This document discusses several key aspects of planning for business and IT strategies and alignment. It covers scenario planning, strategic opportunities analysis, business models, balanced scorecards, e-business strategies, architecture planning, and change management solutions for implementing new strategies and applications. Change management is identified as crucial for overcoming end user resistance to new IT implementations through education, involvement, and addressing frustrations.
Introduction: Enterprise Systems for ManagementKanishka Gopal
The document provides an overview of enterprise resource planning (ERP) systems, including their evolution, components, benefits, and limitations. It discusses how ERP systems integrate various organizational functions and processes through a single database. The document also outlines the ERP implementation lifecycle and key factors for a successful implementation, such as change management, vendor selection, and project management.
An ERP system unifies database input, processing and retrieval across business units. ERP applications are deployed across locations and have three areas: a centralized database, clients that input data and submit requests, and an application component connecting clients and database. Enterprise architecture translates business vision into effective enterprise change by defining models of the future state and evolution. The two main ERP architectures are two-tier, where the server handles applications and database, and three-tier client/server, where database and application functions are separated, requiring two network connections between client, application server and database server.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Chapter 3 information systems organizations and strategyVan Chau
This document summarizes key topics from Chapter 3 of an information systems textbook, including:
1) It discusses how organizational features like structure, culture, politics and processes influence information systems and vice versa. Managers must understand these dynamics to successfully build and use information systems.
2) Information systems can impact organizations through lowering transaction costs and allowing outsourcing. They also flatten organizations by pushing decision making lower and reducing the need for managers.
3) Strategic models like Porter's competitive forces help companies develop strategies using information systems, such as through differentiation, cost leadership, or strengthening customer relationships.
Enterprise systems integrate information across a company's operations on a company-wide basis. They provide a central repository for information that is common to all corporate users. These systems allow seamless sharing of information regardless of where the data is located. Interorganizational systems facilitate information flow between companies to streamline processes. Enterprise systems can be internally or externally focused to coordinate activities within a company or with external partners.
The document discusses enterprise business systems and their complexity. It describes how enterprise systems integrate data across organizational boundaries, standardize processes, and address typical backbone operations. However, customizing systems to organizational complexities can increase costs and difficulties. Large software vendors like SAP dominate the market by providing pre-implemented modules reflecting best practices, but customization is still often needed.
Management Information System [Kenneth Laudon]mmuser2014
The document discusses the role and importance of information systems in business today. It states that information systems are essential for businesses to achieve operational excellence, develop new products and business models, gain customer and supplier intimacy, improve decision making, gain competitive advantages, and ensure survival. The document also defines an information system as a set of components that collect, process, store, and distribute information to support decision making, coordination, and control. It differentiates between data and information, stating that information systems process raw data into meaningful information.
Introduction: Enterprise Systems for ManagementKanishka Gopal
The document provides an overview of enterprise resource planning (ERP) systems, including their evolution, components, benefits, and limitations. It discusses how ERP systems integrate various organizational functions and processes through a single database. The document also outlines the ERP implementation lifecycle and key factors for a successful implementation, such as change management, vendor selection, and project management.
An ERP system unifies database input, processing and retrieval across business units. ERP applications are deployed across locations and have three areas: a centralized database, clients that input data and submit requests, and an application component connecting clients and database. Enterprise architecture translates business vision into effective enterprise change by defining models of the future state and evolution. The two main ERP architectures are two-tier, where the server handles applications and database, and three-tier client/server, where database and application functions are separated, requiring two network connections between client, application server and database server.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Chapter 3 information systems organizations and strategyVan Chau
This document summarizes key topics from Chapter 3 of an information systems textbook, including:
1) It discusses how organizational features like structure, culture, politics and processes influence information systems and vice versa. Managers must understand these dynamics to successfully build and use information systems.
2) Information systems can impact organizations through lowering transaction costs and allowing outsourcing. They also flatten organizations by pushing decision making lower and reducing the need for managers.
3) Strategic models like Porter's competitive forces help companies develop strategies using information systems, such as through differentiation, cost leadership, or strengthening customer relationships.
Enterprise systems integrate information across a company's operations on a company-wide basis. They provide a central repository for information that is common to all corporate users. These systems allow seamless sharing of information regardless of where the data is located. Interorganizational systems facilitate information flow between companies to streamline processes. Enterprise systems can be internally or externally focused to coordinate activities within a company or with external partners.
