Requirements Workshop Agenda eGrants ProjectDa.docx
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Requirements Workshop Agenda eGrants Project Date, Time & Location Objective and Scope To … Item Person/Role Minutes 1 2 3 4 5 6 Adjust your audio This is a narrated slide show. Please adjust your audio so you can hear the lecture. If you have problems hearing the narration on any slide show please let me know. Managing and Using Information Systems: A Strategic Approach – Sixth Edition Keri Pearlson, Carol Saunders, and Dennis Galletta © Copyright 2016 John Wiley & Sons, Inc. Introduction Why Should a Manager Study Information Systems? --After all, an entire department is in charge of IT. Nearly all decisions in organizations rely on information systems at some level. Personal devices are ubiquitous. In 2014, 90% of US adults had a cell phone and 87% used the Internet. Personal experience with technology helps but the corporate setting has many different requirements in the areas of: Security, Privacy, Risks Support Architecture Firms use IT to enhance their business models or change entire industries. Managers need to know the basics. 4 © 2016 John Wiley & Sons, Inc. 4 Why Should you Participate in IT Decisions in your Firms? IT permeates almost every aspect of business IT enables change in how people work IT is at the heart of Internet-based solutions IT enables or inhibits opportunities/strategies IT combats competitors’ business challenges IT provides customers with a voice IT supports data-driven decision-making IT can help secure key assets © 2016 John Wiley & Sons, Inc. 5 A Business View of Critical Resources Spending is quite high: Worldwide $3.7 trillion in 2014 Expenditures span 5 categories Devices (e.g., PCs, tablets, mobile phones) Data centers (e.g., servers, storage equipment) Enterprise (companywide) software IT Services (e.g., support and consulting services) Telecommunications (e.g., voice and data services) If these expenditures do not return value, they will dwindle over time 6 © 2016 John Wiley & Sons, Inc. People and Technology Work Together Some of the most-used sites focus on Web 2.0 In Web 2.0, significant content comes from users Information Sharing User-centered design Interoperability Collaboration Skilled business managers must balance: The benefits of introducing new technology The costs associated with changing the existing behaviors of people in the workplace Does not require deep technical knowledge Requires understanding the consequences of the choices made © 2016 John Wiley & Sons, Inc. 7 CTO of @Walmart Labs What did Jeremy King say in his blog (pg. 4)? “Every company is a tech company” Do you believe this is true for most firms, or is Wal-Mart somehow different? Why? Can you name firms that do not receive key impacts or benefits from technology? © 2016 John Wiley & Sons, Inc. 8 Quote from Jeremy King: There used to be a big distinction between tech companies: those that develop enterprise t ...
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COMMONALITY AND DIVERSITY OF OPERATING SYSTEMS .docx
COMMONALITY AND DIVERSITY OF OPERATING SYSTEMS 2
Maintaining a strong security system in the networking environment to prevent any form of attack and compromise information has been a formidable problem in recent times. There is fairly a small number of operating systems compared to the vast number of computer systems that are in operation. This situation has created a leeway for cyber attackers to target the systems easily (Palmer, 2010). Cyber attackers have formulated diverse techniques to exploit the homogeneity of the network environment. This article will explore the benefits related to diversity and commonality in the event of a malicious attack.
The purpose of any security strategy is to completely eliminate or at least limit the impact of damage to a successful attack on a particular system. At some point, any computer can be vulnerable to malware attacks, and the most important aspect in a case like this is to achieve an optimum level of preparedness. Diversity of the operating systems is beneficial in several ways, though an organization could incur an extra operational cost. Moving some groups of users to various different operating systems helps avert the overall damage caused by the SQL Slammer and MSBlast worms. Malicious-code attacks directed towards the commonly used operating system, windows, have been so rampant, thereby necessitating the need for improved security procedures of the computers (Anderson & Anderson, 2010).
Significant operational damages have been incurred before by businesses and enterprise to extensive downtime, brought about by malware attacks. Adopting diversity in operating systems comes along with several security benefits;
· Helps contain malicious-code attacks- Virus and worm attacks target and exploit the flaws in windows operating systems. In a case like this, availing an alternative operating system would be critical in helping to contain the spread to other PCs owned by the business. The impact of the attack is leveled down since some core business can be carried out in the event of an attack.
· Directing some pressure towards Microsoft- Health competition among service and commodity provider is beneficial for the consumers. Being diversified in terms of operating systems pushes dominant companies like Microsoft to try so hard to meet the security needs of their customers.
· It helps speed up innovations in the sense that other operating system developers will work towards improving their operating systems to match that of the windows. Such innovations include stable security systems that prevent malware from instilling too much damage to the computer system.
Exercising commonality in the usage of operating systems comes with its own benefits, too, especially when dealing with a malicious attack. The business would not incur too much cost, in the event of a ...
Top 10 Trends for Winners in Mobile 2016
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3. The document concludes by encouraging the reader to review the trends and take practical
BIG DATA, small workforce
BIG DATA is having an enormous impact on the profile of workforces around the world. If you've ever seen the technology and experienced the impact it has on the pace of innovation in a business then the predictations made by McKinsey Global Institute will come as no surprise ( and just in case you've been on holiday for around two years, McKinsey is suggesting that by 2018 the US will face a shortfall of close to 200,000 analysts and 1.5 million managers with the right skills. In this presentation I outline the impact of BIG DATA on workforce design. I hope you find it informative and fun to read. Ian.
docsch09.pptxManaging and Using Information Systems A St.docx
docs/ch09.pptx
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 9
Governance of the Information Systems Organization
2
Learning Objectives
Understand how governance structures define how decisions are made
Describe governance based on organization structure, decision rights, and control
Discuss examples and strategies for implementation.
© 2016 John Wiley & Sons, Inc.
3
Intel’s Transformation
Huge performance improvements between 2013 and 2014
Was it due to a spending increase?
Intel’s evolution
1992: Centralized IT
2003: Protect Era – lockdown (SOX & virus)
2009: Protect to Enable Era (BYOD pressure)
© 2016 John Wiley & Sons, Inc.
4
No, it was due to a spending decrease, not an increase.
They focused on protecting to enable, not just locking down
4
Intel Reached Level 3:
Developing programs and delivering services
Contributing business value
Transforming the firm
Previously: categorized problems as “business” or “IT”
Now: Integrated solutions are the only way
© 2016 John Wiley & Sons, Inc.
5
IT Governance
Governance (in business) is all about making decisions that
Define expectations,
Grant authority, or
Ensure performance.
Empowerment and monitoring will help align behavior with business goals.
Empowerment: granting the right to make decisions.
Monitoring: evaluating performance.
© 2016 John Wiley & Sons, Inc.
6
A decision right is an important organizational design variable since it indicates who in the organization has the responsibility to initiate, supply
information for, approve, implement, and control various types of decisions.
6
IT Governance
IT governance focuses on how decision rights can be distributed differently to facilitate three possible modes of decision making:
centralized,
decentralized, or
hybrid
Organizational structure plays a major role.
© 2016 John Wiley & Sons, Inc.
7
Four Perspectives
Traditional – Centralized vs decentralized
Accountability and allocation of decision rights
Ecosystem
Control structures from legislation
© 2016 John Wiley & Sons, Inc.
8
Centralized vs. Decentralized Organizational Structures
Centralized – bring together all staff, hardware, software, data, and processing into a single location.
Decentralized – the components in the centralized structure are scattered in different locations to address local business needs.
Federalism – a hybrid of centralized and decentralized structures.
© 2016 John Wiley & Sons, Inc.
9
9
Organizational continuum
10
Federalism
Most companies would like to achieve the advantages of both centralization and decentralization.
Leads to federalism
Distributes, power, hardware, software, data and personnel
Between a central IS group and IS in business units
A hybrid approach
Some decisions centralized; some decentralized
© 2016 John Wiley & Sons, Inc.
11
1.
docsch09.pptxManaging and Using Information Systems A St.docx
docs/ch09.pptx
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 9
Governance of the Information Systems Organization
2
Learning Objectives
Understand how governance structures define how decisions are made
Describe governance based on organization structure, decision rights, and control
Discuss examples and strategies for implementation.
© 2016 John Wiley & Sons, Inc.
3
Intel’s Transformation
Huge performance improvements between 2013 and 2014
Was it due to a spending increase?
Intel’s evolution
1992: Centralized IT
2003: Protect Era – lockdown (SOX & virus)
2009: Protect to Enable Era (BYOD pressure)
© 2016 John Wiley & Sons, Inc.
4
No, it was due to a spending decrease, not an increase.
They focused on protecting to enable, not just locking down
4
Intel Reached Level 3:
Developing programs and delivering services
Contributing business value
Transforming the firm
Previously: categorized problems as “business” or “IT”
Now: Integrated solutions are the only way
© 2016 John Wiley & Sons, Inc.
5
IT Governance
Governance (in business) is all about making decisions that
Define expectations,
Grant authority, or
Ensure performance.
Empowerment and monitoring will help align behavior with business goals.
Empowerment: granting the right to make decisions.
Monitoring: evaluating performance.
© 2016 John Wiley & Sons, Inc.
6
A decision right is an important organizational design variable since it indicates who in the organization has the responsibility to initiate, supply
information for, approve, implement, and control various types of decisions.
6
IT Governance
IT governance focuses on how decision rights can be distributed differently to facilitate three possible modes of decision making:
centralized,
decentralized, or
hybrid
Organizational structure plays a major role.
© 2016 John Wiley & Sons, Inc.
7
Four Perspectives
Traditional – Centralized vs decentralized
Accountability and allocation of decision rights
Ecosystem
Control structures from legislation
© 2016 John Wiley & Sons, Inc.
8
Centralized vs. Decentralized Organizational Structures
Centralized – bring together all staff, hardware, software, data, and processing into a single location.
Decentralized – the components in the centralized structure are scattered in different locations to address local business needs.
Federalism – a hybrid of centralized and decentralized structures.
© 2016 John Wiley & Sons, Inc.
9
9
Organizational continuum
10
Federalism
Most companies would like to achieve the advantages of both centralization and decentralization.
Leads to federalism
Distributes, power, hardware, software, data and personnel
Between a central IS group and IS in business units
A hybrid approach
Some decisions centralized; some decentralized
© 2016 John Wiley & Sons, Inc.
11
1.
Understanding Big Data so you can act with confidence
IBM's InfoSphere software helps organizations successfully leverage big data by providing an understanding of their data. It addresses the challenges of big data's four V's (volume, variety, velocity, and veracity) by automating data integration and governance. This helps boost confidence in big data by establishing standard terminology, tracing data lineage, and separating useful "good" data from unnecessary "bad" data. As a result, organizations can more accurately analyze big data and act on the insights with confidence.
Adjust your audioThis is a narrated slide show. Please adjust .docx
Adjust your audio
This is a narrated slide show. Please adjust your audio so you can hear the lecture.
If you have problems hearing the narration on any slide show please let me know.
1
Chapter 1
The Information Systems Strategy Triangle
2
Kaiser Permanente (KP) Opening Case
What was KP’s business strategy in 2015?
On what were bonuses to doctors based under the “fix me” system?
What would the new idea be called instead of a “fix me” system?
What is the new basis for end-of-year bonuses?
What goal alignment has helped KP’s success?
What IS components are part of this?
Could only the IS components be changed to achieve their success?
Could only the strategy be changed to achieve their success?
© 2016 John Wiley & Sons, Inc.
3
To promote better health care at lower cost
Billings
Proactive health system
Improved health of patients
Alignment between business strategy, organizational design, and information systems strategy
Fast communication with patients outside of face-to-face appointments; automatic email reminders to patients for exercise or medications
No, the business strategy must be aligned with the IS, in addition to incentives
No, without the new incentives and new IS, employees would not wish to cooperate, nor would they be able to do so.
3
4
The Information Systems Strategy Triangle
These need to be balanced.
Business Strategy
Organizational Strategy
Information Strategy
© 2016 John Wiley & Sons, Inc.
4
What is a “Strategy?”
Coordinated set of actions to fulfill objectives, purposes, or goals
It sets limits on what the organization seeks to accomplish
Starts with a missionCompanyMission StatementZappos To provide the best customer service possible. Internally we call this our WOW philosophy.Amazon We seek to be Earth’s most customer-centric company for three primary customer sets: consumer customers, seller customers and developer customers.L.L. Bean Sell good merchandise at a reasonable profit, treat your customers like human beings and they will always come back for more.
© 2016 John Wiley & Sons, Inc.
5
What is a business strategy?
It is where a business seeks to go and how it expects to get there
It is not a business model, although it includes business models as one component of a business strategy
Business models include subscriptions, advertising, licenses, etc.
Business models do not include where the business seeks to go, and only the revenue portion of how it expects to get there
© 2016 John Wiley & Sons, Inc.
6
Generic Strategies Framework
Michael Porter: How businesses can build a competitive advantage
Three primary strategies for achieving competitive advantage:
Cost leadership – lowest-cost producer.
Differentiation – product is unique.
Focus – limited scope – can accomplish this via cost leadership or differentiation within the segment
7
© 2016 John Wiley & Sons, Inc.
7
Three Strategies for Achieving Competitive AdvantageStrategic AdvantageStrategic TargetUni.
Adjust your audioThis is a narrated slide show. Please adjust .docx
The document discusses aligning an Australian university's IT strategy with its overall business strategy. It summarizes the process of developing an IT strategic vision for the university using an industry standard methodology. By comparing the strategic priorities in the IT and university strategies, the analysis found some differences, revealing the need for IT strategic planning methodologies to include measuring business alignment. Overall the case study examines how the university attempted to align IT with its business needs but encountered challenges due to differences between academic and IT cultures.
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COMMONALITY AND DIVERSITY OF OPERATING SYSTEMS .docx
COMMONALITY AND DIVERSITY OF OPERATING SYSTEMS 2
Maintaining a strong security system in the networking environment to prevent any form of attack and compromise information has been a formidable problem in recent times. There is fairly a small number of operating systems compared to the vast number of computer systems that are in operation. This situation has created a leeway for cyber attackers to target the systems easily (Palmer, 2010). Cyber attackers have formulated diverse techniques to exploit the homogeneity of the network environment. This article will explore the benefits related to diversity and commonality in the event of a malicious attack.
The purpose of any security strategy is to completely eliminate or at least limit the impact of damage to a successful attack on a particular system. At some point, any computer can be vulnerable to malware attacks, and the most important aspect in a case like this is to achieve an optimum level of preparedness. Diversity of the operating systems is beneficial in several ways, though an organization could incur an extra operational cost. Moving some groups of users to various different operating systems helps avert the overall damage caused by the SQL Slammer and MSBlast worms. Malicious-code attacks directed towards the commonly used operating system, windows, have been so rampant, thereby necessitating the need for improved security procedures of the computers (Anderson & Anderson, 2010).
Significant operational damages have been incurred before by businesses and enterprise to extensive downtime, brought about by malware attacks. Adopting diversity in operating systems comes along with several security benefits;
· Helps contain malicious-code attacks- Virus and worm attacks target and exploit the flaws in windows operating systems. In a case like this, availing an alternative operating system would be critical in helping to contain the spread to other PCs owned by the business. The impact of the attack is leveled down since some core business can be carried out in the event of an attack.
· Directing some pressure towards Microsoft- Health competition among service and commodity provider is beneficial for the consumers. Being diversified in terms of operating systems pushes dominant companies like Microsoft to try so hard to meet the security needs of their customers.
