1 / 23

INFORMATION SYSTEMS @ MIT

INFORMATION SYSTEMS @ MIT. M. S. VIJAY KUMAR vkumar@mit.edu;http://web.mit.edu/ ~vkumar/www CSG CHICAGO 9-17-1998. Organization Customers Work People/Skills Customer Interface End-User IT Enterprise Plus-Delta. Information Systems @ MIT. Framework ---------> organization

kerry
Download Presentation

INFORMATION SYSTEMS @ MIT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. INFORMATION SYSTEMS @ MIT M. S. VIJAY KUMAR vkumar@mit.edu;http://web.mit.edu/ ~vkumar/www CSG CHICAGO 9-17-1998

  2. Organization Customers Work People/Skills Customer Interface End-User IT Enterprise Plus-Delta Information Systems @ MIT

  3. Framework ---------> organization (space --- ------work environment) “I shall not attempt to define [obscenity]; and perhaps I could never succeed in intelligbly doing so. But I know it when I see it….” - Former Supreme Court Justice Porter Stewart Robert Zawacki, in Information Systems Management, Fall ‘97

  4. CUSTOMERS PRACTICES SUPPORT Strategic Planning DELIVERY DISCOVERY SERVICE INTEGRATION Enabling processes - ABST (Administration and Finance) and the Competency Groups and the VP’s office VENDORS INFORMATION SYSTEMS - CONCEPTUAL MODEL I/T Product Development Ongoing Evaluation throughout work processes I/T Product Operation

  5. Academic Office Voice Data Image ** Frank & Dan focus on customers, advocating on their behalf to Information Systems and vice-versa promote and enable technology-based work assist in identifying I/T needs and opportunities in education, research, and administration. planning effective use of resources. Relationships Product Manger? I/T Practices

  6. Ensure that the strategic directions of customers are adequately and appropriately represented in IS work. Ensure that resources are equitable and proportionate to customer needs and MIT directions. Influence MIT’s strategic directions with respect to information technology. Practices • Build strong relationships with customers. Help customers think strategically about information technology, about how I/T can transform “content, client, and culture.” Participate in MIT-wide planning and policy-making groups. Meet with Institute decision-makers (e.g., Provost, Deans, Department Chairs, etc.) • regular information flow to key customer groups • facilities planning • ongoing evaluation • alignment with other disciplines • coordination with other I/T • Orchestrate pilots and initiatives with I/T Processes. Help arrange staffing with CG Team. Find funding for special initiatives. Influence project priorities. • Represent customer interests and priorities to IS. Advocate on behalf of customer with IS, and on behalf of IS with customer. Assess needs. Communicate and promote plans, directions, and standards. • Bring market ideas into I/T process activities. Work with professional organizations and vendors. Maintain strategic alliances and vendor relationships.

  7. Discovery Identify I/T Opportunities; launch delivery Business Case High level conceptual design Evaluate scope and alternatives Delivery Do I/T Quickly! Rapid Delivery of applications, f acilties, services Design and develop system acquire components prepare service and support resources establish interfaces rollout Integration Deliver effective, cohesive and responsive nfrastructure investigate, recommend I/T components and services Hardware+OS for Clients, Servers and Networks; middleware, databases, authentication, authorization, security and data access services reusable OO componentts I/T Processes

  8. Support Promote widespread existing use of I/T products and services Training; Documentation; Help Desk; Consulting Service Keep I/T Running;Operate and manage the life-cycle of I/T assets install & deploy resources, capbilities, releases monitor, improve operations disaster recovery; security I/T Processes

  9. Timeline for Discovery: 1 HOUR TO 2 MONTHS Discovery works with Integration, Service, and Support to forecast IS serviceability issues and customer assistance requirements. Discovery Team ends work, fulfilling Delivery’s acceptance criteria (i.e., “interface requirements”) With Practices, VP’s Office, and rest of ITLT Identify ideas Prequalify Ideas and Needs Manage entry into Discovery High Level conceptual design with Integration Prioritize among all opportunities, resource estimates, and impacts on Processes; allocate/plan resources for project life Commit Sponsor, I/T, transition to Delivery (with plan, resources, and strategy) Issue Discovery Report Ideas from many sources (incl. other Processes) ACP Redesign Business Process Transition to Delivery OCP GO / NO GO Examine alternative approaches (vendors, etc.) VDI Discovery Pre-Discovery Refine impacts and resources on business process redesign Evaluate approaches Address/assess customer service requirements Refine designs and impacts All processes and practices can identify ideas (including needs that should be addressed and already identified solutions that must be implemented). To prequalify ideas, Discovery must make a business case for the Discovery effort. Discovery also works with the CG Team and the Practice Leaders to determine staffing and priorities. Discovery may also work with other experts. Manage Discovery Pipeline: obtain and assign resources, manage Discovery portfolio, track progress, nurture teams; remove obstacles, celebrate successes, halt flops, etc. Ongoing Communication: coordinate with other I/T Processes, Practices, IS Administration and Finance (AST) and the CG Team; as well as customers.

