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:star: Planning for :information_source: (1 (Forces affecting pace &…
:star: Planning for :information_source:
1
Introduction
:iphone:
Hardware
Software
Network
Application
General use
Specific use
:information_source:
People
Technology
:information_source: & Technology in Organsations
Using :information_source:/:iphone: increase in meantime in organisations
Learning from experience - success & failure of past - most important aspects of strategic management
Organizations tend to learn to manage :information_source:/:iphone:
Management organizations are managed through :information_source:/:iphone:
Modern view for evolution organizations is through evolution :information_source:/:iphone: in organizations
Purpose of :information_source:
Help org. make effective Decision making
Importance of :information_source: in organization
Successful firms have an overriding business strategy that drives both organizational and information systems strategy
IS strategy can, itself, affect and is affected by changes in a firm’s business and organizational strategies. Changes in the IS strategy must be accompanied by changes in the organizational strategy and must accommodate the overall business strategy
IS strategy always involves consequences, intended or not, within business and organizational strategies
Forces affecting pace & effectiveness of progress in using :iphone:/:information_source: & Delivering Business Benefits
Capability of technology
Economics of deploying the technology
Applications that are feasible
Skills & abilities available - in-house or external sources to develop the applications
Skiils & abilities within the organizations to use the applications
Pressures on the particular organization or its industry to improve performance
Why organizations fail to realize benefits from investment in :iphone:
Investment only in technology
not understanding or analyzing nature of activity that the technology is to support - strategically or operationally - in the organization
Early view & models of :information_source:/:iphone: in organizations
Early 1950s
computers in business
Mid to late 1960s
computers more significant with the development of multi-purpose mainframe computers
batch processing of tasks and activities in organization become possible through
increase in processing speed
cheaper memory
useful or magnetic disc & tape storage
better programming language
1970s
Minicomputers used for variety of business applications
:information_source:/:iphone: still viewed as centralized, integrated concept derived from mainframe
Gibson n Nolan (1974) modeled evolution of :information_source:/:iphone: in organization, based on Anthony's (1965) hierarchical application porfolio model
Application Portfolio Model
Structure of :information_source: in Org based of management activty into levels:
Strategic Planning
Management control
Operational control
Typical Planning, Control & Operational Systems
6-stage Model for evolution of :information_source:/:iphone:
Aspects
rate of :information_source:/:iphone: expenditure
Technological configuration
Application portfolio
Data processing or IT organization
DP/IT planning & control approaches
User-awareness characteristics
Stages
Initiation
Computer-based IT had recently been introduced,
often in the accounting and finance areas;
initial applications were replacement of rule-based labor-intensive computational activities such as payroll, accounts and ledger;
analysis and design activities were not formalized and were left to the initiative of a programming unit;
project planning and scheduling were undeveloped.
Contagion
Users became aware of possibilities, and began demand for applications,
Demand made based on high expectations of benefits;
High rate of expense as tries to satisfy all user demands;
Little control.
Control
Budget overruns, implementation failures, and senior management disenchantment,
led to stronger financial control, project planning, and a greater attempt to meld management of IT with understanding of business processes,
resulting in introduction of management information systems terminology
Integration
Technological progress produced database driven solutions for business processes, which could now be brought together from their disparate and often uncoordinated applications;
management information systems were becoming more generic information systems, and decentralized; end user computing began its development and facilities such as information centers were formed for user support
Data Administration
Recognition of the information resource becomes widespread;
the orientation of systems becomes one of data use;
information management becomes a means of assuring data quality through information repositories, and user responsibility and ownership of information.
Maturity
The information resources are managed with the strategic planning framework of the enterprise,
and there is representation on the senior management group, perhaps under a designated chief officer
View from a More Distant Perspective
The six stages of the model divide into 2 larger ‘eras’, separated by a transition point between stages 3 and 4
Transition from computer (DP) management to information (systems) management
Major changes occur in who managed what for whom, and how
:star: Strategic
:information_source: Information Systems/IS
:iphone: Information Technology/IT