The document discusses enterprise business systems and their complexity. It describes how enterprise systems integrate data across organizational boundaries, standardize processes, and address typical backbone operations. However, customizing systems to organizational complexities can increase costs and difficulties. Large software vendors like SAP dominate the market by providing pre-implemented modules reflecting best practices, but customization is still often needed.
Management Information System [Kenneth Laudon]mmuser2014
The document discusses the role and importance of information systems in business today. It states that information systems are essential for businesses to achieve operational excellence, develop new products and business models, gain customer and supplier intimacy, improve decision making, gain competitive advantages, and ensure survival. The document also defines an information system as a set of components that collect, process, store, and distribute information to support decision making, coordination, and control. It differentiates between data and information, stating that information systems process raw data into meaningful information.
1) Information systems are essential for businesses today and have transformed operations through increased wireless technology, web technologies, and cloud computing. They provide opportunities for globalization and new products/services.
2) An information system collects, processes, stores, and distributes information to support decision making, coordination, and control. It has organizational, management, and technology dimensions.
3) Investing in information technology alone does not guarantee returns; firms must also invest in complementary assets like efficient processes and incentives to derive full value from new technologies.
Enterprise Resource Planning (ERP) systems integrate core business processes like finance and supply chain management into a single system. ERP implementation aims to standardize operations, reduce costs, and improve communication. However, ERP projects face challenges like high costs, resistance to change, and limitations of the software. Success requires strong executive support, careful change management, and customizing the system to meet business needs rather than relying solely on out-of-box configurations.
System analysis and design involves developing a complete information system including hardware, software, people, procedures, and data. System analysis is the process of understanding the current system by collecting data, analyzing processes, and identifying problems and improvements. System design develops the new system based on requirements and analysis, proceeding from general design to detailed design. Tools like flowcharts, data flow diagrams, and structured English are used to describe the system design.
Chapter05 identifying and selecting systems development projectsDhani Ahmad
This document discusses project identification and selection processes. It describes corporate strategic planning and information systems planning, noting that IS planning can help identify projects that align with business objectives. Projects may be identified through top-down or bottom-up processes. IS planning involves describing the current and target situations and developing a transition plan. The document also discusses electronic commerce applications like the internet, intranets, and extranets.
The document discusses requirements analysis for software engineering projects. It describes requirements analysis as bridging system requirements and software design by providing models of system information, functions, and behavior. The objectives of analysis are identified as identifying customer needs, evaluating feasibility, allocating functions, and establishing schedules and constraints. Common analysis techniques discussed include interviews, use cases, prototyping, and specification documentation.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP systems as comprehensive software applications that combine organizational data across departments to support critical functions. The document outlines the typical architecture of ERP systems, including modules for human resources, supply chain, inventory, financial, customer, and sales management. It discusses benefits like improved data sharing but also limitations such as high costs. The document emphasizes that successful ERP implementation requires integrating systems across organizational silos.
The document provides information about building information systems. It discusses various topics related to systems development including the core activities in the systems development process (analysis, design, programming, testing, conversion, production and maintenance). It also describes different methodologies for modeling and designing systems, such as structured methodologies and object-oriented development. Finally, it discusses alternative methods for building information systems like prototyping and end-user development.
This document discusses strategic issues for information systems planning (SISP) in the 1990s. It notes key business forces of globalization, competition, and productivity requirements. Strategic issues include increased connectivity within and between organizations, as well as new information technology opportunities from advances in networks, databases, and interfaces. SISP aims to align information systems with organizational objectives and strategies in a cost-effective way that provides competitive advantage. It helps prioritize investments, integrate systems, and manage information and relationships between users and IT specialists.
The document discusses Enterprise Resource Planning (ERP) systems. It describes the ERP architecture as using a client-server model with a relational database to store and process data. The ERP lifecycle involves definition, construction, implementation, and operation phases. Core ERP components manage accounting, production, human resources and other internal functions, while extended components provide external capabilities like CRM, SCM, and e-business. Proper implementation requires screening software, evaluating packages, analyzing process gaps, reengineering workflows, training staff, testing, and post-implementation support.
