Introduction to MIS Chapter 13 Organizing the MIS

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

Introduction to MIS Chapter 13 Organizing the MIS Resources Copyright © 1998 by Jerry Post Introduction to MIS 1

Organizing IS Resources Strategy Tactics Operations Introduction to MIS 2

Organizing IS Resources Strategy Tactics Operations Introduction to MIS 2

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

Outline Ø Ø Managing the Information Systems Function MIS Roles MIS Jobs Centralization and Decentralization v v Ø Ø Ø Hardware Software Data Personnel Client-Server Solutions Object Orientation Change and Outsourcing Introduction to MIS 3

Ø Ø Ø Ø Hardware administration Software support Corporate data access Software development End

Ø Ø Ø Ø Hardware administration Software support Corporate data access Software development End user support Computing standards DB administration Network administration Software development MIS Roles Advocacy Database administration Access to corporate data Hardware administration Software training and support Introduction to MIS Corporate computing standards Support end user development 4

Other IS Roles Ø Ø Ø Ø Ø Database Administrator Computer Programmer Network Administrator

Other IS Roles Ø Ø Ø Ø Ø Database Administrator Computer Programmer Network Administrator Network Specialist Systems Analyst Webmaster User Support Help. Desk Trainer

IS Management CIO/VP IS Director MIS Systems Development Sr. Project manager Systems analyst Programmer/analyst

IS Management CIO/VP IS Director MIS Systems Development Sr. Project manager Systems analyst Programmer/analyst Programmer User Support manager Help desk manager Instructor PC technical specialist Introduction to MIS $72, 000 61, 500 52, 000 44, 500 36, 000 $126, 000 94, 000 79, 500 Networks Salaries 1997 -1998 Includes bonus Database Telecom. manager Telecom. specialist Network architect LAN/WAN specialist Network administrator $71, 000 Database manager 56, 500 Database administrator 69, 000 Database analyst 54, 500 45, 500 Operations Specialists $55, 000 Senior manager 47, 500 Manager 42, 000 Lead operator 36, 000 $61, 000 ERP analyst 50, 500 CASE tools 35, 000 Systems programmer Lotus Notes developer Q/A specialist Webmaster http: //careers. wsj. com (Robert Half 1997) Computerworld 9/7/1998 http: //www. computerworld. com $74, 000 61, 000 55, 000 $80, 000 61, 000 54, 000 52, 500 49, 000 47, 000 6

International Salaries The Economist: 7/30/94 Introduction to MIS 7

International Salaries The Economist: 7/30/94 Introduction to MIS 7

MIS Job Skills Needed Computerworld, 1998 Introduction to MIS Arnett and Litecky, 1994 8

MIS Job Skills Needed Computerworld, 1998 Introduction to MIS Arnett and Litecky, 1994 8

Complete Centralization Hardware Data and software MIS personnel User departments Introduction to MIS 9

Complete Centralization Hardware Data and software MIS personnel User departments Introduction to MIS 9

Complete Decentralization Human Resource Management MIS personnel are members of user departments Finance Marketing

Complete Decentralization Human Resource Management MIS personnel are members of user departments Finance Marketing Accounting Introduction to MIS 10

Growth of PCs Introduction to MIS 11

Growth of PCs Introduction to MIS 11

IS Management Approaches Introduction to MIS 12

IS Management Approaches Introduction to MIS 12

Outsourcing Evaluation Cost of reaching state of the art Specialized Talent Needed When any

Outsourcing Evaluation Cost of reaching state of the art Specialized Talent Needed When any of these characteristics increases (moves outwards), there is less reason to use outsourcing. Security & Control Level of Technology Fixed Costs Complex Market Structure Introduction to MIS 17

Globalization, new competitors. Shorter product life-cycles, mass customization. Rapidly changing markets, flexible manufacturing. Cost

