GR E E N

M PU TI NG
CO

1
 Module 4

Managing Green IT & Regulating the Green IT

2
 Syllabus
4.1 Managing Green IT 4.2 Regulating Green IT: Laws, Standards and
4.1.1 Introduction Protocols
4.1.2 Strategizing Green Initiatives 4.2.1Introduction
4.1.2.1.Strategic thinking 4.2.2 The Regulatory Environment and IT
4.1.2.1 Strategic planning Manufacturers
4.1.2.1 Strategic implementation 4.2.2.1 RoHS
4.1.2.4 Enterprise Architecture Planning. 4.2.2.2 REACh
4.1.3 Implementation of Green IT 4.2.2.3 WEEE
4.1.3.1 Return on Investment 4.2.2.4 Legislating for GHG Emissions and
Energy Use of IT Equipment
4.1.3.2 Metrics
4.2.3 Nonregulatory Government Initiatives
4.1.3.3 The Goal–Question–Metric
4.2.4 Industry Associations and Standards Bodies
(GQM) Paradigm
4.2.5 Green Building Standards
4.1.4 Information Assurance
4.2.6 Green Data Centres
4.1.4.1 Risk Management
4.2.7 Social Movements and Greenpeace
4.1.5 Communication and Social Media
4.1.6 Case Study
3
 4.1.1 Introduction : Managing Green IT
• Green computing is the study and practice of using computing resources efficiently with
minimal impact to the environment.
• It also focuses on reducing the use of hazardous materials, maximizing energy efficiency
during the product’s lifetime and supporting recyclability or biodegradability of defunct
products and factory waste.
• A senior executive of an enterprise, such as a CIO, a CTO or an IT manager, can foster
green innovations and take an active role in leading the development and implementation
of enterprise-wide green initiatives.
• IT can play a central role in all green initiatives.
• Investing in green technology saves money, make the company more efficient and
competitive and accelerate the ability of the company to grow, besides saving the planet.
• EG: according to a US Environmental Protection Agency (EPA) estimate, the resulting
annual savings from enterprise power management software for desktop computers is
$25–75 per computer.
4
 4.1.2 Strategizing Green Initiatives
• The Green Initiatives for successful implementation of green
are :
4.1.2.1.Strategic thinking
4.1.2.1 strategic planning
4.1.2.1 Strategic implementation
4.1.2.4 Enterprise Architecture Planning.

5
 4.1.2.1 Strategic Thinking
• Strategic thinking is the action taken prior to strategic planning,
prior to the development of those requirements.
• It lets managers develop the comprehensive green vision they want to attain.
• Strategic planning is a formal process of defining the requirements for delivering a
green IT programme – identifying what and how to get from current systems and
equipment to future green ones.
• Strategic thinking is a distinctive activity whose purpose is to discover novel,
imaginative green strategies that offer value.
• This approach encourages managers to visualize potential future scenarios for the
company comprehensively harnessing green IT principles and practices.
• It is proactive rather than reactive in nature.
• Strategic thinking is a mental process – arising from personal and managerial
experience – that must be enhanced as part of professional development.
6
 4.1.2.2 Strategic Planning
• It is a process of defining organist ion's strategy or direction, and making decisions on
allocating its resources to pursue this strategy, including its capital and people.
• This is the process for determining where an organization wants to be in the
short term and in the long term (3–5 years or more).
• Without a clear plan of the direction, the green initiatives will remain isolated the other
business initiatives.
• Strategic planning starts with mission statement and a vision to formulate the goals and
objectives.
• The mission statement tells you the fundamental purpose of the organization; it defines
the customer and critical processes, and informs you of the desired level of performance.
• A vision statement outlines what the organization wants to be or how it wants the world
in which it operates to be; it concentrates on the future as a source of inspiration and
provides clear decision-making criteria.

7
 4.1.2.3 Strategic Implementation
• IT manager must make it part of his or her job to ensure that IT leverage a
strategic resource as these actions will also increase IT visibility. This
increased visibility then allows the IT manager to demonstrate how green
IT can have a positive value impact for the company-Refer figure 4.1.
• Some valuable processes can actually hinder some green initiatives. For
example, turning off computers.
• New habits need to be developed that produce both real and
• perceived value, which means a new set of rules for IT management also.
To build a green
• environment you must modify or abolish many old and familiar ways of
doing business.
8
 4.1.2.4 Enterprise Architecture Planning
Following strategic planning, the next step is to develop the architecture that is needed
tosupport the green initiatives to maximize their impact and support their implementation.

