Lecture 7 - IS Planning & Change Management


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Lecture 7 - IS Planning & Change Management

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Lecture 7 - IS Planning & Change Management

  1. 1. Information System Planning and Change Management Inam ul Haq Lecturer in Computer Science University of Education Okara Campus Inam.bth@gmail.com, organizer@dfd-charity.com
  2. 2. Benefits of IS Planning (1)
  3. 3. Benefits of IS Planning (2)
  4. 4. EffectiveManagementofanExpensiveandCriticalAsset totheOrganization • Does management know how much money the company is spending on IS? • Do managers realize how much each business application is costing? • Is IS worth maintaining? Do they know the cost per e-mail, the cost per help desk call, and the cost per server? • What is the company really getting for its investment, and will the systems meet the company’s needs in the future? Do managers know the level of service quality and responsiveness that IS delivers? Do they know how to manage IS costs through demand planning, capacity and resource planning, and monitoring as they would any other asset? • Management must have a clear understanding of the IS environment to manage this asset as effectively as it would any other business asset.
  5. 5. ImprovingCommunicationandtheRelationshipbetween theBusinessandISOrganization • Following this IS planning process will significantly improve communication between business management and the IS department. • Business management will obtain an excellent understanding of current IS, as well as as learn how to identify risks and opportunities. • The IS organization will gain a greater understanding of the business direction and be able to identify how technology can assist with the company’s objectives.
  6. 6. AligningtheISDirectionandPrioritiestotheBusiness DirectionandPriorities
  7. 7. IdentifyingOpportunitiestoUseTechnologyforaCompetitive AdvantageandIncreasetheValuetotheBusiness • Today, technology is integrated into every aspect of a business, business processes, and business interfaces. • To ensure IS provides a competitive advantage, a robust planning • process is required in which the IS department is a true business partner and identifies business opportunities using technology. • For example, an insurance company found that the cost of • a transaction handled in person by an agent could cost $5 to $13, and a fully automated transaction on the Web costs only three to six cents, which can provide a tremendous competitive advantage.
  8. 8. Planningthe Flow of Informationand Processes • Information is a valuable resource, and it is important to maximize its value for the corporation. • Planning and managing the flow of information throughout the organization can minimize labor, data redundancy, and inconsistency, in addition to increasing the quality and accuracy of the information. • When systems grow haphazardly over time, islands of information can develop, resulting in additional labor to maintain the different systems.
  9. 9. EfficientlyandEffectivelyAllocatingInformation SystemsResources
  10. 10. ReducingtheEffortandMoneyRequiredThroughout theLifeCycleofSystems The approval step also consumes a large amount of time, because costs are generally more than management anticipates. Management starts asking questions such as, “Do we really need it?” “Are there less expensive alternatives?” “What are the real benefits to be gained?” Implementation takes longer than anticipated because it is an inefficiently planned execution, business process changes, or priorities are not clear.
  11. 11. Bonus Assignment • Group of students may choose an IS for Planning in real time environment. • Discuss with teacher for detail • Marks = 4 • Deadline = 20 days
  12. 12. Change Management (1) • According to research conducted by Standish Group, as many as 40% of information system development and implementation projects fail to complete.
  13. 13. Change Management (2) • As changes are difficult to predict, and tend to occur with growing frequency, change management is becoming an increasingly significant subject. • Regardless of how a new information system is designed and how its implementation is planned, human potential represents a factor that should play the key role in dealing with changes. • It also encounters resistance of the staff to the changes, because project managers did not foresee staff's response to the changes occurring under the influence of the new system. • The dominant activity of the large-scale software industry is the production of changes to application systems. Most changes are due to enhancements in functionality.
  14. 14. Change Management (3) • Due to rigid structure in existing systems and inadequate methods and tools for change management, implementing necessary changes consequent on new user requirements are often impossible within reasonable costs. • The classical model for describing the software development process is the so-called waterfall model. New requirements must be determined, the existing software application needs re-design
  15. 15. References • A Practical Guide to Information Systems Strategic Planning, Tylor and Francis Group • Change Management in IS Development & Implementation, by Zoran Ćirid and Lazar Rakovid • Managing change in IS: Technological Challenges, Dag I.K. Sjøberg, University of Oslo, Norway