Globalization, new competitors. Shorter product life-cycles, mass customization. Rapidly changing markets, flexible manufacturing. Cost cutting, staff cuts, loss of middle management. Outsourcing Forces Need to focus on increasing Pressure on profits. revenues and decreasing fixed/semi-fixed costs. Need for flexibility and responsiveness. Outsource non-revenue generate functions (staff/operations) Desire to minimize amount of management time devoted to non-revenue generating functions. Economies of Scope Want one vendor to provide multiple functions. Economies of Scale - leverage expertise and methodologies. - invest in expensive technologies (state-of-the-art - process-oriented approach Big Outsourcing Vendors & Big 6 Firms Introduction to MIS 18

Ø Projects v Goal Appendix: Project Management Need a well-defined goal è Good example:

Ø Projects v Goal Appendix: Project Management Need a well-defined goal è Good example: Put a man on the moon. è Bad example: Improve the IRS information systems. è v Scope Size and complexity of the project. è Match the management techniques to the project scope. è v Schedule Break project into tasks è Tasks depend on other tasks (you can’t paint a wall until it is built). è Tasks take time to complete (duration) è Tasks require resources. è v Resources Worker time is usually the most important to schedule. è Workrooms, machinery, and so on. è Introduction to MIS 19

Project Management Steps Ø Ø Define the project. Create the plan. Track and manage

Project Management Steps Ø Ø 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 20

Microsoft Project Ø Specialized database v v Ø Specialized views of the data v

Microsoft Project Ø Specialized database v v Ø Specialized views of the data v v v Ø Tasks (start, duration, description, dependence) Resources (costs, needs, assignments) 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 v v v Resource Graph Resource Sheet Resource Usage Introduction to MIS Track resources over time. Detailed resource data. Tasks assigned to resources. 21

Sample: Spring Forward Century Sunday, April 2, 2000 25 miles 50 miles 100 miles

Sample: Spring Forward Century Sunday, April 2, 2000 25 miles 50 miles 100 miles Planning the ride Ø Ø Ø 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 Ride day is a separate project Spring. Forward. Century. mpp After the ride Ø Ø Ø Final clean up Thank you notes Write project notes Organize Spring Forward Century. mpp Introduction to MIS 22

Organize Spring Forward Century. mpp Microsoft Project: Gantt Chart Introduction to MIS 23

Organize Spring Forward Century. mpp Microsoft Project: Gantt Chart Introduction to MIS 23

Gantt Chart (continued) Introduction to MIS 24

Gantt Chart (continued) Introduction to MIS 24

Resource Usage You need to get some tasks done sooner, or get more volunteers

Resource Usage You need to get some tasks done sooner, or get more volunteers on the day before the ride. You need to start earlier, or get volunteers to do more of the organizing tasks. Introduction to MIS 25

Spring. Forward. Century. mpp Ride Day Introduction to MIS 26

Spring. Forward. Century. mpp Ride Day Introduction to MIS 26

Why IS? Ø Ø Value of information rests on how it helps decision makers

Why IS? Ø Ø 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.

Why is knowledge of information systems important for managers? Ø Ø Ø IS is

Why is knowledge of information systems important for managers? Ø Ø Ø 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: v v Ø 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?

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

What a manager needs to know about IS (according to James A. O’Brien) Ø Management Resources and Strategies Ø Development Solutions to Business Problems Ø Applications To Operations, Management, and Strategic Advantage Ø Technology Hardware, Software, Networks , and Data Management Ø Foundational Concepts Fundamental Behavioral and Technical Concepts

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

What a manager needs to know about IS (according to Bob Kilmer) Ø Know when to call. v Ø Know who to call. v Ø 1 st, 2 nd, 3 rd lines of defense. How to ask for help. v v Ø Know when it’s time to stop trying. 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

What a manager needs to be able to personally do with IS and IT Ø Ø Ø Ø Have a positive attitude about IS and IT Practice safe computing: Virus Check Properly Save, Store and Files Communicate: Email & WWW Word Processing Presentations Spreadsheets Databases