9
• EA is a methodology for developing a series of architectural frameworks –
current, intermediate and target – often known as as-is, to-be and the
mitigation plan.
• These frameworks detail all relevant structures within the organization,
including business, application, technology and data.
• They are a rigorous taxonomy and ontology that clearly identify what
processes a business performs and give detailed information about how
those processes are executed.
• The result is a set of artifacts that describe, in varying degrees of detail,
exactly what and how a business operates and what resources are required
to run the components with maximum efficiency and profits.

10
• Example: New green house achieve?
lower energy costs reduce the carbon footprint.
• Enterprise architecture planning (EAP) is the process of defining
architectures for the use of information in support of the business and the
plan for implementing those architectures.
• The business mission is the primary driver, followed by the data required
to satisfy the mission, then the applications are built using those data,
finally followed by the technology to implement these applications.

11
• This hierarchy of activity is represented in below Figure in which the layers
are implemented in order from top to bottom.

• EAP takes a data-centric approach to provide data quality, access to data,

adaptability to changing requirements, data interoperability and sharing and
cost containment.

• The alternative, more traditional view is that applications should be defined

before data needs are determined or provided for, but puts a stronger focus
on the data needed for the mission. Both can be implemented successfully.

• Regardless of which model you choose, there are four layers critical to
successful EAP:
12
13
• Layer 1 – Getting started: This planning initiation layer leads to
producing an EAP work plan and stresses the necessity of high-level
management commitment to support and resource the subsequent steps
in the process. Planning initiation includes decisions on which
methodology to use, who should be involved, what other support is
required and what toolset will be used.
• Layer 2 – The vision of where we are today: This layer provides a
baseline for defining the eventual architecture and the long-range
migration plan. It consists of business process modelling, which is a
compilation of a knowledge base about the business functions and the
information used in conducting and supporting the various business
processes. It also consists of current systems and technology, a definition
of current application systems and supporting technology platforms.
14
• Layer 3 – The vision of where we want to be: This layer delineates the
data architecture defining the major kinds of data needed, applications
architecture defining the major kinds of applications needed to manage
that data and technology architecture defining the technology platforms
needed to support the applications.

• Layer 4 – How we plan to get there: The implementation and migration

plans define the sequence for implementing applications, a schedule for
implementation, a cost–benefit analysis and a clear path for migration.

15
 4.1.3. Implementation of Green IT

Initiating green IT management involves four key components:

• Adopt a bottom-up or top-down approach: start with engaging with the
users and getting their suggestion and initiatives that quickly demonstrate
the value of green initiatives.
• Understand the complexities and interdependencies of how products,
architectures and operating procedures impact green initiatives.
• Understand the trade-offs, the architecture and what will be required.
• Use point solutions associated with comprehensive plans and sound
architectures.
16
• Here are some of the techniques that an IT company and other
companies can follow to adopt green computing:

17
• Make the IT infrastructure, products, services, operation, applications and practices
environmentally sound while creating a sustainable environment.
• This is achieved by reducing the electricity consumed by IT, which in turn contributes
to reduction in green house gas emissions
• While developing green initiatives, consider
1. turning off power strips both at work and at home.
2. By educating employees and encouraging the actions of reduction in energy costs.
Company-wide, for example, automatic screen savers can be enabled in computers.
3. Procurement policies can require buying energy-efficient, environmentally
computers and other hardware meeting specified
4. Electronic Product Environmental Assessment Tool (EPEAT) and Energy Star
5. Educate employees on how to save energy, and get them involved in Ratings.
Note:
Involving and engaging employees in green initiatives will strengthen the move to
green
18
 4.1.3.1 Return on Investment
• Effective IT leaders not only manage well, but also help business
counterparts play their roles in making good decisions that
produce operational and financial improvements in business
performance.
• For example, more energy-efficient desktops reduce energy
consumption.
– Reducing System Information energy costs
– Paper demand reduction by limiting prints
– Decrease storage management for dynamic data
– Reduced purchase costs and maintenance with virtualization
– Optimization of space used in computer rooms
– Renewal machines less frequently

19
• IT manager can assist the facilities manager even further manage the building’s
energy consumption, such as load-sharing software or software that manages the
temperature, lowering the temperature when possible and raising it when necessary.

