and control
materials, their delivery and order status. Similarly, procurement, including purchasing,
transportation, warehousing, and receiving of goods will have processes that re quire technical
integration with the underlying SCM systems. Reduced movement of goods, holding of
inventory and accurate production estimates are achieved by the use Green SCM.

Human Resource and Payroll Systems:

The HR systems provide opportunities for Green HR to be implemented. These HR

systems are upgraded to offer greater support to individuals and departments in terms of training,
rewards, and career path. Personalization of timesheets and pay rolls, enterprise bargaining,
subsequent agreements, and related responsibilities of HR may also have to be modified as a
result of transformation.

Business Partner’s Systems:

GET projects aim to improve the interactions, of the business with its partner businesses.
WS based technologies change the way the business sources services. For example, one business
can ―plug‖ services from another ―Carbon tax calculators,‖ or source’ Carbon emission limits’
such as which could be offered by the government within its own systems.

Integration:

A major challenge of ICT-driven GET is the handling of integration issues. While

integration is always a challenge in even routine upgrades of systems, during GET this issue
becomes particularly challenging as a ll the work areas of the business are likely to change.

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conservation, making energy efficiency central to their sales pitches and routing ecofriendly
policies such as carbon-neutral computing.
Energy-Efficiency Ratings for IT:
Energy utilities need to base their rebates on proven, measurable ways to save energy in
the data center. Tools such as IBM’s Active Energy Manager can mo nitor and manage the use
of energy in the data center. Guidelines such as EPEAT tool are starting to provide those
energy ratings for the data center.
3.3 TELECOMMUTING, TELECONFERENCING AND TELEPORTING:
3.3.1 Telecommuting:
Among the many, many benefits of working at home, helping the environment is at the
top of the list. Here are some of the ways in which telecommuting is eco-friendly.

i. It reduces carbon emissions: Whether it’s by planes, trains or automobiles, traveling in

to work has a negative impact on the environment. By cutting the commute, you’ll

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prevent an excessive amount of carbon emissions to go into the air. To see how much
telecommuting helps the environment, you can use this calculator.
ii. It reduces electricity: When you work in an office, almost everything is powered by
electricity. From lights to computers and printers—even the coffee machine—everything
consumes large quantities of electricity. Working at home allows you reduce your
electricity consumption to what it really takes to make your home office run.
iii. It reduces paper printing: At the office, you wouldn’t think twice about printing that
60-page report—single-sided, too. At home, you know better. When you work at home,
you only print what you truly need, saving trees—and unnecessary waste—in the process.
iv. It makes you take better care of your equipment: Think about how often you actually
shut down your computer at work. When you work at home, you shut it down after the
end of each work day. Not only does this save energy, but it also increases its lifespan.
Taking better care of your computer and other office items allows them to last longer—
and prevents them from potentially ending up in a landfill.
3.3.2 Teleconferencing:
Teleconferencing and telepresence technologies are often implemented in green
computing initiatives.
The advantages are many:
 It increases worker satisfaction.
 Reduction of Green House Gas Emissions.
 Increased Profits Margins.
The average annual energy consumption for U.S office buildings is over 23 kilowatt hours per
square foot, with heat, air conditioning and lighting accounting for 70% of all energy consumed.
Other related initiatives, such as hoteling, reduce the square footage per employee as workers
reserve space only when they need it. Many types of jobs, such as sales, consulting, and field
service, integrate well with this technique.
Traveling to meetings and conferences
0 takes
0 its toll on the environment in many ways.
 Flying or driving and staying in hotels uses lots of energy, which inevitably generates carbon
 dioxide that contributes to climate change plus air pollutants that lead to smog.
 In-person meetings are often littered with excessive paper documents, plastic bottles of water, and
refreshments served on paper and plastic that can’t be recycled.

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 Food waste is another big issue; most conference organizers order much more food than can be
 consumed by the attendees. When the meeting is over, those extra food usually end up in the
trash.

5 Ways Video Conferencing Protects the Environment:

 Save Energy – According to a report commissioned by the Carbon Disclosure
Project (CDP) and sponsored by AT&T, video conferencing can avoid millions of
metric tons of carbon dioxide emissions.
 Reduce Paper, Printer Ink and Toner — Reducing paper consumption is
another significant bonus. Rather than print out paper documents for each in-
person attendee, agendas, memos, reports, edits and recommendations can be
shared digitally, eliminating the need for any paper at all. Every piece of paper
you don’t use is not only money saved, notes the Natural Resources Defense
Council, but also energy and effort saved.
 Skip Plastic – Most conferences make sure all attendees have an unlimited supply
of bottled water. But what happens to all those throwaway bottles when the
conference is over? When you’re sitting in on a teleconference, you’re more
likely to use a water glass or reusable mug.

 Limit Food Waste – Most conferences end up providing two or three meals per

day, plus snacks and a cocktail hour of some sort. Ideally, the leftovers would be

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picked up by a soup kitchen or food bank. More often, they’re just thrown away.
If you’re sitting in on a teleconference at your desk at home or in the office,
you’re probably eating what you’d normally have, and wrapping up the leftovers
for the next day.
 Save Time and Increase Flexibility – One big benefit of video conferencing that
has less to do with the environment than with overall quality of life is that it saves
so much time.
3.3.3 Teleporting:
Virtual reality systems typically allow users to physically walk and turn, but virtual
environments (VEs) often exceed the available walking space. Teleporting has become a
common user interface, whereby the user aims a laser pointer to indicate the desired location,
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and sometimes orientation, in the VE before being transported without self-motion cues.
3.4 MATERIALS RECYCLING:
Recycling is one of the most significant green practices that contribute to green
computing. Recycling falls in the green disposal category of green computing. The end-of-life
products constitute various types of raw materials including metals and other elements that can
be recycled and put to reuse again. This is one of the most efficient ways to combat e-waste
problem. Also, recycling helps in bringing down the greenhouse gas emissions caused by the
manufacturing of new products.
Categories of e-waste:
 Large Household Appliances (Washing machines, Dryers, Refrigerators, Airconditioners,
etc.)
 Small Household Appliances (Vacuum cleaners, Coffee Machines, Irons, Toasters, etc
Office, Information & Communication Equipment PCs, Latops, Mobiles, Telephones, Fax
Machines, Copiers, Printers etc.)
 Entertainment & Consumer Electronics (Televisions, VCR/DVD/CD players, Hi-Fi sets,
Radios, etc)
 Lighting Equipment Fluorescent tubes, sodium lamps etc. (Except: Bulbs, Halogen
Bulbs)

