IS 483 Information Systems Management James Nowotarski 3 April 2003.

IS 483Information Systems Management

James Nowotarski

3 April 2003

• Understand what the course is about (i.e., course objectives)

• Understand how the course will achieve its objectives

• Begin to get acquainted• Explore the roles of IT and IT Management in

organizations• Understand evolution of IT computing eras• Understand 3 IT governance models

Today’s Objectives

Topic Estimated Duration

• Questionnaire 30 minutes

• Role of IT and Mgmt 30 minutes

*** Break 15 minutes

• Course Overview 30 minutes

• IT Eras 45 minutes

• IT Governance Models 45 minutes

Today’s agenda








Today’s agenda

Role of IT

Business Strategy

IT Capabilities

Label Label

Role of IT

Business Strategy

IT Capabilities

Businesses expect greater value from IT. . .

• Business strategy and IT intertwined

• New IT-driven value-creation opportunities

Examples:

• Trend toward package-based solutions delivery

• Trend toward outsourcing

• Increasing usage of lower-cost offshore talent

. . . while much of IT’s attention is focused on cost reduction and productivity improvement

Role of IT

Role of IT

• Top management commitment to IT

• Less internal political turbulence

• Higher user satisfaction

• More integrated business and IT planning

• More experience with IT

Firms that achieve better business value from IT have the following characteristics:

Source: Peter Weill, MIT

FunctionalHead

StrategicPartner

BusinessVisionary ?

CIO Credibility

Organizational Learning

Evolution of the CIO Role

Role of IT

Management

Management - The art and science of getting

things done through other people’s efforts

-- Wilbur Cross, Dictionary of Business Terms, 1999

3 Levels - 1. Top

2. Middle

3. Supervisory

Scope of IS 483

Supervisors MiddleManagement

TopManagement

Leadership behavior

More

Less

Management behavior

Less

More

This course focuses on IT middle management

Management

Managing Leading

Efficiency Effectiveness

Administer Innovate

Systems, structure People

Bottom line Horizon

Do things right Do the right thing

Warren Bennis and others have contrasted managing and leading along several dimensions

Measured on

Key activity

Key vehicle(s)

Key concern

Focus








Today’s agenda

Course Objectives

• Examine the role of IT in organizations• Understand how IT is organized and managed• Identify factors that increase effectiveness of IT

management • Understand IT challenges and strategies:

– Management– Technology– People

• Understand the IT procurement process• Understand Service Level Agreements (SLAs)

Your grade

Assignment #1 25%

Assignment #2 25%

Assignment #3 25%

Quizzes, participation 25%

--------

100%

Class Participation

Subjective evaluation of participation:

A Consistently asks good questions, makes valuable observations, and answers questions effectively

B Frequent participant, but not all questions, answers, and observations are effective, or not consistently active

C Participates infrequently, or questions/answers do not reflect adequate preparation, or late to class

D Very rare participation, or questions/answers reflect little or no preparation, or very late to class

F Displays no sign of life, or absent for entire class

IS 483

Core Exam

Core Exam

• June 17-19, 2003– “More specific information about these exam dates will

be posted when the application period begins.”

• Each exam lasts 75 minutes• Location: Loop campus• IS 483 Core Exam Study Guide can be accessed from

http://www.cti.depaul.edu/programs/core_guide.asp

Core Knowledge Exam Logistics

Anatomy of Test Bank

# DescriptionLecture Date(s)

# Questions in Test Bank

1 IT Eras 3-Apr 8

2 IT Human Resource Management

10-Apr8-May

8

3 Distributed Architecture 17-Apr 8

4 Network Management 24-Apr 8

5 Operations Management 24-Apr1-May

8

6 User Training 1-May8-May

8

7 Help Desk 8-May 8

8 Procurement 15-May29-May

16

9 Outsourcing 22-May 8

10 Financial Analysis 29-May 8

Course Assignments

• Assignment 1 - IT Human Resource Management (individual)

• Assignment 2 - Briefing [Panel] on Topics for the Core Knowledge Exam (individual)

• Assignment 3 - Request for Proposal (RFP) (team)

Assignment #1

• Summary: Analyze a personally familiar manager or project leader in an IS organization

- Can look outside IS

- If no work experience, use Sturdivant case• Individual project• Due Thursday, April 17• Details to be posted on web site

Assignment #2

• Summary: Produce a summary of a reading that explains in greater detail a topic covered in this course.