· It helps speed up innovations in the sense that other operating system developers will work towards improving their operating systems to match that of the windows. Such innovations include stable security systems that prevent malware from instilling too much damage to the computer system.
Exercising commonality in the usage of operating systems comes with its own benefits, too, especially when dealing with a malicious attack. The business would not incur too much cost, in the event of a ...
Top 10 Trends for Winners in Mobile 2016
1. The document discusses 10 top mobile trends for 2016. It begins by explaining that the trends focus on things that will impact organizations in terms of revenue, customer satisfaction, and mobile investments. Most of the trends are evolutionary rather than revolutionary.
2. The top 10 trends are then listed and described briefly. The number one trend is putting customer experience first. Other trends include re-inventing business models for mobile, security and privacy concerns, real solutions from IoT, omni-channel experiences, accelerating innovation through partnerships, evolving development tools, changing mobile ad formats, putting data to action, and finding purpose for wearables.
3. The document concludes by encouraging the reader to review the trends and take practical
BIG DATA, small workforce
BIG DATA is having an enormous impact on the profile of workforces around the world. If you've ever seen the technology and experienced the impact it has on the pace of innovation in a business then the predictations made by McKinsey Global Institute will come as no surprise ( and just in case you've been on holiday for around two years, McKinsey is suggesting that by 2018 the US will face a shortfall of close to 200,000 analysts and 1.5 million managers with the right skills. In this presentation I outline the impact of BIG DATA on workforce design. I hope you find it informative and fun to read. Ian.
docsch09.pptxManaging and Using Information Systems A St.docx
docs/ch09.pptx
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 9
Governance of the Information Systems Organization
2
Learning Objectives
Understand how governance structures define how decisions are made
Describe governance based on organization structure, decision rights, and control
Discuss examples and strategies for implementation.
© 2016 John Wiley & Sons, Inc.
3
Intel’s Transformation
Huge performance improvements between 2013 and 2014
Was it due to a spending increase?
Intel’s evolution
1992: Centralized IT
2003: Protect Era – lockdown (SOX & virus)
2009: Protect to Enable Era (BYOD pressure)
© 2016 John Wiley & Sons, Inc.
4
No, it was due to a spending decrease, not an increase.
They focused on protecting to enable, not just locking down
4
Intel Reached Level 3:
Developing programs and delivering services
Contributing business value
Transforming the firm
Previously: categorized problems as “business” or “IT”
Now: Integrated solutions are the only way
© 2016 John Wiley & Sons, Inc.
5
IT Governance
Governance (in business) is all about making decisions that
Define expectations,
Grant authority, or
Ensure performance.
Empowerment and monitoring will help align behavior with business goals.
Empowerment: granting the right to make decisions.
Monitoring: evaluating performance.
© 2016 John Wiley & Sons, Inc.
6
A decision right is an important organizational design variable since it indicates who in the organization has the responsibility to initiate, supply
information for, approve, implement, and control various types of decisions.
6
IT Governance
IT governance focuses on how decision rights can be distributed differently to facilitate three possible modes of decision making:
centralized,
decentralized, or
hybrid
Organizational structure plays a major role.
© 2016 John Wiley & Sons, Inc.
7
Four Perspectives
Traditional – Centralized vs decentralized
Accountability and allocation of decision rights
Ecosystem
Control structures from legislation
© 2016 John Wiley & Sons, Inc.
8
Centralized vs. Decentralized Organizational Structures
Centralized – bring together all staff, hardware, software, data, and processing into a single location.
Decentralized – the components in the centralized structure are scattered in different locations to address local business needs.
Federalism – a hybrid of centralized and decentralized structures.
© 2016 John Wiley & Sons, Inc.
9
9
Organizational continuum
10
Federalism
Most companies would like to achieve the advantages of both centralization and decentralization.
Leads to federalism
Distributes, power, hardware, software, data and personnel
Between a central IS group and IS in business units
A hybrid approach
Some decisions centralized; some decentralized
© 2016 John Wiley & Sons, Inc.
11
1.
docsch09.pptxManaging and Using Information Systems A St.docx
docs/ch09.pptx
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 9
Governance of the Information Systems Organization
2
Learning Objectives
Understand how governance structures define how decisions are made
Describe governance based on organization structure, decision rights, and control
Discuss examples and strategies for implementation.
© 2016 John Wiley & Sons, Inc.
3
Intel’s Transformation
Huge performance improvements between 2013 and 2014
Was it due to a spending increase?
Intel’s evolution
1992: Centralized IT
2003: Protect Era – lockdown (SOX & virus)
2009: Protect to Enable Era (BYOD pressure)
© 2016 John Wiley & Sons, Inc.
4
No, it was due to a spending decrease, not an increase.
They focused on protecting to enable, not just locking down
4
Intel Reached Level 3:
Developing programs and delivering services
Contributing business value
Transforming the firm
Previously: categorized problems as “business” or “IT”
Now: Integrated solutions are the only way
© 2016 John Wiley & Sons, Inc.
5
IT Governance
Governance (in business) is all about making decisions that
Define expectations,
Grant authority, or
Ensure performance.
Empowerment and monitoring will help align behavior with business goals.
Empowerment: granting the right to make decisions.
Monitoring: evaluating performance.
© 2016 John Wiley & Sons, Inc.
6
A decision right is an important organizational design variable since it indicates who in the organization has the responsibility to initiate, supply
information for, approve, implement, and control various types of decisions.
6
IT Governance
IT governance focuses on how decision rights can be distributed differently to facilitate three possible modes of decision making:
centralized,
decentralized, or
hybrid
Organizational structure plays a major role.
© 2016 John Wiley & Sons, Inc.
7
Four Perspectives
Traditional – Centralized vs decentralized
Accountability and allocation of decision rights
Ecosystem
Control structures from legislation
© 2016 John Wiley & Sons, Inc.
8
Centralized vs. Decentralized Organizational Structures
Centralized – bring together all staff, hardware, software, data, and processing into a single location.
Decentralized – the components in the centralized structure are scattered in different locations to address local business needs.
Federalism – a hybrid of centralized and decentralized structures.
© 2016 John Wiley & Sons, Inc.
9
9
Organizational continuum
10
Federalism
Most companies would like to achieve the advantages of both centralization and decentralization.
Leads to federalism
Distributes, power, hardware, software, data and personnel
Between a central IS group and IS in business units
A hybrid approach
Some decisions centralized; some decentralized
© 2016 John Wiley & Sons, Inc.
11
1.
Understanding Big Data so you can act with confidence
IBM's InfoSphere software helps organizations successfully leverage big data by providing an understanding of their data. It addresses the challenges of big data's four V's (volume, variety, velocity, and veracity) by automating data integration and governance. This helps boost confidence in big data by establishing standard terminology, tracing data lineage, and separating useful "good" data from unnecessary "bad" data. As a result, organizations can more accurately analyze big data and act on the insights with confidence.
Adjust your audioThis is a narrated slide show. Please adjust .docx
Adjust your audio
This is a narrated slide show. Please adjust your audio so you can hear the lecture.
If you have problems hearing the narration on any slide show please let me know.
1
Chapter 1
The Information Systems Strategy Triangle
2
Kaiser Permanente (KP) Opening Case
What was KP’s business strategy in 2015?
On what were bonuses to doctors based under the “fix me” system?
What would the new idea be called instead of a “fix me” system?
What is the new basis for end-of-year bonuses?
What goal alignment has helped KP’s success?
What IS components are part of this?
Could only the IS components be changed to achieve their success?
Could only the strategy be changed to achieve their success?
© 2016 John Wiley & Sons, Inc.
3
To promote better health care at lower cost
Billings
Proactive health system
Improved health of patients
Alignment between business strategy, organizational design, and information systems strategy
Fast communication with patients outside of face-to-face appointments; automatic email reminders to patients for exercise or medications
No, the business strategy must be aligned with the IS, in addition to incentives
No, without the new incentives and new IS, employees would not wish to cooperate, nor would they be able to do so.
3
4
The Information Systems Strategy Triangle
These need to be balanced.
Business Strategy
Organizational Strategy
Information Strategy
© 2016 John Wiley & Sons, Inc.
4
What is a “Strategy?”
Coordinated set of actions to fulfill objectives, purposes, or goals
It sets limits on what the organization seeks to accomplish
Starts with a missionCompanyMission StatementZappos To provide the best customer service possible. Internally we call this our WOW philosophy.Amazon We seek to be Earth’s most customer-centric company for three primary customer sets: consumer customers, seller customers and developer customers.L.L. Bean Sell good merchandise at a reasonable profit, treat your customers like human beings and they will always come back for more.
© 2016 John Wiley & Sons, Inc.
5
What is a business strategy?
It is where a business seeks to go and how it expects to get there
It is not a business model, although it includes business models as one component of a business strategy
Business models include subscriptions, advertising, licenses, etc.
Business models do not include where the business seeks to go, and only the revenue portion of how it expects to get there
© 2016 John Wiley & Sons, Inc.
6
Generic Strategies Framework
Michael Porter: How businesses can build a competitive advantage
Three primary strategies for achieving competitive advantage:
Cost leadership – lowest-cost producer.
Differentiation – product is unique.
Focus – limited scope – can accomplish this via cost leadership or differentiation within the segment
7
© 2016 John Wiley & Sons, Inc.
7
Three Strategies for Achieving Competitive AdvantageStrategic AdvantageStrategic TargetUni.
Adjust your audioThis is a narrated slide show. Please adjust .docx
The document discusses aligning an Australian university's IT strategy with its overall business strategy. It summarizes the process of developing an IT strategic vision for the university using an industry standard methodology. By comparing the strategic priorities in the IT and university strategies, the analysis found some differences, revealing the need for IT strategic planning methodologies to include measuring business alignment. Overall the case study examines how the university attempted to align IT with its business needs but encountered challenges due to differences between academic and IT cultures.
Adjust your audioThis is a narrated slide show. Please adjust .docx
Adjust your audio
This is a narrated slide show. Please adjust your audio so you can hear the lecture.
If you have problems hearing the narration on any slide show please let me know.
1
Chapter 1
The Information Systems Strategy Triangle
2
Kaiser Permanente (KP) Opening Case
What was KP’s business strategy in 2015?
On what were bonuses to doctors based under the “fix me” system?
What would the new idea be called instead of a “fix me” system?
What is the new basis for end-of-year bonuses?
What goal alignment has helped KP’s success?
What IS components are part of this?
Could only the IS components be changed to achieve their success?
Could only the strategy be changed to achieve their success?
© 2016 John Wiley & Sons, Inc.
3
To promote better health care at lower cost
Billings
Proactive health system
Improved health of patients
Alignment between business strategy, organizational design, and information systems strategy
Fast communication with patients outside of face-to-face appointments; automatic email reminders to patients for exercise or medications
No, the business strategy must be aligned with the IS, in addition to incentives
No, without the new incentives and new IS, employees would not wish to cooperate, nor would they be able to do so.
3
4
The Information Systems Strategy Triangle
These need to be balanced.
Business Strategy
Organizational Strategy
Information Strategy
© 2016 John Wiley & Sons, Inc.
4
What is a “Strategy?”
Coordinated set of actions to fulfill objectives, purposes, or goals
It sets limits on what the organization seeks to accomplish
Starts with a missionCompanyMission StatementZappos To provide the best customer service possible. Internally we call this our WOW philosophy.Amazon We seek to be Earth’s most customer-centric company for three primary customer sets: consumer customers, seller customers and developer customers.L.L. Bean Sell good merchandise at a reasonable profit, treat your customers like human beings and they will always come back for more.
© 2016 John Wiley & Sons, Inc.
5
What is a business strategy?
It is where a business seeks to go and how it expects to get there
It is not a business model, although it includes business models as one component of a business strategy
Business models include subscriptions, advertising, licenses, etc.
Business models do not include where the business seeks to go, and only the revenue portion of how it expects to get there
© 2016 John Wiley & Sons, Inc.
6
Generic Strategies Framework
Michael Porter: How businesses can build a competitive advantage
Three primary strategies for achieving competitive advantage:
Cost leadership – lowest-cost producer.
Differentiation – product is unique.
Focus – limited scope – can accomplish this via cost leadership or differentiation within the segment
7
© 2016 John Wiley & Sons, Inc.
7
Three Strategies for Achieving Competitive AdvantageStrategic AdvantageStrategic TargetUni.
Research Presentation: How Numbers are Powering the Next Era of Marketing
This document discusses how numbers and data are powering the next era of marketing. It notes that nearly 4 in 10 CMOs say they do not have the right tools and resources to meet their marketing objectives. Companies are turning to providers like Accenture Interactive to bring together full marketing solutions using consulting, technology, and analytics. The CMO agenda is being disrupted by the explosion of data from sources like mobile devices, social media, and the internet of things. This data needs to be captured, analyzed, and used to optimize marketing interactions and drive continuous discovery. Strong collaboration between marketing and IT is needed to take advantage of big data technologies and manage various data environments.
The top trends changing the landscape of Information Management
The role of information and data in the private sector, and how employees and users interact with that information, is changing rapidly.
With endless buzzwords and hot topics, and a ream of new technologies and upgrades, it can be difficult for organisations to know where to begin or how it translates into actionable insight.
Managing and Using Information Systems A Strategic Approach –.docx
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 5
IT and Business Transformation
2
Sloan Valve
What was wrong with their Product Development Process?
What did Sloan do? What is NPD?
Did it help?
Are all enterprise system implementations this successful?
© 2016 John Wiley & Sons, Inc.
3
Complex and slow; 16 units had to coordinate; took 18-24 months to bring new products to market; >50% of ideas didn’t make it; nobody accountable
New Product Development: Adoption of ERP. Process: team included members across the firm; proposed new process of (1) ideation (2) business case development, (3) project portfolio management, (4) product development, (5) product/process validation, (6) launch
Results: Time to market reduced to 12 months, poor ideas filtered out early; better access to info and customer feedback; better accountability
Other firms: No, some failed, such as: Overstock.com, Levi Strauss, Avis Europe
3
SILO PERSPECTIVE
VERSUS
BUSINESS PROCESS PERSPECTIVE
4
© 2016 John Wiley & Sons, Inc.
4
Silo (Functional) Perspective
Specialized functions (sales, accounting, production, etc.
Advantages:
Allows optimization of expertise.
Group like functions together for transfer of knowledge.
Disadvantages:
Sub-optimization (reinvent wheel; gaps in communication; bureaucracy)
Tend to lose sight of overall organizational objectives.
Executive Offices
CEO
President
Operations
Marketing
Accounting
Finance
Administration
© 2016 John Wiley & Sons, Inc.
5
5
The Process Perspective
Examples of processes:
Fulfill customer orders
Manufacturing, planning, execution
Procurement (see below)
Processes have:
Beginning and an end
Inputs and outputs
A process to convert inputs into outputs
Metrics to measure effectiveness
They cross functions
© 2016 John Wiley & Sons, Inc.
6
6
Receive Requirement for Goods/Services
Create and Send Purchase Order
Receive Goods
Pay Vendor
Verify Invoice
Cross-Functional Nature of Business Processes
© 2016 John Wiley & Sons, Inc.
7
7
How to Manage a Process
Identify the customers of processes (who receives the output?)
Identify the customers’ requirements (how do we judge success?)
Clarify the value each process adds to the organizational goals
Share this perspective so the organization itself becomes more process focused
© 2016 John Wiley & Sons, Inc.
