Get documents about "web.njit.edu~andersonCIS%20455%20Spring%202004.ppt
Document Sample
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Spring, 2004
Mondays, 2:30-5:30pm
Dr. William N. Anderson
New Jersey Institute of Technology 1
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Course Topics:
The Importance of Information Systems Management
The Top IS Job
Strategic Use of Information Technology
Information Systems Planning
Distributed Systems: The Overall Architecture
Managing Telecommunications
Managing Information Resources
Managing Operations
Technologies for Developing Systems
2
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Course Topics
Management Issues in System Development
The Expanding Universe of Computing
Supporting Decision Making
Supporting Collaboration
Supporting Knowledge Work
The Challenges Ahead
3
CIS 455
HOMEWORK
Typeface font should be 12 point
Type the question before you give the answer
Assume that every questions requires at least one
paragraph (5-8 complete sentences) to answer, possibly
two paragraphs if a complex or two-part question
Run spell and grammar checker before you print
it...better yet, have someone else read and review your
answers to make sure they are clear and grammatically
correct
Do NOT copy complete sentences directly out of the text,
journal articles, or case studies (anything that is not
your own work) without using quotation marks and
providing a citation (author, article/book title, date,
4
volume, issue, publisher, city, state)
CIS 455
HOMEWORK
Read the question, find the related material in the
publication, THINK about what this means, provide
your own description using examples that you feel are
relevant, paraphrase the publication as a last resort
I am looking for creative thinking on your part and
don't want to re-read the textbook when grading your
homework.
Copying directly from text without quoting and
providing a citation will result in a 0 (zero) on that
question.
5
CIS 455
HONOR CODE
Academic Honesty/Integrity: Both NJIT and
Rutgers students are expected to follow published
guidelines on academic honesty and integrity. You
must acquaint yourself with these policies before
submitting any assignments. All written work
must be original. Violations of NJIT/Rutgers
policies will be reported to the Dean of Students at
both institutions and may result in failure on a
particular assignment, failure in the course, failure
in the course and probation, or failure in the course
and expulsion. Honor Code violations will be
pursued immediately and aggressively. 6
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 1: The Importance of Information Systems
Management (Chapter 1)
History
The Organizational Environment
The Technology Environment
The Mission of IS Organizations
A Simple Model
A Better Model
7
CIS 455
Historical Perspective
• Agriculture dominates U.S. economy until
~1905
• Industrial era emerges, continuing to ~1957
• Information era continues to present day
• Number of service workers exceeds industrial
workers ~1975
• By 1980 percent of U.S. workforce employed in
agriculture ~3%
8
CIS 455
9
CIS 455
The Organizational Environment
EXTERNAL
• The Internet Economy
• Global Marketplace
• Business Ecosystems
• Decapitalization
• Faster Business Cycles
•Accountability and Transparency
10
CIS 455
The Organizational Environment
INTERNAL
• From Supply-Push to Demand-Pull
• Self Service
• Real Time Working
• Team-Based Working
• Anytime, Anyplace Information Work
• Outsourcing and Strategic Alliances
• Demise of the Hierarchy
11
CIS 455
THE ORGANIZATIONAL
ENVIRONMENT
GOALS
• Leverage Knowledge Globally
• Organize for Complexity
• Work Electronically
• Handle Continuous and Discontinuous
Change
12
CIS 455
THE TECHNOLOGY
ENVIRONMENT
• Hardware Trends
• Software trends
• Data Trends
• Communications Trends
13
CIS 455
What is the difference
between “Management
Information Systems (MIS)”
and
“Information Systems
Management”?
14
CIS 455
DEFINITIONS (Scope) OF MIS
Management Information System (MIS):
is an organized portfolio of formal
systems for obtaining, processing, and
delivering information in support of the
business operations and management of
an organization (Zwass, 1992).
15
CIS 455
DEFINITIONS (Scope) OF MIS
Management Information System (MIS):
provide managerial end users with
information products that support much
of their day-to-day decision-making needs
(O’Brien, 1999).
16
CIS 455
DEFINITIONS (Scope) OF MIS
Management Information System (MIS):
an information-producing system that
supports a group of managers who
represent an organizational unit such as a
management level or a functional area
(McLeod, 1998).
17
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
• Information: the communication or
reception of knowledge or intelligence;
something which justifies change in a
construct (as a plan or theory) that represents
physical or mental content of information.
18
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
• System: a regularly interacting or
interdependent groups of items forming a
unified whole; a group of interacting bodies
under the influence of related forces; a group
of devices or artificial objects or an
organization forming a network especially
for distributing something or serving a
common purpose (telephone, heating,
highway, data processing). 19
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
• Management: the conducting or
supervising of something; judicious use of
means to accomplish an end; the
collective body of those who manage or
direct an enterprise.
20
CIS 455
INFORMATION + SYSTEMS
+ MANAGEMENT
• The management of systems that provide
senior executives with information about the
history, current status, and future trends
affecting the organization and its business
interests. It includes the technologies,
people, processes, and organizational
mechanisms for the purpose of improving
organizational performance (McNurlin &
Sprague, 1998). 21
CIS 455
MISSION FOR INFORMATION
TECHNOLOGY IN ORGANIZATIONS
To improve the performance
of people in organizations
through the use of
information technology.
22
CIS 455
MISSION FOR INFORMATION
TECHNOLOGY IN ORGANIZATIONS
1. The ultimate objective is performance
improvement…
2. The focus is on the people who make up the
organization…
3. The resource for this improvement is
information technology…
23
CIS 455
USERS BRIDGING THE TECHNOLOGY
GAP
System Designer Information Specialist
Expanded Sophisticated
Information Products and
Technologies Customers
User-Oriented Systems Knowledgeable Users
24
CIS 455
Characteristics of Information Work
A. PROCEDURE-BASED
• High volume of transactions
• Low cost (value) per transaction
• Well-structured procedures
• Output measures defined
• Focus on process
• Focus on efficiency
• Handling of “data”
• Predominantly clerical workers 25
CIS 455
Characteristics of Information Work
A. PROCEDURE-BASED
Examples???
“Back office” - sorting, filing, counting, etc.
Mortgage servicing
Payroll processing
Check processing
Others???
26
CIS 455
Characteristics of Information Work
B. GOAL-BASED
• Low volume of transactions
• High value (cost) per transaction
• Ill-structured procedures
• Output measures less defined
• Focus on problems and goals
• Focus on effectiveness
• Handling of concepts
• Managers and professionals
27
CIS 455
Characteristics of Information Work
A. GOAL-BASED
Examples???
Loan department
Asset/liability management
Planning department
Corporate banking
Others???
28
CIS 455
Executive Leadership
(CIO, CEO, COO, CFO, etc.)
System
Essential Development and Information
Technologies Delivery Workers
Distributed Procedural Systems
Procedure-
Hardware based
and Software Information
Work
Telecomm.
Technologies
Goal-based
Support Systems Information
Information
Work
Resources
Infrastructure Management
A Framework for IS Management
29
CIS 455
MISSION FOR INFORMATION
TECHNOLOGY IN ORGANIZATIONS
To improve the performance of
people in organizations through
the use of information
technology.
30
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 2: The Top IS Job (Chapter 2)
Where Is The IS Organization Headed?
The CIO’s Responsibilities
31
CIS 455
MISSION FOR INFORMATION
TECHNOLOGY IN
ORGANIZATIONS
To improve the performance of
people in organizations through
the use of information
technology.
32
CIS 455
Executive Leadership
(CIO, CEO, COO, CFO, etc.)
System
Essential Development and Information
Technologies Delivery Workers
Distributed Procedural Systems
Procedure-
Hardware based
and Software Information
Work
Telecomm.
Technologies
Goal-based
Support Systems Information
Information
Work
Resources
Infrastructure Management
A Framework for IS Management
33
CIS 455
Waves of Innovation
Wave 1. Reduce Cost
Wave 2. Leveraging Investment
Wave 3. Enhancing Products and Services
Wave 4. Enhancing Executive Decision Making
Wave 5. Reaching the Consumer
34
CIS 455
Waves of Innovation
W av e 1 A ch iev e clerical a n d a d m inistra tiv e
savin gs
W av e 2 M a ke m o re effectiv e use o f cu rren t
a ssets
W av e 3 G ain stra tegic a d va n tag e/crea te n ew
b u sin esses
W av e 4 Im p ro v e m a na g em en t d ecisio n -m a kin g
W av e 5 G et " closer" to the cu sto m er
35
CIS 455
Waves of Innovation
Make Money 5
Reach
Consumer
4
Enhance Decision Making
3
Enhance Products/Services
2
Leverage Investments
1 Save Money
Reduce Costs 36
CIS 455
TRADITIONAL RESPONSIBILITIES BEING
NIBBLED AWAY FROM IS DEPARTMENTS
Expanded Responsibilities
of IS Departments
Systems Planning
General Management
Purchased
Software,
Traditional Consultants,
Responsibilities Outsourcers
Manage of IS Building
Remote Systems
Systems Management
Distributed
Systems, System
Outsourcers Analysis
Business-led
Teams 37
CIS 455
FOUR MAJOR IS ACTIVITIES
Added
Value
Business
Requirements
Identification
Systems &
Impact Information
Architecture
Systems
Development &
Maintenance
Computer
Cost Operations
Efficiency
IT Balance of Business
Knowledge Expertise Knowledge
Required 38
CIS 455
THE SQUEEZE ON TRADITIONAL
ACTIVITIES
Added Growing
Value Capability of
Users Business
Requirements
Identification
Systems &
Impact Information
Architecture
Systems
Development &
Maintenance
Computer Growing External
Cost Operations Services
Efficiency
IT Balance of Business
Knowledge Expertise Knowledge
Required 39
CIS 455
ROLES FOR IS
Added
Value
Systems &
Impact Information
Architecture
Broker
Cost
Efficiency
IT Balance of Business
Knowledge Expertise Knowledge
Required 40
CIS 455
BOEING INFORMATION SERVICES
Business Process What business processes
Architecture should be used?
Drives
Information What information is needed
Architecture to accomplish those processes?
Prescribes
Information How are the processes and
Systems Architecture information related?
Identifies
Data How is the data managed?
Architecture
Supported by
Delivery System Architecture Which hardware, software,
Hardware, Software, Communications and networks are required?
41
CIS 455
The CIO’s Responsibilities
Roles in Three Eras:
1. The Mainframe Era
2. The Distributed Era
3. The Web Era
42
CIS 455
The CIO’s Roles
1. Leading: Creating a vision of the future and
selling it
2. Governing: Establishing an IS governance
structure
3. Investing: Shaping the IT portfolio
4. Managing: Fostering change
43
CIS 455
I. Leading: Creating a Vision of
the Future and Selling It
What is a vision?
