The document discusses the roles and functions of management information systems (MIS) organizations. It describes the key role of the Chief Information Officer (CIO) to provide technology leadership and implement IT initiatives that support business strategy. It outlines other roles in the MIS organization, such as the Chief Technology Officer and business analysts. The document also summarizes the core activities expected of the MIS organization, including anticipating new technologies and providing strategic direction, as well as what activities fall outside the MIS scope, such as performing core business functions.

1. The Management Information
Systems Organization & Functions
of A CIO
Managing and Using Information Systems: A Strategic
Approach
Approached by: Hidayatul Haq Hidayat (Double M.S)

2. Introduction
What are the major MIS positions in an
organizations?
What is the main role of the CIO?
What should a manager expect from the MIS
organization?
What does the MIS organization NOT do?
How can outsourcing be used to provide
competitive advantage?
What are some of the disadvantages of
outsourcing?
© 2015 - Hidayatul Haq Hidayat (Double M.S)

3. UNDERSTANDING THE
MIS ORGANIZATION
© 2015 - Hidayatul Haq Hidayat (Double M.S)

4. The Paradox of the Human condition is that people, as
a whole, are much the same, yet individually are
completely different.
Ice Breaker

5. Chief Information Officer (CIO)
The CIO (Chief Information Officer) is the head of the IS
organization.
CIO’s primary goal is to manage IT resources to
implement enterprise strategy.
Provide technology vision and leadership for developing
and implementing IT initiatives to help the enterprise
maintain a competitive advantage.
As the importance of technology has increased so has
the position of the CIO.
Reports directly to the CEO of an organization or the
Minister.
© 2015 - Hidayatul Haq Hidayat (Double M.S)

6. Top Twelve Responsibilities
These often define the role of the CIO:
1. Championing the organization.
2. Architecture management.
3. Business strategy consultant.
4. Business technology planning.
5. Application development.
6. IT infrastructure management.
7. Sourcing.
8. Partnership developer.
9. Technology transfer agent.
10. Customer satisfaction management.
11. Training.
12. Business discontinuity/disaster recovery planning.
© 2015 - Hidayatul Haq Hidayat (Double M.S)

7. CTO, CKO, and Others
The CIO, particularly in larger organizations,
cannot guide the enterprise toward the future
alone.
Other strategic areas require more focused
guidance.
New positions created to deal with this growing
need.
Figure 9.1 shows a list of other IT managers and
their responsibilities.
Figure 9.2 lists other IT responsibilities within an
organization (such as DBA, Business Analyst, etc.).
Figure 9.3 shows the reporting relationships
between the CIO and other IT positions.© 2015 - Hidayatul Haq Hidayat (Double M.S)

8. Title Responsibility
Chief technology officer (CTO) Track emerging technologies
Advise on technology adoption
Design and manage IT architecture to insure
consistency and compliance
Chief knowledge officer (CKO) Create knowledge management infrastructure
Build a knowledge culture
Make corporate knowledge pay off
Chief telecommunications officer
(CTO)
Manage phones, networks, and other
communications technology across entire
enterprise
Chief network officer Build/maintain internal and external networks
Chief resource officer Manage outsourcing relationships
Chief information security officer Insures information management practices are
consistent with security requirements
Chief privacy officer Responsible for processes and practices that
insure privacy concerns of customers,
employees and vendors are met
Figure 9.1 The CIO’s lieutenants
© 2015 - Hidayatul Haq Hidayat (Double M.S)

9. Job Title Job Description Job Description
IS Manager Implements strategy; leads
systems implementation projects
Understands both business and
technology
System Developer Writes new software applications;
Upgrades and maintains existing
systems
Programming abilities, cross-
technology knowledge, etc
Business Analyst Translates business requirements
into implementable IT solutions
Understands core business
requirements
Database
Administrator
Implements and maintains the
software/hardware
Knowledge of database
management systems, etc
Operations
Personnel
Implements/maintains software
and hardware needed
Knowledge of database
management systems, etc
Support Personnel Run, monitor and maintain the
production applications
Monitor and maintain hardware
and software
Developer Help desk, project management
and desktop services, etc
Skills vary depending upon role
Webmaster Responsible for all web activities Knowledge of web trends
Web Designer Designs interface for web pages Knowledge of interface design
Figure 9.2 IS organization roles
© 2015 - Hidayatul Haq Hidayat (Double M.S)

