dr. zaheeruddin asif. automate informate support ◦ operations ◦ control ◦ strategy ...
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Automate Informate Support
◦ Operations◦ Control◦ Strategy
Integrate
The Role of IS/IT in Organizations
Capabilities of technology Economics of technology Available pool of skills and abilities
◦ Development◦ Deployment/use
External pressures
Factors affecting the success of IS/IT for businesses
Operational Systems◦ Order entry, stock control, payroll, word
processing Control Systems
◦ Sales Analysis, supplier analysis, quality analysis, requirements planning
Planning Systems◦ Sales forecasting, financial modelling, capacity
planning
Anthony’s model
Initiation◦ Batch processing, cost control, operational focus
Contagion◦ Online processing, rapid and horizontal growth,
Control◦ Return on investment, planning, backlogs,
methodologies Integration
◦ Databases, service orientation Data Administration
◦ Focus on information Maturity
◦ Coordination with business
Nolan’s model
Delivery◦ Internal focus, achieving top management
credibility, delivery performance Reorientation
◦ ‘external focus’, supporting business demands Reorganization
◦ Integration of IS investment with business strategy, reorganization of responsibilities
Hirschheim’s model
Justification of IS investments not simply ROI
Database implementation requires restructuring
IS need to move from production to service orientation
Ned for organizational policies, not just methodologies
Focus on information needs rather than technology
MIS Lessons Learned
Aspects DP Era MIS Era SIS Era
Nature of Technology
Fragmented Interconnected Integrated
Nature of Operations
Controlled by DP
Regulated by Management
Supportive
Issues in Systems Development
Technical issues Business issues Related to strategy
Reasons for using Technology
Cost reduction Supporting Business
Enabling Business
Characteristics of Systems
Regimented Accommodating flexible
Fig 1.3
Business Strategy◦ Objectives, directions, where
IS Strategy◦ Business based, demand oriented, what
IT strategy◦ Activity based, supply oriented. how
Business and IS Strategy
STRATEGIC HIGH POTENTIAL
Critical for future Maybe important
Critical for present Valuable but not critical
KEY OPERATIONAL SUPPORT
Application Portfolio
Strategic Alignment Model
Business Strategy
IS/IT Strategy
Organizational Operations
IT Infrastructur
e
Stra
tegic
Functional
Business led
Method driven
Technological
Administrative
Organizational
Approaches to IS/IT Development
Enablers Inhibitors
Senior executive support for IT IT/business lack close relationship
IT involved in strategy development
IT does not prioritize well
IT understands business IT falls behind schedules
IT demonstrates leadership IT management lacks leadership