“A vision is a statement of how
someone wants the future to be or
believes it will be”
Examples?
44
CIS 455
I. Leading: Creating a Vision of
the Future and Selling It
How do you get a vision?
1. Explore the Present
2. Scout the Future
45
CIS 455
I. Leading: Creating a Vision of
the Future and Selling It
How do you sell a vision?
First…..
“By understanding the marketplace in
terms of what the customer wants
rather than what they should have.”
46
CIS 455
I. Leading: Creating a Vision of
the Future and Selling It
How do you sell a vision?
Second…..
“Through personal relationships that
continuously reinforce the message
that you care about your customers.”
47
CIS 455
I. Leading: Creating a Vision of
the Future and Selling It
Encouraging Champions of IT Projects
1. They need information
2. They need resources
3. They need support
48
CIS 455
II. Governing: Establishing an IS
Governance Structure
Centralized
Parent-led
Federated
Multi-local
49
CIS 455
III. Investing: Shaping the IT
Portfolio
* Realize that the benefits come more from the
discussions than the prioritization
* Put projects into categories where they are
comparable
* Address project risks
* Prioritize quarterly, and apportion your budget
accordingly
* Be consistent 50
CIS 455
IV. Managing: Fostering Change
• Successful management of change
a) The sponsor
b) The change agent
c) The target
• Working across organizational lines
51
CIS 455
The CIO’s Roles
1. Leading: Creating a vision of the future and
selling it
2. Governing: Establishing an IS governance
structure
3. Investing: Shaping the IT portfolio
4. Managing: Fostering change
Of these, which is the most important?
Why?
52
CIS 455
PRIMARY RESPONSIBILITIES OF THE
EXECUTIVE
Classical Theory
1. Planning
2. Organizing
3. Controlling
53
CIS 455
PRIMARY RESPONSIBILITIES OF THE
EXECUTIVE
Behavioral Theory
1. Defining objectives and maintaining goal direction
2. Providing means for goal attainment
3. Providing and maintaining group structure
4. Facilitating group cohesiveness and interaction
5. Maintaining group cohesiveness & member satisfaction
6. Facilitating group task performance
Stogdill, Ralph M. ( 1974) Handbook of Leadership, New York; The Free Press 54
CIS 455
FACTORS ASSOCIATED WITH
LEADERSHIP
1. Capacity (intelligence, alertness, verbal facility,
originality, judgement)
2. Achievement (scholarship, knowledge, athletic
accomplishments)
3. Responsibility (dependability, initiative, persistence,
aggressiveness, self-confidence, desire to excel)
4. Status (socioeconomic position, popularity)
5. Situation (mental level, status, skills, needs and interests
of followers, objectives to be achieved, etc.)
Stogdill, Ralph M. ( 1974) Handbook of Leadership, New York; The Free Press 55
CIS 455
CHARACTERISTICS OF A LEADER
“The leader is characterized by a strong drive for
responsibility and task completion, vigor and
persistence in pursuit of goals, venturesomeness
and originality in problem solving, drive to
exercise initiative in social situations, self-
confidence and sense of personal identify,
willingness to accept consequences of decision
and action, readiness to absorb interpersonal
stress, willingness to tolerate frustration and
delay, ability to influence other persons’ behavior,
and capacity to structure social interaction
systems to the purpose at hand.”
Stogdill, Ralph M. ( 1974) Handbook of Leadership, New York; The Free Press 56
CIS 455
CHARACTERISTICS OF A LEADER
What is Wrong With The
Classical and Behavioral
Definitions of Leadership?
AN OLD PARADIGM
57
CIS 455
“THE FLIGHT OF THE BUFFALO ”
A Herd of Buffalo
• A herd of buffalo follows the leader
• The leadership role rarely changes
• Only one member ever leads the herd
• All of the rest of the herd are followers
Belasco & Stayer, 1993 58
CIS 455
“THE FLIGHT OF THE BUFFALO ”
A Flock of Geese
• A flock of geese follows the leader
• The leadership role changes frequently and
seamlessly
• Any member of the flock can and does lead
• All members of the flock are both leaders and
followers
Belasco & Stayer, 1993 59
CIS 455
OLD VS. NEW PARADIGM
The old paradigm defines
executives (leaders) as those who
plan, organize, and control,
thereby excluding all others.
The new paradigm requires all
members of an organization to be
ready to assume a leadership role!
Belasco & Stayer, 1993 60
CIS 455
THE ENTERPRISE INFORMATION
MANAGEMENT MODEL
Strategic Plan Impact Information
of the Technology
Enterprise Opportunities
Business Information
Alignment
Organizations Systems Architecture
(that carry out plans)
Benson & Parker 61
CIS 455
CHAPTER 2 – CRITICAL QUESTIONS
1. Why should it be a necessary CIO responsibility to
establish an IS governance structure?
2. What are some industries that will require
“technological maturity” and why is this the case?
3. Which is more important – vision OR strategy –
and why might that be?
4. Why should it be necessary for information systems
project teams to study the marketplace when the
marketing unit or each line of business should be
doing this anyway?
62
CIS 455
ANALYZING CASES (8 Steps)
1. Identify the Relevant Facts
2. Identify the Major Problems
3. Determine Which Problems are Symptoms and
Which are Critical (Root)
4. Classify Critical Problems as:
a. People And/Or
b. Resource And/Or
c. System
63
CIS 455
ANALYZING CASES
5. Consider Causes of the Critical Problem(s)
6. Identify Possible Solutions to the Critical
Problem(s)
7. Determine Who is Responsible for Solving the
Critical Problem(s)
8. Make Your Recommendations For the
Solution(s) and Cost(s)
64
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 2: Strategic Uses of Information Technology
(Chapter 3)
Looking Inward: Business -to-Employee
Looking Outward: Business-to-Consumer
Looking Across:Business-to-Business
Technical Considerations
Legal and Ethical Considerations
65
CIS 455
THE EVOLUTION OF ELECTRONIC
COMMERCE
STO CK F eb . 2, 2003 W AS
A O L /T W $11.66 $75 (12/1999)
Y A H O O .C O M $18.20 $240 (1/2000)
P R IC E L IN E .C O M $1.30 $100 (3/2000)
P E T S .C O M $0 $8 (3/2000)
Why did this happen?
Who wins? (What strategies did they employ?)
Who loses? (What strategies did they employ?)
66
CIS 455
STRATEGIC USES OF INFORMATION
SYSTEMS
Working Business-to-
Outward Consumer
Working
Inward
Business-to- Business-to-
Employee Business
Working
Across
67
CIS 455
WHAT IS E-BUSINESS?
“...the use of telecommunications networks ,
particularly the Internet, to conduct business
transactions.”
• Business-to-employee: Internet applications
internal to a firm
• Business-to-consumer: Internet applications
for a firm’s customers
• Business-to-business: Internet applications
for a firm’s business partners
68
CIS 455
E-BUSINESS DRIVERS
• Wide Access To A Public Network
• Standard Communication Protocol
• Standard User Interface
69
CIS 455
Working Inward: Business-to-Employee
Benefits of Intranets
• Wider access to company information
• More efficient and less expensive systems
• Decreased training
70
CIS 455
Working Outward: Business-to-Consumer
Advantages of B2C E-Business
1. Global accessibility
2. Reduced order processing
3. Greater availability
4. Closer customer relationships
5. Increased customer loyalty
6. New products and services
7. Direct marketing
71
CIS 455
The E-Business Model
Redefining Customer Value
1. Respond to company information
2. Respond to product information
3. Respond to price information
4. Process orders faster
5. Deliver products to consumers faster
6. Customer convenience
7. Personalization of customer services
72
CIS 455
Working Outward: Business-to-Consumer
Potential B2C Problems
1. Technical
2. Logistic
3. Personnel
4. Legal
5. Competitive response
6. Transparent prices
7. Greater competition
73
CIS 455
Working Across: Business-to-Business
• Coordinating with Suppliers
• Establishing Close and Tight Relationships
- Loose integration
- Close integration
- Tight Integration
• Becoming a Customer-Centric Value Chain
• Getting Back End Systems in Shape
74
CIS 455
SPECTRUM OF VALUE CHAIN
INTEGRATION
L evel of C lass of C ha ng e to
V alue C h ain Interb usiness V alue C h ain F ocus of E x am ple
Integ ration A p plicatio n P rocesses Im p ro vem ent
3 ) T ig ht S hared R eeng in eered P rocess P lans
D ata base In no vatio n har m o nized
C o-
2 ) C lose H ost- A djusted P rocess m a n ag em ent of
Iteg rated E ffectiveness infor m ation
EDI
U ncha ng ed, O rd ers &
1 ) L oose D oor-to-do or ex isting P rocess Inv oices
EDI tran saction s E fficiency ex chang ed
auto m a ted electro nically
75
CIS 455
CHARACTERISTICS OF
INTERORGANIZATIONAL SYSTEMS
1. They require “partners”.
2. Standards play a key role.
3. Education is important.
4. Third parties are often involved.
5. The work must be coordinated.
6. Work processes are often evaluated.
7. Technical aspects are not the major issue.
8. Efforts cannot be secretive.
76
CIS 455
Legal and Ethical Considerations
Privacy & Intellectual Property
Rights
• Privacy
• Copyrights, Patents, Trademarks & Trade
Secrets
• Legal Jurisdiction
• Online Contracting
77
CIS 455
EXAMPLES OF
INTERORGANIZATIONAL SYSTEMS
Creative Idea and
Characters for a Movie
Walt Disney
Packaged and
Distributed in
Makes the Toys “Happy Meals”
Hasbro McDonalds
78
CIS 455
EXAMPLES OF
INTERORGANIZATIONAL SYSTEMS
FedEx boxes at all Post
Offices in the United States
U.S. Post Office FedEx
Mail on commercial Mail on FedEx airplanes
airlines that fly mostly that fly mostly at night
during the day
U.S. mail that is on
airplanes both day and
night (faster delivery)
79
CIS 455
EXAMPLES OF
INTERORGANIZATIONAL SYSTEMS
Rutgers’ students taking CIS,
Math & Engineering courses
at NJIT (fuller courses)
Rutgers-Newark NJIT
Students pursuing Students pursuing
degrees in RU programs degrees in NJIT
programs
NJIT students taking
Humanities, Liberal Arts,
and Science courses at
Rutgers (fuller courses) 80
CIS 455
SYMBOLS: An observable part of culture
CUSTOMERS
Sales & Support People
Department Managers
Store Managers,
Buyers, Merchandise
Managers
Board of
Directors
The Company? Nordstrom, Inc.
