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Final Coverage

Final Coverage. Topic 4: INFORMATION RESOURCES and INFORMATION SYSTEMS By Dr. Faustino Reyes. Information Resources Include 1. Specialists Systems analysts, programmers, database administrators, network specialists, operations personnel, and others 2. Hardware

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Final Coverage

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  1. Final Coverage Topic 4: INFORMATION RESOURCES and INFORMATION SYSTEMS By Dr. Faustino Reyes

  2. Information Resources Include 1. Specialists Systems analysts, programmers, database administrators, network specialists, operations personnel, and others 2. Hardware 3. Software 4. Users 5. Data 6. Information

  3. Information Specialists1. Most located in the information services unit2. There is a trend to locate specialists throughout the firm3. Actual organization chart depends on the needs of the firm

  4. CIO Manager of systems development Manager of systems maintenance Manager of computer operations Manager of systems administration Network manager Operations personnel Database administrators Network specialists Systems analyst Systems analyst Programmers Programmers 18-42 A Functional Organization Structure for Information Services

  5. Information Resources1. Most are located in information services2. Most that are centrally located are CIO’s responsibility3. Those located in functional areas are the responsibility of the area manager

  6. Model of an IRIS(Information Resources Intelligence Subsytem)Input subsystems -AIS -Information resources research -Information resources intelligenceOutput subsystems -Hardware -Software -Human resources -Data and Information -Integrated resource

  7. Hardware subsystem D A T A B A S E Accounting information system Software subsystem Human resources subsystem Information resources research subsystem Users Data and information subsystem Information resources intelligence subsystem Integrated resource subsystem 18-43

  8. Information Resources Research Subsystem: -Describes functions involved in special research projects within the firm -Performed by systems analysts interacting with users

  9. Intelligence SubsystemDescribes functions involved in gathering information from elements in the firm’s environment -Government -Suppliers -Labor unions -Global community -Customers -Competitors

  10. CIO Responsibilities- Can be top-level executive who participates on executive and MIS steering committee- Contributes to strategic planning for firm and IS functions- Primary source of leadership for:- Achieving and maintaining information quality- Keeping information resources secure- Planning for contingencies- Keeping information costs under control

  11. IS Takes Six Basic Steps in Achieving Quality Management 1 Identify IS customers Define customer quality needs 2 3 Establish quality metrics 4 Define quality strategy Implement IS quality programs 5 6 Monitor IS quality performance Achieving Quality Products and Services

  12. 1) Identify IS customers-MIS steering committee-Use of a formal system works best2) Define customer quality needs-Product quality needs-Service quality needs3) Establish quality metrics-Information product quality-Information service quality

  13. 4) Define the IS quality strategy-Recruiting and training-User-oriented systems development -Market analysis-Product acceptance analysis-Task analysis-Prototype tests-Operational Systems tests5) Implement IS quality programs- Implementation varies with firm6) Monitor IS quality-Performance of IS specialists and the unit

  14. Security Objectives1. Confidentiality2. Availability3. Integrity

  15. Unauthorized Acts Threaten System Security Objectives Unauthorized use Information Unauthorized disclosure and theft Confidentiality Availability Integrity Security Unauthorized modification Unauthorized destruction and denial of service

  16. Access Control 1. Identification • What you know (password) or • Where you are (terminal location) 2. Authentication • What you have (badge) 3. Authorization • Level of use

  17. Contingency Planning • Emergency plan • Backup plan • Redundancy • Diversity • Mobility • Reciprocal agreement • Hot site • Cold site • Empty shell

  18. Vital Records Plan • Electronic vaulting -Day end backup of files electronically • Remote journaling -Transmission of transaction data as the transactions occur -Used to update remote database in batch form later • Database shadowing -Involves updating of duplicate database at remote site as transaction occur

  19. Cost-Reduction Strategies • Consolidation • Reduces number of separate locations for information resources • Easiest to achieve in terms of information resources • More difficult by end-user computing needs • Downsizing • Migrating to smaller platforms • Advantage of cost reduction • Advantage of increased productivity with PCs located in user areas • Risk of lost security • Outsourcing • Data entry and simple processing (editing, formatting) • Contract programming • Facilities management (FM) • Systems integration (SI) • Support for maintenance, service, or disaster recovery

  20. Objectives of Outsourcing • Manage costs better • Reduce • Contain • Predict • Obtain relief from systems maintenance so as to concentrate on new system development • Acquire needed expertise

  21. Proactive CIO Strategy 1) CIO must emphasize quality management of the IS resource 2) Achieve strong user ties 3) Strengthen executive ties 4) Assemble an IS management team 5) Assemble staff competent in leading-edge technologies and methodologies 6) Build an IRIS

  22. The Future of the CIO • Business computing is moving from centralized to decentralized computing in terms of: • Equipment • Development • Decision making • CIO Roles • Big brother • Helping hand • Watchdog • Networker

  23. TOPIC 5 STRATEGIC PLANNING FOR INFORMATION RESOURCES

  24. Increasing Complexity of IM • For the first 10 years or so of the computer era, all the information resources were located in the firms information unit. • But as computer develops, more and more of the hardware are located outside of information services. • As firms acquire more information resources and as those resources are disperser throughout the organization, the task of information resource mgt. becomes complex

  25. Strategic Planning • Also called Long-range Planning • Identifies objectives that are intended to give the firm the most favorable position in its environment and specifies the strategies for achieving those objectives • Upper management level is also called the strategic planning level

  26. Functional Areas of Strategic Planning (SP)

  27. Strategic Planning for Information Resources (SPIR) • The activity of identifying the information resources that the firm will need in the future, acquiring those resources, and managing them. • SPIR is a responsibility of all the manager • CIO is often used for the top information services manager • Strategic planning was less understood before and was given little attention because it was viewed as technical concern rather than a managerial one.