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 Electric and Electronic Tools Drills, Electric saws, Sewing Machines, Lawn Mowers etc.
(Except: large stationary tools/machines)
 Medical Instruments and Equipment
 Surveillance and Control Equipment
 Automatic Issuing Machines
State-of-the-art Recycling Technologies:
The state-of-the-art recycling of e-waste comprises three steps
Detoxication:
The first step in the recycling process is the removal of critical components from the e-
waste in order to avoid dilution of and / or contamination with toxic substances during the
downstream processes. Critical components include, e.g., lead glass from CRT screens, CFC
gases from refrigerators, light bulbs and batteries.

Shredding:
Mechanical processing is the next step in e-waste treatment, normally an industrial large
scale operation to obtain concentrates of recyclable materials in a dedicated fraction and also to
further separate hazardous materials.
Refining:
The third step of e-waste recycling is refining. Refining of resources in e-waste is
possible and the technical solutions exist to get back raw with minimal environmental impact.
Most of the fractions need to be refined or conditioned in order to be sold as secondary raw
materials or to be disposed of in a final disposal site, respectively. During the refining process, to
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three flows of materials is paid attention: Metals, plastics and glass.
E-waste Management Six Steps

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Benefits of recycling:
Recycling raw materials from end-of-life electronics is the most effective solution to the
growing e-waste problem. Most electronic devices contain a variety of materials, including
metals that can be recovered for future uses. By dismantling and providing reuse possibilities,
intact natural resources are conserved and air and water pollution caused by hazardous disposal
is avoided. Additionally, recycling reduces the amount of greenhouse gas emissions caused by
the manufacturing of new products.
3.5 BEST WAYS FOR GREEN PC:
With today's powerful systems, not to mention the myriads of peripheral devices, the home
office is an area of the house where energy is wasted and lost. If you're interested in ways to
reduce your power consumption, here are ways you can go "green" at home:
 Look for the ENERGY STAR
Consider energy efficiency when shopping for new equipment by looking for products with
an ENERGY STAR.
 Turn Off Your Monitor
Your monitor uses a lot of power, so put it in standby or turn it off when not in use.
 Adjust the Brightness
the brightest setting on a monitor consumes twice the power used by the dimmest setting.
 Don't Use a Screen Saver
Screen savers consume power and are unnecessary. Instead set your monitor to go blank or dim
when not in use.

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 Turn Off Peripherals
when you don't need your speakers, scanner, and other add-ons, turn them off.
 Leave Your Printer Off
A printer draws a lot of power, so leave it off until you need it. Also make sure its power settings
include a standby mode that consumes less energy when on.
 Preview Before You Print
Select and print only the content you
0 need.0Omit unneeded pages from the printing job.
 Print on Both Sides
 Another way to reduce the amount of paper you use is to print multiple pages on a single sheet.
 Don't Print
Ask yourself if printing is necessary. Do you really need a hard copy or can you just read the e-
mail, document, or Web page on screen?

 Buy the new "Smart Strip" power strip. The Smart Strip actually senses how much
power your computer peripherals use. And when the Smart Strip senses that you've
turned your computer off, it automatically shuts off your peripherals, too, preventing
them from drawing an idle current, which is the current drawn even after equipment is
shut off.

3.6 GREEN DATA CENTER:

The ever increasing digitization of modern life has resulted in the increased deployment of data
centre facilities. Data centres are complex ecosystems that interconnect elements of the information and
communication technology (ICT), electrical and mechanical fields of engineering, and, as identified
within the much cited Global e-Sustainability Initiative, they represent the fastest growing contributor to
the ICT sector’s overall carbon footprint.
3.6.1 Data Centre IT Infrastructure:
In an efficient modern green data centre there are two layers of infrastructure:
 The IT infrastructure and
 Facilities infrastructure.
By IT infrastructure, we mean the server technology, networking systems and storage provided within a
typical data centre.
The key elements of IT infrastructure of a data centre,
• Server design and server systems development in support of efficient data centre service
provision and the range of service function.

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• The role of networking within a data centre
• The role of storage and the types of storage provision.
• The changing shapes of data centre IT platforms through system innovation.
3.6.1.1. Servers:
IT servers take many forms and provide many different services and functions, but the
fundamental goal is the same: They provide a service as part of a bipartite communication between a
client and a server. A server may be a software program connected locally on the same hardware
machine, or remotely via networking infrastructure.
3.6.1.1a Rack-Mounted Servers:
Rack-mounted servers come in two sizes, 19 or 23 in., though the smaller of the two is the
standard. Fitting a racked server into a standard-width cabinet is a fairly straightforward procedure, with
the machine housing providing predrilled ears that align precisely with the vertical posts of the rack
cabinet. Racked servers are self-contained individual machines with power and network cabling for each
unit.
3.6.1.1b Blade Servers:
Racked servers are self-contained individual machines with power and network cabling for each
unit. Blades are housed within a blade system container, which is mounted in a standard cabinet. The
blade system provides the power and networking for all the blades housed within the system. Onboard
cooling and uninterruptible power supply (UPS) requirements may also be provided by the blade cabinet
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system.
3.6.1.1c Containers:
 The next logical step in server configuration design for data centres was the self-contained data
centre module. Shipped inside a standard-sized transport container, of the type used for shipping goods
overseas or via heavy-goods vehicles, container-based data centres provide an off-the-shelf solution to
data centre needs. Designed to be self-contained, their energy and connectivity requirements are known
upfront. The data centre customer need only hook up the required power and network cabling capacity to
have a fully functioning data centre.
3.6.1.2 Networking:
The gateway machine of a data centre will sit at the entrance to the data centre. Its primary
function is protocol translation in and out of the data centre, acting as the connection point between the
data centre’s internal local area network (LAN) and the wide area network (WAN) outside of the data
centre – in most cases, the Internet Service Provider’s network.

