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CHAPTER 15

CHAPTER 15. Managing the IS Function. CHALLENGES OF IS LEADERSHIP. RAPID TECHNOLOGICAL CHANGE GROWTH IN USER-MANAGEMENT UNDERSTANDING FREQUENT EXTERNAL SHOCKS *. CRITICAL AREAS OF IT MANAGEMENT SYSTEM. AGREED-UPON IS ROLE LEADER HAS POSITION, SKILLS, STYLE THAT FIT EXPECTATIONS

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CHAPTER 15

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  1. CHAPTER 15 Managing the IS Function

  2. CHALLENGES OF IS LEADERSHIP • RAPID TECHNOLOGICAL CHANGE • GROWTH IN USER-MANAGEMENT UNDERSTANDING • FREQUENT EXTERNAL SHOCKS *

  3. CRITICAL AREAS OF IT MANAGEMENT SYSTEM • AGREED-UPON IS ROLE • LEADER HAS POSITION, SKILLS, STYLE THAT FIT EXPECTATIONS • CLEARLY DEFINED, ACTIVE ROLE FOR USER-MANAGER: IS/customer partnership • RATIONALE FOR IS OUTSOURCING: Based on economic & strategic factors • EQUITABLE FINANCING SYSTEM *

  4. CRITICAL AREAS OF IT MANAGEMENT SYSTEM • CONSISTENT DEVELOPMENT EFFORT: For both IS professionals & users • DEPLOYMENT OF GLOBAL INFORMATION SYSTEMS • IS ORGANIZATION DESIGN SUPPORTS MISSION • REGULAR PERFORMANCE MEASUREMENT • ETHICAL USE OF IT RESOURCES *

  5. SENIOR IT LEADERSHIP CHIEF INFORMATION OFFICER (CIO) CHIEF TECHNICAL OFFICER (CTO) ISSUES: • IMPROVE DATA & IT PLANNING • GAIN BUSINESS VALUE THROUGH IT • FACILITATE ORGANIZATIONAL LEARNING: About & through IT • REFINE IS UNIT’S ROLE & POSITION *

  6. SENIOR IT LEADERSHIP ISSUES: • GUIDE END-USER DEVELOPMENT • MANAGE DATA AS AN ASSET • MEASURE IS EFFECTIVENESS • INTEGRATE INFORMATION TECHNOLOGY • DEVELOP SYSTEMS PERSONNEL *

  7. CIO PRIORITIES • E-BUSINESS • PEOPLE/STAFFING • ENTERPRISE RESOURCE PLANNING • INFRASTRUCTURE • CUSTOMER RELATIONSHIP MANAGEMENT • APPLICATION INTEGRATION • MERGERS & ACQUISITION • SECURITY • OUTSOURCING *

  8. OUTSOURCING HIRE OUTSIDE PROFESSIONAL IS SERVICES TO RUN PART OF IS OPERATIONS: Base on economic value KEY FACTORS: • VENDOR REPUTATION • QUALITY OR SERVICE • FLEXIBLE PRICING *

  9. MANAGING IT COSTS • TOTAL IT BUDGET AS % OF TOTAL ORGANIZATIONAL REVENUES • TOTAL IT BUDGET AS % OF TOTAL ORGANIZATIONAL BUDGET • IS PERSONNEL COSTS AS % OF TOTAL ORGANIZATIONAL PROFESSIONAL SALARIES & WAGES • RATIO OF HARDWARE & SOFTWARE COSTS TO IS PERSONNEL COSTS *

  10. MANAGING IT COSTS • IT HARDWARE & SOFTWARE COSTS PER MANAGER/KNOWLEDGE WORKER ADDITIONAL FACTORS: • HIDDEN IT COSTS: Elements appear in other budgets or expense categories • RELATIONSHIP OF COSTS TO BENEFITS OFTEN DIFFICULT TO DETERMINE • BENEFITS OCCUR AFTER DEVELOPMENT COSTS OCCUR *

  11. SOME IS POSITIONS • CIO: Senior executive responsible for leadership of ITefforts • IS DIRECTOR: Responsible for day-to-day ISoperations in entire organization • IS EXECUTIVE: Responsible for day-to-day ISoperations in one division • INFORMATION CENTER MANAGER: Oversees computer operations, hot line, help desk, training *