8
Comparison of Silo Perspective and
Business Process PerspectiveSilo PerspectiveBusiness Process PerspectiveDefinitionSelf-contained functional units such as marketing, operations, financeInterrelated, sequential set of activities and tasks that turns inputs into outputsFocusFunctionalCross-functionalGoal AccomplishmentOptimizes on functional goals, which might be suboptimal for the organizationOptimizes on organizational goals, or the “big picture”BenefitsHighlig.
SCI 100 2-1-2 Short Answer Rubric Describing Evidence .docx
SCI 100 2-1-2 Short Answer Rubric
Describing Evidence
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Evidence Describes the evidence that supports
the main idea or thesis of the news
story
Describes the evidence that supports
the main idea or thesis of the news
story, but description is unclear or
inaccurate
Does not describe the evidence that
supports the main idea or thesis of
the news story
25
Data Explains the data discussed in the
news story
Explains the data discussed in the
news story, but explanation is unclear
or inaccurate
Does not explain the data discussed
in the news story
20
Validity and Reliability Explains whether the information in
the news story is valid and reliable
Explains whether the information in
the news story is valid and reliable,
but explanation is unclear or
inaccurate
Does not explain whether the
information in the news story is valid
and reliable
25
Support Supports answer with evidence Supports answer with evidence, but
evidence is unclear or inaccurate
Does not support answer with
evidence
20
Communicates Clearly Clearly communicates key ideas and
thoughts in a short-answer response
Response needs clarification in order
to support understanding of key ideas
and thoughts
Key ideas or thoughts are not
understandable
10
Total 100%
Adjust your audio
This is a narrated slide show. Please adjust your audio so you can hear the lecture.
If you have problems hearing the narration on any slide show please let me know.
© 2016 John Wiley & Sons, Inc.
1
Chapter 2
Strategic Use of Information Resources
2
Zara
Chapter opening case
How often do customers visit Zara each year?
When do customers buy the designs? Why?
How many designs do they make each year?
Is this possible without IT?
© 2016 John Wiley & Sons, Inc.
3
17 times a year compared to 4 times a year in an average store
Customers need to buy designs on the spot—it will be gone next time they visit
More than 30,000
No, of course not!
3
© 2016 John Wiley & Sons, Inc.
4
Information Resources as Strategic Tools
What are information resources?
IT assets and capabilities (not just assets!)
5
© 2016 John Wiley & Sons, Inc.
5
IT Assets and Capabilities
IT Assets
IT infrastructure
Hardware
Software and company apps
Network
Data
Website
Information Repository
Customer information
Employee information
Marketplace information
Vendor information
IT Capabilities
Technical Skills
Proficiency in systems analysis
Programming and web design skills
Data analysis/data scientist skills
Network design and implementation skills
IT Management Skills
Business process knowledge
Ability to evaluate technology options
Project management skills
Envisioning innovative IT solutions
Relationship Skills
Spanning skills such as business-IT relationship management
External skills such as vendor-management
© 2016 John Wiley & Sons, Inc.
6
.
Machine learning 060517
Machine learning is a core area of artificial intelligence that allows computer programs to learn from data without being explicitly programmed. The document discusses the impact of machine learning across various industries like marketing, healthcare, manufacturing and financial services. It also profiles major players using machine learning and outlines how consulting groups are helping clients implement machine learning strategies and programs.
Business agility imperatives smarter solutions-transformation-icty 2011-1
6 Disruptive Innovations
Apps Modernization- Cloud - Mobility - Social Media-Big Data Analytics- VDI (BYOD)
IoT: Powering the Future of Business and Improving Everyday Life
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
The 10 best performing big data & business analytics companies july 2017
The 10 best performing big data & business analytics companies july 2017Insights success media and technology pvt ltd
Dimension Data is helping organizations accelerate their ambitions through technology innovation by providing expertise across data centers, networking, cloud, and cybersecurity. They take a services-led approach focused on understanding client needs and delivering business outcomes. Examples include creating a data analytics platform to transform the viewing experience of the Tour de France, adding IoT to monitor hospital equipment more closely, and implementing a connected conservation solution to help combat rhino poaching. Their goal is to optimize clients' digital transformations and hybrid IT environments.Managing and Using Information Systems A Strategic Approa.docx
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 2
Strategic Use of Information
Resources
Zara
• Chapter opening case
• How often do customers visit Zara each year?
• When do customers buy the designs? Why?
• How many designs do they make each year?
• Is this possible without IT?
© 2016 John Wi ley & Sons, I nc. 3
© 2016 John Wi ley & Sons, I nc. 4
Information Resources as Strategic Tools
What are information resources?
IT assets and capabilities (not just assets!)
5© 2016 John Wi ley & Sons, I nc.
IT Assets and Capabilities
IT Assets
• IT infrastructure
• Hardware
• Software and company apps
• Network
• Data
• Website
• Information Repository
• Customer information
• Employee information
• Marketplace information
• Vendor information
IT Capabilities
• Technical Skills
• Proficiency in systems analysis
• Programming and web design skills
• Data analysis/data scientist skills
• Network design and implementation
skills
• IT Management Skills
• Business process knowledge
• Ability to evaluate technology
options
• Project management skills
• Envisioning innovative IT solutions
• Relationship Skills
• Spanning skills such as business-IT
relationship management
• External skills such as vendor-
management
© 2016 John Wi ley & Sons, I nc. 6
IT Assets
• Infrastructure
• Information, technology, people and processes available
to perform business processes and tasks. (not just
technology!)
• Might even include resources not owned by the firm
(e.g., eBay, Facebook, LinkedIn)
• Information repository
• Data captured, organized, and retrievable by the firm
© 2016 John Wi ley & Sons, I nc. 7
IT Capabilities
• Technical Skills (designing, developing,
implementing IS)
• Management Skills (managing the IT function and
IT projects)
• Relationship Skills
• Outside the organization (vendors, customers)
• Within the organization (managers)
© 2016 John Wi ley & Sons, I nc. 8
Examples
• Assets:
• Proprietary technology (e.g., platforms)
• Online community
• Customer information
• Capabilities:
• Knowledge
• Technical skills of IT staff
• Friendly, helping nature of IT staff
© 2016 John Wi ley & Sons, I nc. 9
The Strategic Landscape
• Managers must take multiple views of the strategic
landscape, such as:
• First view - Porter’s five competitive forces model.
• Second view - Porter’s value chain.
• Third view – focuses on the types of IS resources needed
(Resource Based View).
10© 2016 John Wi ley & Sons, I nc.
11
Five competitive forces with potential
strategic use of information resources
© 2016 John Wi ley & Sons, I nc.
Competitive Force IT Influence on Competitive Force
Threat of New Entrants Can be lowered if there are barriers to entry.
Sometimes IS can be used to create barriers to entry
Bargaining Power of Buyers Can be high if it’s easy to ...
Class, The COSO framework of internal controls is practiced .docx
Class,
The COSO framework of internal controls is practiced within companies around the world. The objectives of the COSO framework are closely related to its five components. For this week’s activity, please discuss these five components of the COSO framework. Be sure to include each components’ impact on each of the COSO framework objectives. What do you feel an auditor would most be concerned with during an IT audit? Lastly, discuss suggestions for integrating COSO framework compliance into a company in which you are familiar.
Your paper should meet the following requirements:
• Be approximately 2-4 pages in length, not including the required cover page and reference page.
• Follow APA6 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.
• Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.
• Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing.
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 12
Knowledge Management, Business Intelligence, and Analytics
2
Opening Case: Netflix
What gave Netflix assurance that House of Cards would be a success?
What gives Netflix a competitive advantage?
© 2016 John Wiley & Sons, Inc.
3
Data from 33 million people provided strong evidence that the British version was very popular and Kevin Spacey was also a popular actor
Again, data from millions of users, showing what they watch, when they pause, when they rewind, etc. Patterns emerge that speak volumes about preferences. Their analytics algorithms provide better data than focus groups (and in real time).
3
More Real World Examples
Caesar’s and Capital One both collect and analyze customer data.
Result: They can determine who are the most profitable customers and then follow up with them.
Caesar’s: frequent gamblers
Capital One: charge a lot and pay off slowly
They provide products that would appeal to the profitable customers.
© 2016 John Wiley & Sons, Inc.
4
4
A Real World Example from Sports
Oakland As and Boston Red Sox baseball teams
Crunched the numbers on the potential players, such as on-base percentage
Others who did not do the analysis failed to recognize the talent
© 2016 John Wiley & Sons, Inc.
5
5
Five Ways Data Analytics can Help an Organization (McKinsey and Co.)
Making data more transparent and usable more quickly
Exposing variability and boosting performance
Tailoring products and services
Improving decision-making
Improving products
© 2016 John Wiley & Sons, Inc.
6
Terminology
Knowledge management: The processes needed ...
Class, The COSO framework of internal controls is practiced .docx
Class,
The COSO framework of internal controls is practiced within companies around the world. The objectives of the COSO framework are closely related to its five components. For this week’s activity, please discuss these five components of the COSO framework. Be sure to include each components’ impact on each of the COSO framework objectives. What do you feel an auditor would most be concerned with during an IT audit? Lastly, discuss suggestions for integrating COSO framework compliance into a company in which you are familiar.
Your paper should meet the following requirements:
• Be approximately 2-4 pages in length, not including the required cover page and reference page.
• Follow APA6 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.
• Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.
• Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing.
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 12
Knowledge Management, Business Intelligence, and Analytics
2
Opening Case: Netflix
What gave Netflix assurance that House of Cards would be a success?
What gives Netflix a competitive advantage?
© 2016 John Wiley & Sons, Inc.
3
Data from 33 million people provided strong evidence that the British version was very popular and Kevin Spacey was also a popular actor
Again, data from millions of users, showing what they watch, when they pause, when they rewind, etc. Patterns emerge that speak volumes about preferences. Their analytics algorithms provide better data than focus groups (and in real time).
3
More Real World Examples
Caesar’s and Capital One both collect and analyze customer data.
Result: They can determine who are the most profitable customers and then follow up with them.
Caesar’s: frequent gamblers
Capital One: charge a lot and pay off slowly
They provide products that would appeal to the profitable customers.
© 2016 John Wiley & Sons, Inc.
4
4
A Real World Example from Sports
Oakland As and Boston Red Sox baseball teams
Crunched the numbers on the potential players, such as on-base percentage
Others who did not do the analysis failed to recognize the talent
© 2016 John Wiley & Sons, Inc.
5
5
Five Ways Data Analytics can Help an Organization (McKinsey and Co.)
Making data more transparent and usable more quickly
Exposing variability and boosting performance
Tailoring products and services
Improving decision-making
Improving products
© 2016 John Wiley & Sons, Inc.
6
Terminology
Knowledge management: The processes needed.
The 05 Best Backup Solution Providers to Watch in 2022.pdf
This edition features a handful of Backup Solution Providers in several sectors that are at the forefront of leading us into a digital future.
Read More: https://insightssuccess.com/the-05-best-backup-solution-providers-to-watch-in-2022-july2022/
The value of our data
This document discusses the value and risks of big data. It begins with defining big data as large and complex data sets that require new technologies to manage and analyze. The document then discusses how big data is used for marketing, recommendations, analytics, and other purposes. It notes both the benefits but also risks of poor data quality and limited governance of big data projects. The document also provides overviews of technologies like Hadoop, MapReduce, Pig, Hive, and NoSQL that support big data. It questions whether social data should be considered a corporate asset and discusses the complexity of understanding big data risks. Overall, the document aims to highlight both the opportunities and governance challenges presented by big data.
Chapter 12 answers to discussion questions
The document discusses several key points about global e-business and information technology:
1) The internet, intranets, and extranets allow companies to offer goods and services globally, but also present cultural, political, and economic challenges.
2) A company's business drivers, such as global customers or operations, will require capabilities like online transactions and telecommunications to coordinate on a global scale.
3) To compete effectively in global markets, companies must develop IT strategies that align with their business strategy and account for the technical and non-technical challenges of operating internationally.
Age Friendly Economy - The Future of Big Data
The objective of this module is to take a look into what big data can bring you in the future.
Upon completion of this module you will:
- See what are the predictions for the future of Big Data
- Take a look at some trends that are emerging
- Get an overview of possible opportunities your company can have with Big Data
- Face some of the start up challenges you might have with Big Data
Duration of the module: approximately 1 – 2 hours
Preparing for Major Disruptions in Digital Asset Management
Nuxeo's guest speaker, Anjali Yakkundi of Forrester Research, Inc., discusses the latest trends in digital asset management (DAM) and how to select a DAM vendor.
Adjust your audioThis is a narrated slide show. Please adjust .docx
Sloan Valve's old product development process was complex, slow, and inefficient. It took 18-24 months to develop new products and over 50% of ideas failed. Sloan adopted an ERP system to implement a new product development process that was faster, more collaborative, and better filtered poor ideas. The new process reduced time to market to 12 months and improved access to information and customer feedback. While some enterprise system implementations fail, Sloan's was successful in transforming their product development process.
Adjust your audioThis is a narrated slide show. Please adjust
Adjust your audio
This is a narrated slide show. Please adjust your audio so you can hear the lecture.
If you have problems hearing the narration on any slide show please let me know.
© 2016 John Wiley & Sons, Inc.
1
Chapter 5
IT and Business Transformation
2
Sloan Valve
What was wrong with their Product Development Process?
What did Sloan do? What is NPD?
Did it help?
Are all enterprise system implementations this successful?
© 2016 John Wiley & Sons, Inc.
3
Complex and slow; 16 units had to coordinate; took 18-24 months to bring new products to market; >50% of ideas didn’t make it; nobody accountable
New Product Development: Adoption of ERP. Process: team included members across the firm; proposed new process of (1) ideation (2) business case development, (3) project portfolio management, (4) product development, (5) product/process validation, (6) launch
Results: Time to market reduced to 12 months, poor ideas filtered out early; better access to info and customer feedback; better accountability
Other firms: No, some failed, such as: Overstock.com, Levi Strauss, Avis Europe
3
Silo (Functional) Perspective
Specialized functions (sales, accounting, production, etc.
Advantages:
Allows optimization of expertise.
Group like functions together for transfer of knowledge.
Disadvantages:
Sub-optimization (reinvent wheel; gaps in communication; bureaucracy)
Tend to lose sight of overall organizational objectives.
Executive Offices
CEO
President
Operations
Marketing
Accounting
Finance
Administration
© 2016 John Wiley & Sons, Inc.
4
4
The Process Perspective
Examples of processes:
Fulfill customer orders
Manufacturing, planning, execution
Procurement (see below)
Processes have:
Beginning and an end
Inputs and outputs
A process to convert inputs into outputs
Metrics to measure effectiveness
They cross functions
© 2016 John Wiley & Sons, Inc.
5
5
Receive Requirement for Goods/Services
Create and Send Purchase Order
Receive Goods
Pay Vendor
Verify Invoice
Cross-Functional Nature of Business Processes
© 2016 John Wiley & Sons, Inc.
6
6
How to Manage a Process
Identify the customers of processes (who receives the output?)
Identify the customers’ requirements (how do we judge success?)
Clarify the value each process adds to the organizational goals
Share this perspective so the organization itself becomes more process focused
© 2016 John Wiley & Sons, Inc.
7
Comparison of Silo Perspective and
Business Process PerspectiveSilo PerspectiveBusiness Process PerspectiveDefinitionSelf-contained functional units such as marketing, operations, financeInterrelated, sequential set of activities and tasks that turns inputs into outputsFocusFunctionalCross-functionalGoal AccomplishmentOptimizes on functional goals, which might be suboptimal for the organizationOptimizes on organizational goals, or the “big picture”BenefitsHighlighting and developing core competencies; functional efficienc ...