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3.6.1.3 Storage:
Data storage is a critical element of data centre design. A number of options exist, each of which
caters to the requirements of other elements in the overall IT infrastructure choices made. The key
differentiator in storage type lies in the way the client machinee – in our case, the data centre server –
logically sees the storage medium. This will play a part in how the server manages the space and the
access protocols available for accessing the data stored.
3.6.1.4 IT Platform Innovation:
Physical hardware computing is only half the story of data centre design. As with physical
servers, networking and storage design, innovations in software platforms and OS virtualization have
resulted in the ability to modularize systems into separate servers (as services) at the software level. This
advance enables efficiencies in infrastructure provision due to the separation of concerns between
hardware resources and virtualized software provision.
a) Server Farm (Cluster): Cluster computing is characterized by multiple, physically discrete
machines, closely linked to provide the logical interface of a single machine. Often associated
with the parallelization of processing algorithms, cluster computing requires dedicated and highly
specialized middleware to form the complex message-passing infrastructure required to manage
the cluster’s physical resources.
b) Grid Computing: The core aim of grid computing was to integrate disparate resources across
organizational domains into what became termed virtual organizations. For example, a database
server in one domain may be integrated with a networked cluster in another domain, to form a
powerful data analytics platform.
c) Service Orientation: Service-oriented architecture (SOA), of which Web service is one
instantiation, promotes a separation of concerns between service implementation (software) and
service hosting (server hardware). It is a means of providing both data and processing resources
over a network that decouples the service instantiation from a machine-readable service interface.
d) Virtualization: virtualized system enables a single hardware machine running a single OS to host
multiple virtual machines, which may or may not be running the same OS. This leads to a single
host machine running multiple virtual machines. Virtualization presents the opportunity to scale
the service provision within a data centre, make far more efficient use of hardware resources,
reduce running costs and reduce energy consumption.
e) Cloud Computing: Cloud computing makes a separation of concerns between service, platform
0 layers
and infrastructure, with each of these 0 being virtualized and provided as a service in itself.

Networking is used to communicate between different service layers and the application services
 supported.

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IT Infrastructure Management:
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Server Power:
The traditional approach for data centre operators to meet SLAs has been through provisioning
for peak demand, for not just daily peaks but also seasonal ones, and to top it off with a generous safety
margin to allow for demand growth through the expected planning horizon of the deployed equipment.
Server Power Management in the Data Centre:
Power management represents a collection of IT processes and supporting technologies geared
towards optimizing data centre performance against cost and structural constraints, for instance increasing
the deployable number of servers per rack when racks are subject to power or thermal limits makes power
consumption more predictable and easier to plan for. Server equipment represents the most energy-
intensive portion in a data centre, and the server infrastructure constitutes a logical starting point for
any comprehensive data centre power monitoring and control strategy.
The integration of server power monitoring and control technology with sophisticated IT
processes allows reduction goal setting in data centre energy consumption, not just instantaneous power
reduction. Of course, it is important that this integration be interoperable across equipment providers to
accommodate the diversity of equipment in the data centre.

3.7 GREEN GRID FRAMEWORK:

The Gr een Grid Association is a non-profit, open industry consortium of information and
communications technology (ICT) industry end users, policy makers, technology providers, facility
architects, and utility companies that works to improve IT and data center resource efficiency
around the world. The Green Grid offers the data center expertise that governments turn to for
industry insight and counsel, bringing to bear the combined influence of a diverse body of ICT
industry leaders. The consortium’s vendor-neutral dynamic creates a rich, collaborative environment
of peers, competitors and industry experts that work closely together to advance the organization’s
mission.
The Green Grid’s mission is to drive accountable, effective, resource-efficient, end-to-end ICT
ecosystems, by:
 Establishing metrics
 Driving an understanding of risk
 Proactively engaging governments to influence effective policy
 Providing frameworks for organizations to r ealize operational efficiency and maturity
across the ICT infrastructure.

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What needs to change for Green Grid to happen?

The grid will need to get a lot ―smarter‖ and more flexible, say researchers in America.
A carbon-free power network will have to handle instantaneous shifts in both electricity supply
and demand. That will require major upgrades (read investments) in grid communications and
computer-based control systems to make sure everything works together.

What stands in the way of a green grid?

The main obstacles will be cost and feasibility. Wind and solar only work when the sun
shines or winds blow. So they need help from big batteries or power plants that stand by to run
when needed. While batteries have fallen in price, they remain an expensive way to back up
clean power. In addition, batteries have yet to be tested on a large scale on the grid. Still, a
recent study by the University of California at Berkeley’s Goldman School o f Public Policy
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found that reaching 90% zero-carbon electricity by 2035 could be feasible and economic by
using mostly solar, wind and batteries.

What about the last 10%?

Eliminating the last of the carbon from the grid will likely prove difficult and very
expensive unless there is a technological breakthrough. Those could include advances in carbon
capture and storage, small nuclear reactors and hydrogen.

Other drawbacks and benefits, besides less carbon:

Adding a lot of new communication technology to the grid could make it more
vulnerable to cyber-attacks. Grid managers and utilities will need to take extra precautions to
prevent bad actors from infiltrating critical infrastructure. Building a clean grid, however, could
create a lot of new jobs. Workers would be needed to build and install solar and wind farms,
string up power lines and design new control systems.

Metrics created and endorsed by The Green Grid include:

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 Electronic Disposal Efficiency (EDE) - the percentage of decommissioned information
technology electronics and electrical equipment that is disposed of through known
responsible entities.

 Power Usage Effectiveness (PUE) - the ratio of total facilities energy to IT equipment
energy.