This document provides an overview of application development and the CodeIgniter framework. It defines application development as the process of gathering requirements, designing, prototyping, coding, testing and improving software. It then describes CodeIgniter as a powerful and lightweight PHP framework that uses the model-view-controller architecture to generate clean URLs and provide a friendly developer community. The document outlines skills needed like PHP, HTML, CSS, MySQL and JavaScript and provides steps to install CodeIgniter and describes its model-view-controller structure.
MIS-CH01: Information Systems, Organization, and StrategySukanya Ben
1) The chapter discusses how information systems impact organizations and can be used to develop competitive strategies. It covers topics like how organizational features influence IS, the economic and behavioral impacts of IS on organizations, and models for competitive strategy like Porter's.
2) Key frameworks discussed include Porter's competitive forces model and how IS can support different generic strategies to deal with competition. The value chain model is also introduced.
3) The relationship between organizations and IS is complex and two-way, with many factors like management decisions, culture, and politics mediating their influence on one another.
The document discusses various aspects of implementing an ERP system, including strategies, challenges, and approaches. It describes the big bang approach where all modules go live at once, replacing the old system entirely. Alternatively, a phased approach implements modules sequentially. A parallel approach runs the old and new systems simultaneously before a switch. Key factors in choosing an approach include company size, centralized processes, and urgency of the ERP solution. Successful implementation depends on careful planning, change management, training, and addressing challenges like resistance to change.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
This document provides an overview of the Information Systems Analysis and Modeling module. The module aims to help students understand tools and techniques used in information systems development, analyze and design systems, and evaluate methodologies. It covers topics such as requirements determination, object-oriented analysis, conceptual and physical design, and comparing methodologies. Students will be assessed through an exam, critiques of readings, and a requirements analysis assignment. Reading materials include textbooks on information systems development and object-oriented software engineering.
discuss about System system analysis, system design, system analyst's role, Development of System through analysis, SDLC, Case Tools of SAD, Implementation, etc.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
The document discusses enterprise systems architecture, including ERP modules and architectures. It describes the key components of enterprise systems architecture as functional (defining ERP modules) and systems (defining the physical architecture). Common ERP architectures include three-tier architectures with web, application, and data tiers. Service-oriented architectures and cloud computing architectures are also discussed.
IT Infrastructure Management Powerpoint Presentation SlidesSlideTeam
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of seventy slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed IT Infrastructure Management Powerpoint Presentation Slides complete deck. https://bit.ly/3sGXmkZ
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformationGlobal Business Events
This document provides a summary of an IT transformation at Tenneco. It discusses long term portfolio planning to align IT investments with business priorities. It also outlines changes needed in the role of IT, including becoming more agile, integrating solutions, and providing analytics capabilities. The document concludes by describing the process for creating an organizational roadmap to develop talent and transition the IT organization over time to support the transformation.
The document discusses the role of information technology in the telecommunications industry. It outlines several key areas where IT can support telecom companies, including customer management, service management, product management, and revenue assurance. It also notes emerging trends like infrastructure as a service, mobile commerce, and analytics solutions. The document provides an example pitch for an IT company to a telecom, highlighting capabilities around transition management, expertise, and optimization. It includes examples of revenue models and metrics an IT company can use to track performance and account health with telecom customers.
1) Information systems are essential for businesses today and have transformed operations through increased wireless technology, web technologies, and cloud computing. They provide opportunities for globalization and new products/services.
2) An information system collects, processes, stores, and distributes information to support decision making, coordination, and control. It has organizational, management, and technology dimensions.
3) Investing in information technology alone does not guarantee returns; firms must also invest in complementary assets like efficient processes and incentives to derive full value from new technologies.
Enterprise Resource Planning (ERP) systems integrate core business processes like finance and supply chain management into a single system. ERP implementation aims to standardize operations, reduce costs, and improve communication. However, ERP projects face challenges like high costs, resistance to change, and limitations of the software. Success requires strong executive support, careful change management, and customizing the system to meet business needs rather than relying solely on out-of-box configurations.
System analysis and design involves developing a complete information system including hardware, software, people, procedures, and data. System analysis is the process of understanding the current system by collecting data, analyzing processes, and identifying problems and improvements. System design develops the new system based on requirements and analysis, proceeding from general design to detailed design. Tools like flowcharts, data flow diagrams, and structured English are used to describe the system design.