- Need to sign-up for a topic• Individual project• Due date depends on topic• Details to be posted on web site

My role

• Facilitate learning• Plan, prepare, and conduct lectures and learning activities

• Assess student progress and provide feedback

• Relate class concepts to real-world problems• Provide classroom environment conducive to learning

• Clearly state expectations• Gather and implement suggestions for improving the class• Keep it fun

• email: [email protected]• phone: 708-352-2930

Your role

• Be proactive

• Share your experience

• Come to class prepared

• Collaborate with other students as appropriate

• Ask if you don’t understand or if I’m not clear

• Provide constructive feedback (“This class would be better if . . .”)








Today’s agenda

Era Duration

• Mainframe 1950’s -- 1970’s

• Decentralized 1970’s -- 1980’s

• Distributed late 1980’s to today

• Internet late 1990’s to today

Computing Eras

TimeIncubationAdaptationTake Up Maturity

Mapping Computing Eras to Technology Maturity Curve

Degree of Take-up

High

Life Cycle Stage

TimeIncubationAdaptationTake Up Maturity

Mapping Computing Eras to Technology Maturity Curve

Degree of Take-up

High

Life Cycle Stage

• Mainframe• Decentralized

• Distributed

• Internet

• Mobile• ???

InternetMobile

IT Capability Growth and Convergence

DistributedMainframeDecentralized

High

Low

BusinessCapability

andPerformance

Impact

Automating Tasks

ReengineeringProcesses

Transforming Businesses

and Industries

Time

Expanding Impact of IT

Computing Era:

X

XX

X

• Higher levels of security• Improving risk management procedures• Foster more rapid business innovation• Reduce costs• Demonstrate the business value of IT• Provide IT guidance to senior corporate execs• Improve the internal governance of IT operations• Develop or enhance corporate IT architectures

Source: Gartner Group, March 2003

CIO Priorities - 2003

Source: Forrester Research, January 2003

IT Spending Trends

2000

2001

2002(projected)

2003(forecast)

$543B

$421B

$388B

$410B

IT spending will rise 5.6% in 2003 after a 9.7% decline in 2002

IT Budget

Breakdown of estimated 2002 IT worldwide budgets

• Salaries and benefits• Hardware and technology• Applications• Other• Consulting/Outsourcing• R&D

• 30%• 22%• 20%• 11%• 9%• 8%

Source: Information Week, 1 July 2002








Today’s agenda

IT/IS Governance Models

Marketing Finance HR Legal Operations . . .

Functions• Organized around similar resources performing

similar activities


Fulfill Demand

Generate Demand

Develop Products and Services

Plan and Manage the Enterprise

Processes• Organized around outputs• “A specific ordering of work activities across time

and place with a beginning, an end, and clearly identified inputs and outputs” -- Tom Davenport


IT functional alignment is organizing IT personnel by primary tasks

Pros• Deep skills• Stability• Easier to enforce standards

Cons• High coordination and

communication costs

Director - IS/IT

Manager, Systems Development

Manager, Application Maintenance

Manager, Computer Operations


IT product-line/project alignment has personnel devoted to particular user groups or product types

Director - IS/IT

Manager, Systems Development &

Maintenance

Manager,Computer Operations

FinancialSystems

ManufacturingSystems

Customer FulfillmentSystems


Pros and Cons of Product-Line/Project Alignment Model

Pros• Potentially more

responsive• Deep user involvement• IT resources build

business skill depth

Cons• Less stable• May sacrifice some technical

depth


A matrix approach organizes personnel by functional and project approach simultaneously

ApplicationDev/Maint

ComputerOperations


ComputerOperations


ComputerOperations

Manager, Systems Development &

Maintenance

Manager,Computer Operations

Group VP, Finance

Group VP, Manufacturing

Group VP, Customer Fulfillment


Pros and Cons of Matrix Approach

Pros• Highly flexible and

adaptable• Cross-fertilization of

skills

Cons• “Multiple masters” problem• Political difficulties• Conflicting priorities• Communication overhead• Management by consensus

Reducing the risks of the matrix approach

1. Clarify roles and matrix principles and methods2. Clarify cross-divisional priorities and implement a

streamlined forum for resolving conflicts3. Clarify cross-divisional working agreements4. Address the cultural transitions involved in moving to

a matrix form5. Create mindset that internal customers are

customers


• Understand Flamholtz Leadership Effectiveness Framework

• Understand the IT-HRM function• Understand detailed requirements for Assignments

1-2

Topics for April 10

IS 483 Information Systems Management James Nowotarski 3 April 2003.

Documents

management management

middle management slide

eras45 minutes

mgmt30 minutes

mit slide

supervisory slide

management behavior

cio role role