81
CIS 455
PETER KEEN’S PROGNOSTICATIONS
FOR THE MID-1990’S
1. Every large firm in every industry will have from 25-80
percent of its cash flow processed on-line.
2. EDI will be the norm.
3. Point-of-sale and electronic payments will be core
services.
4. Image technology will be an operational necessity.
Keen, Peter G.W., (1991) Shaping the Future: Business Design Through Information 82
Technology, Harvard Business School.
CIS 455
PETER KEEN’S PROGNOSTICATIONS
FOR THE MID-1990’S
5. Work will be distributed, and reorganization will be
commonplace.
6. Work will increasingly be location independent.
7. Electronic business partnerships will be standard.
8. Reorganizations will be frequent, not exceptional.
Keen, Peter G.W., (1991) Shaping the Future: Business Design Through Information 83
Technology, Harvard Business School.
CIS 455
THE SHIPPING INDUSTRY
Point-to-Point
Trucking Less Than Truckload
Packaging Sort UPS
Package
Delivery Expedited Delivery
Airport Federal Express
Overnight
Delivery Information Tracking
Airborne Express
Advanced Distribution Network
Logistics Inventory Facilities
84
CIS 455
CHAPTER 3 – CRITICAL QUESTIONS
1. Primozic, et al, suggest that a firm that correctly
identifies a new market, and the technologies to
exploit it, shifts to the new experience curve and is
very successful. How does a firm correctly identify a
new market?
2. Why does Amazon.com, a most visible e-retailer,
continue to have its business viability questioned?
3. Why is it that the use of e-business to integrate the
supply chain has proven to be the e-business application
with the highest payoff?
85
CIS 455
MISSION FOR INFORMATION
TECHNOLOGY IN
ORGANIZATIONS
To improve the performance of
people in organizations through
the use of information
technology.
86
CIS 455
MICROSOFT SHOULD MAKE CARS,
GM SHOULD MAKE SOFTWARE
A t a recen t co m p u ter ex p o, B ill G ates rep orted ly
com p ared th e co m p u ter in d u stry w ith th e au to
in d u stry an d sta ted :
" If G M h a d k ep t u p w ith tech n ology lik e th e
com p u ter in d u stry h as, w e w ou ld all b e d rivin g
tw en ty -five d ollar cars th at got 100 0 m iles to th e
gallon ."
In resp on se to B ill's co m m en ts, G en eral M otors
issu ed a p ress release statin g th e follow in g:
87
CIS 455
"If GM had developed technology like Microsoft, we would
be driving cars with the following characteristics:
1. For no reason whatsoever, your car would crash twice a
day.
2. Every time they repainted the lines on the road, you
would have to buy a new car.
3. Occasionally, your car would die on the freeway for no
reason, and you would accept this, restart, and drive on.
4. Occasionally, executing a maneuver such as a left turn
would cause your car to shut down and refuse to
restart; in which case you would have to reinstall the
engine.
5. Only one person at a time could use the car, unless
you bought 'Car95' or 'CarNT.' Then you would
have to buy more seats. 88
CIS 455
6. Macintosh would make a car that was powered by the
sun, was more reliable, five times as fast, and twice as
easy to drive, but would only run on five percent of the
roads.
7. The oil, water, temperature and alternator warning
lights would be replaced by a single 'general car fault’
warning light.
8. New seats would force everyone to have the same butt
size.
9. The airbag system would say 'Are you sure?' before
going off.
10. Occasionally, for no reason whatsoever, your car
would lock you out and refuse to let you in until you
simultaneously lifted the door handle, turned the key
and grabbed hold of the radio antenna. 89
CIS 455
11. GM would require all car buyers to also purchase a
deluxe set of Rand McNally road maps (now a GM
subsidiary), even though they neither need them nor
want them. Attempting to delete this option would
immediately cause the car's performance to diminish
by 50 per cent or more.
12. Every time GM introduced a new model, car buyers
would have to learn how to drive all over again because
none of the controls would operate in the same manner
as the old car.
13. You'd press the 'Start' button to shut off the engine.”
90
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 3: Information Systems Planning (Chapter 4)
The Changing World of Planning
Six Planning Techniques
91
CIS 455
PLANNING
1. What is planning?
2. What is a plan?
3. When are plans necessary?
4. When are plans unnecessary?
5. Who should be involved in planning?
6. What should be included in a plan?
7. How detailed does the plan have to be?
92
CIS 455
PLANNING
8. How do you make sure the plan is being
followed?
9. What do you do if you find you are “off
course”?
10. Does the plan stay the same or can/should it be
changed?
11. How often should the plan change?
12. What if the most recent plan looks nothing
like the original plan?
93
CIS 455
The Wrong
Way
THE PLANNING PROCESS
Where You
Are
The Right A Longer
Way Way
Where You Want
The Usual To Be
Way
94
CIS 455
WHERE DO YOU WANT TO GO?
1. How clear are you in your destination?
2. Do you have the equipment to get you there?
3. If by car, do you have enough gas?
4. If by bus/train, do you know the schedule?
5. If you can’t do it alone, who will help you?
6. Do they need to know your destination?
7. Do you know what to do if you get “lost”?
8. Do they know what to do if they get “lost”?
9. Will you all be doing the same thing?
95
CIS 455
The Wrong
Way
The Planning Process
Where You
Are
The Right A Longer
Way Way
Where You Want
The Usual To Be
Way
96
CIS 455
THREE TYPES OF PLANNING
H orizon F ocu s Issu es P rim ary
R esp on sib ility
3 -5 Y ears S trateg ic V isio n, A rc hitectur e, S enior M an ag e m e nt
B usiness G oals C IO
1 -2 Y ears T actical R eso urc e A lloc atio n, M iddle M anag ers,
P roject S election IS L ine M anag ers,
S teering C o m m ittee
6 M onths-1 O pe ratio n al P roject M anag e m e nt, IS P rofessio nals,
Y ear M eeting T im e a nd L ine M anag ers,
B udg et T arg ets P artn ers
97
CIS 455
TRADITIONAL
STRATEGY-MAKING
• The future can be predicted
• Time is available
• IS supports and follow the business
• Top management knows best
• The company can be viewed as an army
98
CIS 455
CHANGE AS A FUNCTION OF
UNCERTAINTY
Linear
Uncertainty
5 Years
Time
99
CIS 455
CHANGE AS A FUNCTION OF
UNCERTAINTY
Exponential
Uncertainty
5 Years
Time
100
CIS 455
THE ENTERPRISE INFORMATION
MANAGEMENT MODEL
Strategic Plan Impact Information
of the Technology
Enterprise Opportunities
Business Information
Alignment
Organizations Systems Architecture
(that carry out plans)
Benson & Parker 101
CIS 455
TODAY’S SENSE-AND-RESPOND
APPROACH
• Let strategies unfold rather than plan them
• Formulate strategy closest to the action
• Guide strategy-making with a “strategic
envelope”
• Be at the table
• Test the future
• Put the infrastructure in place
102
CIS 455
TOOLS AND APPROACHES FOR
SYSTEMS PLANNING
1. Stages of Growth
2. Critical Success Factors
3. Competitive Forces Model
4. Value Chain Analysis
5. Internet Value Matrix
6. Linkage Planning Analysis
103
CIS 455
1.) STAGES OF GROWTH
Stage I. Early Successes
Stage II. Proliferation
Stage III. Control of Proliferation
Stage IV. Mature Use
104
CIS 455
105
CIS 455
2.) CRITICAL SUCCESS FACTORS
"For each executive, critical success factors are
the few key areas of the job where things must
go right in order for the organization to flourish.
When listing the corporate objectives and goals
for the year, CSF's are used to determine which
factors are critical for accomplishing the
objectives, and are also used to determine the
prime measures for satisfying each factor. CSFs
can also be used to help companies identify
information systems that need to be improved or
developed" (McBride, 1998).
106
CIS 455
CRITICAL SUCCESS FACTORS
FOR NJIT
You are Dr. Robert Altenkirch, President of
NJIT. As part of the planning process, the
Chairman of the Board of Trustees has asked you
to identify the top 10 CSF’s for NJIT and present
them at the next board meeting.
You have asked students in CIS 455 to provide
you with a draft by tomorrow.
107
CIS 455
NJIT must...
Be in compliance with all federal, state,
county, and municipal regulations (EPA, OSHA,
Title IV, EE/AA, etc.)
Follow standard financial accounting and
sound budgeting practices
Maintain academic standards to keep accreditation
(ABET, AACSB, CSAB, Middle States)
Have a safe and secure campus
Have a stable/growing enrollment
Provide administrative, academic, and support
services to students
Receive continued financial support from the state
108
CIS 455
NJIT must...
Minimize negative impact of external forces
(competition, liability [civil/criminal]
Provide quality instruction and research
Have a positive relationship with local community
(City of Newark)
Have administrative systems that support
instruction, research, and overall operation
Satisfy the educational needs of people planning to
enter or already in scientific/technical fields
Have support from the corporate community
Have strong relationships with N.J. community
colleges
109
CIS 455
3.) PORTER’S COMPETITIVE
FORCES MODEL
Potential
Entrants
Threat of new entrants
Bargaining power Industry
of suppliers Competitors
Suppliers Buyers
Rivalry among
existing firms
Threat of substitute Bargaining power
products or services of buyers
Substitutes
110
CIS 455
4.)VALUE CHAIN ANALYSIS
Firm Infrastructure
Margin
Support Human Resource Management
Activities Technology Development
Procurement
Inbound Operations Outbound Marketing Service
Logistics Logistics and Margin
Sales
PrimaryActivities
Porter, 1985 111
CIS 455
VIRTUAL VALUE CHAINS
• Making operations visible
• Mirroring capabilities
• Space-based customer relationships
112
CIS 455
5.) E-BUSINESS VALUE MATRIX
C riticality N ew n ess
to B u sin ess of Id ea
N ew F u n d am en tals LOW LOW
O p eration al E xcellen ce H IG H LOW
R ation al E xp erim en tation LOW H IG H
B reak th rou gh S trategy H IG H H IG H
113
CIS 455
6.) LINKAGE PLANNING ANALYSIS
1. Understand the “waves of innovation”
2. Exploit experience curves
3. Define power relationships
4. Map out your “extended enterprise”
5. Plan your electronic channels
114
CIS 455
THE EXTENDED ENTERPRISE
Top
Management
Middle
Management
Operations
Electronic Channels
Retailers
Suppliers
Distributors
Government Financial
Traditional New Community
Stockholders 115
Competitors Competitors
CIS 455
7.) SCENARIO PLANNING
1. Define a decision problem and time frame to
bound the analysis
2. Identify the major known trends that will
affect the decision problem
3. Identify just a few driving uncertainties
4. Construct the scenarios
116
CIS 455
S.W.O.T. ANALYSIS
STR EN G TH S W EA K N ESSES
1 1
2 2
3 3
O P P O R T U N IT IE S THREATS
1 1
2 2
3 3
117
CIS 455
PRODUCTS/MARKETS ANALYSIS
OLD PRO DUCTS NEW PRODUCTS
1 1
2 2
3 3
OLD M ARKETS NEW M ARKETS
1 1
2 2
3 3
118
CIS 455
PRODUCTS/MARKETS ANALYSIS
OLD PRO DUCTS NEW PRODUCTS
1 1
2 2
3 3
OLD M ARKETS NEW M ARKETS
1 1
2 2
3 3
119
CIS 455
PRODUCTS/MARKETS ANALYSIS
OLD PRO DUCTS NEW PRODUCTS
1 1
2 2
3 3
OLD M ARKETS NEW M ARKETS
1 1
2 2
3 3
120
CIS 455
PRODUCTS/MARKETS ANALYSIS
OLD PRO DUCTS NEW PRODUCTS
1 1
2 2
3 3
OLD M ARKETS NEW M ARKETS
1 1
2 2
3 3
121
CIS 455
PRODUCTS/MARKETS ANALYSIS
OLD PRO DUCTS NEW PRODUCTS
1 1
2 2
3 3
OLD M ARKETS NEW M ARKETS
1 1
2 2
3 3
122
CIS 455
CHAPTER 4 – CRITICAL QUESTIONS
1. What approaches might you use to convince top
management to invest in organizational infrastructure,
particularly when such investments cannot be identified
with a specific project?
