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ASSIGNMENT TASK 3 - INF30018 MULTIMEDIA REFLECTION REPORT PROJECT …

- - - - Opportunities and Strengths of information systems management include storage and analysis of business information and data, assistance with making decisions and finally assisting with business processes (J. Davoren 2020, p. 1). With the shift of the digital age, the effective use of information systems management has become imperative. By effectively using the following opportunities and strengths, it is guaranteed that a business can get the most out of its people, organisation and technology.
        
        Manging it!
        
        Change Management
        
        "Change Management is defined as the continuous process of aligning an organization with its marketplace and doing it more responsively and effectively than its competitors" (Y. Hennayake, 2017, p. 1892). This alignment is generally broken up into organisational change management and individual change management. Change management is important to IS managers as it allows them to nurture and understand the external and internal forces of change within an organisation. These forces of change are normally broken up into adaptive, innovative, radically innovative, reactive and planned change.
        
        Risk Management
        
        Risk management is the identification of risks that can potentially harm the organisation’s finances, revenues, reputation, market position and capacity to deliver services. This is generally broken up into strategic risks and operational risks. Risk management is essential in day to day life for an IS manager as they need to understand risk exposure, protection measures and risk management to protect and manage their work internally and externally. The management of these risks is usually dealt through the use of frameworks such as a risk assessment matrix, risk severity matrix and risk response matrix. Risks can also generally be categorised into known risks, predictable risks and unpredictable risks and can arise internally and externally.
    - - Stahl (2011) defines emerging trends as “technologies that have the potential to gain social relevance within the next 10 to 15 years”. These are usually “technologies that are still emerging but are not yet a must-have” (Miller et al. 2005). Several emerging trends with information systems management include augmented reality, IoT, artificial intelligence, 3D printing and wearables. Trends such as these can be used to enhance information systems management and are often always fluid and ever-changing, with some being revolutionary and others just being a fad. An IS manager should be able to adapt and research emerging trends, identifying which ones could be beneficial to their workplace and team.
  - - - Dynamic capabilities within information systems is defined “as the firm's ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments” (D. Teece et al., 1997, p. 509-533). Dynamic capabilities also include three key components that help with modifying short-term competitive positions that can be used to build longer-term competitive advantage. These components include Sensing, Seizing and Implementing. Dynamic capabilities for an IS manager is essential as it allows them to adjust and change rapidly in their workplace, allowing them to adaptively react to unseen issues, new technologies and workplace conflicts.
    - - Strategic planning within information system management is “the process of constructing a viable fit between the organisation’s objectives and resources and its changing market and technological opportunities” (C. Roshina, 2005). The processes within this strategy include Strategic Business Planning, Information Systems Assessment, Information Systems Vision, Information Systems Architecture and Strategic Initiatives Identification. This is also generally planned out with frameworks such as McFarlan’s Strategic Grid.
        
        Strategic Business Planning: “Know who you are” phase and should be performed on a regular basis.
        
        Information Systems Assessment: “Know where you start” phase and identifying the current state of IS resources.
        
        Information Systems Vision: “Know where they want to go” phase and have a vision specifically for IS.
        
        Information Systems Architecture: “Know how you are going to get there” phase and specifies how IS resources should be used and how they should work together.
        
        Strategic Initiatives Identification: Identify initiatives that will provide a competitive advantage that is generally longer-term (2-5 years).
    - - Managing techniques and strategies within IS often has four main critical success factors, these include revisiting your business model, having strategic themes, getting the right people involved and finally working in partnership with the business. However, some barriers to effective strategy development include poorly integrated processes for developing IT/IS business strategies, inadequate enterprise-wide funding models, traditional budget cycles and lack of governance structure (R. Kaplan & D. Norton, 2006).
    - - Challenges and Issues
        
        Challenges and issues that an IS manager and information systems face include under investments, legacy systems, managerial control and ITIL. Issues such as these often hinder or limit the effectiveness of IS managers and need to be addressed in order to create sound workflows within their workplace.
      - Skills and Characteristics
        
        Skills a IS manager needs to effectively execute their job includes motivation, negotiation, critical thinking business savvy and people skills. Characteristics that are essential to an IS manager include teamwork, communication, problem-solving and emotional intelligence. Combined, the following skills and characteristics ensure that the job is done correctly, effectively and is bound for overall success within their business.