Choose 3 to do, one page 1.5 space for each. Deadline is 18th 1 pm.docx
Choose 3 to do, one page 1.5 space for each. Deadline is 18th 1 pm( Chicago Time zone)
First one:
Chapter 1: What are the major reasons why it is important for employees in all functional areas to become familiar with IT in Organizations? With the increased in reliance on IT in Organizations, how does the impact the skills and talents that employers are looking for in new employees.
Second:
Chapter 2
Describe four examples of how company(s) have gained a competitive advantage from their strategic use of Information Technology.
Third:
Chapter 3
List at least 3 forms of electronic surveillance that are threatening our privacy. How do these things impact our lives? How should we address these things?
Fourth:
Chapter 4
Identify and describe four techniques to protect an organization's technology security?
There is a reflection / discussion question for each of the chapters and technology guides in the course textbook. Five (5) of these reflection / discussion questions are required to be completed during the semester for a total of 50 points (10 points per question.) If you choose to complete more than 5 reflection questions, then the top five scores will be used for course grade calculation purposes. Responses should be provided directly in Compass and submitted on or before their due date. The intent of these questions is to enhance your learning of the textbook and lecture material. Students can expect similar questions and question types on exams. The length of reflection questions are typically one page in length (using 1.5 spacing.)
Introduction to
Information Systems
Supporting and Transforming Business
Sixth Edition
R. Kelly Rainer Jr.
Brad Prince
Vice President & Director George Hoffman
Executive Editor Lisé Johnson
Executive Marketing Manager Christopher DeJohn
Product Design Manager Allison Morris
Sponsoring Editor Jennifer Manias
Market
Solution
s Assistant Amanda Dallas
Senior Content Manager Dorothy Sinclair
Senior Production Editor Jane Lee
Design Director Harry Nolan
Senior Designer Wendy Lai
Senior Photo Editor Billy Ray
Production Management Services Thomson Digital
Front Cover Image A-Digit/Getty Images, Inc.
Back Cover Image Pedro Castellano/Getty Images, Inc.
This book was set in 9.5/11.5 Electra LT Std by Thomson Digital, and printed and bound by Donnelley/Von Hoffman.
The cover was printed by Donnelley/Von Hoffman. This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfi ll their aspirations. Our company is built on a foundation of principles
that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship
Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the
issues we are address.
Read Chapter 3. Answer the following questions1.Wha.docx
Read Chapter 3
.
Answer the following questions:
1.
What can give a teacher insight into children’s language behavior?
2.
How many new words might a preschooler acquire each day?
3.
Define
receptive vocabulary and expressive vocabulary.
4.
Compare speech when a child is excited to speech when a child is embarrassed, sad, or shy.
5.
What is the focus of play for very young preschoolers?
6.
Define
regularization.
7.
What is the focus for questions during the toddler period?
8.
Define
overextension.
9.
Describe
running commentaries.
10.
List
eight (8)
possible developmental reasons and benefits of self-talk.
11.
Define
consonant and vowel.
12.
What advice should be given to families and early childhood educators?
13.
List
(four) 4
suggestions for books for younger preschoolers.
14.
List
ten (10)
expectations as preschoolers get older.
15.
Describe friendships of young preschoolers.
16. List
five (5)
areas of growth in children through group play.
17. How do children learn language?
18. Explain
relational words
and why these words are important.
19. Explain
impact words, sound words, created words
and
displaying creativity
.
20. Discuss the danger of assumptions about intelligence through language ability.
21. List
four (4)
speech and language characteristics of older preschoolers.
22. What may depress a child's vocabulary development?
23. Define
metalinguistic awareness.
24. How does physical growth affect children's perceptions of themselves?
25.
Define
mental image.
26.
Define
visual literacy.
27.
Explain the order in which motor skills are developed.
28.
Explain the
Montessori
approach to education for young children.
29. List
seventeen (17) objectives for refining perceptual-motor skills.
30.
Define
assimilation and accommodation.
31. What is a zone of proximal development?
32.
What is the teacher’s role in working with infants, toddlers and preschoolers?
33.
Define
metalinguistic skills.
34.
Define
social connectedness.
35. List
six (6)
social ability goals that serve as a strong foundation for future schooling.
.
Read Chapter 15 and answer the following questions 1. De.docx
Read Chapter 15 and answer the following questions
:
1. Describe several characteristics of infants that make them different from other children.
2. What is the feeding challenge in meeting the nutritional needs of an infant?
3. Define
low-birthweight (LBW) infant
.
4. List
nine (9)
problems associated with low birth weight.
5. List
five (5)
reasons a mother may choose formula feeding instead of breast feeding.
6. List
four (4)
steps to safe handling of breast milk.
7. What
two (2)
factors determine safe preparation of formula? Briefly describe each factor.
8. Define
aseptic procedure.
9. Define
distention
and tell what causes distention.
10. Define
regurgitation, electrolytes,
and
developmental or physiological readiness.
11. Why should a bottle
NEVER
be propped and a baby left unattended while feeding?
12. When might an infant need supplemental water?
13. When should solid food be introduced to an infant? What is meant by the infant being developmentally ready?
14. Define
palmar grasp
and
pincer grip.
15. List
ten (10)
common feeding concerns. Pick
ONE
and explain why that is a concern.
Read Chapter 16 and answer the following questions:
1. Describe
toddlers and preschoolers
.
2. Define
neophobic.
3. List
three (3)
things a teacher is responsible for when feeding a toddler. List
two (2)
things for which the child is responsible.
4. Why should you
NOT
try to force a toddler to eat or be overly concerned if children are suddenly eating less?
5. Explain the results of spacing meals
too far apart
and
too close together
.
6. List a
good eating pattern
for toddlers.
7. Name several healthy snack choices for toddlers and young children.
8. List several suggestions for making eating time comfortable, pleasant and safe.
9. What changes about eating habits when a toddler develops into a preschooler?
10. Define
Down syndrome
and
Prader-Willi syndrome.
11. How can parents and teachers promote good eating habits for preschoolers?
12. When and where should rewards be offered?
13. Why should children
not
be encouraged to have a
“clean plate”?
14. List
five (5)
health conditions related to dietary patterns.
15. What is the Physical Activity Pyramid and for what is it designed?
16. List
eight (8)
common feeding concerns during toddler and preschool years. Pick
one and explain
it thoroughly.
https://books.google.com/books/about/Health_Safety_and_Nutrition_for_the_Youn.html?id=7zcaCgAAQBAJ&printsec=frontcover&source=kp_read_button#v=onepage&q&f=false
.
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Adjust your audioThis is a narrated slide show. Please adjust .docx
Adjust your audio
This is a narrated slide show. Please adjust your audio so you can hear the lecture.
If you have problems hearing the narration on any slide show please let me know.
1
Chapter 1
The Information Systems Strategy Triangle
2
Kaiser Permanente (KP) Opening Case
What was KP’s business strategy in 2015?
On what were bonuses to doctors based under the “fix me” system?
What would the new idea be called instead of a “fix me” system?
What is the new basis for end-of-year bonuses?
What goal alignment has helped KP’s success?
What IS components are part of this?
Could only the IS components be changed to achieve their success?
Could only the strategy be changed to achieve their success?
© 2016 John Wiley & Sons, Inc.
3
To promote better health care at lower cost
Billings
Proactive health system
Improved health of patients
Alignment between business strategy, organizational design, and information systems strategy
Fast communication with patients outside of face-to-face appointments; automatic email reminders to patients for exercise or medications
No, the business strategy must be aligned with the IS, in addition to incentives
No, without the new incentives and new IS, employees would not wish to cooperate, nor would they be able to do so.
3
4
The Information Systems Strategy Triangle
These need to be balanced.
Business Strategy
Organizational Strategy
Information Strategy
© 2016 John Wiley & Sons, Inc.
4
What is a “Strategy?”
Coordinated set of actions to fulfill objectives, purposes, or goals
It sets limits on what the organization seeks to accomplish
Starts with a missionCompanyMission StatementZappos To provide the best customer service possible. Internally we call this our WOW philosophy.Amazon We seek to be Earth’s most customer-centric company for three primary customer sets: consumer customers, seller customers and developer customers.L.L. Bean Sell good merchandise at a reasonable profit, treat your customers like human beings and they will always come back for more.
© 2016 John Wiley & Sons, Inc.
5
What is a business strategy?
It is where a business seeks to go and how it expects to get there
It is not a business model, although it includes business models as one component of a business strategy
Business models include subscriptions, advertising, licenses, etc.
Business models do not include where the business seeks to go, and only the revenue portion of how it expects to get there
© 2016 John Wiley & Sons, Inc.
6
Generic Strategies Framework
Michael Porter: How businesses can build a competitive advantage
Three primary strategies for achieving competitive advantage:
Cost leadership – lowest-cost producer.
Differentiation – product is unique.
Focus – limited scope – can accomplish this via cost leadership or differentiation within the segment
7
© 2016 John Wiley & Sons, Inc.
7
Three Strategies for Achieving Competitive AdvantageStrategic AdvantageStrategic TargetUni.
Research Presentation: How Numbers are Powering the Next Era of Marketing
This document discusses how numbers and data are powering the next era of marketing. It notes that nearly 4 in 10 CMOs say they do not have the right tools and resources to meet their marketing objectives. Companies are turning to providers like Accenture Interactive to bring together full marketing solutions using consulting, technology, and analytics. The CMO agenda is being disrupted by the explosion of data from sources like mobile devices, social media, and the internet of things. This data needs to be captured, analyzed, and used to optimize marketing interactions and drive continuous discovery. Strong collaboration between marketing and IT is needed to take advantage of big data technologies and manage various data environments.
The top trends changing the landscape of Information Management
The role of information and data in the private sector, and how employees and users interact with that information, is changing rapidly.
With endless buzzwords and hot topics, and a ream of new technologies and upgrades, it can be difficult for organisations to know where to begin or how it translates into actionable insight.
Managing and Using Information Systems A Strategic Approach –.docx
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 5
IT and Business Transformation
2
Sloan Valve
What was wrong with their Product Development Process?
What did Sloan do? What is NPD?
Did it help?
Are all enterprise system implementations this successful?
© 2016 John Wiley & Sons, Inc.
3
Complex and slow; 16 units had to coordinate; took 18-24 months to bring new products to market; >50% of ideas didn’t make it; nobody accountable
New Product Development: Adoption of ERP. Process: team included members across the firm; proposed new process of (1) ideation (2) business case development, (3) project portfolio management, (4) product development, (5) product/process validation, (6) launch
Results: Time to market reduced to 12 months, poor ideas filtered out early; better access to info and customer feedback; better accountability
Other firms: No, some failed, such as: Overstock.com, Levi Strauss, Avis Europe
3
SILO PERSPECTIVE
VERSUS
BUSINESS PROCESS PERSPECTIVE
4
© 2016 John Wiley & Sons, Inc.
4
Silo (Functional) Perspective
Specialized functions (sales, accounting, production, etc.
Advantages:
Allows optimization of expertise.
Group like functions together for transfer of knowledge.
Disadvantages:
Sub-optimization (reinvent wheel; gaps in communication; bureaucracy)
Tend to lose sight of overall organizational objectives.
Executive Offices
CEO
President
Operations
Marketing
Accounting
Finance
Administration
© 2016 John Wiley & Sons, Inc.
5
5
The Process Perspective
Examples of processes:
Fulfill customer orders
Manufacturing, planning, execution
Procurement (see below)
Processes have:
Beginning and an end
Inputs and outputs
A process to convert inputs into outputs
Metrics to measure effectiveness
They cross functions
© 2016 John Wiley & Sons, Inc.
6
6
Receive Requirement for Goods/Services
Create and Send Purchase Order
Receive Goods
Pay Vendor
Verify Invoice
Cross-Functional Nature of Business Processes
© 2016 John Wiley & Sons, Inc.
7
7
How to Manage a Process
Identify the customers of processes (who receives the output?)
Identify the customers’ requirements (how do we judge success?)
Clarify the value each process adds to the organizational goals
Share this perspective so the organization itself becomes more process focused
© 2016 John Wiley & Sons, Inc.
8
Comparison of Silo Perspective and
Business Process PerspectiveSilo PerspectiveBusiness Process PerspectiveDefinitionSelf-contained functional units such as marketing, operations, financeInterrelated, sequential set of activities and tasks that turns inputs into outputsFocusFunctionalCross-functionalGoal AccomplishmentOptimizes on functional goals, which might be suboptimal for the organizationOptimizes on organizational goals, or the “big picture”BenefitsHighlig.
SCI 100 2-1-2 Short Answer Rubric Describing Evidence .docx
SCI 100 2-1-2 Short Answer Rubric
Describing Evidence
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Evidence Describes the evidence that supports
the main idea or thesis of the news
story
Describes the evidence that supports
the main idea or thesis of the news
story, but description is unclear or
inaccurate
Does not describe the evidence that
supports the main idea or thesis of
the news story
25
Data Explains the data discussed in the
news story
Explains the data discussed in the
news story, but explanation is unclear
or inaccurate
Does not explain the data discussed
in the news story
20
Validity and Reliability Explains whether the information in
the news story is valid and reliable
Explains whether the information in
the news story is valid and reliable,
but explanation is unclear or
inaccurate
Does not explain whether the
information in the news story is valid
and reliable
25
Support Supports answer with evidence Supports answer with evidence, but
evidence is unclear or inaccurate
Does not support answer with
evidence
20
Communicates Clearly Clearly communicates key ideas and
thoughts in a short-answer response
Response needs clarification in order
to support understanding of key ideas
and thoughts
Key ideas or thoughts are not
understandable
10
Total 100%
Adjust your audio
This is a narrated slide show. Please adjust your audio so you can hear the lecture.
If you have problems hearing the narration on any slide show please let me know.
© 2016 John Wiley & Sons, Inc.
1
Chapter 2
Strategic Use of Information Resources
2
Zara
Chapter opening case
How often do customers visit Zara each year?
When do customers buy the designs? Why?
How many designs do they make each year?
Is this possible without IT?
© 2016 John Wiley & Sons, Inc.
3
17 times a year compared to 4 times a year in an average store
Customers need to buy designs on the spot—it will be gone next time they visit
More than 30,000
No, of course not!
3
© 2016 John Wiley & Sons, Inc.
4
Information Resources as Strategic Tools
What are information resources?
IT assets and capabilities (not just assets!)
5
© 2016 John Wiley & Sons, Inc.
5
IT Assets and Capabilities
IT Assets
IT infrastructure
Hardware
Software and company apps
Network
Data
Website
Information Repository
Customer information
Employee information
Marketplace information
Vendor information
IT Capabilities
Technical Skills
Proficiency in systems analysis
Programming and web design skills
Data analysis/data scientist skills
Network design and implementation skills
IT Management Skills
Business process knowledge
Ability to evaluate technology options
Project management skills
Envisioning innovative IT solutions
Relationship Skills
Spanning skills such as business-IT relationship management
External skills such as vendor-management
© 2016 John Wiley & Sons, Inc.
6
.
Machine learning 060517
Machine learning is a core area of artificial intelligence that allows computer programs to learn from data without being explicitly programmed. The document discusses the impact of machine learning across various industries like marketing, healthcare, manufacturing and financial services. It also profiles major players using machine learning and outlines how consulting groups are helping clients implement machine learning strategies and programs.