 Data Center Infrastructure Efficiency (DCIE) - the ratio of IT equipment power to total
facility power.

 Carbon Usage Effectiveness (CUE) - the product of the amount of carbon dioxide emitted
per kilowatt hour (CEF) and the data center's annual PUE.

 Water Usage Effectiveness (WUE) - the ratio of the annual site water usage in liters to
the IT equipment energy usage in kilowatt hours (Kwh).
 Data Center Productivity (DCP) - the quantity of useful information processing
completed relative to the amount of some resource consumed in producing the work.

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 UNIT: III
GRID FRAMEWORK
PART:A(2 Marks)
1. Define Virtualization?
It is the science of emulating a hardware functionality within a software system – creating
a virtual version of a physical systems such as hardware platforms, storage and network
resources.
2. What is the role of hypervisor?
The hypervisor isolates operating systems and applications from the underlying
computer hardware so the host machine can run multiple virtual machines (VM) as guests
that share the system's physical compute resources, such as processor cycles, memory space,
network bandwidth and so on.
3. List out the benefits of Virtualization?
 Server Consolidation
 Energy consumption
 Better availability
 Disaster recovery

4. What are the basic concepts of consolidation and virtualization?

 Leveraging existing IT Assets like Servers, Storage and Network resources.

 Increasing the efficiency of IT Professionals through centralized simplified
management.
 Improving Availability and Ensuring Business Continuity.
 Defeat Data Center sprawl and Infrastructure underutilization.
5. What are the benefits in consolidating servers?

 Decrease in cooling and electrical costs

 Reduction in server load growth and data center expansion
 Reduction in warranty and licensing costs
 Purchasing power of commodity hardware as opposed to specialized hardware
 Business agility with the ability to leverage cloud and shared infrastructure

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6. List out the desirable features of storage consolidation?

Simplification of the storage infrastructure, centralized and efficient management,

optimized resource utilization, and low operating cost.

7. What are the advantages of teleconferencing in promoting green environment?

 It increases worker satisfaction.
 Reduction of Green House Gas Emissions.
 Increased Profits Margins.
8. Define the term recycling? 0 0

Recycling is one of the most efficient ways to combat e-waste problem. Also, recycling
helps in bringing down the greenhouse gas emissions caused by the manufacturing of new
products.
9. Define Green Data Center?
Data centres are complex ecosystems that interconnect elements of the information and
communication technology (ICT), electrical and mechanical fields of engineering, and, as
identified within the much cited Global e-Sustainability Initiative, they represent the fastest
growing contributor to the ICT sector’s overall carbon footprint.
10. List out the key elements of data center IT elements infrastructure?
• Server design and server systems development in support of efficient data centre service
provision and the range of service function.
• The role of networking within a data centre
• The role of storage and the types of storage provision.
• The changing shapes of data centre IT platforms through system innovation.

11. What needs to change for Green Grid to happen?

The grid will need to get a lot ―smarter‖ and more flexible, say researchers in America.
A carbon-free power network will have to handle instantaneous shifts in both electricity
supply and demand. That will require major upgrades (read investments) in grid
communications and computer-based control systems to make sure everything works
together.

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12. Define the role of Grid Computing?
The core aim of grid computing was to integrate disparate resources across organizational domains
into what became termed virtual organizations. For example, a database server in one domain may be
integrated with a networked cluster in another domain, to form a powerful data analytics platform.
13. What are the six steps in recycling?

 Automatic Issuing Machines

14. State-of-the-art Recycling Technologies?
The state-of-the-art recycling of e-waste comprises three steps
 Detoxication 0 0
 Shredding
  Refining
15. What is the purpose of Smart Strip?

The Smart Strip actually senses how much power your computer peripherals use. And when

the Smart Strip senses that you've turned your computer off, it automatically shuts off your

peripherals, too, preventing them from drawing an idle current, which is the current drawn even

after equipment is shut off.

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UNIT: III
GRID FRAMEWORK
PART-B(16 Marks):
1. Explain in detail about virtualizing of IT Systems?

2. Briefly explain the contribution of telecommuting, teleconferencing, and teleporting in

conversion of Green IT?

3. Explain in Detail about material recycling?

4. Discuss the best ways to make your PC Greener?

5. Explain in detail about Green Grid framework?

6. Write in detail about the Green Data Centers?

******

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UNIT: 4

GREEN COMPLIANCE
Syllabus
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Socio-cultural aspects of Green IT – Green Enterprise Transformation Roadmap – Green
Compliance: Protocols, Standards, and Audits – Emergent Carbon Issues: Technologies and
Future.

4.1 INTRODUCTION:

Green IT comprises the important and subjective element of the green enterprise transformation.
This discussion is vital in undertaking a holistic approach to transformation and therefore, is not limited to
technologies and processes of an organization. Sociocultural and political issues are one of the six crucial
drivers of Green IT. As the organization transforms itself into a green organization, the social dynamics of
the organization changes to match the green working lifestyle and green attitude.

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 and understanding that is ―in grown.‖ Training and awareness associated with the
Green IT issues can play a key role in handling the subjective nature of green transformation.

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4.1.1 Green IT’s Social Impact:

Discussions of the social aspects of Green IT involve individuals, government, and society.
Individuals, however, operate in several roles, as the individual, as member of a family or social group, as
a member of an organization (business, academic, government), and as decision makers. There is a
growing interest by individuals to understand the organizations they are associated, its values and its
performance in terms of the environment. Environmental responsibility affects the structure and operation
of the organizations and the society in which it exists, this interest leads a business to have what is
popularly known as corporate social responsibility (CSR).

4.1.2 Learning Organization:

One of the ways an organization can successfully discharge its CSR is by incorporating Green IT
in both the tacit (subjective) and explicit domains of the organization. Thus, to be environmentally and
socially responsible, an organization requires regular and unified systems for knowledge management that
lead it to be a learning organization. A knowledge management system will enable the department head to
update the information in both formal, explicit form and also in a descriptive form.