• By working together, the IT manager and the facilities manager can move the
building towards green and reduce costs successfully.

• Green IT it can be incremental, as funding supports the changes. It is the job of the IT
manager to manage continuous IT improvements

• Thorough understanding of the dynamics of continuous and discontinuous change

helps the CIO accomplish the task of moving the company towards green.

• For example, in upgrading a data center to a green environment, an IT manager will

need to break down the costs, such as cooling and energy consumption.
20
21
 4.1.3.2 Metrics
• Metric programmes are initiated to demonstrate the improvements or
benefits.
• Metrics are the methods, techniques and process used to scale the benefits
of introducing green IT into an organization.
• Metrics program is the process of designing and developing a
comprehensive metrics or measurement methods.
• Metrics program include:
1. Identifying objectives and goals both primary and secondary.
2. Identifying and collecting supporting data
3. Designing a model to present this data towards decided objectives
4. Presenting the model to the management.
22
Note:
• Metric programs are based on raw data and measurements
collected from multiple sources.
• Successful metrics programs should initially focus on what data
should be collected and the data collection format. Data collection
is the most critical part.
• There is an overwhelming amount of data available that can be
very expensive to collect and may not provide any answers.

23
Metric programmes are initiated to demonstrate the improvements or benefits.
• The first step in developing a metrics programme, is to identify the
program’s goals or objectives. For example, a goal may be to reduce energy
costs.
• Step two to define the attributes that are to be measured; Example: heating
or cooling costs, or energy consumed by desktop computers or servers.
• Next, clarifying and quantifying the goals by specifying questions and
identifying metrics and data that are needed. For example, how much energy
is consumed by the current desktops, what is the energy usage of a green
desktop, what is the current energy usage in the data center now and how
does it change as new green servers are implemented?
• The final and very critical step is to close the loop – provide management
with answers to their questions based on the metric analysis.
24
25
26
 4.1.3.3 The Goal–Question–Metric (GQM) Paradigm
• The goal–question–metric (GQM) paradigm is a simple mechanism that
provides a framework for developing a metrics program by formalizing the
characterization, planning, construction, analysis, learning and feed
• The GQM paradigm consists of three steps:
1. Generate a set of goals based upon the needs of the organization. Set the
goal for organization, Helps in determining the target and area of
consideration
2. Derive a set of questions. The purpose of these questions is to justify the
goal. The questions purpose is to make the metrics more realistic.
3. Develop a set of metrics which provide the information needed to answer
the questions. In this stage a set of metrics or data which could answer the
questions are identified and collected. The collected data are analyzed and
presented in a way to answer the generated questions.
27
28
 4.1.4 Information Assurance
• Information assurance is the practice of assuring information and managing
risk. IA is the practice of managing risks related to the use, processing,
storage and transmission of information or data and the systems and
processes used for those purposes.
• The core concept of IA is providing both accessibility and security elated to
green IT initiatives.
• IA must be considered and built in to ensure that the new green IT
components do not have a negative impact on the security of the network.
• Recycling IT components is a great way to improve the IT footprint
• Use strong IA plan to help determine what is appropriate for recycling.
• Here we may conclude that we have risk to IA through green IT, This Create
the need of risk management.
29
 4.1.4.1 Risk Management
• Risk management is the probability of occurrence of a problem. If it is
not handled then it leads to disasters
• This is the process of identify, address and eliminate risk items before
they become threats to the success of implementing green initiatives
• Characteristics of Risk:
1. Uncertainty: an event may occur or may not
2. Loss: An event any have unwanted consequences.

30
• Objectives of Risk Management:

31
• Functions of Risk Management
1.Identify
2.Analyze
3.Plan
4.Track
5.Control
6.Communications and document

32
1. Identify

33
2. Analyse

34
3. Plan

35
4. Track

36
5. Control

37
6. Communications and document

38
4.1.5 Communication and Social Media

39
40
41
42
43
44
45
 4.1.6 Case Study

Student Activity:
• As an IT manager of an organization, you are invited to develop a green
IT programme to reduce overall IT energy consumption by 15% during
the next year. Discuss

46
Discussion Questions
1. Which is more important, strategic thinking, strategic planning
or enterprise architecture? Do you need all three, or will any two
of the three suffice?
2. What are some of the highest risks when implementing green
IT project and how would you mitigate them?
3. Why bother to include users and customers in the discussions
on green IT projects?

