Management Information Systems, 4 th Edition 1 Chapter 14 Planning Information Systems
Jan 23, 2016
Management Information Systems, 4th Edition 1
Chapter 14Planning Information Systems
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Learning Objectives• Describe different approaches to business planning in
general and IS planning in particular
• Explain how IS planning methods evolved
• Outline how IS planning should be carried out
• Argue the importance of integrating IS planning into overall organizational planning
• Appreciate the many complex factors faced by IS planners
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Why Plan?
• What is Planning?
– An IS plan is a statement of how management foresees its ISs in the future
– IS plan includes:
• Activities planner believes will help achieve goals
• Program for monitoring real-world progress
• Means for implementing changes in the plan
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Business Planning
• Managers must have an idea about:
– What position their organization currently holds in the market
– What position they want their organization to hold in the market
– How they can help get their organization where they want it to be
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• Elements of business planning:
– Defining an organization’s goals and objectives
– Determining the resources needed to attain those objectives
– Creating the policies that will govern the acquisition, use, and distribution of those resources
– Providing for any changes in objectives that may be needed along the way
Business Planning (Cont.)
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Business Planning
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Approaches to Planning
• Top-down Planning
– Focuses on organizational goals first, then on the needs of business units
• Bottom-up Planning
– Focuses on needs of business units first, then on organizational goals
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Approaches to Planning (Cont.)
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Approaches to Planning (Cont.)
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Planning by Critical Success Factors
• Executives define critical success factors first so planning can address resources to support those factors
– Critical success factor: issues identified as critically important to business success
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Planning by Critical Success Factors (Cont.)
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InformationSystems Planning
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• Key elements of an IS Plan
– Corporate mission statement
– Vision for IT within organization
– IS strategic and tactical plans
– Operations plan to achieve mission and vision
– Budget to ensure resources are available
InformationSystems Planning (Cont.)
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InformationSystems Planning (Cont.)
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Prerequisites for Information Systems Planning
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• The corporate mission statement details the purpose of the organization and its overall goals
• IS mission statement outlines the purpose of ISs in the organization
The Corporate and IS Mission Statements
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InformationSystems Planning (Cont.)
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The IT Vision
• IS managers’ wish list to contribute to goals of the organization
– Hardware
– Software
– Communications
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InformationSystems Planning (Cont.)
• Strategic and Tactical IS Planning
– IS strategic plan details what is to be achieved
– IS tactical plan describes how goals will be met and by when
• Objectives
• How
• When
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InformationSystems Planning (Cont.)
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Important Factors in IS Tactical Planning
• Flexibility
• Compatibility
• Connectivity
• Scalability
• Standardization
• Hardware-software equivalence
• Total Cost of Ownership
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Hardware Planning
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IS Planning Initiatives• Four groups of people who initiate new or
improved ISs from different perspectives
– Management
– Line managers
– Users
– IS professionals
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IS Planning Activities
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Dealing with Legacy Systems• Signs of a legacy system
– Lacks useful features that newer systems of its type offer
– Too slow relative to similar, newer systems
– Incompatibility with newer systems with which it is interfaced
– Operating costs of the system is significantly higher than a newer system for the same business objectives
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• Questions to ask about legacy systems:
– How significant is the value that the legacy system provides the business?
– Is the system capable, or can it be made capable, of being interoperable and integrated with other systems?
– Do other systems depend on it for data?
– How high is the cost of operating the system?
Dealing with Legacy Systems (Cont.)
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• Choices for dealing with legacy systems:
– Leave them as is
– Retire them
• Adopting or developing a totally new system
– Migrate them
• Using large parts of it to build a new system or
• Integrating parts into another system
• Retain functionality of original system
Dealing with Legacy Systems (Cont.)
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The Champion
• High-ranking officer who commands sufficient political clout to include IS in planning
• Most effective champions are not IS professionals
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The Champion (Cont.)
• A successful champion is a leader who can:
– Promote the vision of IT in the organization
– Inspire top management and subordinates alike
– Remove barriers to realizing vision
– Focus on both short-term and long-term objectives
– Be a torchbearer for making change happen
– Drive accountability to lowest organizational level
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The Systems Analyst asan Agent of Change
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• Planning almost always deals with change, which people tend to resist
• Systems analysts must convince users that the new system will help them in their work
– Explain how a new system will improve business performance
– Train individuals in the use of the new system
The Systems Analyst asan Agent of Change (Cont.)
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Ethical and Societal Issues Codes of Ethics for IS Professionals
• IS professionals can find themselves in situations where the interests of different constituencies collide
• Many organizations do not provide adequate guidelines for resolving conflicts of interest
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Ethical and Societal Issues Codes of Ethics for IS Professionals
• IS organizations with codes of ethics– Association of Computing Machinery
– Data Processing Management
– International Federation for Information Processing
– British Computer Society
– Canadian Information Processing Society
– Institute for Certification of Computer Professionals
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Summary
• There are different approached to business planning as well as IS planning
• IS planning methods have evolved over time
• IS planning should be integrated into overall organizational planning
• There are complex factors faced by IS planners