Chapter05 identifying and selecting systems development projectsDhani Ahmad
This document discusses project identification and selection processes. It describes corporate strategic planning and information systems planning, noting that IS planning can help identify projects that align with business objectives. Projects may be identified through top-down or bottom-up processes. IS planning involves describing the current and target situations and developing a transition plan. The document also discusses electronic commerce applications like the internet, intranets, and extranets.
The document discusses requirements analysis for software engineering projects. It describes requirements analysis as bridging system requirements and software design by providing models of system information, functions, and behavior. The objectives of analysis are identified as identifying customer needs, evaluating feasibility, allocating functions, and establishing schedules and constraints. Common analysis techniques discussed include interviews, use cases, prototyping, and specification documentation.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP systems as comprehensive software applications that combine organizational data across departments to support critical functions. The document outlines the typical architecture of ERP systems, including modules for human resources, supply chain, inventory, financial, customer, and sales management. It discusses benefits like improved data sharing but also limitations such as high costs. The document emphasizes that successful ERP implementation requires integrating systems across organizational silos.
The document provides information about building information systems. It discusses various topics related to systems development including the core activities in the systems development process (analysis, design, programming, testing, conversion, production and maintenance). It also describes different methodologies for modeling and designing systems, such as structured methodologies and object-oriented development. Finally, it discusses alternative methods for building information systems like prototyping and end-user development.
This document discusses strategic issues for information systems planning (SISP) in the 1990s. It notes key business forces of globalization, competition, and productivity requirements. Strategic issues include increased connectivity within and between organizations, as well as new information technology opportunities from advances in networks, databases, and interfaces. SISP aims to align information systems with organizational objectives and strategies in a cost-effective way that provides competitive advantage. It helps prioritize investments, integrate systems, and manage information and relationships between users and IT specialists.
The document discusses Enterprise Resource Planning (ERP) systems. It describes the ERP architecture as using a client-server model with a relational database to store and process data. The ERP lifecycle involves definition, construction, implementation, and operation phases. Core ERP components manage accounting, production, human resources and other internal functions, while extended components provide external capabilities like CRM, SCM, and e-business. Proper implementation requires screening software, evaluating packages, analyzing process gaps, reengineering workflows, training staff, testing, and post-implementation support.
This document provides an overview of application development and the CodeIgniter framework. It defines application development as the process of gathering requirements, designing, prototyping, coding, testing and improving software. It then describes CodeIgniter as a powerful and lightweight PHP framework that uses the model-view-controller architecture to generate clean URLs and provide a friendly developer community. The document outlines skills needed like PHP, HTML, CSS, MySQL and JavaScript and provides steps to install CodeIgniter and describes its model-view-controller structure.
MIS-CH01: Information Systems, Organization, and StrategySukanya Ben
1) The chapter discusses how information systems impact organizations and can be used to develop competitive strategies. It covers topics like how organizational features influence IS, the economic and behavioral impacts of IS on organizations, and models for competitive strategy like Porter's.
2) Key frameworks discussed include Porter's competitive forces model and how IS can support different generic strategies to deal with competition. The value chain model is also introduced.
3) The relationship between organizations and IS is complex and two-way, with many factors like management decisions, culture, and politics mediating their influence on one another.
The document discusses various aspects of implementing an ERP system, including strategies, challenges, and approaches. It describes the big bang approach where all modules go live at once, replacing the old system entirely. Alternatively, a phased approach implements modules sequentially. A parallel approach runs the old and new systems simultaneously before a switch. Key factors in choosing an approach include company size, centralized processes, and urgency of the ERP solution. Successful implementation depends on careful planning, change management, training, and addressing challenges like resistance to change.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
This document provides an overview of the Information Systems Analysis and Modeling module. The module aims to help students understand tools and techniques used in information systems development, analyze and design systems, and evaluate methodologies. It covers topics such as requirements determination, object-oriented analysis, conceptual and physical design, and comparing methodologies. Students will be assessed through an exam, critiques of readings, and a requirements analysis assignment. Reading materials include textbooks on information systems development and object-oriented software engineering.
discuss about System system analysis, system design, system analyst's role, Development of System through analysis, SDLC, Case Tools of SAD, Implementation, etc.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
The document discusses enterprise systems architecture, including ERP modules and architectures. It describes the key components of enterprise systems architecture as functional (defining ERP modules) and systems (defining the physical architecture). Common ERP architectures include three-tier architectures with web, application, and data tiers. Service-oriented architectures and cloud computing architectures are also discussed.
