MIS Planning at Amity School of Business

Amity School of Business

Jitendra Tomar
Amity School of Business,
Amity University, UP

09911331317
0120 4392875
jtomar@amity.edu

MIS - Orator


• Organizations, Management & Information.
• Information Technology Infrastructure.
• Managing and Organizing Support Systems for the Firm.
• Building Information Systems in the Digital Firm.
• Managing Information Systems in the Digital Firm.

MIS - Curriculum


Why Plan?
• According to International Data Group (IDC), the US spent
$485.866 billion dollars on IT every year, and the entire world spent
$1.074 trillion per year.
• Also, Morgan Stanley reported that IT spending constituted 51% of
the world’s total capital equipment spending.
• But the pity, the Standish Group (a research and consulting firm)
estimates that 28% of all IS development projects are abandoned
before completion.
• Much of this waste of resources is due to lack of proper planning.
• Professional success of managers also depends upon the ability
to help plan ISs, that requires tools for assessing business
processes, creating and articulating a business vision, and
applying the knowledge about ISs to recommend what
technology is needed.
Planning Information System


What is Planning?
• Planning is an Explicit statement given by the management
where organization wishes to foresee itself in some time in
future.

• A Plan is an action statement, which formally articulates the
actions we feel are necessary to achieve our goals.

• Plans lead to actions, actions produce results, and part of
planning is learning from results.

• The planning process is followed by implementation, which is
monitored by control measures, which provide feedback for
planning.



Planning - Activities
The ideas form the background of Planning, which comprise of
the following events:
• Defining an organization’s goals and objectives,
• Determining the resources needed to attain those objectives,
• Creating the policies that will govern the acquisition, use, and
distribution of those resources,
• Providing for any changes in objectives that may be needed
along the way.
These activities will help the organization in
• Achievement of the goals.
• Measuring real-world progress against the plan.
• Implementing changes in the plan (if any)



Planning - Activities
The fundamental planning processes consists of:
• Team building, modeling, and consensus,
• Evaluating what an organization has accomplished and the
resources they have acquired,
• Analyzing their business, economic, political, and societal
environments,
• Anticipating and evaluating the impact of future
developments,
• Building a shared vision and deciding on what goals they
want to achieve,
• Deciding what actions to take to achieve their goals.



Planning – At Different Management Levels.
• Strategic Planning
− Deals with the development of an organization’s mission, goals,
strategies, and policies.
− Variety of techniques like team building, scenario modeling, and
consensus creating, are used to develop shared vision.
− Planning sessions frequently include answering strategic visioning
questions such as understanding the customer, customer value,
competition, and value chain.
• Tactical Planning.
− Involves the setting of objectives and the development of
procedures, rules, schedules, and budgets.
• Operational Planning
− It is done on a short-term basis to implement and control day-to-
day operations like project planning and production scheduling.



Planning – Different Approaches.
There are various approaches in planning. The three most
common are:
• Bottom-Up Approach.
– When the management believe in the adage “if it ain’t
broke, don’t fix it”, then the approach to planning is
usually based on an organizations’ response to needs and
problems.
– Because the problems are usually first experienced and
articulated in lower levels of management, this approach
is called so.
– Managers aim to respond to concerns by integrating
several sub objectives into larger objective.
– It is mainly driven by middle level managers.


– The assumption is that the organizational problems are,
essentially, aggregates of small problems; thus solutions to
these small problems will also satisfy organizational needs.
– This approach does not allow a broad view of
organizational needs & opportunities and is reactive rather
than proactive.
– Although this approach may result in ISs that seem to serve
specific units well, it usually is not conducive to enterprise
wide integration of systems.
– It leads to establishment of De-Centralized Architecture.
– Senior managers have to wait for needs to make
themselves known, rather than seizing business
opportunities.



• Top-Down Approach.
– A belief that operations can always be improved, even if
all is well now, usually has top managers setting goals and
objectives that filter down through the entire organization.
This philosophy hence is known as Top Down Approach of
planning.
– In this, the managers state clear objectives for the entire
organization, usually for the long term.
– These objectives are then broken into sub-objectives for
various divisions and groups in the organization and
allocate resources for the various units.
– The assumption is that solving the ‘big” long term problems
will also satisfy the “small” short term problems.



– Even isolated short term problems are addressed in the
context of a larger process.
– It is called “holistic” planning because it focuses on big
picture and sometimes also considered as goal-driven
planning.
– Since it is driven by senior managers, it leaves significant
control in the hands of these managers, rather than in the
hands of lower-level managers.
– This planning approach also results in highly integrated ISs,
spanning the entire organization or major parts of it.
– It leads to centralized architecture of Information
Technology and IS.



• Planning by Critical Success Factor.
– This approach focuses on planning for the factors critical
for success.
– These factors are identified through primary research.
– In the realm of IS, planners interview executives to see how
information technology can promote their goals,
– The executives are asked to pin point the most critical
factors to their success, such as delivery time of
manufactured items, length of time to prepare certain
reports, availability of information combined from several
disparate sources, and online availability of external
information.



– The underlying concept is that the whole is the sum of
individual parts: the success of the organization is the sum
of the successes of individual business units. E.g.: More
production time could effect the supply chain
management.
– Individual business units inside the organizations have their
own critical variables and if implemented effectively, the
organization on the whole is said to have no problem and
efficiency of the organization will increase.