  28. SPIR contd. • But in recent years, the attitude about SPIR has been undergoing dramatic changes. • Increasingly, information is accepted as a resource that must be managed like any other resources and SPIR has emerged as a critical management concern

  29. Overview of SPIR • Late 1960s-Mid 1970s: Data Processing Planning - An internal mgt tool of DP department - ensure the efficient interfacing of diverse technical systems - serves to enhance the quality of service provided by DP dept. • Late 1970s: Strategic planning for IT - I.T. was realized to increase productivity - “information society” an American economy was predominantly and commonly accepted

  30. Overview of SPIR cont. • Late 1970s: Strategic planning for IT -Logical development in the concept of planning -IT planning must not only serve the management needs of the DP department, but the organization as a whole -IT plans is related to business plans, not only in supporting capacity, but also as equal partner, helping to define and even create business needs and opportunity -IT planning came to be perceived as “strategic” to the interest of the organization

  31. Overview of SPIR cont. • 1980s: Integrated Planning for an Integrated Information Resources Environment - The latest stage in the concept of information resource planning is primarily a function of 3 key trends

  32. Strategic Planning Methodologies • Used to ensure that all important activities and products are accomplished and produced. • Helps a company translate its strategic business goals into IS development plans to achieve these goals • Critical Success Factors (CSF) • IBM’s Business System Planning (BSP) • Strategy Set Transformation • Expanded Systems Life Cycle

  33. Strategic Planning Methodologies cont. • Critical Success Factors • A small number of key factors that executives consider critical to the success of the enterprise • CSF analysis provides a very powerful method for concentrating on key information requirements of an organization, a business unit, or of a manager. • Also, CSF analysis is easy to perform and can be carried out with few resources • Used for interpreting more clearly the objectives, tactics, and operational activities and strengths and weaknesses of the organization’s existing systems.

  34. Strategic Planning Methodologies cont. • Critical Success Factors

  35. Strategic Planning Methodologies cont. • Business System Planning (BSP) by IBM • assists an organization in developing information systems plans • should be planned from the top down and implemented piece-by-piece from the bottom up.

  36. Strategic Planning Methodologies cont. • Business System Planning (BSP) by IBM • Top-down planning - planning team of top executives lay out the strategic mission and objectives of the organizations. • Bottom-up implementation – application development activities that are performed by teams of end users and IS professionals.

  37. Business Mission And Objectives IT Architecture Hardware/Software/Data/Networks Business Mission And Objectives Business Mission And Objectives Business Processes Business/IT Capabilities Needed Business Application Business/IT Capabilities Provided Business Processes Business Processes Business Processes Business Processes Top-Down Planning Bottom-Up Planning Strategic Planning Methodologies cont. • Top-down planning

  38. Strategic Planning Methodologies cont. • Strategy Set Transformation • An approach where an information services plan was devised to support the firm’s objective. • This approach seeks to transform the business strategy set to corresponding IT strategy set • Strategy set: (mission, vision, goals, objectives) • the information services plan used in strategy transformation, it consists of objectives, constraints, and strategies. • Basic Flow: • Business areas do not always have the resource to ensure the accomplishment of the firm’s strategic objectives.

  39. Organizational Strategy Set MIS Strategy Set Mission Objectives Strategy Other strategic Organizational attributes System Objective System Constraints System Design Strategies MIS Strategic planning process Strategic Planning Methodologies cont. • Strategy Set Transformation

  40. Strategic Planning Methodologies cont. • Expanded SDLC • Postulated that the development of all complex system naturally evolved through a sequential series of phase that where most appropriately managed in different ways, and which demanded different mixes of resources to complete effectively and efficiently.

  41. Strategic IS Planning System Integration Planning System Evaluation Divestment System Definition Physical Design System Implemen-tation Strategic Planning Methodologies cont. • Expanded SDLC

  42. Strategic Planning Methodologies cont. • SPIR Approach • When a firm embraces SPIR, the strategic plans for information services and the firm are concurrent

  43. Organizational Strategy Set MIS Strategy Set Influence on Information resources Business strategy Information resources And IS strategy Influence on business strategy Strategic Planning Methodologies cont. • SPIR Approach

  44. Strategic Planning Methodologies cont. • Content of SPIR • Each firm will develop strategic plan for information resources that meets its own particular needs. • But essentially, the plan contains: • The objectives to be achieved • Information resources necessary to achieve its objective.

  45. SPIR AIS objectives MIS objectives DSS objectives Virtual office objectives Knowledge Based system objectives Required Information resources Required Information resources Required Information resources Required Information resources Required Information resources Human resources Human resources Human resources Human resources Human resources Hardware Hardware Hardware Hardware Hardware Software Software Software Software Software Info and date Info and date Info and date Info and date Info and date Strategic Planning Methodologies cont. • Content of SPIR

  46. Thank you!

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