IT Infrastructure Management Powerpoint Presentation SlidesSlideTeam
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of seventy slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed IT Infrastructure Management Powerpoint Presentation Slides complete deck. https://bit.ly/3sGXmkZ
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformationGlobal Business Events
This document provides a summary of an IT transformation at Tenneco. It discusses long term portfolio planning to align IT investments with business priorities. It also outlines changes needed in the role of IT, including becoming more agile, integrating solutions, and providing analytics capabilities. The document concludes by describing the process for creating an organizational roadmap to develop talent and transition the IT organization over time to support the transformation.
The document discusses the role of information technology in the telecommunications industry. It outlines several key areas where IT can support telecom companies, including customer management, service management, product management, and revenue assurance. It also notes emerging trends like infrastructure as a service, mobile commerce, and analytics solutions. The document provides an example pitch for an IT company to a telecom, highlighting capabilities around transition management, expertise, and optimization. It includes examples of revenue models and metrics an IT company can use to track performance and account health with telecom customers.
Enterprise Architecture Evolution at Verizon - May 2010Nanda Taliyakula
Contribution to the Enterprise Architecture Community.
Coproduced the webinar presented at Information Management Forum (IMF) circa May 2010 .
Content created along with Srini Kalapala and Hans Raj Nahata.
ICICI Bank implemented a CRM solution in phases to create a single customer view and better understand customers. The first phase created a data warehouse integrating 6 systems. The second phase expanded data and added segmentation tools. Future phases aim to automate campaigns and integrate additional systems. Key challenges included lack of models, disparate systems, and building a data-driven culture. Critical success factors were a technology focus, independent CRM team, and phased approach. Benefits included increased revenues, cost savings, and improved decisions. The roadmap includes advanced analytics, automated campaigns, and customer profitability models.
This document discusses organizational planning and the transition to e-business. It covers topics like strategic planning, tactical planning, operational planning, SWOT analysis, business models, competitive strategies, value chains, technology architecture, and overcoming resistance to change. The key challenges of implementing e-business include security, defining scope, budgeting time and money, data quality, user adoption, technical expertise, and cultural changes. Success requires education, user involvement, management commitment, and addressing people factors which are the most difficult to resolve.
Digital transformation manager new role v4.0Moharabi
Digital transformation is about "change", and the profound change that occurs with such "digital acceleration" really requires accomplished project managers.
“At least 40% of all businesses will die in the next ten years… unless they find out how to transform their entire company to adapt to new technologies” - John Chambers, CEO, Cisco Systems.
We are not just talking about sharing software creation with some key users who know what they need to complete ... Now in 2018 we are talking about driving a profound business change, through the smart use of modern digital technologies. Now it is you who need to know what needs to be done! You want to be the change!
This lecture is targeting those who want to take a step ahead in their learning of project management. It is about driving business change through the smart use of new digital technologies.
This document discusses information technology (IT) planning. It explains that IT planning involves organizing the infrastructure and application portfolios at various organization levels. Historically, early IT planning focused on developing new applications while later planning emphasized aligning IT with business strategy and value creation. IT planning typically involves annual cycles to identify projects, perform cost-benefit analyses, and prioritize projects. Plans can be strategic, medium-term, or tactical. Approaches include being business-led, method-driven, technology-focused, or administrative. Issues include ensuring interoperability and collaboration between planners and end-users. Business process redesign is often driven by customers, competition, and change and aims to streamline operations and better integrate with partners
James A. O'Brien, and George Marakas. Management Information Systems with MISource 2007, 8th ed. Boston, MA: McGraw-Hill, Inc., 2007. ISBN: 13 9780073323091
The document discusses organizational planning and change management for business and IT strategies. It covers topics like SWOT analysis, balanced scorecards, strategic matrices, e-business models, and challenges of implementing new technologies. Change management is important to address end user resistance and involve stakeholders. Tactics include developing change plans, assigning sponsors, communicating openly, and making changes part of the organizational culture.