  12. SOME IS POSITIONS • SYSTEMS DEVELOPMENT MANAGER: Coordinates new projects, allocates systems analysts & projectmanagers, schedules work • SYSTEMS MAINTENANCE MANAGER: Coordinates maintenance projects, allocates people, schedules work • IS PLANNING MANAGER: Analyzes business, develops architecture to support future needs, forecasts technology trends *

  13. SOME IS POSITIONS • DATA CENTER MANAGER: Supervises day-to-day operations of data center, data entry, staff, schedules computer jobs, downtime, plans system capacity • PROGRAMMING MANAGER: Coordinates application programming, organizes staff for teams, acquires tools to improve productivity • MANAGER OF WEB-BASED TECHNOLOGIES: Supervises Internet/Intranet technologies, consults with users to keep site current *

  14. SOME IS POSITIONS • COMMUNICATIONS MANAGER: Plans, designs, coordinates data & voice networks • SYSTEMS PROGRAMMING MANAGER: Responsible for systems software, including updates & request changes • DATABASE ADMINISTRATOR: Plans databases, coordinates use of data • PROJECT MANAGER: Supervises analysts & programmers in an IT project *

  15. SOME IS POSITIONS • QUALITY ASSURANCE MANAGER: Coordinates activities to set standards, checks compliance with standards, improves quality & accuracy • COMPUTER SECURITY MANAGER: Develops procedures & policies, installs & monitors software to ensure data safety and authorized use *

  16. TEN COMMANDMENTS OF COMPUTER ETHICSTHOU SHALT: 1. NOT USE A COMPUTER TO HARM OTHER PEOPLE 2. NOT INTERFERE WITH OTHER PEOPLE’S COMPUTER WORK 3. NOT SNOOP AROUND ANOTHER’S FILES 4. NOT USE A COMPUTER TO STEAL 5. NOT USE A COMPUTER TO BEAR FALSE WITNESS *

  17. TEN COMMANDMENTS OF COMPUTER ETHICSTHOU SHALT: 6. NOT COPY PROPRIETARY SOFTWARE FOR WHICH YOU HAVE NO AUTHORITY 7. NOT USE ANOTHER’S COMPUTER RESOURCES WITHOUT AUTHORITY OR PAYMENT 8. NOT APPROPRIATE ANOTHER’S INTELLECTUAL OUTPUT 9. THINK ABOUT SOCIAL CONSEQUENCES OF YOUR COMPUTER WORK 10. ALWAYS USE A COMPUTER INSURING CONSIDERATION & RESPECT FOR OTHERS *

  18. USER SATISFACTION CRITERIA FOR IS UNITS • QUALITY OF SYSTEM SPECIFICATION DOCUMENTS • SIZE OF REQUEST BACKLOG OR WORKLOAD • PROJECTS COMPLETED ON TIME, WITHIN BUDGET • SPEED AT WHICH REQUESTED WORK IS DONE *

  19. USER SATISFACTION CRITERIA FOR IS UNITS • PROFESSIONALISM OF IS STAFF • NATURE OF RELATIONSHIP WITH IS STAFF • BUSINESS KNOWLEDGE OF IS STAFF • QUALITY OF USER TRAINING • USER FEELING OF INVOLVEMENT IN SYSTEMS MANAGEMENT *

  20. REASONS FOR GLOBAL SYSTEMS 1. GLOBAL CUSTOMER REQUIREMENTS 2. GLOBAL PRODUCTS 3. RATIONALIZING OPERATIONS 4. FLEXIBLE OPERATIONS 5. JOINT RESOURCES 6. DUPLICATE FACILITIES 7. SCARCE RESOURCES *

  21. REASONS FOR GLOBAL SYSTEMS 8. RISK REDUCTION 9. LEGAL REQUIREMENTS 10. ECONOMIES OF SCALE *

  22. PLANNING FOR GLOBAL SYSTEMS 1. CREATE STRATEGIC ALLIANCES 2. DEVELOP INTERNATIONAL SYSTEMS SKILLS 3. BUILD ANTICIPATED INFRASTRUCTURE 4. TEAR DOWN “NATIONAL” MODEL 5. CAPTURE RESIDUAL VALUE 6. EXPLOIT LIBERALISM IN INTERNATIONAL TELECOMMUNICATIONS 7. HOMOGENIZE DATA STRUCTURES 8. GLOBALIZE HUMAN RESOURCES *

  23. CHAPTER 15 Managing the IS Function

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