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4.1.3 Green Social Stake Holders:
 One of the important ways to handle cross-cultural issues in long-scale green transformation is by
increasing and enhancing the opportunities for physical (face-to-face) communications amongst the
diverse stakeholders. Information flow between various groups of employees in different regions
supported by the organizational change management is required for successful transition to a green
organization.

The issues relating to collaborative groups of people and organizations need to be considered in
global green effort. These issues include their individual preferences, corporate policies, government
regulations, social norms and practices, and ethical codes of conduct. In fact, even different age groups,
their preferences as customers, employees, and regulations, and their sociocultural background influence
the Green IT initiative. The greening of an enterprise thus continues to demonstrate substantial subjective
element to it.

The following table highlights the differing viewpoints and impacts of some of the roles in the
society. These same roles with their potentially different viewpoint also influence the roles within the
organization.

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Fig. Views of Various Cross-Sections of Society (Children, Elderly, Tax Payers, Households,
Sports People, Defense, etc.) on Environmental Initiatives

4.1.4 Role Based View of Green IT:

The subjectivity of Green IT is seen in the various roles within an organization. For example, the
0 ROI 0on the green initiatives, where an engineer is interested
decision maker is primarily interested in the
in improvement of design and production process. Green IT initiatives and their subjective interpretations
are based on various roles. The reason for this role based study is to understand the subjectivity as well as
the personal interests these roles would have in undertaking and supporting green transformations.

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 Fig. Role-based view of Green IT.

Table : Roles within Organization and Their Subjective Viewpoint

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4.1.5 Green Users Practices:

There are three major areas of changes to working lifestyles that are involved in a green
enterprise transformation. These practices included videoconferencing, telecommuting/teleworking, fleet
and field force management, web, and use of collaboration tools such as emails and mobile phones/PDAs,
these practices in terms of their importance to carbon reduction. The percentage respondents who
―agreed‖ and ―strongly agreed‖ to the use of the approaches in reducing the carbon footprint of the
organizations itself proves their tremendous importance in the green initiative. Another important user
practice with respect to Green IT is the reengineering of business processes of an organization based on
virtual team. The changes resulting from formation and operation of virtual teams require corresponding
changes to the processes that describe the way in which business is carried out.

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4.1.6 Green IT Ethics and Code of Conduct: 0
 In discussing the social aspect of Green IT, it is worth delving into these ethical codes of conduct
as they apply to Green IT. A Green IT code of conduct can augment and support the expectations and
behaviors of individuals operating as employees and consulting professionals as well as the organizations
that subscribe to that code of conduct.

Following are the statements and potential advantages of having a Green IT code of conduct.
Organization following the Green IT code of conduct will:

 Agree to a fundamental obligation of businesses to re duce carbon emissions in all their

activities.
 Conform to total honesty in recording, analyzing, and reporting of carbon data —both
manually and through IT systems.
 Ensure that the effort to reduce carbon is undertaken in a socially responsible way and
with no harm to people involved in the reduction attempt.
 Ensure ongoing effort at all levels of IT—architecture, design, development, testing,
deployment, and maintenance—of hardware, software, and networks—to re duce their
carbon emission.
 Ensure ongoing effort to reduce carbon in procurement, operation, and disposal.
 Promote confidentiality and integrity within the organization and the IT profession.
 Maintain security and confidentiality of carbon data and information.
 Make the carbon data available publically.

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 Avoid green washing or incorrect promotion of the organization’s carbon reduction
effort.
 Contribute toward development of Green IT standards worldwide and their application in
practice.
 Ensure participation in industry and research surveys including workshops to increase the
overall body of knowledge.
 Maintain the security and privacy of carbon data.
 Promote public understanding of the issues related to carbon emissions particularly in the
context of the industry sector in which the individual/organization operates.
 Honestly represent ―skills, knowledge, service and product‖ relating to carbon.

4.1.7 Green Washing:

Green washing is where a firm spends time and money advertising and marketing that their goods
or services are environmentally friendly when, in fact, they are not. In other words, green washing is the
act of making false or misleading claims about the environmental benefits of a product, service,
technology, etc.

4.1.8 Communications in Green Transformation Projects:

Green transformation also involves interactions amongst people, departments,

organizations, and governing bodies. Communication is required between internal departments
of organizations to relate corporate philosophies, encourage teamwork, and develop strong
relationships within and outside of an organization. Good communication will socialize and
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support employees and customers in understanding the reality of Green IT within the
organization.
There are two major important areas of communication:

 Within the organization—between managers and employees.

 Outside of the organization—with the customers, partners, and regulators.

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Within the organization:

Communication within the organization can be directed by the management. These

communications include standard documents, emails, verbal phone, and so on. This
communication is meant to encourage employees to the regulations. Internal communication of
the Green IT initiative is a combination of formal and informal communications.

Outside of the organization:

Communicating outside of the organization has to be more formal. Regulations also

dictate the format, frequency, and style of communication. Based on the easier discussion of web
services, many of these external compliance and regulatory communications will be standardized
and formatted electronically.

4.1.9 Green IT Project—Channels of Communication:

Communication can be through various channels in a Green IT transformation program.

To start with, involvement of all stakeholders, the ―buy-in‖ is crucial. This will ensure that all
participants involved in and affected by the project have a clear understanding of the
organizational strategies and project goals. These important parts of a transformation project
need to be explained in the most clear and understandable way.

Following are the categories of communication channels that need to be considered in a

Green IT project:

 Personal—the face-to-face communication that occurs when the green transformation

program is underway. This can be a one-on-one or a one-to-many communication that
presents the arguments, approaches, strategies, and policies of green enterprise
transformation.
 Collaborative—this is the group-based electronic communication mechanism like wikis
and blogs, as also the rapidly ascending social network media.
 Mobile—through phones and SMSs that enable context-based communications.