This chapter introduces operations management. It defines operations management as managing the systems or processes that create goods and services. The chapter outlines the key functional areas of organizations and how operations management affects a company's ability to compete. It compares manufacturing and service operations, describing their differences in areas like customer contact, input and output variability, and inventory levels. The chapter also discusses the role of the operations manager in making both system design and operation decisions. Finally, it provides an overview of trends impacting operations management like globalization and supply chain management.
The document discusses planning fundamentals for developing business and IT strategies. It outlines components of an organizational planning process including analyzing the environment, forecasting developments, evaluating resources, team building, articulating plans, and establishing feedback. There are three types of planning: strategic, tactical, and operational. Strategic planning deals with mission, goals, strategies and policies. Tactical planning sets objectives, procedures, and budgets. Operational planning implements short-term day-to-day operations. Various strategic visioning questions, planning methodologies, and models for competitive advantage using IT are also presented.
This document provides an overview of chapter 14 from the textbook "Managing the Digital Firm" which discusses managing projects. The chapter covers the objectives of project management and its importance for developing information systems. It also discusses methods for selecting and evaluating projects, assessing business value, managing risks, and strategies for implementation. Specific topics covered include portfolio analysis, critical success factors, scoring models, managing technical and organizational risks, and the role of project management software.
Framing the business case service provider v1 2pskoularikos
Telekinetics & Associates provides a two-phase approach to developing business cases for IT investment programs:
1. Phase 1 develops the business case by identifying business drivers, benefits, investment objectives, and assessing how the program aligns with existing strategies and capabilities.
2. Phase 2 signs off on the business case and aligns the program scope through a detailed investment review and potential re-alignment. Financial metrics like one-time savings, recurring savings, and payback period are also analyzed.
The approach differentiates itself by conducting an independent examination of the business case before considering how it impacts the program, ensuring the "tail does not wag the dog." It focuses on understanding an organization's operational framework
This document provides an introduction to ERP systems. It describes the objectives of understanding how ERP systems improve organizational effectiveness through integration of business processes. ERP systems allow automation and sharing of data across departments. Implementing an ERP system helps standardize processes, reduce costs, and provides timely information to enable better decision making. While an ERP implementation requires significant resources, the benefits include eliminating incompatible legacy systems, improved customer interactions, and obtaining a competitive advantage through more efficient operations.
The document discusses various enterprise systems including supply chain management, customer relationship management, knowledge management, and enterprise resource planning. It describes how these systems integrate and share information across organizational boundaries to coordinate activities, improve customer service, and increase efficiencies. Key topics covered include using SCM and CRM technologies to personalize the customer experience, implementing knowledge repositories, and how ERP systems consolidate data from different departments.
CA World 2010 - leveraging cloud computing to build a lean change management ...David Messineo
This document discusses leveraging cloud computing to build a lean change management process. It advocates adopting lean principles like continuous improvement and delivering incremental value. Cloud computing allows for greater business agility through elastic scaling and pay-as-you-go models. To take advantage of cloud, organizations must streamline their change processes and migrate services. This provides an opportunity to audit processes and verify service delivery. The presentation outlines thinking lean to meet business challenges, focusing change management to meet process challenges, and how cloud computing can meet delivery challenges. It proposes building on competencies like financial management and service level management to create a lean change process.
Developing a Modernization Strategy: Evaluating the Options by Chris KoppeFresche Solutions
Chris Koppe, VP of Corporate Strategy at Fresche Legacy presented Developing a Modernization Strategy: Evaluating the Options during iBelieve 2015.
