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CHAPTER 13

CHAPTER 13. Setting a Direction for Information Resources. INFORMATION RESOURCE PLANNING. ASSESSMENT OF CURRENT INFORMATION RESOURCES INFORMATION VISION & INFORMATION TECHNOLOGY ARCHITECTURE STRATEGIC & OPERATIONAL IS PLANS MUST MOVE TOWARD DESIRED ARCHITECTURE *. WHY SET A DIRECTION?.

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CHAPTER 13

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  1. CHAPTER 13 Setting a Direction for Information Resources

  2. INFORMATION RESOURCE PLANNING • ASSESSMENT OF CURRENT INFORMATION RESOURCES • INFORMATION VISION & INFORMATION TECHNOLOGY ARCHITECTURE • STRATEGIC & OPERATIONAL IS PLANS MUST MOVE TOWARD DESIRED ARCHITECTURE *

  3. WHY SET A DIRECTION? • SHARED UNDERSTANDING AMONG IS PROFESSIONALS & USERS • COMMUNICATES FUTURE TO OTHERS • PROVIDES CONSISTENT RATIONALE FOR DECISIONS *

  4. INFORMATION RESOURCES ASSESSMENT • CRITICAL EVALUATION OF INVENTORY OF HARDWARE, SOFTWARE, PEOPLE • LOOKS AT QUALITY OF RESOURCES • HELPS MEET BUSINESS NEEDS OF ORGANIZATION *

  5. INFORMATION VISION & ARCHITECTURE • INFORMATION: Written expression of desired future for information use & management • TECHNOLOGY ARCHITECTURE: Depicts way information resources should be deployed *

  6. VISION FOR BUSINESS BUSINESS STRATEGIC PLAN ASSESS BUSINESS BUSINESS OPS PLAN & BUDGET IS OPS PLAN & BUDGET VISION: HOW BUSINESS SHOULD USE INFO INFORMATION ARCHITECTURE IS STRATEGIC PLAN ASSESS INFO USE & MANAGEMENT INFORMATION RESOURCES PLANNING PROCESS

  7. ASSESSING CURRENT INFORMATION RESOURCES • MEASURE USE & ATTITUDES • REVIEW IS ORGANIZATIONAL MISSION • EFFICIENCY: Uses minimum resources to do its job • EFFECTIVENESS: Helps users spend time doing right things • COMPETITIVENESS: Helps ensure organization’s competitive position *

  8. CREATING INFORMATION VISION • SPECULATE: How will competitive environment change? • CURRENT SYSTEM: Can it do future job? • IDENTIFY CHANGES: How must IS change to allow company to take advantage of future environment? *

  9. ELEMENTS OF INFORMATION TECHNOLOGY ARCHITECTURE • TECHNOLOGY COMPONENT: • HARDWARE • SOFTWARE • NETWORK • DATA • HUMAN COMPONENT: • PERSONNEL • VALUES/CULTURE • MANAGEMENT SYSTEM *

  10. STRATEGIC IS PLAN • SET OF LONG RANGE GOALS WHICH DOCUMENT MOVEMENT TOWARD INFORMATION VISION & ARCHITECTURE • ASSOCIATED MAJOR INITIATIVES TO ACHIEVE GOALS *

  11. STRATEGIC IS PLAN • SET OBJECTIVES • CONDUCT INTERNAL & EXTERNAL ANALYSES • ESTABLISH STRATEGIC INITIATIVES • CRITICAL SUCCESS FACTORS • ANALYZE COMPETITIVE FORCES • VALUE CHAIN ANALYSIS *

  12. CRITICAL SUCCESS FACTORS • FOR SPECIFIC INDUSTRY OR FUNCTION • LIMITED IN NUMBER • IF EXECUTED WELL, WILL LEAD TO SUCCESS • SHORT OR LONG-TERM • PROVIDE OPPORTUNITIES FOR IT *

  13. VALUE CHAIN ANALYSIS • ACTIVITIES THAT ADD VALUE FOR THE CUSTOMER • PRIMARY ACTIVITIES (PRODUCT): • INBOUND LOGISTICS • OPERATIONS • OUTBOUND LOGISTICS • MARKETING & SALES • SERVICE *

  14. OPERATIONAL IS PLAN PRECISE SET OF SHORT TERM PROJECTS TO BE EXECUTED BY IS DEPARTMENT & USER-MANAGERS IN SUPPORT OF STRATEGIC IS PLAN *

  15. OPERATIONAL IS PLAN • LONG TERM: Two-to-three years, project definition, selection, prioritization. Based on anticipated changes in business • SHORT TERM: One year, linked to annual budget. Focuses on completing current projects, beginning new ones. Immediate hardware, software, staffing needs *

  16. BENEFITS OF INFORMATION RESOURCES PLANNING • BETTER IS RESOURCE ALLOCATION • COMMUNICATES WITH TOP MANAGEMENT • HELPS VENDORS • CREATES CONTEXT FOR DECISIONS • ACHIEVES INTEGRATION & DECENTRALIZATION • EVALUATES OPTIONS • MEETS MANAGEMENT EXPECTATIONS *

  17. CHAPTER 13 Setting a Direction for Information Resources

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