Session One – IS Management

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Session One – IS Management

Introduce One AnotherShort History

IT Organization ModelsGovernance Issues

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Norma Sutcliffe’s Short Bio

Longer one on the webExtensive consulting experience in IS for HR area as a consultant, director, independent, partnerFounded consulting firm with one otherHas designed & implemented applications for:

Mainframes Client/server systems PC systems

Consultant to Fortune 500 companies, &mid-sizeMBA and Ph.D. in IS from UCLAResearch area – Effective IS leadership/ IS skills management / Trust

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Student IntroductionsName, Employer, Present duties Why taking an MS?Career goals?What is wanted from IS 483?

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The AgendaIntroductions – the Contract --Syllabus / Course Overview / AssignmentsShort History of ITIT Organization Models

BREAKGovernance IssuesIntroduce next session:

Leadership Effectiveness FrameworkLeadership Issues

Assignment for Session 2

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The Contract What we should expect from each otherDo Not expect to have every detail reviewed in classReadings will be introduced in the previous session to help guide your reading activity for next session.An overview of major points in the readings will be given in the assigned session with QNAsFollowing the overview, all in class will argue the discussion questions giving their viewsAll are expected:

To have read material prior to classTo be prepared to participate in class

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My PerspectiveMasters students can be expected to handle their responsibilitiesNo one should be shy about asking questions; No one ever looses points for asking questionsMost of the material is “old hat” and familiar – I am adding the management and political elements (scar tissue) - if anything is new to you ask questions!

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Mutual ResponsibilitiesStudent

Read materialsUnderstandQuestion to clarifyPrepare to participate in discussion questionsParticipate in classMeet with teacher, as needed

TeacherPresent materialProvide contextAnswer questionsDevelop understandingChallenge students

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Feedback ExercisePeriodically I will ask you:

What could be done better?What was done well and s/b repeated?What can we skip?General points

How could this class have been more meaningful to you?What else should we cover?

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Syllabus OverviewCourse DescriptionCourse ObjectivesText usedSession FormatGrading BreakdownAssignmentsWeekly Topics web page“Packets” web pages

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Short History of IT

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Evolution of IT Functions and Architecture

The Mainframe Era (1950s - 1970s)Microcomputer Era (1970s - 1980s)Distributed Systems Era (1980s - present)Ubiquitous (Internet) Era

Source: Applegate, et.al 1996

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Stages of a Technology’s Growth

Nolan’s Stage Model (Nolan & Gibson, 1974):Stage One: Early Success. Stage Two: Proliferation.Stage Three: Control of Proliferation.Stage Four: Mature Use.

Modified Model (Cash et.al 1992)Identification and initial investmentExperimentation and learningManagement controlWidespread technology transfer

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Characteristics of Each Era

Dominant TechnologyOrganization Model for IT infrastructureInformation ManagementCommunication ManagementTools User InterfaceStructure and Control

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Characteristics of 1950 – 1960s Era

Dominant Technology -- mainframe

Organization Model for IT infrastructure – centralized DP department

Information Management – TPS using files >> hierarchical DBs

Communication Management – telephone and telegraphs

Tool - assemblers, 3rd generation (COBOL/FORTRAN/ RPG)-User Interface – reports/ batch

Structure and Control -- centralized,

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Characteristics of 1970s Era

Dominant Technology – minicomputer

Organization Model for IT infrastructure – regionalized MIS department

Information Management – DBMS >> hierarchical DBMS

Communication Management – telephone and telegraphs

Tools -- DB s/w, some packaged s/w. IMS, Basic, APL, User Interface – on-line report requests/

Structure and Control -- centralized,

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Characteristics of 1980s Era

Dominant Technology – minis, PCs

Organization Model for IT infrastructure – LAN, departments own IS

Information Management – Relational DBs, packaged applications

Communication Management – LAN, WAN

Tool - Basic, 1-2-3, word processing, User Interface – GUI

Structure and Control -- CIOs emerge,

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Characteristics of 1990s Era

Dominant Technology – Client/Server, ERPs, Y2K,

Organization Model for IT infrastructure – interconnected clien/servers

Information Management – ERPs, data mining

Communication Management – LAN, WAN

Tool - end user computing packages User Interface – GUI

Structure and Control -- outsourced development, production

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Characteristics of 2000 Era

Dominant Technology – Client/Server, ERPs, data mining,

Organization Model for IT infrastructure – IntraNets, extranets,

Information Management – www to rel-dbms, object oriented

Communication Management – Internet

Tool - web design s/w, etc. User Interface – GUI

Structure and Control -- outsourcing, coordination

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IS/IT Organization ModelsLocation of computing resources

CentralizedDecentralizedDistributed

Placement of IT PersonnelMatch between IT organization model and enterprise fit (multiple approaches)New technology demands realignment– back to centralized?

