Introduction to MIS

1. Introduction to MIS Chapter 13 Organizing the MIS Resources

2. Organizing IS Resources Strategy Tactics Operations

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

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

5. Other IS Roles • Database Administrator • Computer Programmer • Network Administrator • Network Specialist • Systems Analyst • Webmaster • User Support • HelpDesk • Trainer

6. Salaries1997-1998 IS Management CIO/VP IS $126,000 Director MIS 94,000 Systems Development 79,500 Includes bonus Systems Development Networks Database Sr. Project manager $72,000 Project manager 61,500 Systems analyst 52,000 Programmer/analyst 44,500 Programmer 36,000 Telecom. manager $71,000 Telecom. specialist 56,500 Network architect 69,000 LAN/WAN specialist 54,500 Network administrator 45,500 Database manager $74,000 Database administrator 61,000 Database analyst 55,000 User Support Operations Specialists Support manager $55,000 Help desk manager 47,500 Instructor 42,000 PC technical specialist 36,000 Senior manager $61,000 Manager 50,500 Lead operator 35,000 ERP analyst $80,000+ CASE tools 61,000 Systems programmer 54,000 Lotus Notes developer 52,500 Q/A specialist 49,000 Webmaster 47,000 http://careers.wsj.com (Robert Half 1997) Computerworld 9/7/1998 http://www.computerworld.com

7. International Salaries The Economist: 7/30/94

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

9. Complete Centralization Hardware Data and software MIS personnel User departments

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

11. Growth of PCs

12. IS Management Approaches

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

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

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

16. 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. Project Management Steps

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

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

19. Organize Spring Forward Century.mpp Microsoft Project: Gantt Chart

20. Gantt Chart (continued)

21. 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.

22. SpringForwardCentury.mpp Ride Day

23. Why IS? • 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.

24. Why is knowledge of information systems important for managers? • 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: • do in order to provide good example as a leader of people who use technology. What are these things? • knowin order to interact effectively with other managers, developers, providers and end users of IT. What are these things?

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

26. What a manager needs to know about IS (according to Bob Kilmer) • Know when to call. • Know when it’s time to stop trying. • Know who to call. • 1st, 2nd, 3rd lines of defense. • How to ask for help. • Be clear and concise. • Provide relevant details of problem. • How to say thanks.

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