Managing the

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CHAPTER 15

• Managing the
• IS Function

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CHALLENGES OF IS LEADERSHIP

• RAPID TECHNOLOGICAL CHANGE
• GROWTH IN USER-MANAGEMENT UNDERSTANDING
• FREQUENT EXTERNAL SHOCKS

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CRITICAL AREAS OF IT MANAGEMENT SYSTEM

• AGREED-UPON IS ROLE
• LEADER HAS POSITION, SKILLS, STYLE THAT FIT
  EXPECTATIONS
• CLEARLY DEFINED, ACTIVE ROLE FOR USER-MANAGER
  IS/customer partnership
• RATIONALE FOR IS OUTSOURCING Based on economic
  strategic factors
• EQUITABLE FINANCING SYSTEM

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CRITICAL AREAS OF IT MANAGEMENT SYSTEM

• CONSISTENT DEVELOPMENT EFFORT For both IS
  professionals users
• DEPLOYMENT OF GLOBAL INFORMATION SYSTEMS
• IS ORGANIZATION DESIGN SUPPORTS MISSION
• REGULAR PERFORMANCE MEASUREMENT
• ETHICAL USE OF IT RESOURCES

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SENIOR IT LEADERSHIP

• CHIEF INFORMATION OFFICER (CIO)
• CHIEF TECHNICAL OFFICER (CTO)
• ISSUES
• IMPROVE DATA IT PLANNING
• GAIN BUSINESS VALUE THROUGH IT
• FACILITATE ORGANIZATIONAL LEARNING About
  through IT
• REFINE IS UNITS ROLE POSITION

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SENIOR IT LEADERSHIP

• ISSUES
• GUIDE END-USER DEVELOPMENT
• MANAGE DATA AS AN ASSET
• MEASURE IS EFFECTIVENESS
• INTEGRATE INFORMATION TECHNOLOGY
• DEVELOP SYSTEMS PERSONNEL

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CIO PRIORITIES

• E-BUSINESS
• PEOPLE/STAFFING
• ENTERPRISE RESOURCE PLANNING
• INFRASTRUCTURE
• CUSTOMER RELATIONSHIP MANAGEMENT
• APPLICATION INTEGRATION
• MERGERS ACQUISITION
• SECURITY
• OUTSOURCING

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OUTSOURCING

• HIRE OUTSIDE PROFESSIONAL IS SERVICES TO RUN
  PART OF IS OPERATIONS Base on economic value
• KEY FACTORS
• VENDOR REPUTATION
• QUALITY OR SERVICE
• FLEXIBLE PRICING

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MANAGING IT COSTS

• TOTAL IT BUDGET AS OF TOTAL ORGANIZATIONAL
  REVENUES
• TOTAL IT BUDGET AS OF TOTAL ORGANIZATIONAL
  BUDGET
• IS PERSONNEL COSTS AS OF TOTAL ORGANIZATIONAL
  PROFESSIONAL SALARIES WAGES
• RATIO OF HARDWARE SOFTWARE COSTS TO IS
  PERSONNEL COSTS

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MANAGING IT COSTS

• IT HARDWARE SOFTWARE COSTS PER
  MANAGER/KNOWLEDGE WORKER
• ADDITIONAL FACTORS
• HIDDEN IT COSTS Elements appear in other budgets
  or expense categories
• RELATIONSHIP OF COSTS TO BENEFITS OFTEN DIFFICULT
  TO DETERMINE
• BENEFITS OCCUR AFTER DEVELOPMENT COSTS OCCUR

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SOME IS POSITIONS

• CIO Senior executive responsible for leadership
  of IT efforts
• IS DIRECTOR Responsible for day-to-day IS
  operations in entire organization
• IS EXECUTIVE Responsible for day-to-day IS
  operations in one division
• INFORMATION CENTER MANAGER Oversees computer
  operations, hot line, help desk, training

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SOME IS POSITIONS

• SYSTEMS DEVELOPMENT MANAGER Coordinates new
  projects, allocates systems analysts project
  managers, schedules work
• SYSTEMS MAINTENANCE MANAGER Coordinates
  maintenance projects, allocates people, schedules
  work
• IS PLANNING MANAGER Analyzes business, develops
  architecture to support future needs, forecasts
  technology trends