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Organizing Resources: Three Approaches

Traditional System Delivery ApproachesSeparate organizations for different technologies and procedural based activities

The Product Line Approach to System Development

Organize system builders around technologiesAn Enterprise and User Oriented Approach

Integrate technology, delivery and functions

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Strains between Management and IT

Professionals 1. Dissemination of information2. Participation in development3. Time horizon4. Accountability of IT 5. Control of systems6. Evaluation of IT personnel7. Recognition of IT management

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IT Management Enable corporate strategies

Competitive strategiesProcess redesignValue enhancement

Enhance workgroup productivityInfrastructure/ArchitectureService ManagementResource Management

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IT Contributes to all of the processes

Process owner may or my not understand thisAccountability to demonstrate value is yoursThe more you can relate an IT proposition to a core process, the better it will be received

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IT Organizational ModelsThree Basic Forms:

functional, product, matrixEach has Different

Control, User Dominance, Distribution

None is right all the timeTechnology should cause reassessment of organization

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Functional ModelIS Mgr

App. Mgr.

System

SoftwareSpecialists

Programmers

Programming Operations

LibrarianOperators

Data Entry Scheduler

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Functional Alignment: Organizing IT personnel by functional knowledge

and platformsAdvantages

Everybody understands his/her tasksThe structure confers stabilityGreater opportunity for the development of specialized skillsProvides a system of checks and balancesEasier to enforce standards in functional areas.

DisadvantagesThe IS manager spends too much time on coordinating problems arising among functional areasLess training & development opportunitiesHigh risk of project failureDifficult for communication

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Project/Product Model

Prog./Anal

Prog/Oper.

Prog/DataProg/Data

Prog/Oper.

Prog./Anal

Prog/Data

Prog/Oper.

Prog./Anal

Project 3Project 2Project 1

IS M

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Project Alignment: Organizing IT personnel by tasks and servicesAdvantages

Everyone understands departmental workStructure is highly receptive to new ideasStructure offers greater adaptabilityShorter chain of command, makes each person more visible

DisadvantagesStructure is not highly stableStructure demands continuous management attention Few opportunities to develop special skills No clear career path

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Matrix Model

OperationsTechnicalAnalysisProgrammingProg. Mgrs

PM A.

PM B

PM C

IS M

Task Leaders

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Matrix Alignment: Organizing IT personnel by functional and project

approach simultaneouslyAdvantages

Better assessment of individual skills and professional developmentBetter utilization of specialization skillsHighly flexible and adaptable to changing environments

DisadvantagesSuccess is highly dependent on interaction between functional manager and project manager (usually from business areas)Difficult to manage projectsProject manager does not have line authorityGreater potential for political difficultiesProblems in communication because of dual reporting.

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Governance Issues

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Pressure toward IT Control Stronger IT staff professionalism, easier to recruit and retrain talents for better career development opportunitiesBetter scope and complexity in assessing feasibility of IT projects -- hardware, process, and infrastructureEncourage data sharing and compliance with IS architecture. More timely abstracting of data.Better fit with traditional corporate structure and centralized IT strategyInclude true costs and full costs in cost analysis.

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Pressure toward User Dominance

IT backlog and focus on maintenance (vs.. new development) resulted in user IT staff to meet pent-up user demand.Competitive and service growth in the IT market resulted in user preference for package systems. Users have direct control over development priorities. Decentralized or distributed development fit for decentralized IT structure.Users demonstrate enthusiasm in learning and experimentation.

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Pressure toward DistributionSupport learning and global organization. Emphasize global security and reliability.Support effective and efficient use of resources by mixing specialized and off-the-shelf software; specialized ad general expertiseEncourage lateral and vertical information sharing through integrated data, interorganizational systems and enterprise standards

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Pressure toward DistributionMix of scarce and generalized IT resources, but have increased turn-over risks. Active involvement of knowledgeable and technically oriented usersSuitable for matrix organization and cross-functional teams that emphasized collaboration, mix of centralized and decentralized IT.

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Next Session – HRM in IS

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HRM in ISLeadership Effectiveness FrameworkLeadership IssuesDiscussion Questions

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Flamholtz Leadership Effectiveness FrameworkThe styles of leadership

DirectiveInteractiveNondirective

The situationThe Work Being Done (programmable/ non-programmable)The People Doing the Work(motivation/skill level/independence)Temporal concerns(timeframe?)

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Flamholtz Leadership Effectiveness FrameworkLeadership TasksTowards the work being done

Goal emphasis and work facilitationTowards people doing the work

Interaction facilitation, supportive behavior, personnel development

Balance in emphasis

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IT- HRM ComponentsHiringTurnover and Retention StrategiesCareer DevelopmentTrainingCompensationPerformance Appraisal

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Leadership Issues in IS Mgt

How CIOs role has evolved and where it is goingHow IS function is changingSABRE system

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