Introduction to MIS1 Copyright © 1998 by Jerry Post Introduction to MIS Chapter 13 Organizing the MIS Resources.

Introduction to MIS 1

Copyright © 1998 by Jerry Post

Introduction to MIS

Chapter 13

Organizing the MIS Resources

Introduction to MIS 2

Organizing IS Resources

Operations

Tactics

Strategy

Introduction to MIS 3

Outline Managing the Information Systems Function MIS Roles MIS Jobs Centralization and Decentralization

Hardware Software Data Personnel

Client-Server Solutions Object Orientation Change and Outsourcing

Introduction to MIS 4

Hardwareadministration

Softwaredevelopment

Support end userdevelopment

Databaseadministration

Advocacy

Access tocorporate data

Software trainingand support

Corporatecomputingstandards

MIS Roles Hardware administration Software support Corporate data access Software development End user support Computing standards DB administration Network administration

Other IS Roles Database Administrator Computer Programmer Network Administrator Network Specialist Systems Analyst Webmaster User Support HelpDesk Trainer

Introduction to MIS 6

Salaries1997-1998

IS Management

Operations

NetworksSystems Development

User Support

http://careers.wsj.com (Robert Half 1997)Computerworld 9/7/1998http://www.computerworld.com

CIO/VP IS $126,000Director MIS 94,000 Systems Development 79,500

Senior manager $61,000Manager 50,500Lead operator 35,000

Telecom. manager $71,000Telecom. specialist 56,500Network architect 69,000LAN/WAN specialist 54,500Network administrator 45,500

Support manager $55,000Help desk manager 47,500Instructor 42,000PC technical specialist 36,000

Sr. Project manager $72,000Project manager 61,500Systems analyst 52,000Programmer/analyst 44,500Programmer 36,000

Includes bonus

Database

Database manager $74,000Database administrator 61,000Database analyst 55,000

Specialists

ERP analyst $80,000+CASE tools 61,000Systems programmer 54,000Lotus Notes developer 52,500Q/A specialist 49,000Webmaster 47,000

Introduction to MIS 7

The Economist: 7/30/94

International Salaries

Introduction to MIS 8

Arnett and Litecky, 1994

MIS Job Skills Needed

Computerworld, 1998

Introduction to MIS 9

Data andsoftware

MIS personnel

Hardware

User departments

Complete Centralization

Introduction to MIS 10

MIS personnel are members of user departments

Marketing

Finance

Accounting

Human Resource Management

Complete Decentralization

Introduction to MIS 11

Growth of PCs

Worldwide Computer Sales

0%

10%20%

30%40%

50%

60%70%

80%90%

100%

1970 1980 1990 1995 1998

Year

Sh

are

of

Mar

ke

t V

alu

e

Server

Midrange

Personal

Introduction to MIS 12

IS Management Approaches

Introduction to MIS 17

Specialized Talent Needed

Complex Market Structure

Security & ControlLevel ofTechnology

Cost of reachingstate of the art

Fixed Costs

When any of these characteristics increases (moves outwards), there is less reason to use outsourcing.

Outsourcing Evaluation

Introduction to MIS 18

OutsourcingForces

Globalization, new competitors.

Shorter product life-cycles,mass customization.

Rapidly changing markets,flexible manufacturing.

Pressure on profits.

Need to focus on increasingrevenues and decreasingfixed/semi-fixed costs.

Need for flexibilityand responsiveness.

Outsourcenon-revenuegenerate functions(staff/operations)

Desire to minimize amountof management time devotedto non-revenue generatingfunctions.

Economies of Scale- leverage expertise and methodologies.- invest in expensive technologies (state-of-the-art)- process-oriented approach

Economies of ScopeWant one vendor toprovide multiplefunctions.

Cost cutting, staff cuts,loss of middle management.

Big Outsourcing Vendors& Big 6 Firms

Introduction to MIS 19

Appendix: Project Management Projects

Goal Need a well-defined goal Good example: Put a man on the moon. Bad example: Improve the IRS information systems.

Scope Size and complexity of the project. Match the management techniques to the project scope.

Schedule Break project into tasks Tasks depend on other tasks (you can’t paint a wall until it is

built). Tasks take time to complete (duration) Tasks require resources.

Resources Worker time is usually the most important to schedule. Workrooms, machinery, and so on.

Introduction to MIS 20

Project Management Steps Define the project. Create the plan. Track and manage the project as it proceeds. Close the project when the goal is achieved

or the project is cancelled.

Introduction to MIS 21

Microsoft Project Specialized database

Tasks (start, duration, description, dependence) Resources (costs, needs, assignments)

Specialized views of the data Gantt Chart Highlight task duration. PERT Chart Highlight task dependence. Calendar Show scheduled tasks. Task Usage Show assigned resources. Tracking Gantt Compare estimates to

actual. Task Sheet Detailed task data.

Resource views Resource Graph Track resources over time. Resource Sheet Detailed resource data. Resource Usage Tasks assigned to

resources.

Introduction to MIS 22

Sample: Spring Forward CenturySunday, April 2, 200025 miles50 miles100 miles Choose starting point

Legal paperwork Establish routes Create databases Create promotional materials Create commemorative shirts Register riders Organize volunteer groups Advertise ride Plan rest stops Plan registration

Final clean up Thank you notes Write project notes

Planning the ride

After the ride

Ride day is a separate project

SpringForwardCentury.mpp

Organize Spring Forward Century.mpp

Introduction to MIS 23

Microsoft Project: Gantt ChartOrganize Spring Forward Century.mpp

Introduction to MIS 24

Gantt Chart (continued)

Introduction to MIS 25

Resource UsageYou need to get some tasks done sooner,or get more volunteers on the day before the ride.

You need to start earlier, or get volunteersto do more of the organizing tasks.

Introduction to MIS 26

Ride DaySpringForwardCentury.mpp

Why IS?

Value of information rests on how it helps decision makers achieve the organizations goals.

IS make it possible for organizations to improve the way they do business.

Knowing the potential impact of IS and having the ability to put the knowledge to work can result in a successful personal career, organizations that reach their goals and a better society.

System users, business managers and IS professionals must work together in order to build and maintain successful IS.

IS is an essential business function as is marketing, accounting, operations, …

IS and IT can help businesses gain strategic competitive advantage.

There are things about IS and IT that managers need to personally: do in order to provide good example as a leader of people who use

technology. What are these things? know in order to interact effectively with other managers,

developers, providers and end users of IT. What are these things?

Why is knowledge of information systems important for managers?

What a manager needs to know about IS (according to James A. O’Brien)

Management Resources and Strategies

Development Solutions to Business Problems Applications To Operations, Management, and Strategic Advantage Technology Hardware, Software, Networks , and Data Management

Foundational Concepts Fundamental Behavioral and Technical Concepts

What a manager needs to know about IS (according to Bob Kilmer)

Know when to call. Know when it’s time to stop trying.

Know who to call. 1st, 2nd, 3rd lines of defense.

How to ask for help. Be clear and concise. Provide relevant details of problem.

How to say thanks.

What a manager needs to be able to personally do with IS and IT

Have a positive attitude about IS and IT Practice safe computing: Virus Check Properly Save, Store and Find Files Communicate: Email & WWW Word Processing Presentations Spreadsheets Databases