session one – is management
DESCRIPTION
Session One – IS Management. Introduce One Another Short History IT Organization Models Governance Issues. Norma Sutcliffe’s Short Bio. Longer one on the web Extensive consulting experience in IS for HR area as a consultant, director, independent, partner - PowerPoint PPT PresentationTRANSCRIPT
04/22/23 IS 483 - IS Mgt 1
Session One – IS Management
Introduce One AnotherShort History
IT Organization ModelsGovernance Issues
04/22/23 IS 483 - IS Mgt 2
Norma Sutcliffe’s Short Bio
Longer one on the webExtensive consulting experience in IS for HR area as a consultant, director, independent, partnerFounded consulting firm with one otherHas designed & implemented applications for:
Mainframes Client/server systems PC systems
Consultant to Fortune 500 companies, &mid-sizeMBA and Ph.D. in IS from UCLAResearch area – Effective IS leadership/ IS skills management / Trust
04/22/23 IS 483 - IS Mgt 3
Student IntroductionsName, Employer, Present duties Why taking an MS?Career goals?What is wanted from IS 483?
04/22/23 IS 483 - IS Mgt 4
The AgendaIntroductions – the Contract --Syllabus / Course Overview / AssignmentsShort History of ITIT Organization Models
BREAKGovernance IssuesIntroduce next session:
Leadership Effectiveness FrameworkLeadership Issues
Assignment for Session 2
04/22/23 IS 483 - IS Mgt 5
The Contract What we should expect from each otherDo Not expect to have every detail reviewed in classReadings will be introduced in the previous session to help guide your reading activity for next session.An overview of major points in the readings will be given in the assigned session with QNAsFollowing the overview, all in class will argue the discussion questions giving their viewsAll are expected:
To have read material prior to classTo be prepared to participate in class
04/22/23 IS 483 - IS Mgt 6
My PerspectiveMasters students can be expected to handle their responsibilitiesNo one should be shy about asking questions; No one ever looses points for asking questionsMost of the material is “old hat” and familiar – I am adding the management and political elements (scar tissue) - if anything is new to you ask questions!
04/22/23 IS 483 - IS Mgt 7
Mutual ResponsibilitiesStudent
Read materialsUnderstandQuestion to clarifyPrepare to participate in discussion questionsParticipate in classMeet with teacher, as needed
TeacherPresent materialProvide contextAnswer questionsDevelop understandingChallenge students
04/22/23 IS 483 - IS Mgt 8
Feedback ExercisePeriodically I will ask you:
What could be done better?What was done well and s/b repeated?What can we skip?General points
How could this class have been more meaningful to you?What else should we cover?
04/22/23 IS 483 - IS Mgt 9
Syllabus OverviewCourse DescriptionCourse ObjectivesText usedSession FormatGrading BreakdownAssignmentsWeekly Topics web page“Packets” web pages
04/22/23 IS 483 - IS Mgt 10
Short History of IT
04/22/23 IS 483 - IS Mgt 11
Evolution of IT Functions and Architecture
The Mainframe Era (1950s - 1970s)Microcomputer Era (1970s - 1980s)Distributed Systems Era (1980s - present)Ubiquitous (Internet) Era
Source: Applegate, et.al 1996
04/22/23 IS 483 - IS Mgt 12
Stages of a Technology’s Growth
Nolan’s Stage Model (Nolan & Gibson, 1974):Stage One: Early Success. Stage Two: Proliferation.Stage Three: Control of Proliferation.Stage Four: Mature Use.