2. What is the difference between a CSF and an objective?
3. How could an entrepreneurial company just starting out
assume mature technology use immediately given that it
has a vision of the stages of growth and the problems to
avoid?
4. How long might an organization expect to sustain a
competitive advantage through differentiation of
products when product life cycles are now measured in
Internet time? 123
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 4: Distributed Systems: The Overall
Architecture (Chapter 5)
Seven Types of Distributed Systems
Describing the Overall Architecture
The Importance of IT Infrastructure
124
CIS 455
Executive Leadership
(CIO)
System
Essential Development and Information
Technologies Delivery Workers
Distributed Procedural Systems
Procedure-
Hardware based
and Software Information
Work
Telecomm.
Technologies
Goal-based
Support Systems Information
Information
Work
Resources
Infrastructure Management
A Framework for IS Management
125
CIS 455
ARCHITECTURE vs. INFRASTRUCTURE
Architecture: defines where things are physically,
what they look like, and how they
can inter-relate.
Infrastructure: describes the implementation of
the architecture.
126
CIS 455
METAPHOR: A HOUSE
Architecture: a house has a foundation, walls, a
roof, rooms, windows, HVAC (heating/cooling
systems), an electrical system, etc.
Infrastructure: when people live in a house they
implement the architecture by defining the color
(external/internal), décor (furniture), the purpose of
each room, set HVAC controls, and maintain
systems (clean, repair, replace, etc.).
127
CIS 455
DIFFERENCE BETWEEN
ARCHITECTURE & INFRASTRUCTURE
Architecture is designed.
Infrastructure is managed.
128
CIS 455
WHAT IS AN IT INFRASTRUCTURE?
”the base foundation of IT capability for
and (usually) provided by the information
systems function in the form of reliable
services and shared across multiple
business units or functional areas. The IT
capability includes both the technical and
managerial expertise required to provide
reliable services.” (Weill, Broadbent, and
St. Clair, 1966)
129
CIS 455
INFRASTRUCTURE MANAGEMENT
ISSUES
1. Location
2. The Workstation
3. Supported Operating System
4. Redundancy
5. Supported Communication Protocols
6. Bandwidth
7. Response Time on Network
8. Security versus Ease of Use
9. Breadth of Network Access
10. Access to External Data Sources
130
CIS 455
A SEVEN-LEVEL ORGANIZATIONAL
FRAMEWORK
Business Ecosystem
Enterprise
Country or Region
Plant or Site
Department or Process
Work Group or Team
Individual
131
CIS 455
Mainframe Architecture
Terminals Mainframe
UI
Application
Data
Pro: Scalable, Secure, Manageable
Con: Expensive, Inflexible
CIS 455
Client – Server Architecture
Personal Data
Computers Server
UI Data
Application
Pro: Empowering, Graphical User Interface
Con: Expensive, Reduced Manageability
CIS 455
Web Architecture
Browser Web
Clients Server
UI Web Pages
Pro: Universal Access, Global Reach, Open Standards
Con: Info Reference Only, Limited Scalability, No Transactions
CIS 455
135
CIS 455
TYPES OF IT INVESTMENTS
Informational Strategic
Transactional
Infrastructure
136
CIS 455
REASONS TO INVEST IN IT
1. Economies of scale (utility)
2. Support for business programs
(dependent)
3. Flexibility to meet changes in the
marketplace (enabling)
137
CIS 455
GUIDELINES FOR INFORMATION
TECHNOLOGY INVESTMENT
1. Link Technology Investment to Strategic Goals
2. Do Not Look for Specific Justification of
Computer Hardware Purchases
3. Apply Information Technology to Innovation
4. Plan Personnel Costs Before Technology Costs
5. Insist on Plans
6. Use Information Technology to Improve
Communication
7. Do Not Invest in Technology That Limits
Growth
138
Strassman, Paul (1985)
CIS 455
GUIDELINES FOR INFORMATION
TECHNOLOGY INVESTMENT
8. Get Information Technologists to “Join the
Company”
9. Clarify the Role of the Experts
10. Take Advantage of Vendors’ Specialized
Knowledge
11. Avoid Dabbling
12. Measure Productivity
13. Measure Quality of Information Services
139
Strassman, Paul (1985)
CIS 455
CHAPTER 5 – CRITICAL QUESTIONS
1. Self-managed teams often appear in a matrix
organizational structure where employees have one boss
for administrative (functional) matters and another boss
for job-related (task) matters. What benefits and
disadvantages might you experience working in such a
matrix environment?
2. How can a client/server based architecture cause a firm
to change or rethink its activities associated with a
business process?
3. Why did many CIO’s and CTO’s, whose responsibility
is infrastructure, get caught flat-footed with the
Internet?
140
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 4: Managing Telecommunications
(Chapter 6)
The Evolving Telecommunications Scene
The Role of the IS Department
141
CIS 455
STATUS OF TELECOM TODAY
1. Organizations have a multitude of networks
2. The reach of networks is expanding organizationally
3. Today’s 3 primary telecom networks will increase
4. “The last mile” is being opened up to competition
5. The telephone, PC, and TV are converging
6. Five technologies will underpin telecom advances
7. We are moving to an era of bandwidth abundance
8. The Internet has arrived for business use abundance
9. Intranets have become the next generation of
computing
142
CIS 455
"TELECOMMUNICATIONS HIGHWAY"
Slow Traffic: local streets with certain control
mechanisms (Stop and Yield Signs; Traffic
lights; Limited speeds [25-45 mph];
Pedestrians)
Faster Traffic: highway with fewer control
mechanisms (Speed limits [55-65 mph]; State
Police; Toll booths
Fastest Traffic: superhighway with fewest or no
controls (Autobahn in Germany)
143
CIS 455
IMPORTANT ISSUES WITH EACH TYPE
OF “TRAFFIC”?
Signage (Cues): How fast can/should I go?
What's ahead? (Rest stops, food, gas, etc.)
Directions (To get to Place X take Exit Y and
Hwy Z)
Controls (Protocols): Driving rules (speed, safe
distance between cars)
Passing lanes
HOV
144
CIS 455
THE EVOLVING
TELECOMMUNICATIONS SCENE
1. A New Telecom Infrastructure is
Being Built
2. The Telecom Industry is Being
Transformed
145
CIS 455
THE OSI REFERENCE MODEL
L a y er Name Job P ro to co l E xa m p le
7 A p p lica tio n In terfa ce to a p p lica tio n H T T P , X .5 0 0 , X .40 0
P C L A N M a n a g er
6 P resen ta tio n T ra n sla tes d a ta to a n d N E T B IO S
fro m L a n g u a g e in L a y er 7
5 S essio n C o n tro ls d ia lo g , a cts a s a S S L (S ecu re S o c kets
sessio n m o d era to r L a y er)
4 T ra n sp o rt C o n tro ls flo w , en su res TCP
relia b le p a c ket d eliv ery
3 N etw o rk A d d resses a n d ro u tes IP , X .2 5 , P acket
p a ckets lev el P ro to co l
2 L o g ica l M a kes su re n o d a ta is lo st E th ern et, T o ken
L in k o r g a rb led R in g , F D D I, IS D N
1 P h y sica l D efin es p h y sica l C o a x, tw isted p a ir,
co n n ectio n to n etw o rk fib er o p tic ca b le
146
CIS 455
KEY ISSUES
1. Wide Area Network (WAN) Technology Has
Changed
2. The Rate of Change is Accelerating
3. The Optical Era Will Provide Bandwidth
Abundance
4. The New Frontier is Wireless
* Wireless PANS, LANS, Wireless Local
Loops, and M-Commerce
147
CIS 455
THE IS DEPARTMENT’S ROLE
1. Achieve Connectivity & Interoperability
a) Allow users to communicate up
b) Allow users to communicate down
c) Allow users to communicate across
d) Allow users to communicate outside
e) Different computers and systems work
together
148
CIS 455
THE IS DEPARTMENT’S ROLE
2. Operate the Network
a) Internally or externally (outsource)
b) Aim for dependability and reliability
149
CIS 455
THE IS DEPARTMENT’S ROLE
3. Stay Current with the Technology
a) Experiment with current technology
b) Test out new ideas
150
CIS 455
CHAPTER 6 – CRITICAL QUESTIONS
1. Since the Videophone was introduced in 1949, what are
some of the reasons why this capability has only become
generally available in the late 1990’s via the Internet?
2. Why would it be beneficial for a vendor to subscribe
to an open systems approach when that implies an
inability to “lock in” customers for future revenues?
3. Users always find new uses for emerging technologies
and then demand more. How can the IS function be
proactive, instead of reactive, and anticipate user's
visions?
151
CIS 455
CHAPTER 6 – DISCUSSION QUESTION
The chapter implies that a company
should stay at the forefront of
telecommunications technology lest it
fall seriously behind. On the other
hand, it might be better to let others
go first, and then learn from their
mistakes. Which of these approaches
is better? Why?