Information System Planning.
• Nowadays, ISs are often the core of business processes, and
sometimes the generator of new revenue.
• Not only IS managers have to plan their activities, but now
many organizations integrate there IS planning into their
overall organizational strategic planning.
• The IT & IS planning process leads to development of
strategies and business models for new e-business and e-
commerce platforms, processes, products, and services.
• Then company can develop IT strategies and an IT
architecture that supports building and implementing their
newly planned business applications.



Information System Planning.
The IT & IS planning process has three major components:
• Strategy Development
– Developing business strategies that support a company’s business
vision.
– E.g.: Using Information Technology to create innovative e-business
systems that focus on customer and business value.
• Resource Management
– Developing strategic plans for managing or outsourcing a
company’s IT resources, including IS personnel, hardware,
software, data, and network resource.
• Technology Architecture
– Making strategic IT choices that reflect an Information
Technology Architecture designed to support a company’s e-
business and other business/IT initiatives.



IS Planning – Bit more.
Pre-requisites in IS planning - Top level management must:
• Recognize IT as an indispensable resource.
• Understand that IT is a complex resource.
• Regard IT as owned by the entire organization.
• Regard IS as a source for gaining strategic goals.
• View IS as a tool to control power.

Important foresee in IS planning
• Flexibility.
• Compatibility.
• Connectivity.
• Scalability.
• Standardization.
• Total cost of ownership.



IS & IT Organization.
• The organizational structure for the IS & IT function within a
company and the distribution of IS specialists are designed to
meet the changing strategies of a business.
• The form of the IT organization depends on the managerial
philosophy and IT strategies formulated during the strategic
planning process.
• Depending upon the requirement, company implement –
– Centralized,
– Decentralized, or
– Distributed Architecture.



Centralized Architecture:
• All application & data are usually stored on company’s single
mainframe.
• Advantage – It allows top level management & the IS
department a high degree of control , making it easy to
– Maintain standards of H/W, S/W, procedures & operations.
– Controlled access to information.
• Disadvantage – Is its inflexibility.
– Different offices and remote sites have different
information needs. Few sites are not completely satisfied.



De-Centralized Architecture:
• Allows departments & remote sites a large degree of
independence in organizing & utilizing there IS.
• Each unit with in an organization has its own local IS
department to establish an infrastructure & to select H/W &
S/W to satisfy the information needs, without considering other
units.
• In fully decentralized architectures, the systems of
independent units are not linked to each other or to
organizational head quarter.
• Disadvantage
– Variety on independent systems makes it difficult to share
application and data.
– It is also more expensive in terms of maintenance & service
contracts with many vendors.


Implementing IT – Where About.
• Implementation is a process that carries out the plans for
changes in business/IT strategies and applications that were
developed in the planning process.
• Despite the technical and logistical challenges associated
with large-scale system integration projects; the essential
elements in all successful implementations is people.

• Implementing new business/IT strategies requires managing
the effects of major changes in key organizational dimensions
such as business processes, organizational structures,
managerial roles, employee work assignments, and
stakeholder relationships that arise from the deployment of
new business information systems.

Implementing IS


Implementing IT – Where About.
Resistance in implementation

User Resistance to sharing
knowledge
20%
Lack of Need

Cost

53% Immaturity of Technology
15%
Immaturity of Knowledge
Management Industry

9%

3%

Implementing IS


Information System – Development Aspects.
• When the system approach to problem solving is applied to
the development of information systems solution to business
problems, it is called information system development or
application development.
• The System Approach to problem solving uses systems
orientation to define problems and opportunities and develop
solutions. Formulating a solution involves the following
activities:
• Recognize and define a problem or opportunity using
systematic thinking.
• Develop and evaluate alternative system solutions.
• Select the system solution that best meets your
requirement.
• Design the selected system solution.
• Implement and evaluate the success of the designed
system.
Developing IS


System Development Life Cycle
• SDLC is a multi-step process for the development of
information systems solutions using systems approach.
(1) Systems
Investigation

(2) Systems
Analysis

(3) Systems
Design

(4) Systems
Implementation

(5) System
Maintenance
Developing IS


System Development Life Cycle.
(Phase-1) Understanding the Business Problem or Opportunity
• System Investigation (Feasibility Study)
– Determine how to address IS / IT opportunities and
priorities.
– Conduct a feasibility study to determine whether a new or
improved IS system is a feasible solution.
– Develop a project management plan and obtain
management approval.
(Phase-2) Develop an information system solution
• System Analysis (Functional Requirements)
– Analyze the information needs of employees, customers,
and other business stakeholders.
– Develop the functional requirements of a system that can
meet business priorities and the needs of all stakeholders.
Developing IS


System Development Life Cycle.
• System Design (System Specifications)
– Develop specifications for the hardware, software, people,
network and data resources, and the information products
that will satisfy the functional requirements of the proposed
business information system.
(Phase-3) Implement the information system solution
• System Implementation (Operational System)
– Acquire (or develop) hardware and software.
– Test the system, and train people to operate and use it.
– Convert to the new business system.
– Manage the effects of system changes on end users.
• System Maintenance (Improved System)
– Use a post implementation review process to monitor,
evaluate, and modify the business system as needed.
Developing IS

MIS Planning at Amity School of Business

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