  10. ITLT vision, strategic leadership; overall coordination who: IS Directors Teams ( ~35) ACST;….. DesktopSupport; Departmental Computing; ..Help Desk; Training and Pub; Admin Aps; Athena Software; CWIS; ITIT......... *MG ( ACMG, OCMG....) Team-Leaders Cross-cutting Issues Constituency service focus Ilead team management and leadership; inter-process items who: Team-Leaders OWLS Athena technical issues TNSTAAFL IS Teams & COPs

  11. Practices Academic; Office; VDI Teams Faculty Liaisons (web.mit.edu/is/acs) BLT ( Business Liaison Team) (web.mit.edu/blt) (provide links to Processes) Business arrangements SLAs; Chargebacks Library:(VP;AC;NUT;ISLE.....) Process Owners Council Captains group Model Classrooms ............. Customer ConnectionsLayered, Open-ended

  12. Crosstalk AC+ODSUE forum for technology-pedagogy share strategies, solutions, tools; identify issues, inputs for IS planning Topics: New Models for Student computing; Web Based Environments for T&L; Advanced Visualization, apps..etc; FL apps, IT Partners - Security Team Heeeere’s BOB!) - ITIT Customer Connections - Initiatives

  13. Academic Services The Web EntITy Y2k Integration Advocacy Why? undelivered services/unmet needs ( e.g. consulting Vs . production) un-integrated solutions unanticipated Needs unresponsive/unclear customers Changing role of the center vis-à-vis localities Greater Communication New Connections

  14. Right Scoping of effort delimiters; Calendaring; AdVis; Projectization of work Flexible staffing (mobility) Open Customer interface = Leveraging; Scaling; Flexiblity Kotter: “......Successor’s Successor....... Influencing/transforming the enterprise Discovery lingua - franca of business Integration Relationship Building What works............ Plusses

  15. Deltas >> Visible Accountability Budget, Projects, Tracking (are constituent needs addressed equitably/proportionately?) >> Organization transparancy/clarity to customers Who do I talk to - right person? >> Projectization moving people and $$ from Process to Projects avoiding Stovepipes--->Sewersn ( JDB) >> Identity in Support ( the help approach) Communication What could be better

  16. Cut out the Clowns Add more Rings Change the Acts given the audience Fake it till you make it Cultural Change is slow Needs 3 generations of commitment ( leadership) Mohd. Bin Tuglaq’s story Change Capitals ( org location) Change appointments And if I ran the Circus........Preferred Attibutes

  17. Promise ......of Value delivered to the customer People..........mobility, growth, flexibilty * Reid Purse.............Scales; leverages resources Other? - non Brittle Capable of non-destructive evolution to respond to evolving IT-Business-Education ( ref: CBAM) -identity “..and if I ran the Circus........”.Preferred Attributes…..

  18. Centrally Relevant visible links betrweem IS efforts and customer needs Organizational arrangements to serve the few Advisory Committee ( Council on Ed Tech) Office of Ed Tech Oversight - coordinate the efforts of disparate groups…serve as a focal point …... ReEngineering -------->ReEnergizing New Teams: a la ( Bureaucracy Bashing Team!) ( Robert Zawacki ( U Col) ( Learning Orgs) ……..Tweaks

  19. Non-Brittle ReEngineering -------->ReEnergizing Robert Zawacki ( U Col) ( Learning Orgs) ( Bureaucracy Bashing Team!) ( Capable of non-destructive evolution to respond to evolving IT-Businessn - Education ( ref: CBAM) -identity - Academic Services - Web EntITy( Office) Preferred Attributes

  20. Over to you…...

  21. Vendors Ideas ACP Customers GO / NO GO OCP Councils and Committees GO / NO GO PRODUCT Industry Trends VDI FUNCTIONALITY Other I/T Processes INTEGRATION PRODUCT REPOSITORY (reusable components, including code) INFORMATION SYSTEMS - SYMBOLIC CORE WORK FLOW Outside Products IS Products PRODUCT BUSINESS Do the right projects, according to priorities and sponsor Discovery Timeline: 1 HOUR to 2 MONTHS Delivery Timeline: 1 MONTH to 1 YEAR Checklists to bypass FORMAL Discovery and Delivery PRIORITIES a. MIT b. IS c. other STANDARDS (set by Integration) Integration Product Development Deliver to developers and/or Service and Support PRODUCT

  22. Disc/Del/Int BUSINESSES: Products and Services To MIT departments To IS SERVICE BUSINESS Maximize value to customers Service Value to CUSTOMER Support Rates product $$$ to sustain businesses (i.e., products and services) Disc/Del/Int

More Related