reasons for, importance, and roles of is management ism 4300 spring, 2003
TRANSCRIPT
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Reasons for, Importance, and Roles of IS Management
ISM 4300
Spring, 2003
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Course Framework
“New” Economy Role of the Internet Knowledge Management/Sharing Role of IS Management
Shifting from tech job to collaborative effort No longer just providing TPS applications Many alternatives
Outsourcing Buy versus build
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A Little HistoryU.S. passed from the industrial era to
the information era as early as 1957.
The number of U.S. employees whose jobs were primarily to handle information surpassed the number of industrial workers.
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Percentage Aggregation of the U.S. Workforce
Source: Marc U. Porat, The Information Economy, Office ofTelecommunications Policy, U.S. Department of Commerce (Washing DC, 1977).
50
40
30
20
10
1880 1900 1920 1940 1960 1980
YearYear
Per
cen
tage
Per
cen
tage
Information
Service
Industry
Agriculture
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Three major trends Initiative and responsibility for managing IT
shifting from IS execs to collaborative effort Role of IT dept is shifting from application
delivery to system integration and infrastructure development
Outsourcing is becoming a way of life for IS departments Responsibility for developing and managing
contracts and relationships with outsourcing vendors
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The External Business Environment IT moves info faster, which makes
processes change faster The hurrider I go, the behinder I get Cycle time reduction Rapid response to changing business
environment – agile organizations
GlobalizationDeregulation
Telecomm deregulation act of 1996
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The Internal Organizational Environment Outsourcing and Strategic Alliances
What should be done internally or externally by others Supply-push transitioning to demand-pull Collaboration and team-based working
Information sharing Virtual teams
The Demise of Hierarchy Hierarchical structures cannot cope with rapid change. See Drucker article for next class
Does technology drive change or support/enable change?
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New Work EnvironmentLeverage data/information/knowledge
globallyOrganize for complexity and change
Mobility Adaptability Response to change
Work electronically Any time; any where; any one
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The Technology Environment IT “enables” advances in organizational
performance. Productivity paradox and improvement
Hardware Trends Batch processing predominant; on-line systems
emerged later 1980s: Advent of personal computers Client-Server computing: “Client” machine user
interfaces with “Server” on holding the data and applications (much more on this later)
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The Technology Environment Software Trends
Improve the productivity of in-house programmers who created transaction processing systems
Make versus buy versus buy&modify
versus outsource Programming issues:
Modular and structured programming techniques Object-oriented technologies Software quality Life cycle development methodologies and software
engineering Introduction of rigorous project management techniques.
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The Technology Environment(Software Trends)
Prototyping: quick development of a mock-up RAD JAD Extreme programming
Purchasing software became viable alternative to in-house development ERP CRM
Paying attention to applications other than TPS Decision support systems (DSS) Report generation Database inquiry (e.g.SQL) EIS
End users develop their own systems
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The Technology Environment First 20 years: techniques to manage data in a
centralized environment Emphasis on high speed x-act processing
Data Trends File management Corporate databases Database management systems Dictionary/directory Specification and format Data definitions: information about relationships among
systems, sources and uses of data, and time cycle requirements.
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The Technology Environment Data Trends
PCs: employees directly access corporate data. Distributing data from data resources to information
resources Data management organizes internal facts into data
record format Information management Digitized media Managing the intellectual capital of the organization Knowledge management
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The Technology Environment Communications Trends
Public and private (intra-company) Telecom as an integral component of IS
management Communications-based information systems link
organizations to their suppliers and customers Strategic advantage Enabler for distributing computing Shifted mainframe-centered computing to network-
centric computing
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The Mission of Information Systems Early days: “paperwork factories”
Objectives of information systems defined by productivity measures
MIS era: produced reports for “management by exception” for all levels of management
Today:Improve the effectiveness and performance of people in organizations Performance improvement: a goal based on the
outcomes Focus is the people Resource for this improvement is IT
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A Simple Model
System AnalystSystem Analyst
SystemSystemDevelopmentDevelopment
InformationInformationTechnologyTechnology
UsersUsers
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Some applications, such as Web page development, database management, and spreadsheet manipulation, are developed and used by employees.
SystemSystemDesignerDesigner
ExpandedExpandedInformationInformationTechnologiesTechnologies
SophisticatedSophisticatedProducts andProducts and
CustomersCustomers
InformationInformationSpecialistSpecialist
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A Better Model
SystemSystemDesignerDesigner
InformationInformationSpecialistSpecialist
ExpandedExpandedInformationInformationTechnologiesTechnologies
SophisticatedSophisticatedProducts andProducts and
CustomersCustomers
User-Oriented SystemsUser-Oriented Systems Knowledgeable UsersKnowledgeable Users
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A Better ModelThe Users
Activities are well defined Efficiency Handling data Measured by results Figuring out how to attain goals Handling concepts, not data The wave of the future is applying IT to
goal-based activities, where the enterprise is more important than the process.
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Procedure BasedProcedure Based Knowledge BasedKnowledge Based
A Dichotomy of Information Work
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 Examples
“Back office” Mortgage servicing Payroll processing Check processing
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 Examples
Loan departmentAsset/liability managementPlanning departmentCorporate banking
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IS ManagementFour major components:
The technology Information workers The system development and delivery
function The management of the IS function