Modified Model (Cash et.al 1992)Identification and initial investmentExperimentation and learningManagement controlWidespread technology transfer
04/22/23 IS 483 - IS Mgt 13
Characteristics of Each Era
Dominant TechnologyOrganization Model for IT infrastructureInformation ManagementCommunication ManagementTools User InterfaceStructure and Control
04/22/23 IS 483 - IS Mgt 14
Characteristics of 1950 – 1960s Era
Dominant Technology -- mainframe
Organization Model for IT infrastructure – centralized DP department
Information Management – TPS using files >> hierarchical DBs
Communication Management – telephone and telegraphs
Tool - assemblers, 3rd generation (COBOL/FORTRAN/ RPG)-User Interface – reports/ batch
Structure and Control -- centralized,
04/22/23 IS 483 - IS Mgt 15
Characteristics of 1970s Era
Dominant Technology – minicomputer
Organization Model for IT infrastructure – regionalized MIS department
Information Management – DBMS >> hierarchical DBMS
Communication Management – telephone and telegraphs
Tools -- DB s/w, some packaged s/w. IMS, Basic, APL, User Interface – on-line report requests/
Structure and Control -- centralized,
04/22/23 IS 483 - IS Mgt 16
Characteristics of 1980s Era
Dominant Technology – minis, PCs
Organization Model for IT infrastructure – LAN, departments own IS
Information Management – Relational DBs, packaged applications
Communication Management – LAN, WAN
Tool - Basic, 1-2-3, word processing, User Interface – GUI
Structure and Control -- CIOs emerge,
04/22/23 IS 483 - IS Mgt 17
Characteristics of 1990s Era
Dominant Technology – Client/Server, ERPs, Y2K,
Organization Model for IT infrastructure – interconnected clien/servers
Information Management – ERPs, data mining
Communication Management – LAN, WAN
Tool - end user computing packages User Interface – GUI
Structure and Control -- outsourced development, production
04/22/23 IS 483 - IS Mgt 18
Characteristics of 2000 Era
Dominant Technology – Client/Server, ERPs, data mining,
Organization Model for IT infrastructure – IntraNets, extranets,
Information Management – www to rel-dbms, object oriented
Communication Management – Internet
Tool - web design s/w, etc. User Interface – GUI
Structure and Control -- outsourcing, coordination
04/22/23 IS 483 - IS Mgt 19
IS/IT Organization ModelsLocation of computing resources
CentralizedDecentralizedDistributed
Placement of IT PersonnelMatch between IT organization model and enterprise fit (multiple approaches)New technology demands realignment– back to centralized?
04/22/23 IS 483 - IS Mgt 20
Organizing Resources: Three Approaches
Traditional System Delivery ApproachesSeparate organizations for different technologies and procedural based activities
The Product Line Approach to System Development
Organize system builders around technologiesAn Enterprise and User Oriented Approach
Integrate technology, delivery and functions
04/22/23 IS 483 - IS Mgt 21
Strains between Management and IT
Professionals 1. Dissemination of information2. Participation in development3. Time horizon4. Accountability of IT 5. Control of systems6. Evaluation of IT personnel7. Recognition of IT management
04/22/23 IS 483 - IS Mgt 22
IT Management Enable corporate strategies
Competitive strategiesProcess redesignValue enhancement
Enhance workgroup productivityInfrastructure/ArchitectureService ManagementResource Management
04/22/23 IS 483 - IS Mgt 23
IT Contributes to all of the processes
Process owner may or my not understand thisAccountability to demonstrate value is yoursThe more you can relate an IT proposition to a core process, the better it will be received
04/22/23 IS 483 - IS Mgt 24
IT Organizational ModelsThree Basic Forms:
functional, product, matrixEach has Different
Control, User Dominance, Distribution
None is right all the timeTechnology should cause reassessment of organization
04/22/23 IS 483 - IS Mgt 25
Functional ModelIS Mgr
App. Mgr.
System
SoftwareSpecialists
Programmers
Programming Operations
LibrarianOperators
Data Entry Scheduler
04/22/23 IS 483 - IS Mgt 26
Functional Alignment: Organizing IT personnel by functional knowledge
and platformsAdvantages
Everybody understands his/her tasksThe structure confers stabilityGreater opportunity for the development of specialized skillsProvides a system of checks and balancesEasier to enforce standards in functional areas.
DisadvantagesThe IS manager spends too much time on coordinating problems arising among functional areasLess training & development opportunitiesHigh risk of project failureDifficult for communication
04/22/23 IS 483 - IS Mgt 27
Project/Product Model
Prog./Anal
Prog/Oper.