Business agility imperatives smarter solutions-transformation-icty 2011-1
6 Disruptive Innovations
Apps Modernization- Cloud - Mobility - Social Media-Big Data Analytics- VDI (BYOD)
IoT: Powering the Future of Business and Improving Everyday Life
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
The 10 best performing big data & business analytics companies july 2017
The 10 best performing big data & business analytics companies july 2017Insights success media and technology pvt ltd
Dimension Data is helping organizations accelerate their ambitions through technology innovation by providing expertise across data centers, networking, cloud, and cybersecurity. They take a services-led approach focused on understanding client needs and delivering business outcomes. Examples include creating a data analytics platform to transform the viewing experience of the Tour de France, adding IoT to monitor hospital equipment more closely, and implementing a connected conservation solution to help combat rhino poaching. Their goal is to optimize clients' digital transformations and hybrid IT environments.Managing and Using Information Systems A Strategic Approa.docx
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 2
Strategic Use of Information
Resources
Zara
• Chapter opening case
• How often do customers visit Zara each year?
• When do customers buy the designs? Why?
• How many designs do they make each year?
• Is this possible without IT?
© 2016 John Wi ley & Sons, I nc. 3
© 2016 John Wi ley & Sons, I nc. 4
Information Resources as Strategic Tools
What are information resources?
IT assets and capabilities (not just assets!)
5© 2016 John Wi ley & Sons, I nc.
IT Assets and Capabilities
IT Assets
• IT infrastructure
• Hardware
• Software and company apps
• Network
• Data
• Website
• Information Repository
• Customer information
• Employee information
• Marketplace information
• Vendor information
IT Capabilities
• Technical Skills
• Proficiency in systems analysis
• Programming and web design skills
• Data analysis/data scientist skills
• Network design and implementation
skills
• IT Management Skills
• Business process knowledge
• Ability to evaluate technology
options
• Project management skills
• Envisioning innovative IT solutions
• Relationship Skills
• Spanning skills such as business-IT
relationship management
• External skills such as vendor-
management
© 2016 John Wi ley & Sons, I nc. 6
IT Assets
• Infrastructure
• Information, technology, people and processes available
to perform business processes and tasks. (not just
technology!)
• Might even include resources not owned by the firm
(e.g., eBay, Facebook, LinkedIn)
• Information repository
• Data captured, organized, and retrievable by the firm
© 2016 John Wi ley & Sons, I nc. 7
IT Capabilities
• Technical Skills (designing, developing,
implementing IS)
• Management Skills (managing the IT function and
IT projects)
• Relationship Skills
• Outside the organization (vendors, customers)
• Within the organization (managers)
© 2016 John Wi ley & Sons, I nc. 8
Examples
• Assets:
• Proprietary technology (e.g., platforms)
• Online community
• Customer information
• Capabilities:
• Knowledge
• Technical skills of IT staff
• Friendly, helping nature of IT staff
© 2016 John Wi ley & Sons, I nc. 9
The Strategic Landscape
• Managers must take multiple views of the strategic
landscape, such as:
• First view - Porter’s five competitive forces model.
• Second view - Porter’s value chain.
• Third view – focuses on the types of IS resources needed
(Resource Based View).
10© 2016 John Wi ley & Sons, I nc.
11
Five competitive forces with potential
strategic use of information resources
© 2016 John Wi ley & Sons, I nc.
Competitive Force IT Influence on Competitive Force
Threat of New Entrants Can be lowered if there are barriers to entry.
Sometimes IS can be used to create barriers to entry
Bargaining Power of Buyers Can be high if it’s easy to ...
Class, The COSO framework of internal controls is practiced .docx
Class,
The COSO framework of internal controls is practiced within companies around the world. The objectives of the COSO framework are closely related to its five components. For this week’s activity, please discuss these five components of the COSO framework. Be sure to include each components’ impact on each of the COSO framework objectives. What do you feel an auditor would most be concerned with during an IT audit? Lastly, discuss suggestions for integrating COSO framework compliance into a company in which you are familiar.
Your paper should meet the following requirements:
• Be approximately 2-4 pages in length, not including the required cover page and reference page.
• Follow APA6 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.
• Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.
• Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing.
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 12
Knowledge Management, Business Intelligence, and Analytics
2
Opening Case: Netflix
What gave Netflix assurance that House of Cards would be a success?
What gives Netflix a competitive advantage?
© 2016 John Wiley & Sons, Inc.
3
Data from 33 million people provided strong evidence that the British version was very popular and Kevin Spacey was also a popular actor
Again, data from millions of users, showing what they watch, when they pause, when they rewind, etc. Patterns emerge that speak volumes about preferences. Their analytics algorithms provide better data than focus groups (and in real time).
3
More Real World Examples
Caesar’s and Capital One both collect and analyze customer data.
Result: They can determine who are the most profitable customers and then follow up with them.
Caesar’s: frequent gamblers
Capital One: charge a lot and pay off slowly
They provide products that would appeal to the profitable customers.
© 2016 John Wiley & Sons, Inc.
4
4
A Real World Example from Sports
Oakland As and Boston Red Sox baseball teams
Crunched the numbers on the potential players, such as on-base percentage
Others who did not do the analysis failed to recognize the talent
© 2016 John Wiley & Sons, Inc.
5
5
Five Ways Data Analytics can Help an Organization (McKinsey and Co.)
Making data more transparent and usable more quickly
Exposing variability and boosting performance
Tailoring products and services
Improving decision-making
Improving products
© 2016 John Wiley & Sons, Inc.
6
Terminology
Knowledge management: The processes needed ...
Class, The COSO framework of internal controls is practiced .docx
Class,
The COSO framework of internal controls is practiced within companies around the world. The objectives of the COSO framework are closely related to its five components. For this week’s activity, please discuss these five components of the COSO framework. Be sure to include each components’ impact on each of the COSO framework objectives. What do you feel an auditor would most be concerned with during an IT audit? Lastly, discuss suggestions for integrating COSO framework compliance into a company in which you are familiar.
Your paper should meet the following requirements:
• Be approximately 2-4 pages in length, not including the required cover page and reference page.
• Follow APA6 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.
• Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.
• Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing.
Managing and Using Information Systems:
A Strategic Approach – Sixth Edition
Keri Pearlson, Carol Saunders,
and Dennis Galletta
© Copyright 2016
John Wiley & Sons, Inc.
Chapter 12
Knowledge Management, Business Intelligence, and Analytics
2
Opening Case: Netflix
What gave Netflix assurance that House of Cards would be a success?
What gives Netflix a competitive advantage?
© 2016 John Wiley & Sons, Inc.
3
Data from 33 million people provided strong evidence that the British version was very popular and Kevin Spacey was also a popular actor
Again, data from millions of users, showing what they watch, when they pause, when they rewind, etc. Patterns emerge that speak volumes about preferences. Their analytics algorithms provide better data than focus groups (and in real time).
3
More Real World Examples
Caesar’s and Capital One both collect and analyze customer data.
Result: They can determine who are the most profitable customers and then follow up with them.
Caesar’s: frequent gamblers
Capital One: charge a lot and pay off slowly
They provide products that would appeal to the profitable customers.
© 2016 John Wiley & Sons, Inc.
4
4
A Real World Example from Sports
Oakland As and Boston Red Sox baseball teams
Crunched the numbers on the potential players, such as on-base percentage
Others who did not do the analysis failed to recognize the talent
© 2016 John Wiley & Sons, Inc.
5
5
Five Ways Data Analytics can Help an Organization (McKinsey and Co.)
Making data more transparent and usable more quickly
Exposing variability and boosting performance
Tailoring products and services
Improving decision-making
Improving products
© 2016 John Wiley & Sons, Inc.
6
Terminology
Knowledge management: The processes needed.
The 05 Best Backup Solution Providers to Watch in 2022.pdf
This edition features a handful of Backup Solution Providers in several sectors that are at the forefront of leading us into a digital future.
Read More: https://insightssuccess.com/the-05-best-backup-solution-providers-to-watch-in-2022-july2022/
The value of our data
This document discusses the value and risks of big data. It begins with defining big data as large and complex data sets that require new technologies to manage and analyze. The document then discusses how big data is used for marketing, recommendations, analytics, and other purposes. It notes both the benefits but also risks of poor data quality and limited governance of big data projects. The document also provides overviews of technologies like Hadoop, MapReduce, Pig, Hive, and NoSQL that support big data. It questions whether social data should be considered a corporate asset and discusses the complexity of understanding big data risks. Overall, the document aims to highlight both the opportunities and governance challenges presented by big data.
Chapter 12 answers to discussion questions
The document discusses several key points about global e-business and information technology:
1) The internet, intranets, and extranets allow companies to offer goods and services globally, but also present cultural, political, and economic challenges.
2) A company's business drivers, such as global customers or operations, will require capabilities like online transactions and telecommunications to coordinate on a global scale.
3) To compete effectively in global markets, companies must develop IT strategies that align with their business strategy and account for the technical and non-technical challenges of operating internationally.
Age Friendly Economy - The Future of Big Data
The objective of this module is to take a look into what big data can bring you in the future.
Upon completion of this module you will:
- See what are the predictions for the future of Big Data
- Take a look at some trends that are emerging
- Get an overview of possible opportunities your company can have with Big Data
- Face some of the start up challenges you might have with Big Data
Duration of the module: approximately 1 – 2 hours
Preparing for Major Disruptions in Digital Asset Management
Nuxeo's guest speaker, Anjali Yakkundi of Forrester Research, Inc., discusses the latest trends in digital asset management (DAM) and how to select a DAM vendor.
Adjust your audioThis is a narrated slide show. Please adjust .docx
Sloan Valve's old product development process was complex, slow, and inefficient. It took 18-24 months to develop new products and over 50% of ideas failed. Sloan adopted an ERP system to implement a new product development process that was faster, more collaborative, and better filtered poor ideas. The new process reduced time to market to 12 months and improved access to information and customer feedback. While some enterprise system implementations fail, Sloan's was successful in transforming their product development process.
Adjust your audioThis is a narrated slide show. Please adjust
Adjust your audio
This is a narrated slide show. Please adjust your audio so you can hear the lecture.
If you have problems hearing the narration on any slide show please let me know.
© 2016 John Wiley & Sons, Inc.
1
Chapter 5
IT and Business Transformation
2
Sloan Valve
What was wrong with their Product Development Process?
What did Sloan do? What is NPD?
Did it help?
Are all enterprise system implementations this successful?
© 2016 John Wiley & Sons, Inc.
3
Complex and slow; 16 units had to coordinate; took 18-24 months to bring new products to market; >50% of ideas didn’t make it; nobody accountable
New Product Development: Adoption of ERP. Process: team included members across the firm; proposed new process of (1) ideation (2) business case development, (3) project portfolio management, (4) product development, (5) product/process validation, (6) launch
Results: Time to market reduced to 12 months, poor ideas filtered out early; better access to info and customer feedback; better accountability
Other firms: No, some failed, such as: Overstock.com, Levi Strauss, Avis Europe
3
Silo (Functional) Perspective
Specialized functions (sales, accounting, production, etc.
Advantages:
Allows optimization of expertise.
Group like functions together for transfer of knowledge.
Disadvantages:
Sub-optimization (reinvent wheel; gaps in communication; bureaucracy)
Tend to lose sight of overall organizational objectives.
Executive Offices
CEO
President
Operations
Marketing
Accounting
Finance
Administration
© 2016 John Wiley & Sons, Inc.
4
4
The Process Perspective
Examples of processes:
Fulfill customer orders
Manufacturing, planning, execution
Procurement (see below)
Processes have:
Beginning and an end
Inputs and outputs
A process to convert inputs into outputs
Metrics to measure effectiveness
They cross functions
© 2016 John Wiley & Sons, Inc.
5
5
Receive Requirement for Goods/Services
Create and Send Purchase Order
Receive Goods
Pay Vendor
Verify Invoice
Cross-Functional Nature of Business Processes
© 2016 John Wiley & Sons, Inc.
6
6
How to Manage a Process
Identify the customers of processes (who receives the output?)
Identify the customers’ requirements (how do we judge success?)
Clarify the value each process adds to the organizational goals
Share this perspective so the organization itself becomes more process focused
© 2016 John Wiley & Sons, Inc.
7
Comparison of Silo Perspective and
Business Process PerspectiveSilo PerspectiveBusiness Process PerspectiveDefinitionSelf-contained functional units such as marketing, operations, financeInterrelated, sequential set of activities and tasks that turns inputs into outputsFocusFunctionalCross-functionalGoal AccomplishmentOptimizes on functional goals, which might be suboptimal for the organizationOptimizes on organizational goals, or the “big picture”BenefitsHighlighting and developing core competencies; functional efficienc ...
Choose 3 to do, one page 1.5 space for each. Deadline is 18th 1 pm.docx
Choose 3 to do, one page 1.5 space for each. Deadline is 18th 1 pm( Chicago Time zone)
First one:
Chapter 1: What are the major reasons why it is important for employees in all functional areas to become familiar with IT in Organizations? With the increased in reliance on IT in Organizations, how does the impact the skills and talents that employers are looking for in new employees.
Second:
Chapter 2
Describe four examples of how company(s) have gained a competitive advantage from their strategic use of Information Technology.
Third:
Chapter 3
List at least 3 forms of electronic surveillance that are threatening our privacy. How do these things impact our lives? How should we address these things?
Fourth:
Chapter 4
Identify and describe four techniques to protect an organization's technology security?
There is a reflection / discussion question for each of the chapters and technology guides in the course textbook. Five (5) of these reflection / discussion questions are required to be completed during the semester for a total of 50 points (10 points per question.) If you choose to complete more than 5 reflection questions, then the top five scores will be used for course grade calculation purposes. Responses should be provided directly in Compass and submitted on or before their due date. The intent of these questions is to enhance your learning of the textbook and lecture material. Students can expect similar questions and question types on exams. The length of reflection questions are typically one page in length (using 1.5 spacing.)
Introduction to
Information Systems
Supporting and Transforming Business
Sixth Edition
R. Kelly Rainer Jr.
Brad Prince
Vice President & Director George Hoffman
Executive Editor Lisé Johnson
Executive Marketing Manager Christopher DeJohn
Product Design Manager Allison Morris
Sponsoring Editor Jennifer Manias
Market
Solution
s Assistant Amanda Dallas
Senior Content Manager Dorothy Sinclair
Senior Production Editor Jane Lee
Design Director Harry Nolan
Senior Designer Wendy Lai
Senior Photo Editor Billy Ray
Production Management Services Thomson Digital
Front Cover Image A-Digit/Getty Images, Inc.
Back Cover Image Pedro Castellano/Getty Images, Inc.
This book was set in 9.5/11.5 Electra LT Std by Thomson Digital, and printed and bound by Donnelley/Von Hoffman.
The cover was printed by Donnelley/Von Hoffman. This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfi ll their aspirations. Our company is built on a foundation of principles
that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship
Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the
issues we are address.
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Research Presentation: How Numbers are Powering the Next Era of Marketing
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More from ShiraPrater50
Read Chapter 3. Answer the following questions1.Wha.docx
Read Chapter 3
.
Answer the following questions:
1.
What can give a teacher insight into children’s language behavior?
2.
How many new words might a preschooler acquire each day?
3.
Define
receptive vocabulary and expressive vocabulary.
4.
Compare speech when a child is excited to speech when a child is embarrassed, sad, or shy.
5.
What is the focus of play for very young preschoolers?