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 Asynchronous—electronic communication that can be uploaded on the organization’s
site and then accessed by employees and users at their own convenience.
 Physical—this is the age-old communication medium making use of paper; unlikely to
be very popular in a green enterprise transformation yet may have a role to play.
 Group—that makes use of electronic as well as physical communication facilities (e.g.,
webinars, seminars, workshops).
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4.1.10 Green HR and Changing Organizational Structures:

 Organization’s social changes resulting from Green IT initiative include changes
to the skill set of individuals supporting the organizational systems and processes. This
requires support from the green HR function of the organization in terms of
understanding, positions, training, and rewarding the staff for their Green IT effort.

The following shows the evolving role of the HR function with a green enterprise:

A green HR has to engender change from the social perspectives (as against the technical or
economic perspectives). This change is initially focused at an individual level with the organization. The
departmental change deals with procedures and practices. The organizational change involves
restructuring the hierarchy, creation of new green-specific role, and spelling out the reward structure for
meeting green goals.

Fig. Evolving Green HR

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integration of supply chain with local as well as overseas pharmacies and drug suppliers.
Interaction with government and other regulatory bodies should also be enabled electronically.
 Wastage—Electronic waste resulting from unused or broken devices; also, due consideration is
given to areas of bio waste.
 Attitude—Undertaking training and consulting programs for staff (doctors, nurses, admin) and
promoting it amongst patients and business partners. Internet-based system to facilitate global
management of the administration, rosters as well as the most HR (human relations—People)
functions. Change management for telework and teleHealth.

Case Study in applying Green IT Strategies to the Packaging industry:

AuPack Scenario:

AuPack is a hypothetical organization in the business of manufacturing packages and containers

that, in turn, are used by other manufacturers of goods and products. Medium in size in the context of the
developing nation from where it operates, AuPack has established itself over the last decade as a reliable,
honest organization. AuPack has around 10,000 workers and a forward looking corporate board led by a
recently appointed young CEO. AuPack is keen to move forward in the area of Green IT. The carbon
emissions from its production lines are on the rise, and also the electronic and other wastages. The
wastages, in particular, are not just restricted to the organization but are occurring at an alarmingly high
rate with the end-users of the contents of the packages. The local regulatory authorities are also showing
interest in AuPack’s carbon footprint. The products of AuPack include variety of packages that are made
up of materials such a s cardboard, foam, plastic, choir, and rubber. These packages or containers are sold
to other manufacturers who use them to wrap, store, and distribute their own products, including food
(raw, finished, liquids), medical drugs, equipment’s, and electronic goods (such as TV, computers, toys).
The containers produced by AuPack, therefore, need to range from boxes, tubes, and bubble-wraps
through to tin cans and jars—to name but a few. Customization of these packaging products for specific
customers is a regular occurrence.

Manufacturing of the packages requires materials to be sourced, planning of the production

process, inventory of produced packages, and a customer management system. These are business
processes that are a combination of manual, paper-based, and electronic (local, spreadsheet based, and
system supported) processes.

A recent internal audit revealed that the organization has around 350 desktop machines, close to
100 laptops, and two large data servers in a small, backend data center. Most PCs have been in use for 5

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or more years, have cathode ray tube (CRT) monitors, and are used by accountants, production shift
managers, and administrators. Connectivity for most machines is provided through internal LANs and
WANs and externally using a combination of virtual private network (VPN) (especially with dedicated
corporate clients) and the Internet. The hardware of the organization is used to run variety of applications
including AuPack’s assets and inventory management, customer service, financial management,
procurement, and HR/Payroll. Data corresponding to these applications is stored in the underlying data
warehouse of AuPack on the two servers. A significant part of the production and inventory data is
collected from the shop floor automatically and updated in the data warehouse.

Following are the current observations of the CEO together with the internal auditor in terms of
AuPack’s situation from environmental sustainability viewpoint:

 Raw materials for packaging are available in abundance.

 Workers are dedicated to the company. However, most workers have had very basic
education, and in some case no education at all.
 Wide customer base from both developed and developing region with the business from
the developing regions on the rise.
 Network of transporters who partner with AuPack to bring in raw materials as well as
deliver blank, ready-to-go container packages, typically to the corporate customers.
 Continuously changing needs of customers.
 Other departments of AuPack, that are under the direct influence of these changing
requirements are sales (as the orders keep changing regularly), financial (as it is a
challenge to ascertain the exact cost and, therefore, the way in which the product should
be priced), customer service (in terms of current management of expectation and future
handling of issues arising from nonstandard packaging) and, eventually, legal department
(as the packaging products are sold worldwide)

The following figure summarizes the overall approach to Green enterprise transformation (GET) of
AuPack. The ―as is‖ state is ascertained through an initial investigation based on an early, approximate
Green IT audit. The ―to be‖ or desired state, according to the initial vision statement of the CEO, is for
AuPack to be a lean-green organization. This term indicates that the organization is interested in both cost
and carbon issues and not one over the other.

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AuPack’s Green IT Strategies:

As a result of the initial audit, the CEO has appointed a new CGO —the chief green officer. This
lady, with an IT background, currently leads the computer-aided design (CAD) department of AuPack.
This department has been heavily involved in the use of computers to create new packaging design based
on customer requirements. The CGO has gone through the initial Green IT audit report, discussed it with
the auditors and also with the CEO and has immediately formed a working group. This working group
will become the GET team that will undertake the change. The approach taken by the CGO is
summarized in the following Figure.

 Immediate focus on use and capitalization of technologies with the creation of a Green IT portal.

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 Launching of a GET program that is going to enable compliance with ISO 14001 standards;
however, this program has to work alongside the existing ISO 9001 compliance and certification
program of Au Pack.
 Understand the growing environmental awareness of all its customers —with the input derived
from the customers (especially corporate customers) through the Green IT portal itself.
 Extend the current process optimization initiative to make it a formal Lean process
implementation that will also be measured and reporting for corresponding greenness.
 Develop a green market that will be specifically based on the lean-green processes (e.g.,
optimized package designs, use of biodegradable materials in packaging and take back of
discarded/consumed packaging material through a reverse supply chain).
 Form a consortium of like-minded businesses in the region and provide leadership through initial
experience of GET.
 Influence and be influenced by customers and suppliers in terms of carbon compliance.