152
CIS 455
COMPANY/TECHNOLOGY ANALYSIS
Technology Speed
LOW M E D IU M H IG H
Company LOW L ow M ed ium M ed ium /H igh
Size
and M E D IU M L ow M ed ium /H igh H igh
Resources
H IG H M ed ium M ed ium /H igh H igh
153
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 5: Managing Information Resources
(Chapter 7)
Managing Data
Managing Information
Toward Managing Knowledge
154
CIS 455
EVOLUTION OF INFORMATION
Data: consists of facts devoid of meaning or
intent
Information: data in context…the data has an
explicit meaning within a specific context
Knowledge: information with direction, or
intent, where intent is derived from
strategies or objectives and is manifested
in business rules
155
CIS 455
GETTING CORPORATE DATA INTO
SHAPE
1. Inconsistent Data Definitions
2. The Role of Data Administration
a) Clean up data definitions
b) Control shared data
c) Manage data distribution
d) Maintain data quality
3. Importance of Data Dictionaries
156
CIS 455
THE STRUCTURE OF INFORMATION
D ata R ecord s D ocu m ents
Ite m o f in terest E ntity C o ncep t o r id ea
A ttrib u te o f ite m F ield S et o f sym b o ls
A ll a ttrib u tes fo r ite m R eco rd L o gical p aragrap h
A ll rela ted ite m s F ile D o cu m e nt
A g ro u p o f rela ted files D atab ase F ile cab inet
A co llectio n o f A p p licatio n L ib rary, reco rd s center
d a ta b a ses syste m
D a ta m o d e ls H ierarchical, etc. K e yw o rd s, h yp erte xt
157
CIS 455
IMPORTANCE OF DATA QUALITY
Original Data
Modified/Updated
Modified/Updated
Modified/Updated
Final Data
Final data looks nothing like the original data, means
something else, but is used as if it were the original data.
158
CIS 455
FOUR TYPES OF INFORMATION
Internal External
Record T rad ition al P u blic D atab ases
Based E D P /M IS
W ord P rocessing C orp orate L ibrary
Document R ecord s M an agm ent W eb S ites
Based
Where are conversations?
159
CIS 455
THE SCOPE OF INFORMATION
MANAGEMENT
T yp ical Inform ation T ech n ologies
C orp orate S ou rces U sed
A u th ority
In tern a l IS d ep artm e nts T P syste m s D B M S , D ata
reco rd -b a sed O rgan. units d ictio naries
In tern a l A d m in. V .P . C o rp o rate T ext and grap hic
d o cu m en t- R eco rd s m g m t. m e m o s, letters, retrieval syst.
b a sed rep o rts
E xtern a l E nd users P ub lic d atab ases P ub lic netw o rks
reco rd -b a sed C o rp . p lannin g
E xtern a l C o rp o rate P ub lic literature B ib lio grap hic &
d o cu m en t- lib rary N e w s serv ices enviro n. scan ning
b a sed P urchased rep o rts
160
CIS 455
THREE-LEVEL DATABASE MODEL
Conceptual: Application Program Files
Logical: Logical Database Organization
Physical: Physical Database Organization
DATA MODELS:
1. Hierarchical
2. Network
3. Relational
4. Object
161
CIS 455
12 RULES FOR DISTRIBUTED
DATABASES
1. Local autonomy
2. No reliance on a central site
3. Continuous operation
4. Location independence (transparency)
5. Fragmentation independence (transparency)
6. Replication independence
7. Distributed query processing
8. Distributed transaction management
9. Hardware independence
10. Operating system independence
11. Network independence
12. Database independence
162
CIS 455
ALTERNATIVES TO “TRUE”
DISRIBUTED DATABASES
a) Downloaded data files
b) Copies of data stored at nodes
c) Not fully synchronized databases
d) Server-based databases
e) Federated databases
163
CIS 455
DATA WAREHOUSE PROJECT STEPS
1. Define the business uses of the data
2. Create the data model for the warehouse
3. Cleanse the data
4. Select the user tools
5. Monitor usage and system performance
164
CIS 455
WHAT IS A DOCUMENT?
“..a unit of recorded information
structured for human
consumption.”
Levien, Roger E. (1989)
165
CIS 455
EXAMPLES OF DOCUMENTS
• Contracts and agreements
• Drawings, blueprints, and photographs
• Reports
• E-mail and voice-mail messages
• Manuals and handbooks
• Video clips
• Business forms
• Scripts and visuals from presentations
• Correspondence
• Others?
166
CIS 455
IMPROVING THE PUBLISHING
PROCESS
Electronic Offset
Creation and Lithography Warehouse Transportation
Composition
Traditional Process
Electronic Electronic Electronic
Creation and Storage and Communication Printing and
Composition Management Finishing
Reengineered Publishing Process
167
CIS 455
THE ROLES DOCUMENTS PLAY
1. As a product, or support for a product
2. As a fundamental mechanism for
communication among people and groups
3. As the primary vehicle for business
processes
4. As an important part of organizational
memory
168
CIS 455
WEB CONTENT MANAGEMENT
1. Managing Content and Acquisition
2. Content Administration and Safeguarding
3. Content Deployment and Presentation
169
CIS 455
WEB CONTENT MANAGEMENT LIFE
CYCLE
Create/Acquire
Web Content
Management
Deploy/ Administer/
Present
Safeguard
170
CIS 455
CHAPTER 7 – CRITICAL QUESTIONS
1. How might the organizational structure or culture of a
firm need to change in order to adequately support
distributed databases?
2. Some believe that technology management is the main
job of the IS department while others believe that
information management is the main job. What is your
opinion?
3. Considering the hierarchical, network, relational
database and object models, which one is best suited to
support the distribution of data across a network and
why?
171
CIS 455
CHAPTER 7 – CRITICAL QUESTIONS
4. What is your view on whether or not corporate data
administration should consider all data in an
organization to be shared and thus exercise control over
it?
5. The successful use of groupware such as Lotus Notes
depends upon the culture of the organization. Why is
this the case?
6. If organizational culture is an important consideration
for both when to distribute computing responsibilities
and sharing corporate data, how would you go about
changing the corporate culture if you felt it was
necessary for the future success of your organization?
172
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 6: Managing Operations (Chapter 8)
What Are Operations?
Outsourcing IS Functions
Information Security
Planning for Business Continuity
173
CIS 455
WHAT ARE OPERATIONS?
1. IS activities that occur on a regular basis
a. Batch transaction processing (one output)
b. Batch transaction processing (multiple outputs)
c. Single I/O transactions
d. Multiple I/O transactions
e. Routine transactions (daily, weekly, monthly, etc.)
f. “Ad hoc” transactions processing
g. Output format
h. Output delivery
i. Transaction backup (tapes, storage, retrieval, etc.)
174
CIS 455
WHAT’S NEW IN OPERATIONS
1. Companies Have “Cleaned Their Operational
House”
2. More Operations Managers Are Managing
Outward
3. Operations Are Being Simplified
4. Certain Operations Are Being Offloaded
175
CIS 455
OUTSOURCING’S HISTORY
1. IT Outsourcing
2. Transitional Outsourcing
3. Best-of-Breed Outsourcing
4. Offshore Outsourcing
5. Shared Services
6. Business Process Outsourcing
7. E-business Outsourcing
176
CIS 455
QUESTIONS TO ASK WHEN
CONSIDERING OUTSOURCING
1) Which information systems are strategic to our
company’s business?
2) Will outsourcing save us at least 15%?
3) Does our firm have access to the needed
technological expertise?
4) Does outsourcing increase our firm’s flexibility?
177
CIS 455
THE OUTSOURCING MANAGEMENT
SPECTRUM
Internal Outsource
Contractor Joint Alliance
Sourcing Management
Venture
Outsourcing Partnership
•Managed relationship •“Trust” relationship
•Customer/supplier •Interdependence of strategy
relationship •Joint goals
•Vendor initiates services •Accomplishments benefit
both partners
•Vendor has majority of •Joint financial investment
investment •Joint organizat. investment
•Shared risk/reward
178
CIS 455
MANAGING OUTSOURCING
1) Organizational Structure
2) Governance
3) Day-to-Day Working
179
CIS 455
OUTSOURCING GOVERNANCE RULES
1. Service levels must stay in the top 25%
2. Problem escalation gets more painful; resolve early
3. Supplier is the grand project manager
4. Work style is based on respect and confidence
5. Add significant value
6. Aim to operate in an “open book” manner
7. New services can be put out for bid
8. No exclusive agreements
9. Meet our standards
10. Let us know about potential problems in advance
11. Spend our money as if it were your own 180
CIS 455
SECURITY IN THE INTERNET AGE
1. The Threats
2. Security’s Five Pillars
a) Authentication
b) Identification
c) Privacy
d) Integrity
e) Nonrepudiation
181
CIS 455
182
CIS 455
183
CIS 455
184
CIS 455
SECURITY IN THE INTERNET AGE
3. Countermeasures
a) Firewalls
b) Encryption
c) Virtual Private Networks (VPNs)
185
CIS 455
PLANNING FOR BUSINESS
CONTINUITY
1. Using Internal Resources
a) Multiple Data Centers
b) Distributed Processing
c) Backup Telecommunications Facilities
d) Local Area Networks (LANS)
186
CIS 455
DISASTER RECOVERY FOR
DISTRIBUTED SYSTEMS
2. Using External Resources
a) Integrated Disaster Recovery Services
b) Specialized Disaster Recovery Services
c) On-line and Off-line Data Storage
187
CIS 455
DISASTER RECOVERY
1. Consider the risks of a natural disaster
2. Create a plan to return to the primary site
3. Do not expect damaged equipment to be
replaced in kind/restored to original condition
4. Test hot-site resources under full workload
conditions
5. Plan for alternate telecomm routing
6. Maintain critical data at alternate site(s) for
fast data recovery
188
CIS 455
CHAPTER 8 – CRITICAL QUESTIONS
1. In many IS organizations, operations personnel are
regarded with some disdain and lack the prestige often
given to the systems staff (analysts and programmers).
What steps might be undertaken to relive or remedy this
problem?
2. How would it be possible for an organization to use
outsourcing to gain competitive edge on competition?
3. What information security risks are involved when
outsourcing your information IS functions to
multiple vendors?
189
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 6: Technologies for Developing Systems
(Chapter 9)
Foundations of System Development
System Integration
Interorganizational System Development
Internet-Based Systems
Project Management
190
CIS 455
Executive Leadership
(CIO)
System
Essential Development and Information
Technologies Delivery Workers
Distributed Procedural Systems Procedure-
Hardware based
and Software Information
Work
Telecomm.