6.
Define
regularization.
7.
What is the focus for questions during the toddler period?
8.
Define
overextension.
9.
Describe
running commentaries.
10.
List
eight (8)
possible developmental reasons and benefits of self-talk.
11.
Define
consonant and vowel.
12.
What advice should be given to families and early childhood educators?
13.
List
(four) 4
suggestions for books for younger preschoolers.
14.
List
ten (10)
expectations as preschoolers get older.
15.
Describe friendships of young preschoolers.
16. List
five (5)
areas of growth in children through group play.
17. How do children learn language?
18. Explain
relational words
and why these words are important.
19. Explain
impact words, sound words, created words
and
displaying creativity
.
20. Discuss the danger of assumptions about intelligence through language ability.
21. List
four (4)
speech and language characteristics of older preschoolers.
22. What may depress a child's vocabulary development?
23. Define
metalinguistic awareness.
24. How does physical growth affect children's perceptions of themselves?
25.
Define
mental image.
26.
Define
visual literacy.
27.
Explain the order in which motor skills are developed.
28.
Explain the
Montessori
approach to education for young children.
29. List
seventeen (17) objectives for refining perceptual-motor skills.
30.
Define
assimilation and accommodation.
31. What is a zone of proximal development?
32.
What is the teacher’s role in working with infants, toddlers and preschoolers?
33.
Define
metalinguistic skills.
34.
Define
social connectedness.
35. List
six (6)
social ability goals that serve as a strong foundation for future schooling.
.
Read Chapter 15 and answer the following questions 1. De.docx
Read Chapter 15 and answer the following questions
:
1. Describe several characteristics of infants that make them different from other children.
2. What is the feeding challenge in meeting the nutritional needs of an infant?
3. Define
low-birthweight (LBW) infant
.
4. List
nine (9)
problems associated with low birth weight.
5. List
five (5)
reasons a mother may choose formula feeding instead of breast feeding.
6. List
four (4)
steps to safe handling of breast milk.
7. What
two (2)
factors determine safe preparation of formula? Briefly describe each factor.
8. Define
aseptic procedure.
9. Define
distention
and tell what causes distention.
10. Define
regurgitation, electrolytes,
and
developmental or physiological readiness.
11. Why should a bottle
NEVER
be propped and a baby left unattended while feeding?
12. When might an infant need supplemental water?
13. When should solid food be introduced to an infant? What is meant by the infant being developmentally ready?
14. Define
palmar grasp
and
pincer grip.
15. List
ten (10)
common feeding concerns. Pick
ONE
and explain why that is a concern.
Read Chapter 16 and answer the following questions:
1. Describe
toddlers and preschoolers
.
2. Define
neophobic.
3. List
three (3)
things a teacher is responsible for when feeding a toddler. List
two (2)
things for which the child is responsible.
4. Why should you
NOT
try to force a toddler to eat or be overly concerned if children are suddenly eating less?
5. Explain the results of spacing meals
too far apart
and
too close together
.
6. List a
good eating pattern
for toddlers.
7. Name several healthy snack choices for toddlers and young children.
8. List several suggestions for making eating time comfortable, pleasant and safe.
9. What changes about eating habits when a toddler develops into a preschooler?
10. Define
Down syndrome
and
Prader-Willi syndrome.
11. How can parents and teachers promote good eating habits for preschoolers?
12. When and where should rewards be offered?
13. Why should children
not
be encouraged to have a
“clean plate”?
14. List
five (5)
health conditions related to dietary patterns.
15. What is the Physical Activity Pyramid and for what is it designed?
16. List
eight (8)
common feeding concerns during toddler and preschool years. Pick
one and explain
it thoroughly.
https://books.google.com/books/about/Health_Safety_and_Nutrition_for_the_Youn.html?id=7zcaCgAAQBAJ&printsec=frontcover&source=kp_read_button#v=onepage&q&f=false
.
Read Chapter 2 and answer the following questions1. List .docx
Read Chapter 2 and answer the following questions:
1. List
five (5)
decisions a teacher must make about the curriculum.
2. List
three (3)
ways that all children are alike.
3. List
three (3)
similar needs of young children.
4. Describe the change in thought from age 2 through age 11 or 12.
5. List
four (4)
ways teachers can determine children’s background experiences.
6. List
three (3)
ways to find out children’s interests.
7. List
four (4)
ways to determine the developmental levels and abilities of children.
8. What is P.L. 94-142 and what does it state?
9. List
four (4)
things you need to do as a teacher of special children regarding P.L. 94-142.
10. List
eight (8)
categories of special needs children.
11. List the
eleven (11)
goals of an inclusion program.
12.
List
and
explain three (3)
methods to gain knowledge about the culture and values of a community.
13. Why must teachers of young children understand geography, history, economics and other social sciences?
14. List
six (6)
ways children can assist with planning.
15. List
five (5)
elements that should be included in lessons plans.
16. List
four (4)
main sections that every lesson plan should include regardless of format.
17. Define
behavioral objective.
What
three (3)
questions do behavioral objectives answer?
18. What are
four (4)
goals which can be accomplished through the use of units, projects, and thematic learning?
19. List
three (3)
considerations for selecting themes or topics.
20. After selecting a theme or topic, list
seven (7)
elements that should be included in planning for the theme or unit.
21. List
five (5)
uses for authentic assessment
.
22.
List
and
describe
four (4)
types of assessments.
23. List
five (5)
things you should look for when interviewing children.
24. What are
rubrics
, and how can rubrics be used?
25. What are standardized tests and why might they
not
be useful to teachers of young children?
book
Social Studies for the Preschool/Primary Child
Carol Seefeldt; Sharon D. Castle; Renee Falconer
also you may used any addition
.
Read chapter 7 and write the book report The paper should be .docx
Read chapter 7 and write the book report
The paper should be single-spaced, 2-page (excluding cover page and references) long, and typed in Times New Roman 12 points. The paper should have a title, and consists of at least two sections: 1) A brief narrative of how an IS/IT is realized, initiated, designed, and implemented in terms of what/when/where/how this happened, and key character players involved in the series of events.
.
Read Chapter 7 and answer the following questions1. What a.docx
Read Chapter 7 and answer the following questions:
1. What are preschoolers like?
2. Define
large motor, coordination, agility
and
conscience
.
3. What do preschoolers do?
4. What do preschoolers need?
5. Define
sense of initiative, socialized
and
norms
.
6. List the
seven (7)
dimensions of an environment advocated by Prescott.
7. Describe an environment that provides for initiative.
8. List
six (6)
opportunities for children provided through good storage of materials.
9. Define
pictograph
.
10. List
six (6)
environments that foster initiative
.
11. Describe an environment that helps to develop creativity.
12. List
eight (8)
factors for creativity.
13. Describe an environment for learning through play.
14. Where do you begin when deciding how to set up a room?
15. What should you know about pathways in the room?
16. How can you modify a classroom for children with special needs?
17. List
seven (7)
suggestions for welcoming children with special needs.
18. Describe an environment for outdoor play.
19. List
seven (7)
suggestions for an environment that fosters play.
20. How can you plan for safety?
21. Define
interest centers, indirect guidance, private space
and
antibiased
.
22. Describe an environment that fosters self-control.
23. Define
time blocks, child-initiated,
and
teacher-initiated
.
24. List
six (6)
features found in schedules that meet children's needs.
25. List
eight (8)
principles of developmentally appropriate transitions for preschoolers.
26. Define
kindergarten
. Describe kindergarten today.
27. Define
screening, readiness tests, transitional classes
and
retention
.
28. What is the kindergarten dilemma?
29. List
five (5)
inappropriate physical environments for preschoolers.
Read Chapter 8 and answer the following questions:
1. What are primary-age children like?
2. What do primary-age children like to do?
3. Define
peers, sense of industry, competence
and
concrete
.
4. What do primary-age children need?
5. How do primary-age children learn best?
6. What are some of the concerns about public education?
7. Describe an environment for a sense of industry.
8. What is a benefit of the learning-center approach for primary-age children?
9. What is a planning contract?
10. What is an advantage to providing a number of separate learning centers?
11. What is a planning board?
12. Define
portfolio
.
13. How do teachers of primary-age children use portfolios and work samples?
14. What are two large and important learning centers related to literacy?
15. What should a writing center contain?
16. List
four (4)
suggestions for an environment that fosters early literacy.
17. Describe an environment that fosters math understanding.
18. Describe a physical environment that fosters scientific awareness.
19. Describe an environment for relationships.
20. List
five (5)
suggestions for fostering peer- and te.
Read chapter 14, 15 and 18 of the class textbook.Saucier.docx
Read chapter 14, 15 and 18 of the class textbook.
Saucier Lundy, K & Janes, S.. (2016). Community Health Nursing. Caring for the Public’s Health. (3rd
ed.)
ISBN: 978-1-4496-9149-3
Once done answer the following questions;
1. How the different topics/health issues can be addressed through both professional health promotion and personal health promotion. What is the difference in the approach? How does each approach contribute to the desired effect?
2. Should health insurance companies cover services that are purely for health promotion purposes? Why or why not? What about employers? What are the pros and cons of this type of coverage?
3. What do you think about the role integrating nursing with faith? Is this something you feel is appropriate? When is it appropriate? What types of settings do you feel this would work best in? Do you feel nurses should integrate faith in their nursing practice? Why or why not and how?
4. Have you been a part of a group in which corruption of leadership has occurred? Do you feel it is unavoidable? How did you feel in that particular group?
APA format word document Arial 12 font attached to the forum in the discussion board title "Week 4 discussion questions".
A minimum of 2 evidence based references no older than 5 years old are required besides the class textbook
A minimum of 500 words without count the first and last page are required.
.
Read Chapter 10 APA FORMAT1. In the last century, what historica.docx
Read Chapter 10 APA FORMAT
1. In the last century, what historical, social, political, and economic trends and issues have influenced today’s health-care system?
2. What is the purpose and process of evaluating the three aspects of health care: structure, process, and outcome?
3. How does technology improve patient outcomes and the health-care system?
4. How can you intervene to improve quality of care and safety within the health-care system and at the bedside?
5. Select one nonprofit organization or one government agencies that influences and advocates for quality improvement in the health-care system. Explore the Web site for your selected organization/agency and answer the following questions: •
What does the organization/agency do that supports the hallmarks of quality? •
What have been the results of their efforts for patients, facilities, the health-care delivery system, or the nursing profession? •
How has the organization/agency affected facilities where you are practicing and your own professional practice?
.
Read chapter 7 and write the book report The paper should b.docx
Read chapter 7 and write the book report
The paper should be single-spaced, 2-page (excluding cover page and references) long, and typed in Times New Roman 12 points. The paper should have a title, and consists of at least two sections: 1) A brief narrative of how an IS/IT is realized, initiated, designed, and implemented in terms of what/when/where/how this happened, and key character players involved in the series of events.
.
Read Chapter 14 and answer the following questions1. Explain t.docx
Read Chapter 14 and answer the following questions:
1. Explain the importance of proteins.
2. Define
amino acids, non-essential amino acids, essential amino acids, complete protein,
and
incomplete proteins.
3. Define
complementary proteins
and
supplementary proteins.
4. Why are
vitamins
important?
5. Define
fat soluble
and
water soluble.
6. What is
DNA
?
RNA?
7. Which vitamins play essential roles in the formation of blood cells and hemoglobin?
8. Which vitamins regulate bone growth?
9. Define
collagen.
10. Which vitamins regulate energy metabolism?
11. Define
neuromuscular
and
spina bifida.
12. What are
megadoses
?
13. Define
minerals
and tell why they are important.
14. What minerals support growth?
15. What are the major minerals found in bones and teeth?
16. Why is fluoride added to water supplies of communities? Why is fluoride important?
17. What are the major food sources of
calcium
and
phosphorus
?
18. Define
hemoglobin
. Define
iron-deficiency
anemia
.
19. What are the major food sources of iron?
20. Why is water so important to children? How is water lost and replaced in children?
21. Name
three (3)
problems caused by children drinking too much fruit juice.
https://books.google.com/books/about/Health_Safety_and_Nutrition_for_the_Youn.html?id=7zcaCgAAQBAJ&printsec=frontcover&source=kp_read_button#v=onepage&q&f=false
.
Read Chapter 2 first. Then come to this assignment.The first t.docx
Read Chapter 2 first. Then come to this assignment.
The first theme of next week's class (Week 2) will be Chapter 2, Concepts of Infectious Disease. I will briefly go through the chapter to make sure that you understand it, and then we will have a discussion.
Since the chapter in the textbook is so full of important concepts, it would be difficult to narrow it down to a single topic for discussion. So I have posted this introduction and 3 separate subtopics. You can choose which one you want to write about. Each student should choose one of these subtopics for your major post. You should write well thought out primary comments on at least one of the points below (150-200 words).
BE SURE TO INCLUDE YOUR NAME AND SUBTOPIC IN THE HEADER FOR YOUR PAPER.
We will discuss each of the subtopics that were chosen by the students. Each of you should take an active role in presenting your topic to the other students. Explain the concept in your own words, or develop it further using a relevant example. As other students present their perspective on the same topic, hopefully an active discussion will take hold. I will jump in only as needed. This format will allow you to develop one subtopic in an active sense, but learn about the others by being drawn into them through other people's discussions.
Choose your subtopic:
Subtopic 1: Factors that affect the spread of epidemics
Question: Explain how the interaction between these factors are relevant to the transmission of AIDS. For example, which of these factors are most critical to the transmission of HIV. Which aren't.
1. Total number of hosts
2. Host’s birth rate
3. Rate at which new susceptible hosts migrate into population
4. Number of susceptible uninfected hosts
5. Rate at which disease can be transmitted from infected to uninfected hosts
6. Death rate of infected hosts
7. The number of infected hosts who survive and become immune or resistant to further infection
Subtopic 2: Acute versus Chronic Infections
Question: Compare the definitions of Acute Infections and Chronic Infections below. Based on what you know about HIV/AIDS at this point, which description most closely matches AIDS? Explain your answer, using evidence from the book to support your position.
What is an acute infection?
1. Produces symptoms and makes a person infectious soon after infection.
2. The infected person may: transmit the disease
die from the infection
recover and develop immunity
3. the acute microorganism
STRIKES QUICKLY
infects entire group (small group)
dies out
What is a chronic infection?
Person may never show symptoms
Person continues to carry infectious agent at a low level
Does NOT mount an effective immune response
Subtopic 3: Controlling infectious disease
Question: Explain what herd immunity is and how it works. Use an example from either the bo.
Journal of Public Affairs Education 515Teaching Grammar a.docx
Journal of Public Affairs Education 515
Teaching Grammar and Editing in Public
Administration: Lessons Learned from
Early Offerings of an Undergraduate
Administrative Writing Course
Claire Connolly Knox
University of Central Florida School of Public Administration
ABSTRACT
College graduates need to possess strong writing skills before entering the work-
force. Although many public administration undergraduate programs primarily
focus on policy, finance, and management, we fall short of a larger goal if students
cannot communicate results to a variety of audiences. This article discusses the
results of a national survey, which concludes that few undergraduate public affairs
programs require an administrative/technical writing course. Based on pedagogical
theories, this article describes the design of a newly implemented, undergraduate,
administrative writing course. The article concludes with lessons learned, provides
recommendations for programs considering requiring an administrative writing
course, and discusses future research.