SWOT of Au Pack in Green Context:

SWOT analysis, however, is with a particular focus on Green IT. The strategic approach,
undertaken by the CGO, indicates that this analysis will eventually be part of the overall strategic
approach of the business itself. Currently, however, this SWOT analysis shows Au Pack’s Green IT
challenges and capabilities.

Green IT Strengths:

 The incoming CEO realizes that for Au Pack to survive and prosper in the carbon
economy there is a need to create and implement a comprehensive Green IT strategy.
This visionary leadership in itself is strength of the organization and is recognized by the
CGO who is able to work closely with the CEO.
 Au Pack is progressing well financially with its business and its profit margins are on the
rise. This growth is a positive opportunity for its Green IT initiatives, as there is a budget
for the GET.
 Material-savvy region, with more than a decade of experience in packaging/container
production. The processes associated with procurement of raw materials are manual, but
the processes are working well. Careful automation will create opportunities for
optimization and, thereby, reduce both carbon and costs.

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 Strong distribution network for the packages and containers produced by AuPack. This
distribution network includes strong partnership with local and overseas transporters.

Green IT Weaknesses:

 The technical infrastructure of the organization is aging. Almost all desktop computers are 5 or
more years old, and the laptop computers are also more than 3 years in use. In the context of
Green IT, this implies computing hardware that has not had the benefits of new, low carbon
emitting designs.
 The software systems for Au Pack have proliferated as there was little control over the purchase
and installation of computers.
 The workforce of the organization is highly experienced in production of various types of
packages and containers. However, many of the production processes are manual—making use of
whiteboards, paper, and the supporting IT systems. The shift managers are the only people from
the shop floor who make use of the IT systems for production planning.
 Most workers of Au Pack are not serious about environmental issues. This is not their personal
weakness, as the socioeconomic background from where they come had little opportunity to
consider the environment.
 Noticeable wastage in packaging products and IT—this wastage is derived from the non-
optimized production processes that are unable to capitalize on the production planning and
execution systems of the organization.

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Green IT Opportunities:

 Leadership of Au Pack in the design and development of packaging products provides it with
excellent opportunity to understand, improve, and optimize its designs, including the use of
biodegradable materials and recycling of used packaging products.
 Potential to leap frog in terms of computing technologies by directly using the latest, low carbon
emitting machines and servers.
 Acceptance of ideas by partners—customers and suppliers—thereby creating leadership in the
Green IT/carbon compliance space.

Green IT Threats:

 Attitude of majority of staff is not serious about Green IT. This was ascertained during the spot-
surveys of some staff sampled from the various departments of the organization.
 Differences in compliance requirements of the developing region versus the developed regions
where customers are located.
 Inexperience i n undertaking GE T in the region—there is hardly a known organization in the
developing region where Au Pack is located, that has undertaken successful GET. Therefore,
there are risks associated with this transformation.

Diagnosis in Au Pack:

The initial investigation of AuPack in terms of its green credentials, and the SWOT analysis provides
impetus to carry out the full GET. Formal diagnosis of AuPack will lead to a detailed understanding and
formalization of the drivers and the ensuing dimensions of GET.

 The CEO of AuPack realizes that the reduction in costs and optimization of processes will be an
ideal driver for the Green IT initiative of the organization. Carbon reduction for its own sake may
not provide sufficient motivation for the organization. Thus, a good sustainable approach for
AuPack will include optimization of processes, consolidation of its information technology
hardware and software and thereby reduce its costs and carbon together.
 Regional environmental legislation requires AuPack to monitor and report its overall carbon
emissions. The regulatory requirements are being specified on a recently launched government
portal and AuPack plans to monitor, measure and report directly on that government portal.
 AuPack has many partner organizations—both locally in the geographical region of the
developing country where it operates and overseas, where its customer base is growing rapidly.

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The visionary leadership of AuPack is keen to capitalize on these myriad associations with its
collaborating organizations and influence them in terms of their carbon footprint.

Planning for GET:

 Customers and partners. Changes to these relationships will be based on changes to the way
improving the customer information systems to get ongoing sales from customers.
 IT systems and applications. Upgrade of CAD/CAM computers to high powered computers that
are networked in a way to reduce the interactions required through the various systems and
applications.
 A new Carbon Emission Management Software (CEMS) together with an optimized
manufacturing system that would support new and existing business.
 Changes to Service Level Agreements (SLAs) with partners as the organization transitions as also
changes to governance structures with greater focus on environment (green governance).
 External and internal business processes supporting the manufacturing as well as sales/
distribution of the packaging products will be optimized.
 Operational organization and green HR resulting from changes to the people structure as a result
of green initiative.

APPLYING GREEN IT STRATEGIES AND APPLICATIONS TO THE TELECOM SECTOR:

ZeeTel Telecom Scenario:

ZeeTel is a hypothetical, large telecom company operating in the African region. ZeeTel is
responsible for the core telecom infrastructure in the region, in addition to offering some land-based and
mobile services. Main focus of ZeeTel’s business has been the creation of the telecom platform that
provides the backbone for communications infrastructure in that geographical region.

ZeeTel’s customers are mostly corporate customers that use ZeeTel’s telecom platform to vend
their contents (e.g., sports or entertainment providers) or are direct, large-scale users of ZeeTel’s services
(e.g., banks or airlines). There are very few direct end users of ZeeTel—except, of course, its employees
who use the IT systems to provide business services. Occasionally, some employee households are also
involved as small time end-users. However, with the operational independence of the organization, and
the receipt of a government directive on climate change, ZeeTel is now seriously considering extending,
embellishing, and putting into practice its environmental plans. Such planning was undertaken in a less
formal way a year ago, mainly in response to the growing demands for environmental consciousness from

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its corporate customers. The following figure summarizes the overall approach to GET undertaken by
ZeeTel.

Following are specific highlights of business and technology advantages of the GET approach of ZeeTel.