47
4.2 Regulating Green IT: Laws,
Standards and Protocols

48
4.2.1. Introduction

49
How to make a computer or IT devices to green

50
Role of Software Application in Green IT

51
4.2.2 The Regulatory Environment and IT Manufacturers

52
 Global regulating agencies such as RoHS,WEEE,REACh and EuP are which
regulates the manufacture an disposal of products

53
54
4.2.2.1 Restriction of Hazardous Substances (RoHS)
Directive

55
56
57
58
4.2.2.2 REACh(Regulations, Evaluations and Authorization of
Chemicals

59
4.2.2.3 WEEE: Waste of Electrical and electronics Equipment's

60
10 Categories

61
62
4.2.2.4 Legislating for GHG Emissions and Energy Use of IT
Equipment

63
4.2.3. Non Regulatory Government Initiatives

64
65
4.2.4. Industry Associations and Standards Bodies

66
67
68
69
70
71
 4.2.5 Green Building Standards
• As identified by the GeSI’s Smart 2020 report, the enabling effects of
green IT could make a significant contribution in environment-oriented,
green IT–enabled building design and management.
• There are two rival standards in use globally:
• The US Leadership in Energy
• Environmental Design (LEED) Standard,
– which is a green building rating system developed by the US Green
Building Council; and the United Kingdom’s BREEAM (BRE
Environmental Assessment Method), which is argued to be the leading
and most widely used standard globally, due to the existence of UK and
international versions. Both
72
• LEED and BREEAM standards implement best practice in sustainable
design. Major US corporations are implementing LEED in the construction
of offices and manufacturing facilities and new data centres.

• Indeed, the Lawrence Berkeley National Labs (LBNL) drew on LEED to

arrive at its ‘Environmental Performance Criteria (EPC) Guide for Data
Centers’.

• The BREEAM standard was extended to cover data centres in collaboration

with the largest data centre provider globally, Digital Realty Trust

73
 4.2.6 Green Data Centres
• Green Data Centers’ definition can be elaborated as data repositories for
systems designed for maximizing energy efficiency and minimizing
environmental impact. Green data centers used advanced technologies for
data storage, management, and operations on the data.
• A green data center, or sustainable data center, is a service facility which
utilizes energy-efficient technologies. They do not contain obsolete systems
(such as inactive or underused servers), and take advantage of newer, more
efficient technologies.

IBM Data Center 74

123Net Datacenter walkway in Southfield, Michigan
75
76
77
4.2.7 Social Movements and Greenpeace

78
79
80
81
82
83
Discussion Questions
1. Do you believe what you read in corporate sustainability reports? Why
or why not?
2. Do we need to quantify the GHG footprint of Facebook, Google, Second
Life and other social-networking sites?
3. What do you think is your contribution to IT’s footprint? What measures
would you take to reduce your IT carbon footprint?
4. Would you like to see corporations regulated on their use of green IT?

84
Questions:
1. What is the difference between strategic thinking and strategic planning?
2. How do you, as the IT manager, get your senior manager to recognize the value of
green IT initiatives?
3. How would you estimate return on investment on a green IT initiative?
4. Identify potential risks in the implementation of a green IT technical project or
programme.
5. Distinguish between the direct effects of green IT and the enabling effects of green IT–
based applications.
6. What levels of GHG emissions are associated with the use of IT, past, present and
future?
7. What is the difference between RoHS, REACh and WEEE?

85
8. What is the most effective emissions reductions legislation currently in operation and
why?
9. What are the consequences of noncompliance?
10. What is green washing? Do you think companies engage in it?
11. Do managers of IT units or businesses really care about climate change, and take
measures to address the environmental impacts caused by their operations?
12. How effectively are Energy Star ratings and EPEAT rankings informing consumer
purchases?
13. What do you think would happen if more IT manufacturers were included in the
Greenpeace Greener Electronics study?
14. Will the emphasis on green IT come to anything besides cost savings, if any, for
corporations?

86
!! THANK YOU !!

87