Technologies
Goal-based
Support Systems Information
Information
Work
Resources
Infrastructure Management
A Framework for IS Management
191
CIS 455
GENERAL SYSTEMS THEORY (Boulding, 1956)
L ev el Name C h a ra cteristics
1 F ra m ew orks T he g eog ra p hy an d a nato m y of th e u niverse
(ato m s, m olecules, etc.)
2 C lockw orks S im ple dy n a m ic sy stem s w ith predeterm ined,
necessa ry m otio ns (solar sy stem s)
3 T her m ostat T ran sm ission an d interpretation of inform a tio n
(ho m eo stasis)
4 O pen S y stem S elf-m aintaining , ta kes reso urces fro m o utside, self
rep ro du cing (rivers, fla m es)
5 P lant G en etic-so cietal (divisio n of la bo r a m o ng cells,
specialization)
6 A nim al Increased m o bility , teleolog ical beha vior, self-
aw areness
7 H um an S elf-conscio usness (la ng u ag e and sy m b olis m )
8 S ocial C ontent an d m ea ning of m essag es, v alues, histo ry ,
O rg anizatio ns creativity (art, m usic, literatu re, etc.)
9 T ran scen dental E x ploration of the un kn ow n (philo so p hy , 192
ex istentialism , theolog y , cosm olog y , resea rch)
CIS 455
THE “WATERFALL” DEVELOPMENT
LIFE CYCLE
System
Requirements
Software
Requirements
Preliminary
Design
Detailed
Design
Code and
Debug
Test and
Validation/Testing Preoperation
at Every Stage Operation
and
Maintenance
193
CIS 455
THE SPIRAL MODEL OF SYSTEM
DEVELOPMENT
Requirements
Testing
Specification
Implementation Design
194
CIS 455
FOURTH GENERATION LANGUAGES
Key Feature of 4-GL’s
a) DBMS and data dictionary
b) Nonprocedural language
c) Interactive query and reporting
d) Graphics
e) Data analysis & modeling tools
f) Reusable code
195
CIS 455
SOFTWARE PROTOTYPING
1. Feature of Prototypes
a) Live, working system
b) May become the actual production system
c) Used to test out assumptions
d) Is created quickly
e) Is relatively inexpensive
f) Is an iterative process
196
CIS 455
COMPUTER-AIDED SOFTWARE
ENGINEERING (CASE)
1. An information repository
2. Front-end tools for planning through design
3. Back-end tools for generating code
4. A development workstation
Timeboxing
OBJECT-ORIENTED DEVELOPMENT
CLIENT SERVER COMPUTING
197
CIS 455
SYSTEM INTEGRATION
• Database Management Systems
• Enterprisewide Resource Planning Systems
(ERP)
• Middleware
198
CIS 455
INTERNET-BASED APPLICATIONS
1) Application Servers
2) JAVA
3) Web Services
199
CIS 455
KEYS TO PROJECT MANAGEMENT
SUCCESS
1) Establish the Ground Rules
2) Foster Discipline, Planning, Documentation, and
Management
3) Obtain and Document the “Final” User
Requirements
4) Obtain Tenders From All Appropriate Potential
Vendors
5) Include Suppliers in Decision Making
6) Convert Existing Data
7) Follow Through After Implementation
200
CIS 455
TIPS FOR GOOD PROJECT
MANAGEMENT
1) Proper Planning
2) Appropriate User Involvement and Strong Visible
Management Support
3) Project Manager(s) with Authority and Time
4) Good Change Management
5) Working as a Team
6) Proper Project Monitoring and Control
7) Proper Project Closure
201
CIS 455
IS STEERING COMMITTEES
M em b ersh ip : perm anent m em bers
include senior ex ecutives; tem porary
m em bers include low er-level
m anagers and consultants
202
CIS 455
IS STEERING COMMITTEES
1) Set priorities for systems development and IS
direction.
2) Check progress against an established direction.
3) Allocate scarce resources, especially IS staff, to achieve
business objectives.
4) Communicate concerns, issues, and possible remedies.
5) Provide education and the development of shared mind-
sets.
6) Develop shared responsibility and ownership of actions.
7) Resolve conflicts that arise over priorities.
8) Proved fiscal control.
203
CIS 455
IS STEERING COMMITTEES
Benefits:
1. IS projects will be characterized by good
management (planning and control).
2. IS projects will be used to support users
throughout the organization.
204
CIS 455
IS STEERING COMMITTEES AT NJIT
• Enterprise Resource Planning (SCT)
1. Advancement Development (ADS)
2. Human Resources (HRS)
3. Financial Resources (FRS)
4. Student Information System (SIS)
205
CIS 455
IS STEERING COMMITTEES AT NJIT
President’s Cabinet
Strategic IS Management Committee
ADS HRS FRS SIS
K. Kramer R. Bossert W. Garcia W. Anderson
Project
Data Management
Management
206
CIS 455
CHAPTER 9 – CRITICAL QUESTIONS
1. Since the improper use of 4GLs can lead to a
proliferation of "little databases", what measures should
be taken in data administration to minimize this risk?
2. Since 4GLs can increase development productivity, more
traditional programmers, particularly those with
computer science backgrounds who relish lower level
language choices, may not be the best performers in this
4GL environment. What is your view of this hypothesis?
3. With companies buying rather than making new
application systems, what does this portend for the
future of application programmers?
207
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 7: Management Issues in System
Development (Chapter 10)
Managing IS Staff
Implementing Systems Successfully
Improving Legacy Systems
Measuring the Benefits of Systems
208
CIS 455
COMPANIES ARE IN THREE
BUSINESSES
1. Infrastructure Management
2. Customer Relations
3. Product Innovation
209
CIS 455
A SYSTEMS VIEW OF
HUMAN RESOURCE MANAGEMENT
Skills Recruitment Wage & salary
inventory and selection administration
Breaking a job
Career down into its Training and
planning performance development
indicators
Delegating and Performance Coaching and
assigning work appraisal counseling
210
CIS 455
IT CAREER CLUSTERS
• Database development and administration
• Digital media
• Enterprise systems analysis and integration
• Network design and administration
• Programming/software engineering
• Technical support
• Technical writing
211
CIS 455
DESIGNING MOTIVATING WORK
A Model of Human Motivation
1) Five Core Job Dimensions
2) Three Critical Psychological States
3) Leading to Personal and Work Outcomes
212
CIS 455
Five Core Job Dimensions
a) Skill variety
b) Task identity
c) Task significance
d) Autonomy
e) Feedback from the job itself
213
CIS 455
Three Critical Psychological States
a) Experienced meaningfulness of work
b) Experienced responsibility for work outcomes
c) Knowledge of the actual results of the work
activities
214
CIS 455
Leading to Personal and Work Outcomes
a) High internal work motivation
b) High-quality work performance
c) High satisfaction with the work
d) Low absenteeism and turnover
215
CIS 455
WHAT APPLICATIONS SHOULD BE
DEPLOYED?
Support Facilitate
Intellectual Knowledge Discussion Interpersonal
Work Work
Transactions
Automate Mechanistic Work
216
CIS 455
HOW CAN HIGHER QUALITY SYSTEMS
BE DEVELOPED?
1. Focus on the “Right” Work
2. Manage the Data and Its Quality
a) The importance of data in context
3. Develop a Maintenance Strategy
217
CIS 455
OPTIONS FOR RESTRUCTURING
Broad
R estru ctu re R een g in eer
O r O u tso u rce
Type of
Change F o cu sed P ro cess
R estru ctu rin g Im p ro v em en t
Narrow
Short Time to Long
Make the
Change
Ernst & Young 218
CIS 455
HOW CAN LEGACY SYSTEMS BE
IMPROVED?
Options:
Replace with
Restructure Reengineer Refurbish Rejuvenate Rearchitect a package Rewrite
Small Large
Amount of Change
219
CIS 455
IMPROVING LEGACY SYSTEMS
1. Restructure - application doing the job, but runs
inefficiently (7 steps)
2. Reengineer - move data and business logic to new
hardware platforms; reverse & forward engineering
3. Refurbish - old system is maintainable; add new
extensions (e.g. Web- front-end)
4. Rejuvenate - adds new functions that make the
system more valuable by giving it a more strategic role
5. Rearchitect - having a to-be architecture for new
systems and migrating legacy systems to it
6. Replace - purchase new software (advantages &
disadvantages)
7. Rewrite - start from scratch 220
CIS 455
HOW CAN SYSTEM BENEFITS BE
MEASURED?
Efficiency - doing things right
Examples?
Effectiveness - doing the right thing
Examples?
221
CIS 455
HOW CAN SYSTEM BENEFITS BE
MEASURED?
1. Distinguish Between the Different Roles of
Systems
a) Measuring organizational performance
b) Measuring business value
c) Measuring a product or service
2. Measure What is Important To Management
222
CIS 455
HOW CAN SYSTEM BENEFITS BE
MEASURED?
3. The Value Assessment Framework
E con om ic O rganization al T ech n ology
P ayoffs Im p acts Im p acts
In d ivid u al
D ivision
C orp oration
223
CIS 455
CHAPTER 10 – CRITICAL QUESTIONS
1. What are some of the positive characteristics of
maintenance work that might make it desirable to some
programmers?
2. It is suggested that we measure what is important to
management. Why is this more important than
measuring what is important to the customer?
3. As the result of a scarcity of systems personnel,
assume that an IS department had to choose between
outsourcing new development or outsourcing the
redevelopment of legacy systems. Which one would
you outsource and why?
4. What are some of the early signs that may indicate
that a legacy system might need overhauling or
224
replacing?
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 9: Supporting Decision Making
(Chapter 11)
Technologies That Support Decision Making
Toward the Real-Time Enterprise
225
CIS 455
Executive Leadership
(CIO)
System
Essential Development and Information
Technologies Delivery Workers
Distributed Procedural Systems
Procedure-
Hardware based
and Software Information
Work
Telecomm.
Technologies
Goal-based
Information
Information Support Systems
Work
Resources
Infrastructure Management
A Framework for IS Management
226
CIS 455
TYPES OF PROBLEMS
Structured - inputs AND outputs are both known
Semi-structured - inputs OR outputs are known
Unstructured - inputs AND outputs are both
unknown
Wicked - the nature of the problem itself is not
understood
227
CIS 455
CHARACTERISTICS OF A HIGHLY
STRUCTURED TASK
1. The information requirements are known precisely.
2. The methods for processing the information are known
precisely.
3. The desired format of the information is known
precisely.
4. The decisions or steps within the task are clearly
identified and repetitive.
5. The criteria for making decisions are understood
precisely.