Prog/DataProg/Data
Prog/Oper.
Prog./Anal
Prog/Data
Prog/Oper.
Prog./Anal
Project 3Project 2Project 1
IS M
04/22/23 IS 483 - IS Mgt 28
Project Alignment: Organizing IT personnel by tasks and servicesAdvantages
Everyone understands departmental workStructure is highly receptive to new ideasStructure offers greater adaptabilityShorter chain of command, makes each person more visible
DisadvantagesStructure is not highly stableStructure demands continuous management attention Few opportunities to develop special skills No clear career path
04/22/23 IS 483 - IS Mgt 29
Matrix Model
OperationsTechnicalAnalysisProgrammingProg. Mgrs
PM A.
PM B
PM C
IS M
Task Leaders
04/22/23 IS 483 - IS Mgt 30
Matrix Alignment: Organizing IT personnel by functional and project
approach simultaneouslyAdvantages
Better assessment of individual skills and professional developmentBetter utilization of specialization skillsHighly flexible and adaptable to changing environments
DisadvantagesSuccess is highly dependent on interaction between functional manager and project manager (usually from business areas)Difficult to manage projectsProject manager does not have line authorityGreater potential for political difficultiesProblems in communication because of dual reporting.
04/22/23 IS 483 - IS Mgt 31
Governance Issues
04/22/23 IS 483 - IS Mgt 32
Pressure toward IT Control Stronger IT staff professionalism, easier to recruit and retrain talents for better career development opportunitiesBetter scope and complexity in assessing feasibility of IT projects -- hardware, process, and infrastructureEncourage data sharing and compliance with IS architecture. More timely abstracting of data.Better fit with traditional corporate structure and centralized IT strategyInclude true costs and full costs in cost analysis.
04/22/23 IS 483 - IS Mgt 33
Pressure toward User Dominance
IT backlog and focus on maintenance (vs.. new development) resulted in user IT staff to meet pent-up user demand.Competitive and service growth in the IT market resulted in user preference for package systems. Users have direct control over development priorities. Decentralized or distributed development fit for decentralized IT structure.Users demonstrate enthusiasm in learning and experimentation.
04/22/23 IS 483 - IS Mgt 34
Pressure toward DistributionSupport learning and global organization. Emphasize global security and reliability.Support effective and efficient use of resources by mixing specialized and off-the-shelf software; specialized ad general expertiseEncourage lateral and vertical information sharing through integrated data, interorganizational systems and enterprise standards
04/22/23 IS 483 - IS Mgt 35
Pressure toward DistributionMix of scarce and generalized IT resources, but have increased turn-over risks. Active involvement of knowledgeable and technically oriented usersSuitable for matrix organization and cross-functional teams that emphasized collaboration, mix of centralized and decentralized IT.
04/22/23 IS 483 - IS Mgt 36
Next Session – HRM in IS
04/22/23 IS 483 - IS Mgt 37
HRM in ISLeadership Effectiveness FrameworkLeadership IssuesDiscussion Questions
04/22/23 IS 483 - IS Mgt 38
Flamholtz Leadership Effectiveness FrameworkThe styles of leadership
DirectiveInteractiveNondirective
The situationThe Work Being Done (programmable/ non-programmable)The People Doing the Work(motivation/skill level/independence)Temporal concerns(timeframe?)
04/22/23 IS 483 - IS Mgt 39
Flamholtz Leadership Effectiveness FrameworkLeadership TasksTowards the work being done
Goal emphasis and work facilitationTowards people doing the work
Interaction facilitation, supportive behavior, personnel development
Balance in emphasis
04/22/23 IS 483 - IS Mgt 40
IT- HRM ComponentsHiringTurnover and Retention StrategiesCareer DevelopmentTrainingCompensationPerformance Appraisal
04/22/23 IS 483 - IS Mgt 41
Leadership Issues in IS Mgt
How CIOs role has evolved and where it is goingHow IS function is changingSABRE system
04/22/23 IS 483 - IS Mgt 42