Keywords: administrative writing, Plain Language Movement, discourse community,
undergraduate course design
“Administrators not only need to know about communications, they need to
be able to communicate” (Denhardt, 2001, p. 529). Public administration under-
graduate students learn the importance of communication within organizations
in leadership, human resources, or organizational management courses; however,
practical instruction in communication skills, such as effective, audience-centered
writing, are lacking. Scholars (e.g., Cleary, 1990, 1997; Lee, 2000; Raphael &
Nesbary, 2005; Waugh & Manns, 1991) have noted this lack of required commun-
ication and writing courses in public administration curriculum. The majority of
administrative writing literature is from the late 1980s and early 1990s when
universities began implementing Writing Across the Curriculum programs (i.e.,
JPAE 19 (3), 515–536
516 Journal of Public Affairs Education
Londow, 1993; Stanford, 1992). The limited discussions and conclusions coincide
with private and public sector trends—newly hired students’ writing skills are
lacking (Hines & Basso, 2008; National Commission, 2005).
A survey by the National Commission on Writing for America’s Families,
Schools, and Colleges (2005) reported that approximately 80% of public sector
human resource directors seriously considered writing skills when hiring professional
employees and assumed new employees obtained these skills in college. Increasingly,
public managers require employees to attend writing and communication trainings,
which cost governments approximately $221 million annually (National Commis-
sion, 2005). In fact, the public sector (66%) is more likely to send professional/
salaried employees for writing training than the private sector (40%; National
Commission, 2005). Public, private, and nonprofit sector organizations certainly
should cont ...
Learner Guide TLIR5014 Manage suppliers TLIR.docx
This document provides guidance on managing suppliers for the TLIR5014 unit. It covers assessing suppliers and building relationships, evaluating delivery against agreements, negotiating with suppliers, resolving disagreements, and reviewing performance. Key areas discussed include developing criteria to evaluate suppliers; maintaining cooperative relationships; establishing performance indicators; developing evaluation methods; managing relationships; and continuously reviewing suppliers for quality, profitability and other metrics. The role of the supply/contract manager and importance of a contract management plan are also outlined.
Lab 5 Nessus Vulnerability Scan Report © 2012 by Jone.docx
Lab 5 Nessus Vulnerability Scan Report
© 2012 by Jones & Bartlett Learning, LLC, an Ascend Learning Company. All rights reserved.
www.jblearning.com
This handout is a printout of the results of a Nessus vulnerability scan. The scan was performed
on the mock IT infrastructure in the lab environment for the Jones & Bartlett Learning Managing
Risk in Information Systems course.
Source: Lab environment
URL Last Verified: 2013-1-3
List of hosts
172.16.20.1 Low Severity problem(s) found
172.17.20.1 High Severity problem(s) found
172.18.20.1 High Severity problem(s) found
172.19.20.1 Low Severity problem(s) found
172.20.20.1 High Severity problem(s) found
172.30.0.10 High Severity problem(s) found
172.30.0.66 High Severity problem(s) found
[^] Back
172.16.20.1
Scan Time
Start time : Thu Aug 05 11:34:38 2010
End time : Thu Aug 05 11:36:50 2010
Number of vulnerabilities
Open ports : 2
High : 0
Medium : 0
Low : 2
Remote host information
Operating System :
NetBIOS name :
DNS name :
[^] Back to 172.16.20.1
Port general (0/icmp) [-/+]
ICMP Timestamp Request Remote Date Disclosure
Synopsis:
It is possible to determine the exact time set on the remote host.
Description:
The remote host answers to an ICMP timestamp request. This allows an attacker to know the date
which is set on your machine. This may help him to defeat all your time based authentication protocols.
Risk factor:
None
Solution
:
Filter out the ICMP timestamp requests (13), and the outgoing ICMP timestamp replies (14).
Plugin output:
This host returns non-standard timestamps (high bit is set)
Plugin ID:
10114
Page 1 of 76Nessus Scan Report
8/5/2010mhtml:file://C:\Documents and Settings\acaballero\Desktop\nessus_MockITScan.mht
CVE:
CVE-1999-0524
Other references:
OSVDB:94
Nessus Scan Information
Information about this scan : Nessus version : 4.2.2 (Build 9129) Plugin feed version : 201007191034
Type of plugin feed : HomeFeed (Non-commercial use only) Scanner IP : 172.30.0.67 Port scanner(s) :
nessus_syn_scanner Port range : default Thorough tests : no Experimental tests : no Paranoia level : 1
Report Verbosity : 1 Safe checks : no Optimize the test : yes CGI scanning : disabled Web application
tests : disabled Max hosts : 80 Max checks : 5 Recv timeout : 5 Backports : None Scan Start Date :
2010/8/5 11:34 Scan duration : 132 sec
Plugin ID:
19506
[^] Back to 172.16.20.1
[^] Back
172.17.20.1
Scan Time
Start time : Thu Aug 05 11:34:38 2010
End time : Thu Aug 05 11:37:36 2010
Number of vulnerabilities
Open ports : 5
High : 1
Medium : 0
Low : 8
Remote host information
Operating System : KYOCERA Printer
NetBIOS name :
DNS name :
[^] Back to 172.17.20.1
Port general (0/icmp) [-/+]
ICMP Timestamp Request Remote Date Disclosure
Synopsis:
It is possible to determine the exact time set on the remote host.
Description:
The remote host answers to an ICMP timestamp request. Th ...
Leveled and Exclusionary Tracking English Learners Acce.docx
Leveled and Exclusionary Tracking: English Learners' Access to Academic Content in
Middle School
Author(s): Ilana M. Umansky
Source: American Educational Research Journal, Vol. 53, No. 6 (December 2016), pp. 1792-
1833
Published by: American Educational Research Association
Stable URL: https://www.jstor.org/stable/44245971
Accessed: 06-04-2020 02:54 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
https://about.jstor.org/terms
American Educational Research Association is collaborating with JSTOR to digitize,
preserve and extend access to American Educational Research Journal
This content downloaded from 209.50.140.132 on Mon, 06 Apr 2020 02:54:47 UTC
All use subject to https://about.jstor.org/terms
American Educational Research Journal
December 2016, Vol. 53, No. 6, pp. 1792-1833
DOI: 10.3102/0002831216675404
© 2016 AERA, http://aerj.aera.net
Leveled and Exclusionary Tracking:
English Learners' Access to Academic
Content in Middle School
liana M. Umansky
University of Oregon
This study examines the characteristics and determinants of English learn-
ers' (ELs') access to academic content in middle school (Grades 6-8).
Following 10 years of data from a large urban school district in
California , I identify two predominant characteristics of EL access to con-
tent: leveled tracking in which ELs are overrepresented in lower level classes
and underrepresented in upper level classes and exclusionary tracking in
which ELs are excluded from core academic content area classes , particu-
larly English language arts. Using regression analysis and two regression dis-
continuity designs , 1 find evidence that ELs ' access to content is limited hy
a constellation of factors, including prior academic achievement, institu-
tional constraints, English proficiency level, and direct effects of EL classifi-
cation. This study contributes to understanding of the experiences and
opportunities of students learning English as well as theory regarding educa-
tional tracking.
Keywords: course-taking, English learners, regression discontinuity,
tracking
Introduction
For depends students in large learning part English, on exposure as for to any instruction student, and success content. in school Policy depends in large part on exposure to instruction and content. Policy
and law regarding the education of English learners (ELs) are structured
around the concept of enabling full and meaningful integration in school.
Yet a large body of research suggests that ELs face inequitable opportunity
to learn (Dabach & Callahan, 2011). A cri ...
Lab 5 Nessus Vulnerability Scan Report © 2015 by Jone.docx
Lab 5 Nessus Vulnerability Scan Report
© 2015 by Jones & Bartlett Learning, LLC, an Ascend Learning Company. All rights reserved.
www.jblearning.com
This handout is a printout of the results of a Nessus vulnerability scan. The scan was performed
on the mock IT infrastructure in the lab environment for the Jones & Bartlett Learning Managing
Risk in Information Systems course.
Source: Lab environment
Content Last Verified: 2014-7-25
List of hosts
172.16.20.1 Low Severity problem(s) found
172.17.20.1 High Severity problem(s) found
172.18.20.1 High Severity problem(s) found
172.19.20.1 Low Severity problem(s) found
172.20.20.1 High Severity problem(s) found
172.30.0.10 High Severity problem(s) found
172.30.0.66 High Severity problem(s) found
[^] Back
172.16.20.1
Scan Time
Start time : Thu Aug 05 11:34:38 2010
End time : Thu Aug 05 11:36:50 2010
Number of vulnerabilities
Open ports : 2
High : 0
Medium : 0
Low : 2
Remote host information
Operating System :
NetBIOS name :
DNS name :
[^] Back to 172.16.20.1
Port general (0/icmp) [-/+]
ICMP Timestamp Request Remote Date Disclosure
Synopsis:
It is possible to determine the exact time set on the remote host.
Description:
The remote host answers to an ICMP timestamp request. This allows an attacker to know the date
which is set on your machine. This may help him to defeat all your time based authentication protocols.
Risk factor:
None
Solution
:
Filter out the ICMP timestamp requests (13), and the outgoing ICMP timestamp replies (14).
Plugin output:
This host returns non-standard timestamps (high bit is set)
Plugin ID:
10114
Page 1 of 76Nessus Scan Report
8/5/2010mhtml:file://C:\Documents and Settings\acaballero\Desktop\nessus_MockITScan.mht
CVE:
CVE-1999-0524
Other references:
OSVDB:94
Nessus Scan Information
Information about this scan : Nessus version : 4.2.2 (Build 9129) Plugin feed version : 201007191034
Type of plugin feed : HomeFeed (Non-commercial use only) Scanner IP : 172.30.0.67 Port scanner(s) :
nessus_syn_scanner Port range : default Thorough tests : no Experimental tests : no Paranoia level : 1
Report Verbosity : 1 Safe checks : no Optimize the test : yes CGI scanning : disabled Web application
tests : disabled Max hosts : 80 Max checks : 5 Recv timeout : 5 Backports : None Scan Start Date :
2010/8/5 11:34 Scan duration : 132 sec
Plugin ID:
19506
[^] Back to 172.16.20.1
[^] Back
172.17.20.1
Scan Time
Start time : Thu Aug 05 11:34:38 2010
End time : Thu Aug 05 11:37:36 2010
Number of vulnerabilities
Open ports : 5
High : 1
Medium : 0
Low : 8
Remote host information
Operating System : KYOCERA Printer
NetBIOS name :
DNS name :
[^] Back to 172.17.20.1
Port general (0/icmp) [-/+]
ICMP Timestamp Request Remote Date Disclosure
Synopsis:
It is possible to determine the exact time set on the remote host.
Description:
The remote host answers to an ICMP time ...
MBA 6941, Managing Project Teams 1 Course Learning Ou.docx
The document provides an overview of key concepts and processes related to project scope management and time management. It defines scope management as the processes used to define, control, and validate the work required to successfully deliver a project. It outlines six processes for scope management including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. It also defines seven processes for time management including planning schedule management, defining activities, sequencing activities, estimating activity resources and durations, developing the schedule, and controlling the schedule. The critical path is described as the longest path through a project network diagram that determines the shortest project duration.
Inventory Decisions in Dells Supply ChainAuthor(s) Ro.docx
Inventory Decisions in Dell's Supply Chain
Author(s): Roman Kapuscinski, Rachel Q. Zhang, Paul Carbonneau, Robert Moore and Bill
Reeves
Source: Interfaces, Vol. 34, No. 3 (May - Jun., 2004), pp. 191-205
Published by: INFORMS
Stable URL: https://www.jstor.org/stable/25062900
Accessed: 13-02-2019 19:24 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
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Interfaces infjIML
Vol. 34, No. 3, May-June 2004, pp. 191-205 DOI i0.1287/inte.l030.0068
ISSN 0092-21021 eissn 1526-551X1041340310191 @ 2004 INFORMS
Inventory Decisions in Dell's Supply Chain
Roman Kapuscinski
University of Michigan Business School, Ann Arbor, Michigan 48109, [email protected]
Rachel Q. Zhang
Johnson Graduate School of Management, Cornell University, Ithaca, New York 14853, [email protected]
Paul Carbonneau
McKinsey & Company, 3 Landmark Square, Stamford, Connecticut 06901, [email protected]
Robert Moore, Bill Reeves
Dell Inc., Mail Stop 6363, Austin, Texas 78682 {[email protected], [email protected]}
The Tauber Manufacturing Institute (TMI) is a partnership between the engineering and business schools at
the University of Michigan. In the summer of 1999, a TMI team spent 14 weeks at Dell Inc. in Austin, Texas,
and developed an inventory model to identify inventory drivers and quantify target levels for inventory in the
final stage of Dell's supply chain, the revolvers or supplier logistics centers (SLC). With the information and
analysis provided by this model, Dell's regional materials organizations could tactically manage revolver inven
tory while Dell's worldwide commodity management could partner with suppliers in improvement projects to
identify inventory drivers and to reduce inventory. Dell also initiated a pilot program for procurement of XDX
(a disguised name for one of the major components of personal computers (PCs)) in the United States to insti
tutionalize the model and promote partnership with suppliers. Based on the model predictions, Dell launched
e-commerce and manufacturing initiatives with its suppliers to lower supply-chain-inventory costs by reducing
revolver inventory by 40 percent. This reduction would raise the corresponding inventory turns by 67 percent.
Net Present Value (NPV) calculations for XDX alone suggest $43 million in potential savings. To ensure project
longevity, Dell formed ...
It’s Your Choice 10 – Clear Values 2nd Chain Link- Trade-offs .docx
It’s Your Choice 10 – Clear Values: 2nd Chain Link- Trade-offs - Best Chance of Getting the Most of What You Want.
Narrator: In today's episode, what do I really want? Roger and Nicole discussed the importance of being clear about your values when making a decision in order to give you the best chance of making the most of what you really want. When you understand what you care most about, you can determine which outcomes you prefer as a result of the decision. And, while we frequently can't get everything we want, making tradeoffs is easier when we are clear about our values. Roger: Nicole is something wrong? Nicole: Oh no, not really. I'm just kind of distracted today. See, I finally decided to bite the bullet and buy a car, but I'm having a lot of trouble deciding what to buy. I've been saving for years and I want to make sure I do this right. The problem is that I don't even know where to start. There are so many good cars out there. Roger: I know how tough it can be to try and figure out what you really want it, but you're in luck. On today's show, we're going to be talking about why being clear on your values is so important when making a decision. Nicole: A value is something you want as a result of the decision. Roger: Like when I was trying to decide which college to go to, some of my preferences were to go to a place with a good music program and a D-three basketball team. Nicole: It's funny because when I was looking for a school, I didn't care at all about the basketball team. I was much more interested in theater groups. Roger: and that's fine because values are completely up to the person making the decision. What I want will probably be different from what you want, but I use my values for my decisions and you will use yours for yours. Nicole: I was thinking about asking my friends for their opinions too. Roger: It can be very useful to get input from other people, especially when they're knowledgeable. Just be careful they don't try and talk you into what they want instead of what you wanted. Anyway, have you thought about the things you want the most from the car of your choice? Nicole: Oh sure. There are lots of things like I really want a car I can afford, that gets good gas mileage and is cute safe, a good size and comfortable for my friends. Roger: That's a good start. How about the things you don't want?
Nicole: Well, it has to be reliable. I'll be in a mess if it breaks down. I can't afford a lot of repair bills and I don't want a car that's too big. Roger: That's good. Identifying the things you don't want is just as important as the things you do want. Okay Nicole, now that we have your list, the next step is to ask yourself how important are these things?