6. The quality of a decision or success in executing the task
can be measured precisely. 228
CIS 455
EXAMPLES OF DSS
Institutional DSS - intended for organizational
support on a continuing basis written using a
decision support language
“Quick Hit” DSS -
a. Reporting DSS
b. Short analysis programs
c. Programs built with a DSS generator
229
CIS 455
CHARACTERISTICS OF A DECISION
SUPPORT SYSTEM
For Groups and Interdependent
Individuals or Sequential
For Managers Decisions
at Different Levels
Support
Intelligence,
Unstructured and Design, Choice
Semi-Structured
Decisions
Support
DSS Variety of
Ease of
Construction Decision Styles
& Processes
Evolutionary
Adaptability &
Usage
Flexibility
Humans
Effectiveness, Ease of Use
Control the
Not Efficiency 230
Machine
Turban, 1990
CIS 455
COMPONENTS OF A DSS
Database Model Base
DBMS MBMS
DGMS
Software System
User
231
CIS 455
DECISION SUPPORT FRAMEWORK
O p era tio n a l M a n a g eria l S tra teg ic S u p p o rt
C o n tro l C o n tro l P la n n in g N eed ed
A cco u nts B udg et F ina ncial M IS,
S tructured R eceiv a ble, A naly sis, M anag em ent, O peratio ns
O rd er E ntry M ake or B uy W a reho use R esea rch
A naly sis L ocation M odels, T P S
P rod uction C redit B uilding N ew
S em istru ctu red S cheduling , E valuatio n, P lant, N ew DSS
Inv entory B udg et P rod uct
C ontrol P rep aration P lan ning
S electing a R ecruiting an R & D
U nstructured C over for a E x ecutive, P lan ning , DSS
M ag azine L ob by ing N ew ES
T ech nolog y
232
Turban, 1990
CIS 455
DSS: CURRENT DEVELOPMENTS
1. The PC revolution, the hardware, software, and the
emphasis on ease of use through common interfaces
such as Windows, and the common representations such
as spreadsheets.
2. The increasing capability and decreasing cost of
telecommunications, both WANS and LANS
3. The Internet and its vast source of external data
4. The growth of AI techniques such as expert systems
and natural language processing
5. The rapid increase in end user computing
6. The increasing availability of large color screens and
color graphics software
7. The increasing availability of mobile computing 233
CIS 455
FRESHMAN CLASS DSS AT NJIT
Semi-structured Question:
Given the number of students who
apply and are admitted as freshmen,
can we predict the number who will
actually enroll? If so, when is the
earliest an accurate prediction can
be made?
234
CIS 455
FRESHMAN ADMISSIONS DATA
Fall Semesters, 1995-2000
(as of last Friday in March of each year)
Y ear A p plicatio ns G ross N et G ross N et E nrolling
R eceiv ed A d m its A d m its D ep osits D ep osits F resh m en
1 99 5 1 44 7 9 02 8 84 97 97 4 56
1 99 6 1 55 4 1 03 8 1 02 4 1 24 1 24 5 35
1 99 7 1 59 8 1 02 0 9 93 1 47 1 45 5 20
1 99 8 1 86 2 1 12 5 1 10 0 1 53 1 52 5 36
1 99 9 2 10 7 1 23 1 1 20 3 2 01 2 00 5 96
2 00 0 2 18 3 1 27 5 1 25 5 1 77 1 77 6 41
1. Explore relationships between data
2. Develop a model
3. Test assumptions
4. Make prediction 235
CIS 455
COMPONENTS OF FRESHMAN CLASS DSS
Database Model Base
Applicant Regression
DBMS MBMS
Data Model
DGMS
Software System
Statistical
User Package
236
CIS 455
FRESHMAN ADMISSIONS DATA
Fall Semesters, 1995-2000
(as of last Friday in March of each year)
Y ear A p plicatio ns G ross N et G ross N et E nrolling
R eceiv ed A d m its A d m its D ep osits D ep osits F resh m en
1 99 5 1 44 7 9 02 8 84 97 97 4 56
1 99 6 1 55 4 1 03 8 1 02 4 1 24 1 24 5 35
1 99 7 1 59 8 1 02 0 9 93 1 47 1 45 5 20
1 99 8 1 86 2 1 12 5 1 10 0 1 53 1 52 5 36
1 99 9 2 10 7 1 23 1 1 20 3 2 01 2 00 5 96
2 00 0 2 18 3 1 27 5 1 25 5 1 77 1 77 6 41
1. Regression equation explains 95% of variance
2. p-value = 0.001
3. Model is valid
4. Use 2001 data to make prediction 237
CIS 455
FUTURE CHALLENGES FOR DSS
• Integrated Applications
• Connectivity
• Document Data
• More Intelligence
238
CIS 455
DATA WAREHOUSING AND DATA
MINING
Data Warehousing
• Metadata: The Standardizing Element
• Quality Data: The Biggest Challenge
• Data Marts: Subsets of Data Warehouses
Data Mining
• Seeks Insights Through Data Exploration
239
CIS 455
CHARACTERISTICS OF A EXECUTIVE
SUPPORT SYSTEM
Tailored to Contains Extensive
Executive’s Style Graphics
Used for Tracking Capabilities
and Control
Provides
Timely
Designed for Top Information
Executives
Exception
ESS Reporting Shows
Includes
External Data Variation From
Targets
Easy to Use
Time-series
Features
Filter and
Drill-down Fits the Corporate
tracks critical
Capability Culture 240
data
Turban, 1990
CIS 455
WHY INSTALL AN EIS
1. Attack a critical business need
2. A strong personal desire by the executive
3. “The thing to do.”
241
CIS 455
EIS: DOING IT WRONG
1. Lack of executive support
2. Undefined system objectives
3. Poorly defined information requirements
4. Inadequate support staff
5. Poorly planned evolution
242
CIS 455
COMPONENTS OF EXPERT SYSTEMS
A user interface
An inference engine
Stored expertise (in the form of a
knowledge base)
243
CIS 455
COMPONENTS OF ES
KNOWLEDGE BASE INFERENCE ENGINE
If-then rules supplied by Uses rules and database to infer
the experts new facts and decide which to
obtain
DATABASE INTERFACE
Facts about the situation, Method for communicating with
obtained by interaction the user and for obtaining new
with the user, from another facts from the user or from an
database, or by inference external database
using rules
EXPLANATION MODULE
On user request, explains how the inference engine drew
specific conclusions or why the system is asking a specific
question 244
Alter, 1992
CIS 455
EXPERT SYSTEMS FRAMEWORK
High
Knowledge-Intensive Strategic
Systems Systems
Knowledge
Complexity
Personal Productivity Integrated Product
Systems Systems
Low
Low High 245
Technology Complexity
CIS 455
TRAINING A NEURAL NETWORK
High Salary
Medium Profitable
Salary Customer
Owns Home
Less than 3 Deadbeat
years on job
Prior
bankruptcy
Each line represents
Owns a dog one point
246
CIS 455
TRAINING A NEURAL NETWORK
High Salary
Medium Profitable
Salary Customer
Owns Home
Less than 3 Deadbeat
years on job
Prior
bankruptcy
Solid line: Strengthen
Owns a dog Dotted Line: Weaken
247
CIS 455
TOWARD THE REAL-TIME
ENTERPRISE
a) Enterprise Nervous Systems
b) Straight-Through Processing
c) Real-Time CRM
d) Communicating Objects
e) Moderating the Dark Side
248
CIS 455
CHAPTER 11 – CRITICAL QUESTIONS
1. Implementing separate databases for decision support
applications tends to increase data redundancy. What
about the potential threat of referential integrity
problems in using such an approach?
2. If data warehouses are not intended to be updated as
events occur, what implications does this have for an
executive’s need for real-time data?
3. Since an EIS can be highly personal, what might
happen to the EIS when the original executive user is
replaced by a new executive?
4. What type of architectural issues need to be
considered when planning a DSS or EIS?
249
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 10: Supporting Collaboration (Chapter 12)
Understanding Groups
Systems to Support Collaboration
Managing Collaboration in Virtual
Organizations
250
CIS 455
CHARACTERISTICS OF GROUPS
• Membership
• Interaction
• Hierarchy
251
CIS 455
TYPES OF GROUPS
• Authority groups
• Intradepartmental groups
• Project teams
• Interdepartmental work groups
• Committees and task forces
• Business relationship groups
• Peer groups
• Networks
• Electronic groups
• Communities of practice (CoPs)
• Network armies 252
CIS 455
EIGHT TYPES OF TASKS
1. Generating Plans
2. Generating Ideas
3. Solving Problems with Correct Answers
4. Deciding Issues with No Right Answer
5. Resolving Conflicts of Viewpoint
6. Resolving Conflicts of Interest
7. Resolving Conflicts of Power
8. Executing Performance Tasks
253
McGrath, 1984
CIS 455
ENVIRONMENT FOR GROUP WORK
Task
Group Performance
ENVIRONMENT
•Organization Culture
Support •Decision Environment
(GDSS) •Physical Environment
254
CIS 455
BENEFITS OF GROUP WORK (I)
Groups are better than individuals at understanding
problems.
People are accountable for decisions in which they
participate.
Groups are better than individuals in catching errors.
A group has more information (knowledge) than any
one member, and, as a result, more alternatives are
generated for problem solving.
Synergy may develop so that the effectiveness of the
group is greater than what could have been produced
individually.
255
CIS 455
BENEFITS OF GROUP WORK (II)
Working in a group may stimulate the process and
the individuals.
Group members have their own egos imbedded in
the decision they make, so they will be committed
to the implementation.
The participation of the members means less
likelihood of their resisting implementation.
256
CIS 455
WHY AND WHEN A GROUP SHOULD BE
UTILIZED (I)
1. A group problem solving together will provide those
participating with a baseline common understanding
and information that cannot be replicated in a memo or
less personal means.
2. A group setting provides an environment that
legitimizes a variety of viewpoints.
3. A group is capable of producing greater quantity and
variety of ides than the average individual.
4. A good experience in a group can generate enthusiasm
and can be contagious.
257
CIS 455
WHY AND WHEN A GROUP SHOULD BE
UTILIZED (II)
5. The give-and-take of open and free discussion among a
group can spring new ideas into play that may never
have been considered by an individual.
6. People feel quite differently about the solution they have
to live with if they have been given a fair opportunity to
participate and are aware of all the factors underlying
an issue.
258
CIS 455
PROBLEMS/DISADVANTAGES OF
GROUP PROBLEM SOLVING (I)
1. The results of group decision making are often dismissed
by those in positions of influence who are unwilling to
give credence to a process few of them have experienced
positively.