 Growth in business, particularly with corporate customers, due to carbon reduction and
corresponding boost in the image of ZeeTel.
 Imminent upgrades of hardware, software, and networks, but now closely aligned with
environmental performance.
 Ability to comply with policies, legislative, and regulatory frameworks that are put together by
the government as well as telecom’s summit bodies and industrial consortiums.
 Ability to handle carbon taxes, particularly as a government organization.
 Preplanning on how to deal with corporate customers in terms of financial models that will enable
sharing of carbon taxes between them and ZeeTel.
 Ability to ensure there are no carbon penalties and fines. Penalties and fines are not only costly
exercise, but also create a loss of face for the organization and its leadership position.
 Make good use of mobile technologies and services which, while requiring additional power to
operate, also create opportunities to significantly reduce carbon.
 Create and promote policies to help the corporate customers with their own Green IT strategies,
such as recycling of handsets.

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SWOT of ZeeTel—Environmental Context

Strengths:

 Government owned and supported organization that is aware of the upcoming legislations in the
carbon context. This also results in good working relationship with the government bureaucracy,
further facilitating relatively quick decisions on Green enterprise transformation board formation
and launching of the transformation project.
 Excellent channel relations including corporate partners and government representatives.
 Growth forecast for ZeeTel implies an opportunity for steady revenue that frees the organization
to focus on its Green IT effort. This growth in telecom users, however, also brings in the
challenge of handling the corresponding growth in carbon.

Weakness:

 Inflexible infrastructure as is expected in a large telecom in a developing region.

 Large, inchoate IT systems that are based on past, legacy databases and applications. These IT
systems are in siloes that do not ―talk‖ with each other, requiring considerable effort at
maintaining them.

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 Physically dispersed infrastructure, with buildings, communications towers, and supporting data
servers, all physically spread across the geographical region, making coordination extremely
challenging.

Opportunities:

 Combining business with green transfor mation will lead to show casing of the Green IT strategy
created by the CGO that does not discount one goal over the other.
 Business shift to mobile platform resulting in reducing needs for physical wired connectivity and
corresponding reduction in the required infrastructure.

Threats:

 Resistance to change resulting from a large, strong, unionized workforce.

 Long time for visible results of the GET. ZeeTel will need at least 3 –5 years, and perhaps more,
to be able to demonstrate the ROI on its Green initiative.
 Total inexperience in GET in the region as this would be the first large project of its kind that will
bring together the knowledge and expertise of Green IT with that of telecommunications.

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UNIT: V

CASE STIDIES

PART-A (2 Marks)

1. List out the understanding of current business scenario in your organization?

 The way people use the processes.

 The current product or service portfolio.

 Underlying technologies that support business.

 Identify KPI of business.

2. List out the terms adopted by your organization to adopt green policies?

 Reduction of energy consumption.

 Reduction of carbon foot print

 Reduction of operational costs.

 Improvement of reputation of organization.

 Meet government regulations and legislation.

3. Give the ICT practices that have been adopted by your organization?

 Videoconferencing

 Telecommuting

 Fleet and force management

 Web and emails

 Mobile phones / PDA’s

4. Illustrate the practices regarding energy saving data centers?

 Energy saving choice when purchasing new ICT hardware.

 Reducing energy used by data centers.

 Use open source system software.

 Machine server virtualization.

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 Replace conventional with electronic friendly devices.

5. Define the term compliance audits?

 Well documented model for carbon emissions.

 Regular updates and modifications of environmental parameters.

 Standard approach to accessing government rules and regulations.

 Provides feedback to government.

 Periodically check environmental documents of the vendor.

6. List some strategic measures for reducing emissions?

 Use of ICT.

 Use of Government regulations.

 Implement Monitoring methods.

 Use solar / wind energy.

7. What are the 4 major phase of transformation in Green Mead hospital?

i. Diagnose

ii. Plan

iii. Enact

iv. Review

8. Write some objectives of Green Business?

 Reduction in carbon emissions across all departments and process of the organization.

 Aim for a comprehensive and holistic GET that is futuristic.

 Create positive green attitude across the entire staff through Green HR.

9. What are the steps to develop a hospital ERBS?

i. Business Objectives in becoming Green.

ii. Green IT Strategies.

iii. Green IT policies and preconditions.

iv. Green IT resource plans.

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v. Green Transformation plans.

10. Define AuPack scenario?

AuPack is a hypothetical organization in the business of manufacturing packages and

containers that in turn are used by other manufactures of goods and products.

11. What are the two drivers for environmental business?

i. Sociopolitical Pressure.

ii. Enlightened self-interest.

12. List out the Weakness of Green IT?

i. The technical infrastructure of the organization is aging.

ii. Most workers of AuPack are not serious about the environmental issues.

13. What are the GET areas in AuPacks?

i. Customers and partners.

ii. IT systems and applications.

iii. CEM’s (Carbon Emission Management Software).

iv. SLA’s (Software level Agreements)

v. External and internal business process.

vi. Operational Organization.

14. Define the Scenario of Zeetel Telecom Service?

Zeetel is a hypothetical large telecom company operating in the African region. It is responsible for

the core telecom infrastructure in the region, I addition to offering some land based and mobile services.

15. List the noteworthy findings from green IT audit undertaken by bank?

 The preliminary Green IT audit reveals that the bank had a significant carbon foot print.

 Reviews of systems, printers, consumers and workers were undertaken.

 Opinion of CGO officer will reduce the carbon foot print.

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UNIT: V

CASE STUDIES

PART-B (16 Marks):

1. Write in detail about ERBS with a case study scenario?

2. List out some of the case study scenarios for trial runs to experiment with their Green IT Strategies?

3. Briefly explain about the application to a home in Green IT Stretegies?

4. Briefly explain about the guidelines for preliminary green investigation, Green Business Objectives

and SWOT of Good Mead Hospital?

5. List out the steps in developing a hospital ERBS?

6. Explain AuPack Scenario, strategic approach and SWOT in Green IT?

7. Briefly explain about Telecom Scenario and SWOT for ZeeTel Telecom services?

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