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MM597 (13) Setting Direction

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4 views

MM597 (13) Setting Direction

Uploaded by

ariandenopanlubis
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Setting a Direction for

Information Resources

MM597 IT for Management


Graduate School
Bina Nusantara University
www.jwc.binus.ac.id
INFORMATION RESOURCE
PLANNING
 ASSESSMENT OF CURRENT INFORMATION
RESOURCES
 INFORMATION VISION & INFORMATION
TECHNOLOGY ARCHITECTURE
 STRATEGIC & OPERATIONAL IS PLANS
MUST MOVE TOWARD DESIRED
ARCHITECTURE
*

2
WHY SET A DIRECTION?
 SHARED UNDERSTANDING AMONG IS
PROFESSIONALS & USERS
 COMMUNICATES FUTURE TO OTHERS
 PROVIDES CONSISTENT RATIONALE
FOR DECISIONS
*

3
Explosion of Technological
Innovation
 Vast number of new patents
 Three new websites born each
minutes
 New computer outdated in six
months
 New high tech factories

4
So … Company must be
 Fast, Responsive, Cost-Effective

•Flat organization •Downsized


•Quality-conscious •Empowered
•Smaller units •Decentralized
•Human-capital oriented •Boundary-less
•Value-and-vision oriented •Team-based

5
INFORMATION RESOURCES
ASSESSMENT
 CRITICAL EVALUATION OF INVENTORY
OF HARDWARE, SOFTWARE, PEOPLE
 LOOKS AT QUALITY OF RESOURCES
 HELPS MEET BUSINESS NEEDS OF
ORGANIZATION
*

6
INFORMATION VISION &
ARCHITECTURE
 INFORMATION: Written expression of
desired future for information use &
management
 TECHNOLOGY ARCHITECTURE: Depicts
way information resources should be
deployed
*

7
INFORMATION RESOURCES
PLANNING PROCESS
VISION FOR BUSINESS OPS
ASSESS
BUSINESS PLAN & BUDGET
BUSINESS

BUSINESS IS OPS PLAN &


STRATEGIC PLAN BUDGET

VISION: HOW
IS STRATEGIC
BUSINESS
PLAN
SHOULD USE
INFO
ASSESS INFO INFORMATION
USE & ARCHITECTURE
MANAGEMENT
8
© Prentice Hall 2002
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
*

9
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?
*
10
ELEMENTS OF INFORMATION
TECHNOLOGY ARCHITECTURE
 TECHNOLOGY COMPONENT:
• HARDWARE
• SOFTWARE
• NETWORK
• DATA
 HUMAN COMPONENT:
• PERSONNEL
• VALUES/CULTURE
• MANAGEMENT SYSTEM
*
11
STRATEGIC IS PLAN
 SET OF LONG RANGE GOALS WHICH
DOCUMENT MOVEMENT TOWARD
INFORMATION VISION &
ARCHITECTURE
 ASSOCIATED MAJOR INITIATIVES TO
ACHIEVE GOALS
*

12
STRATEGIC IS PLAN
 SET OBJECTIVES
 CONDUCT INTERNAL & EXTERNAL
ANALYSES
 ESTABLISH STRATEGIC INITIATIVES
 CRITICAL SUCCESS FACTORS
 ANALYZE COMPETITIVE FORCES
 VALUE CHAIN ANALYSIS
*
13
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
*

14
VALUE CHAIN ANALYSIS
 ACTIVITIES THAT ADD VALUE FOR
THE CUSTOMER
 PRIMARY ACTIVITIES (PRODUCT):
• INBOUND LOGISTICS
• OPERATIONS
• OUTBOUND LOGISTICS
• MARKETING & SALES
• SERVICE
*
15
OPERATIONAL IS PLAN
PRECISE SET OF SHORT TERM
PROJECTS TO BE EXECUTED BY IS
DEPARTMENT & USER-MANAGERS IN
SUPPORT OF STRATEGIC IS PLAN
*

16
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
*

17
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
*

18

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