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SOME IS POSITIONS

• DATA CENTER MANAGER Supervises day-to-day
  operations of data center, data entry, staff,
  schedules computer jobs, downtime, plans system
  capacity
• PROGRAMMING MANAGER Coordinates application
  programming, organizes staff for teams, acquires
  tools to improve productivity
• MANAGER OF WEB-BASED TECHNOLOGIES Supervises
  Internet/Intranet technologies, consults with
  users to keep site current

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SOME IS POSITIONS

• COMMUNICATIONS MANAGER Plans, designs,
  coordinates data voice networks
• SYSTEMS PROGRAMMING MANAGER Responsible for
  systems software, including updates request
  changes
• DATABASE ADMINISTRATOR Plans databases,
  coordinates use of data
• PROJECT MANAGER Supervises analysts
  programmers in an IT project

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SOME IS POSITIONS

• QUALITY ASSURANCE MANAGER Coordinates activities
  to set standards, checks compliance with
  standards, improves quality accuracy
• COMPUTER SECURITY MANAGER Develops procedures
  policies, installs monitors software to ensure
  data safety and authorized use

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TEN COMMANDMENTS OF COMPUTER ETHICSTHOU SHALT

• 1. NOT USE A COMPUTER TO HARM OTHER PEOPLE
• 2. NOT INTERFERE WITH OTHER PEOPLES COMPUTER
  WORK
• 3. NOT SNOOP AROUND ANOTHERS FILES
• 4. NOT USE A COMPUTER TO STEAL
• 5. NOT USE A COMPUTER TO BEAR FALSE WITNESS

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TEN COMMANDMENTS OF COMPUTER ETHICSTHOU SHALT

• 6. NOT COPY PROPRIETARY SOFTWARE FOR WHICH YOU
  HAVE NO AUTHORITY
• 7. NOT USE ANOTHERS COMPUTER RESOURCES WITHOUT
  AUTHORITY OR PAYMENT
• 8. NOT APPROPRIATE ANOTHERS INTELLECTUAL OUTPUT
• 9. THINK ABOUT SOCIAL CONSEQUENCES OF YOUR
  COMPUTER WORK
• 10. ALWAYS USE A COMPUTER INSURING CONSIDERATION
  RESPECT FOR OTHERS

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USER SATISFACTION CRITERIA FOR IS UNITS

• QUALITY OF SYSTEM SPECIFICATION DOCUMENTS
• SIZE OF REQUEST BACKLOG OR WORKLOAD
• PROJECTS COMPLETED ON TIME, WITHIN BUDGET
• SPEED AT WHICH REQUESTED WORK IS DONE

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USER SATISFACTION CRITERIA FOR IS UNITS

• PROFESSIONALISM OF IS STAFF
• NATURE OF RELATIONSHIP WITH IS STAFF
• BUSINESS KNOWLEDGE OF IS STAFF
• QUALITY OF USER TRAINING
• USER FEELING OF INVOLVEMENT IN SYSTEMS MANAGEMENT

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REASONS FOR GLOBAL SYSTEMS

• 1. GLOBAL CUSTOMER REQUIREMENTS
• 2. GLOBAL PRODUCTS
• 3. RATIONALIZING OPERATIONS
• 4. FLEXIBLE OPERATIONS
• 5. JOINT RESOURCES
• 6. DUPLICATE FACILITIES
• 7. SCARCE RESOURCES

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REASONS FOR GLOBAL SYSTEMS

• 8. RISK REDUCTION
• 9. LEGAL REQUIREMENTS
• 10. ECONOMIES OF SCALE

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PLANNING FOR GLOBAL SYSTEMS

• 1. CREATE STRATEGIC ALLIANCES
• 2. DEVELOP INTERNATIONAL SYSTEMS SKILLS
• 3. BUILD ANTICIPATED INFRASTRUCTURE
• 4. TEAR DOWN NATIONAL MODEL
• 5. CAPTURE RESIDUAL VALUE
• 6. EXPLOIT LIBERALISM IN INTERNATIONAL
  TELECOMMUNICATIONS
• 7. HOMOGENIZE DATA STRUCTURES
• 8. GLOBALIZE HUMAN RESOURCES

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CHAPTER 15

• Managing the
• IS Function