2. All too often, participants learn that what appears to be
a fair, democratic process is in reality a charade in
which decisions have already been made and group
participation is provided as a means of placating those
having to live with the ultimate decision.
3. Unless well designed, a group effort at problem solving
can be a colossal waste of time, money, and effort.
259
CIS 455
PROBLEMS/DISADVANTAGES OF
GROUP PROBLEM SOLVING (II)
4. Few group leaders are trained in the effective utilization
of group members, which can result in a deterioration of
both the process and task dimensions of group life.
5. As a result, instead of morale and team spirit
improving because of a group approach, it may
degenerate.
6. If the selection of group members is not related carefully
to the task at hand, the technical and experiential
components simply will not be available when needed.
260
CIS 455
PROBLEMS/DISADVANTAGES OF
GROUP PROBLEM SOLVING (II)
7. It is common that members of a problem-solving group
fail either to be briefed adequately prior to the meeting
or fail to do the pre-meeting work that enables the group
to establish a common point of beginning with clearly
defined goals.
8. A few individuals can often take over a group and
dominate its process or inhibit the participation of
members whose contribution represents the reason for
the group in the first place.
261
GROUPWARE
Group Decision Support Systems (GDSS)
Electronic Meeting Systems (EMS)
Computer-Supported Cooperative Work
(CSCW)
Computer-Mediated Communication (CMC)
262
CIS 455
GROUPWARE OPTIONS:MODE
SAME TIME DIFFERENT TIME
Face to Face Asynchronous
SAME Interaction Interaction
PLACE
Any
Time
Any
Place
DIFFERENT
PLACES Synchronous Asynchronous
Distributed Distributed
Interaction Interaction
263
Johansen, 1991
CIS 455
GROUPWARE OPTIONS: EXAMPLES
SAME TIME DIFFERENT TIME
Presentation Systems Transaction databases
Copyboards Shared Files
SAME
PLACE PC Projectors Electronic Mail
Facilitation Services Voice Mail
Polling Systems
Group Decision Rooms Shift Work Communications
Typical Telephone EDI
DIFFERENT
PLACE Video Telephone Electronic Mail
Video Conferencing Computer Conferencing
Live Radio TV Broadcast Voice Mail
Fax
264
CIS 455
SUPPORTING DISPERSED GROUPS
• Same time/same place
• Same time/different place
• Different time/different place
265
CIS 455
VIRTUAL ORGANIZATIONS & VIRTUAL
TEAMS
1. National and multinational firms
2. Across multiple time zones
3. Project-based work
4. Highly skilled workers
5. Cultural differences
6. Communication/technical problems
7. Numerous advantages
266
CIS 455
CHAPTER 12 – CRITICAL QUESTIONS
1. What effect will GSS’s have on the interpersonal
communication that generally occurs in face-to-face
meetings that many deem important?
2. Why is it that hierarchy tends not to be present when
interdepartmental work groups use a GSS “team
room”?
3. How will a GSS alleviate the problem of wasted
meetings that typically are a time management
problem?
4. NJIT is a technological university. Why is it that we
study GSS here, but don’t use it?
267
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 12: Supporting Knowledge Work
(Chapter 13)
A Model for Managing Knowledge
Intellectual Capital Issues
The Vast Arena of Computer Ethics
268
CIS 455
A MODEL FOR MANAGING
KNOWLEDGE
Human Capital
Structural Capital
Customer Capital
269
CIS 455
WHAT IS KNOWLEDGE
MANAGEMENT?
“…transferring the knowledge from
people’s heads into lasting things,
such as processes, products,
practices, databases, directories,
software, etc.”
Sprague & McNurlin, p. 2.
270
271
CIS 455
INFORMATION MANAGEMENT VS.
KNOWLEDGE MANAGEMENT
In form ation M an agem en t K n ow led ge M an agem en t
E m p h asizes d eliv ery an d E m p h asizes ad d in g v alu e to
accessib ility o f co n ten t co n ten t b y filterin g , sy n th esizin g ,
in terp retin g , an d ad d in g co n tex t
H as h eav y tech n o lo g y fo cu s B alan ces fo cu s b etw een
tech n o lo g y an d cu ltu re o r w o rk
p ractice
A ssu m es in fo rm atio n cap tu re R eq u ires o n g o in g h u m an in p u ts
can b e stan d ard ized an d an d lin k s to co m m u n ities
au to m ated
272
273
CIS 455
INTELLECTUAL CAPITAL ISSUES
1. Value Issues
a) Information maps
b) Information guides
c) Business documents
d) Groupware
2. Usage Issues
3. Sharing Issues
274
CIS 455
COMPUTER ETHICS
1. Information Privacy
2. Intellectual Property Rights
a) Copyrights
b) Patents
c) Trademarks
d) Trade Secrets
3. Legal Jurisdiction
4. Online Contracting
275
CIS 455
CHAPTER 14 – CRITICAL QUESTIONS
1. Is there a similarity between compound documents
and the concepts of objects and, if so, what are the
similarities and differences?
2. In what ways can EDM contribute to competitive
advantage?
3. How can multimedia documents benefit training
procedures?
4. Why does it make sense for the IS department to lead
efforts in making EDM critical to organizations?
276
CIS 455
INFORMATION SYSTEMS
MANAGEMENT
Class 13: The Challenges Ahead (Chapter 14)
Organizing Principles
Understanding a Networked World
Moving Forward
277
CIS 455
TECHNOLOGICALLY MATURE
ORGANIZATION
“…one that realizes the business
value of information and IT, and
manages the assimilation of IT into
its business.”
278
CIS 455
GOALS OF THE NEW WORK
ENVIRONMENT
1. Leverage Knowledge Globally
2. Organize for Complexity
3. Work Electronically
4. Handle Continuous and Discontinuous Change
279
CIS 455
ORGANIZING PRINCIPLES
1. Processes Rather than Functions
2. The Self-Organizing Rather than Designed
3. Communities Rather than Groups
4. Virtual Rather Than Physical
5. The Learning Organization
280
CIS 455
UNDERSTANDING A NETWORKED
WORLD
1. Communication is Personal, Not Mass Market
2. Customer Contact is Interactive, Not Broadcast
3. The Customer Service Timeframe is Theirs, Not
Yours
4. The Culture is Bottom Up, Not Top Down
Transaction, interest,
relationship, and fantasy
communities are being created.
281
CIS 455
THE TECHNOLOGY CAMEL
1. Eager Beavers: Innovators and Pioneers -
the zealots, proselytizers, salespeople, writers,
and Internet server owners. (Support Them)
2. Early Adopters: The First Consumers -
just behind the innovators. (Support Them
With Caution)
3. Early Majority: The First Big Wave - have
concerns about risks and costs. (Be Prepared to
Justify IS Investments)
282
CIS 455
THE TECHNOLOGY CAMEL
4. Late Majority: The Technology Skeptics -
concerned about wasting time and money
and the “real” benefits of the technology.
(Show Them)
5. Technically Averse: “Not on my Time you
Don’t”-
concerned about the loss of privacy, security,
control and possible exposure to competition.
(Understand Them)
283
CIS 455
FUTURE SYSTEMS PROFESSIONALS
High level business analysts (account
executive/senior management)
Multidisciplinary team leaders (project
management)
Super technical people (technical expert)
284
CIS 455
GENERIC IS COMPETENCIES
Managing Change:
Envision results, challenge status quo,
catalyze action, assemble resources,
foster effective processes, monitor
progress, behave flexibly, anticipate and
resolve obstacles, design effective
working environments.
285
CIS 455
GENERIC IS COMPETENCIES
Behave Commercially:
Orient to results, understand business
practices, understand the organization
in its business context, focus on
customers, be profit and cash conscious,
understand electronic commerce.
286
CIS 455
GENERIC IS COMPETENCIES
Manage Relationships:
Understand “win-win”, negotiate and
commit to results, monitor performance,
confront shortcomings, build trust,
accept mutual dependency.
287
CIS 455
GENERIC IS COMPETENCIES
Working with Others:
Communicate clearly (verbally and in
writing), advocate causes and influence
outcomes, be alert and aware, be
sympathetic and encouraging, behave
reliably, provide feedback, be adaptable
and resilient, tolerate stress.
288
CIS 455
GENERIC IS COMPETENCIES
Applying Systems Thinking:
Understand concepts, analyze and solve
problems, think creatively, recognize
systemic patterns, synthesize
components into a whole, understand
processes, learn from experience.
289
CIS 455
GENERIC IS COMPETENCIES
Exploiting Information:
Manage data quality, share data,
understand the impact of context,
practice semiotic analysis, make
assumptions explicit, surface tacit
knowledge, understand external sources.
290
CIS 455
GENERIC IS COMPETENCIES
Exercising General Management Skills:
Think strategically, lead and inspire, be
assertive, exercise judgement and make
decisions, control budgets, manage
resources, manage quality, resolve
conflict, empower and facilitate staff,
take risks and manage outcomes, be
energetic, set an example.
291
CIS 455
GENERIC IS COMPETENCIES
Applying Information Technology:
Design technical architecture, integrate
existing systems, develop applications,
understand structured development
methods, understand emerging
technologies, manage data and
application security.
292
CIS 455
FUTURE GROWTH AREA OF IS
1. PC and LAN technical support
2. Systems support and technical support
groups in systems departments
3. Research and development groups
293
CIS 455
Executive Leadership
(CIO)
System
Essential Development and Information
Technologies Delivery Workers
Distributed Procedural Systems
Procedure-
Hardware based
and Software Information
Work
Telecomm.
Technologies
Goal-based
Support Systems Information
Information
Work
Resources
Infrastructure Management
A Framework for IS Management
294
CIS 455
THRIVING ON CHAOS (Tom Peters)
Two assumptions at the very core of
our economic system are now
causing untold harm: 1.) bigger is
better, and biggest is best; 2.) labor
(human beings at work) is to be
even more narrowly specialized, or
eliminated if possible.
295
CIS 455
The Successful Firm in the 1990’s and
Beyond Will Be (Tom Peters) :
1. Flatter
2. Populated by autonomous units
3. Oriented toward differentiation
4. Quality conscious
5. Service conscious
6. More responsive
7. Much faster at innovation
8. A user of highly trained, flexible people as
the principle means of adding value
296
CIS 455
Five Areas of Management that Constitute
the Essence of Proactive Performance:
1. An obsession with responsiveness to customers
2. Constant innovation in all areas of the firm
3. Partnerships - the wholesale participation of and gain
sharing with all people connected with the organization
4. Leadership that loves change (instead of fighting it)
and instills and shares inspiring vision
5. Control by means of simple support systems aimed at
measuring the “right stuff” for today’s environment
Tom Peters 297
Related docs
