CMIS 520 Managing Technology

1. CMIS 520Managing Technology Jo Ellen Moore, Ph.D.

2. Models of Information Management • IS/IT Responsibilities • Strategy • CIO working with top mgmt team • Infrastructure • IS Dept • Application of Technology to Business Processes • User Areas

3. Models of Information Management • The Models • Nolan’s 6 Stages of IS Development • McFarlan & McKinney’s Strategic Grid • Gibson & Hammer’s Benefit / Beneficiary Matrix • Karten’s 2 Stages of EUC

4. Nolan’s 6 Stage Model • Stage 1 - Initiation • Application development usually initiated by IS folks • Applications developed to reduce costs • Little to no user involvement • Lax IS planning and control

5. Nolan’s 6 Stage Model • Stage 2 - Contagion • Period of “unbridled growth” • IS Dept requests nearly always approved

6. Nolan’s 6 Stage Model • Stage 3 - Control • Missed deadlines, cost overruns, unmet expectations… • IS managers asked to relate IS expenditures to business objectives • Formalized planning and control

7. Nolan’s 6 Stage Model • Stage 4 - Integration • New technologies -- databases, user languages, microcomputers, spreadsheet package • Begin move toward integrating applications and data files • Users have tools to circumvent backlog of IS Dept • IS Dept takes on more of a service role in organization

8. Nolan’s 6 Stage Model • Stage 5 - Data Administration • Toward “shared data” • Few organizations today have moved past this stage

9. Nolan’s 6 Stage Model • Stage 6 - Maturity • Integrated applications mirror the “information flows” in the organization • Information resources are woven into the overall strategy of the organization

10. The Strategic Grid • Classify organizations by: • Strategic impact of existing applications • Strategic impact of applications under development

11. The Strategic Grid Strategic Impact of Existing Applications L o w H i H i TURN- AROUND Strategic Impact of Applications Under Development STRATEGIC L o w SUPPORT FACTORY

12. The Strategic Grid • SUPPORT Category • Primarily transaction-based rather than strategic applications • Applications developed to reduce costs

13. The Strategic Grid • TURNAROUND Category • Have begun to develop strategic systems • Move from Support because of: • new technology • industry dynamics • pressure from user areas

14. The Strategic Grid • FACTORY Category • Have implemented applications with definite strategic impact • But no new systems in the development portfolio are strategic

15. The Strategic Grid • STRATEGIC Category • IS partners with senior, process, and functional managers in formulating strategy • IS reps on top mgmt team are expected to identify, recommend, implement technology to enhance strategic direction of company

16. Benefit/Beneficiary Matrix • Sort of integrates Nolan’s stages and the Strategic Grid… • Matrix to categorize an org’s use or need for information technology • Dimensions of matrix: • Who are the beneficiaries? • What are the benefits?

17. Benefit/Beneficiary Matrix • DOMAIN 1 • Beneficiary: Functional Units • Benefits: Efficiency, Effectiveness • Example: Automated accounting functions

18. Benefit/Beneficiary Matrix • DOMAIN 2 • Beneficiary: Individuals • Benefit: Efficiency, Effectiveness • Examples: End-user tools, spreadsheets, word processing

19. Benefit/Beneficiary Matrix • DOMAIN 3 • Beneficiary: Enterprise • Benefits: Efficiency, Effectiveness, and Transformation • Example: Making customer’s order status available to him/her electronically • Business processes change/improve in utilization of new technology

20. Karten’s Model of EUC • End User Computing (EUC) • Development of computer applications by people who have direct need for them • EUC tools include: • spreadsheets • database developers • 4th generation languages

21. Karten’s Model of EUC • STAGE 1 • Promote EUC • Product and tools orientation • STAGE 2 • Promote responsible EUC • Business orientation

22. Karten’s Model of EUC • The Transition from Stage 1 to Stage 2: • Put the anxiety back in to EUC -- educate user on risks and responsibilities, and how to deal with them • EUC support personnel and users work together to apply technology to business needs

23. Karten’s Model of EUC • Transition requires these “shifts in emphasis”: • From reactive services to proactive services • From quick-and-dirty individual support to in-depth functional and process support • From product orientation to business orientation

24. Karten’s Model of EUC • (continued) • From supporting all needs to supporting high-payoff needs • From promoting computer literacy to promoting information literacy • From one-way relationship (users make requests of EUC support) to alliance of EUC support and user personnel

25. Karten’s Model of EUC • Transition will require that EUC technical support personnel: • Allocate time to locating problems and opportunities amenable to EUC solutions • Look closely at business functions, processes, information flows • Serve as matchmaker between technological capabilities and business needs

26. Karten’s Model of EUC • Transition will require that Users (“process” folks): • Learn to address risks and responsibilities of EUC • Progress from knowing how to use EUC tools to knowing how to put them to good use • Develop good working relationship with EUC technology experts

27. A Common Theme... • All 4 models emphasize a need for integration of IT and business knowledge.