10. Chief
Information
Officer
Chief
Knowledge
Officer
Chief
Technology
Officer
Chief
Network
Officer
IS ManagersName
Title
Systems
Developers/
Developers
Business
Analysts
Database
Administrators
Support
Personnel/
Operations
Other
Figure 9.3 Sample IS organization chart
© 2015 - Hidayatul Haq Hidayat (Double M.S)

11. INFORMATION SYSTEMS
ORGANIZATION PROCESSES
© 2015 - Hidayatul Haq Hidayat (Double M.S)

12. Systems Development
The manager needs to understand the
processes internal to the IS group.
Systems development is the primary processes
performed.
Building and developing systems.
Involves business analysts, programmers, systems
analysts, users, etc. to test and make sure the
system works and meets the business objectives.
Includes installation and configuration.
© 2015 - Hidayatul Haq Hidayat (Double M.S)

13. Systems Maintenance
Includes a number of personnel to keep the
system running and performing.
Such as DBAs, systems developers, business
personnel, managers, auditors, etc.
Some of the functions of systems
maintenance include –
Daily transaction processing.
Report writing
Problem reporting and repairing.
Compliance conforming.
© 2015 - Hidayatul Haq Hidayat (Double M.S)

14. Other IS Processes
Data center operations.
Core computing systems location.
Managers have little interaction with.
Information management and database
administration.
Activities of collecting and storing the actual data created,
developed, or discovered.
Internet services.
Includes intranets, extranets, email, etc.
Networking services.
Responsible for designing network architecture.
General support.
Help desk.
© 2015 - Hidayatul Haq Hidayat (Double M.S)

15. WHAT WE EXPECT FROM THE IS
DEPARTMENT
© 2015 - Hidayatul Haq Hidayat (Double M.S)

16. Eight Core Activities
Anticipating new technologies.
IT must keep an eye on emerging technologies.
Work closely with management to make appropriate
decisions.
Weigh risks and benefits of new technologies.
Strategic direction.
IS can act as consultants to management.
Educate managers about current technologies/trends.
Process innovation.
Review business processes to innovate.
Survey best practices.
Supplier management.
Carefully manage outsourced IT.
© 2015 - Hidayatul Haq Hidayat (Double M.S)

17. Eight Core Activities
(continued)
Architecture and standards.
Be aware of incompatibilities.
Inconsistent data undermines integrity.
Security
Important to all general managers.
Much more than a technical problem.
Business continuity planning
Disaster recovery.
“What if” scenarios.
Human resource management.
Hiring, firing, training, outsourcing, etc.
© 2015 - Hidayatul Haq Hidayat (Double M.S)

18. Figure 9.4 User management activities
© 2015 - Hidayatul Haq Hidayat (Double M.S)

19. WHAT THE IS ORGANIZATION DOES
NOT DO
© 2015 - Hidayatul Haq Hidayat (Double M.S)

20. What IS Does Not Do
Does not perform core business functions such as:
Selling
Manufacturing
Accounting.
Does not set business strategy.
General managers must not delegate critical technology
decisions.
© 2015 - Hidayatul Haq Hidayat (Double M.S)

21. SUMMARY
© 2015 - Hidayatul Haq Hidayat (Double M.S)

22. Summary
The CIO is a high-level IS officer.
There are a variety of key job titles in the IS
organization.
IS organizations can be expected to anticipate
new technologies, set strategic direction, etc.
Managers must work with IT leaders to develop
a lean, competitive enterprise, where IT acts as
a strategic enabler.
Full or selective outsourcing offers
organizations alternatives to keeping strategic
IT services.
Offshoring is growing and is a controversial
issue. © 2015 - Hidayatul Haq Hidayat (Double M.S)

23. We are almost there if we consider this “A Starting
Line” rather than “A Finishing Line”.
© 2015 - Hidayatul Haq Hidayat (Double M.S)

24. © 2015 - Hidayatul Haq Hidayat (Double M.S)