Nicole: Well, they're all important.
Roger: Sure, but aren't some more important than others? Nicole: Of course, but I'm not really sure which or which? Roger: A good first step is to identify why something is important to you. For example, is getting good gas ...
MBA 5101, Strategic Management and Business Policy 1 .docx
MBA 5101, Strategic Management and Business Policy 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
2. Compare and contrast the integral functions of corporate governance.
2.1 Describe the roles and responsibilities of the board of directors in corporate governance.
2.2 Explain the Sarbanes-Oxley Act and its impact on corporate governance.
4. Analyze the processes for formulating corporate strategy.
4.1 Explain the benefits of strategic management.
5. Evaluate methods that impact strategy implementation, such as staffing, directing, and organizing.
5.1 Discuss the strategic audit as a method of analyzing corporate functions and activities.
Reading Assignment
In order to access the following resources, click the links below:
College of Business – CSU. (2016, January 12). MBA5101 Unit I lesson video [YouTube video].
Retrieved from
https://www.youtube.com/watch?v=p5axP8yAmFk&feature=youtu.be&list=PL08sf8iXqZn54RIuJs-
skgp4omxG-UOu5
Click here to access a transcript of the video.
Pomykalski, A. (2015). Global business networks and technology. Management, 19(1), 46-56. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=103247112&site=ehost-live&scope=site
Silverstein, E. (2015). Years later, Sarbanes-Oxley is part of how companies do business. Insidecounsel,
26(286), 38-39. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=111456112&site=ehost-live&scope=site
Wheelen, T. L., & Hunger, J. D. (1987). Using the strategic audit. SAM Advanced Management Journal,
52(1), 4. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=4604880&site=ehost-live&scope=site
Unit Lesson
When founders form companies, they usually focus on the product and the customers they hope to generate.
The founders are usually of the same mindset and intention about what they want their company to do and
how they would like it to grow. What many companies fail to plan for is the inevitable death of one of the
founding members and what that might mean for the vision and purpose of the company. In other words, what
would the management structure resemble if one of the founding partners had to deal with the heir of the
deceased partner?
For example, once, two middle-aged founders focused on the same mission, creating and living by their
cultural values and vision, diligently reaching out to their target market, and productively engaging their
customers. One partner unexpectedly died. After the funeral, the surviving founder finds himself now working
side-by-side with the recently deceased founder’s 17-year-old son or daughter. Very quickly, the surviving
UNIT I STUDY GUIDE
Governance and the Value
of Planning
https:// ...
MAJOR WORLD RELIGIONSJudaismJudaism (began .docx
MAJOR WORLD RELIGIONS
JudaismJudaism (began circa 1,800 BC)
This was the first monotheistic religion on earth
God is all-powerful with many prophets, Jesus among them
Followers are called Jews, 80% of 14 million total adherents live in U.S. or Israel
Christianity
(began around 30AD)Most followers of any religion: 2 billionMost geographically widespread religionCenters on Jesus Christ as the savior whose sacrificial death forgives/erases Christians’ sinsHalf of global Christians are Catholics (the Americas) and one-fourth are Protestant (Europe and U.S.)
Islam
(began around 615AD)2nd largest world religion: 1.5 billion followersOver 80% are “Sunnis”, 20% are “Shiite”(Iran)Based on the Prophet Muhammad’s teachings & revelations
Green = Sunni
Maroon = Shiite
Buddhism
(began ca. 450 B.C.)Centered in East and Southeast Asia, 400 million followersBased on the example and teachings of Siddhartha Gautama (the Buddha) who lived in eastern India around 500 B.C.Life’s core suffering can be ended by releasing attachment to desires and becoming “awakened”
Taoism
(began ca. 500B.C.)
Lao-Tzu (Laozi) founding spiritualist/philosopher Action through non-action, simplicity, compassion, humility, learning from/oneness with the “Tao” (the force/energy of nature/all things)Practiced mostly in China, but expressed in Western pop culture (Star Wars, yoga, etc.)
HinduismFocused on the enlightened being Krishna who lived 5,000 BPBhagavad Gita religious text composed by one authorPracticed by hundreds of millions, principally in India
Animism/“Primal Indigenous”PolytheisticPracticed largely among tribal groupsEverything in nature, even non-living entities, have a spiritPhysical and spiritual realms are one, which is opposite of Western thinking
Religious Perspectives on the Human/Environment Relationship
Questions
How do you feel about Evolution vs. Creation?
Do you feel that people are more important than animals, plants, and nature?
Do you think about the effects of your lifestyle on the natural world? (trash, CO2, etc)
Do you believe that nature is here to supply man’s needs or that we have a responsibility to tend and care for nature as well?
Your responses…Indicate a position relative to some very old questions!These questions concern the fundamental or essential nature of the world, and as such they affect geographical worldviewsReligious/philosophical worldviews affect how we treat the planet
Man and Nature are Connected
Man and Nature are Separate
Judaism/Christianity/IslamEverything in nature was created by a single supreme being with unlimited powers.Man’s relationship to nature is either dominion or stewardship (but separate from nature either way).Salvation depends on faith and belief (Christianity) so issues like treatment of animals or conservation of resources are of minor ethical importanceEastern religions don’t separate man from nature as much as Abrahamic religions.
Nature as God’s Handiwork“But ...
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- 2. 5 6 Adjust your audio This is a narrated slide show. Please adjust your audio so you can hear the lecture. If you have problems hearing the narration on any slide show please let me know. Managing and Using Information Systems: A Strategic Approach – Sixth Edition Keri Pearlson, Carol Saunders, and Dennis Galletta
- 3. © Copyright 2016 John Wiley & Sons, Inc. Introduction Why Should a Manager Study Information Systems? --After all, an entire department is in charge of IT. Nearly all decisions in organizations rely on information systems at some level. Personal devices are ubiquitous. In 2014, 90% of US adults had a cell phone and 87% used the Internet. Personal experience with technology helps but the corporate setting has many different requirements in the areas of: Security, Privacy, Risks Support Architecture Firms use IT to enhance their business models or change entire industries. Managers need to know the basics.
- 4. 4 © 2016 John Wiley & Sons, Inc. 4 Why Should you Participate in IT Decisions in your Firms? IT permeates almost every aspect of business IT enables change in how people work IT is at the heart of Internet-based solutions IT enables or inhibits opportunities/strategies IT combats competitors’ business challenges IT provides customers with a voice IT supports data-driven decision-making IT can help secure key assets © 2016 John Wiley & Sons, Inc. 5 A Business View of Critical Resources Spending is quite high: Worldwide $3.7 trillion in 2014 Expenditures span 5 categories Devices (e.g., PCs, tablets, mobile phones) Data centers (e.g., servers, storage equipment)
- 5. Enterprise (companywide) software IT Services (e.g., support and consulting services) Telecommunications (e.g., voice and data services) If these expenditures do not return value, they will dwindle over time 6 © 2016 John Wiley & Sons, Inc. People and Technology Work Together Some of the most-used sites focus on Web 2.0 In Web 2.0, significant content comes from users Information Sharing User-centered design Interoperability Collaboration Skilled business managers must balance: The benefits of introducing new technology The costs associated with changing the existing behaviors of people in the workplace Does not require deep technical knowledge Requires understanding the consequences of the choices made © 2016 John Wiley & Sons, Inc. 7
- 6. CTO of @Walmart Labs What did Jeremy King say in his blog (pg. 4)? “Every company is a tech company” Do you believe this is true for most firms, or is Wal-Mart somehow different? Why? Can you name firms that do not receive key impacts or benefits from technology? © 2016 John Wiley & Sons, Inc. 8 Quote from Jeremy King: There used to be a big distinction between tech companies: those that develop enterprise technology for businesses, and the global companies that depend on those products. But that distinction is now diminishing for this simple reason: every global company is becoming a tech company…. we’re seeing technology as a critical component for business success 8 Opportunities and New Strategies from IT New business opportunities spring up with little warning Managers must: Frame the opportunities in an understandable way for business leaders Evaluate them against business needs and choices Pursue those that fit into an articulated business strategy. The quality of available information will impact the quality of
- 7. their decisions and their implementation Managers will therefore lead the changes driven by information systems © 2016 John Wiley & Sons, Inc. 9 Competitive Challenges Competitors spring up—sometimes unexpectedly General managers are in the best position to See those threats Attempt to combat them, using technology as a tool They need an understanding of The capabilities of the organization How those capabilities, together with IS, can Create competitive advantage Change the competitive landscape for an entire industry © 2016 John Wiley & Sons, Inc. 10 Managers Need to be Aware of the importance of: Customer pull Customers now have power using social media Entire business models sometimes need to be redesigned
- 8. Data-driven decision making Now available: more data than ever before From social media From large data stores in firms Predictive analytics tools can help with analysis of that data Securing key assets A balance is needed Too little security endangers assets of the firm and its customers Too much reduces operational convenience © 2016 John Wiley & Sons, Inc. 11 What Happens if Management Doesn’t Participate? Breakdown in servicing customers Sales decline Damaged reputation Poor spending: Overspending and excess capacity, or Underspending and restricted opportunity Inefficient business processes © 2016 John Wiley & Sons, Inc. 12
- 9. Failing to Consider IS Strategy Leads to: IS that fail to support business goals (e.g., Victoria’s Secret site overload) IS that fail to support organizational systems (e.g., workers buying mobile devices but the IT department only supports desktop PCs) Misalignment between business goals and organizational systems © 2016 John Wiley & Sons, Inc. 13 Skills Managers Need for Their IT Decisions Visionary role Creativity Curiosity Confidence Focus on business solutions Flexibility Informational and Interpersonal Communication Listening Information gathering Interpersonal skills Structural Project management Analytical Organizational Planning Leading
- 10. Controlling © 2016 John Wiley & Sons, Inc. 14 Upcoming Material Information Systems Strategy Triangle: Alignment of IT and the business Links between IS and business strategy Links between IS and organizational strategy Collaboration and individual work Business processes Architecture and infrastructure Participating in decisions about IS security The business of IS Governance of IS resources Sourcing Project and change management Business intelligence Ethical use of information © 2016 John Wiley & Sons, Inc. 15 Assumptions 16
- 11. © 2016 John Wiley & Sons, Inc. Assumptions About Management Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator © 2016 John Wiley & Sons, Inc. 17 Assumptions About Business – Functional View © 2016 John Wiley & Sons, Inc.
- 12. 18 Process View © 2016 John Wiley & Sons, Inc. 19 Assumptions about the Nature of Information Data – simple observations Information – data + relevance + purpose Knowledge – information + context + synthesis + reflection © 2016 John Wiley & Sons, Inc. 20 Data, Information, and KnowledgeDataInformationKnowledgeDefinitionSimple observations of the state of the worldData endowed with relevance and purposeInformation from the human mind
- 13. (includes reflection, synthesis, context)CharacteristicsEasily structured Easily captured on machines Often quantified Easily transferred Mere factsRequires unit of analysis Data that have been processed Human mediation necessaryHard to structure Difficult to capture on machines Often tacit Hard to transferExampleDaily inventory report of all itemsDaily inventory report of items with low levels of stockReport of which items need to be reordered after considering inventory levels, anticipated labor strikes, and a flood affecting a supplier © 2016 John Wiley & Sons, Inc. 21 Characteristics of Information Across LevelsTop ManagementMiddle ManagementSupervisory and Lower-Level ManagementTime HorizonLong: yearsMedium: weeks, months, yearsShort: day to dayLevel of DetailHighly aggregated Less accurate More predictiveSummarized Integrated Often financialVery detailed Very accurate Often nonfinancialSourcePrimarily externalPrimarily internal with limited externalInternalDecisionExtremely judgmental Uses creativity and analytical skillsRelatively judgmentalHeavy reliance on rules
- 14. © 2016 John Wiley & Sons, Inc. 22 Economics of Information vs ThingsThingsInformationWear outDoesn’t wear out but can become obsolete or untrueAre replicated at the expense of the manufacturerIs replicated at almost zero cost without limitExist in a tangible locationDoes not physically existWhen sold, possession changes handsWhen sold, seller may still possess and sell again Price based on production costsPrice based on value to consumer © 2016 John Wiley & Sons, Inc. 23 Internet of Things (IoT) Combine information and things = IoT From the 1970s: Coke machine at Carnegie Mellon University From the 1980s: Elevators that call for service without people knowing there is a problem Today: Self-driving cars Internet-connected (and controllable) thermostats, stoves, alarm systems Pets that are trackable online Heart monitors that alert doctors or hospitals of a problem
- 15. Digital video recorders that can be controlled around the world Quad-copters (drones) that can Record video marked with location data Return to the point of origin if it goes out of range of the “pilot” Notify regarding its location and avoid objects in a database © 2016 John Wiley & Sons, Inc. 24 The Term “Information Systems” Composed of: Technology People Processes Information Technology vs Information Systems The term “IT” tends to be more fashionable But IT actually refers to just the technology Many people interchange the terms © 2016 John Wiley & Sons, Inc. 25 Summary This has been a brief introduction to some of the topics you will
- 16. encounter throughout our course. I anticipate a lively and interesting class! 26 © 2016 John Wiley & Sons, Inc. Summary After you have listened to this lecture and read the Introduction Chapter in your text Go to Discussion Board 1.2 and answer the discussion prompt There is no quiz this week. © 2016 John Wiley & Sons, Inc. 27 Customer Request for the eGrants Project The state government currently has a variety of grants management systems across several agencies. The individual agencies sought an enterprise approach to meet their requirements that includes a single application for all agency grant management programs and that meets the legal requirements of PA Management Directive 107.3. The Governor’s Office created an inter-agency Grants Management Advisory Group to re-engineer agency grant management
- 17. processes into one streamlined state-wide approach to provide a single, secure, simplified and paperless process that local governments, businesses, non-profits and individuals can use to learn about and apply for grants online. The new system will include a grants management portal (a web site) that will serve as an entry point to all grants management applications and information about grants maintained within the individual customer state agencies. The system will further automate much of the traditional manual and time consuming handling of applications by enabling the SMEs in each agency to separately apply their own business rules using standardized templates and scoring mechanisms to evaluate and approve the automated applications. This system will not include any federal grant programs or funds. The web site should be user- friendly and intuitive so citizens can navigate to find what they are looking for quickly with just a few clicks of the mouse (the text on the web pages should accommodate the needs of the visually impaired). A citizen should not have to be an IT expert to find the information he or she needs. Then, upon approval of the completed applications made and recorded in the system, grant funds can be awarded electronically to a successful applicant, which will shorten the time an applicant has to wait to learn about his or her application status and finally receive the grant money. If possible, this should be done through some kind of secure, encrypted electronic funds transfer into the applicant’s bank account within 60 minutes after the grant application is approved. The evaluation and approval of grant applications must be able to be audited by state quality inspectors and federal oversight officials. Sheet1Project GoalBusiness RequirementUser RequirementSystem RequirementNon-Functional RequirementsAttributeDesign & developmentProject CharterProject ScopeSimple sentences or use cases by referenceStatus select onePriority
- 18. select oneFeature select oneDesign SpecTest SpecTest Case(s)Test VerifyModify Req.Not StartedHighAssignIn ProcessMediumAssignCompletedLowAssignNot StartedHighAssignNot StartedHighAssignNot StartedHighAssign &"Arial,Italic"&14Requirements Traceability FULL Matrix &P &F Sheet2 Sheet3