This presentation covers:
- Modernization strategies
- Establishing goals and objectives
- Strategy definition
- Planning
- Getting funding and support
This document provides an introduction to Enterprise Resource Planning (ERP) systems. It outlines learning outcomes for the course, ground rules, contact information, assessment criteria, and an assignment. It then discusses what ERP is, the business processes it supports, typical modules, advantages and disadvantages, implementation issues, evolution of ERP, the ERP market and vendors. In particular, it describes ERP as an integrated suite of applications that supports business operations across an enterprise through a single database. It aims to integrate and standardize business processes and data.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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2. 11-2
• Discuss the role of planning in the business
use of information technology, using the
scenario approach and planning for
competitive advantage as examples
• Discuss the role of planning and business
models in the development of business/IT
strategies, architectures, and applications
• Identify several change management
solutions for end user resistance to the
implementation of new IT-based business
strategies and applications
Learning Objectives
3. 11-3
Planning Fundamentals
• IT created a seismic shift
– Just knowing the importance and structure of
e-business is not enough
– Must be able to transform an old business design
to a new e-business design
4. 11-4
RWC 1: IT/Business Alignment
• One Goal – Winning Customers
– Every executive
– Every manager
– Every employee
• Critical Skills
– Meeting or beating goals
– External customer focus
– Identifying and seizing commercial opportunities
• Differentiating component – IT Capability
– More than providing systems
– Be part of the system
6. 11-6
Scenario Approach
• Gaining popularity
• Less formal
• Virtual world (microworld) exercises
• Business scenarios are created and evaluated
• Alternative scenarios are then created
10. 11-10
SWOT Analysis
• Strengths
– Core competencies and resources
• Weaknesses
– Areas of substandard business performance
• Opportunities
– Potential for new business markets or innovative
breakthroughs
• Threats
– Potential for business and market losses
11. 11-11
Business Models and Planning
• Vital questions
– Who are our customers?
– What do our customers value?
– How much will it cost to deliver that value?
– How do we make money in this business?
15. 11-15
Balanced Scorecard
• Measures activities in terms of vision and
strategies
– Financial performance
– Impact on customers
– Performance of key business processes
– Company’s learning curve and growth
• Four processes
– Translate vision into operational goals
– Communicate vision and link to performance
– Business planning
– Feedback/learning and strategy adjustment
19. 11-19
Strategic Matrix
• Cost and Efficiency Improvements
– Low internal and low external connectivity
– Recommend – Use the Internet as a fast, low-cost
way to communicate and interact with others
• Performance Improvement in Effectiveness
– High internal but low external connectivity
– Recommend – Increase use intranets and
extranets
20. 11-20
Strategic Strategies
• Global Market Penetration
– High external but low internal connectivity
– Capitalize with e-commerce websites using
value-added information services and extensive
online customer support
• Product and Service Transformation
– High external and high internal connectivity
– Develop and deploy new Internet-based
products and services to create a new strategic
position in the marketplace
25. 11-25
Implementation Challenges
• Implementation
– Do what you planned to do
– Critical skill for managers
• Many companies are good at planning
• Few are good at executing the plan
– Even if senior management consistently identifies
e-business as an area of great opportunity and
critical need
26. 11-26
RWC 2: Project Success
• People skills critical to project success
– Teamwork
– Support during tough times
• Bad relationships leading cause of failure
• Managers tend to go to software instead of
building relations
• Showing progress at short intervals helps
27. 11-27
Implementing Information Technology
• Developments that have generated
organizational change
– Business process reengineering
– ERP systems
– Y2K compliance
– Shared service centers
– Just-in-time manufacturing
– Sales force automation
– Contract manufacturing
– Introduction of Euro currency
• E-business is the latest catalyst
32. 11-32
Keys to Solving End User Resistance
• Create relationships
– Understand the end-user’s situation
• Provide education and training
• Require involvement and commitment
– End-users
– Top management
– All stakeholders
• Eliminate frustration and inconvenience
34. 11-34
Change Management Programs
• Develop a change action plan
• Assign managers as change sponsors
• Develop employee change teams
• Encourage open communications and
feedback about organizational changes
35. 11-35
Change Management Tactics
• Involve as many people as possible in e-
business planning and application
development
• Make constant change an expected part of
the culture
• Tell everyone as much as possible about
everything, as often as possible, in person
• Make liberal use of financial incentives and
recognition
• Work within company culture, not around it
38. 11-38
RWC 3: Crucial Strategic Planning Elements
• Alignment between business and IT
– IT strategic plan to improve the business-IT
relationship
– Articulate how IT fits into business and overall
business strategy.
• Apply clear strategy to business activities
39. 11-39
RWC 4: The Science behind Change
• Implementing changes is very challenging
• Employees resist change
• Understanding can lead to smoother
transitions
• Not everyone is motivated by ambition
• Education and training aid with acceptance
Editor's Notes
Information technology has created a seismic shift in the way companies do business
Just knowing the importance and structure of e-business is not enough
You must create and implement an action plan that allows you to make the transition from an old business design to a new e-business design
Strategic Planning
Deals with the development of an organization’s mission, goals, strategies, and policies
Begins with strategic visioning questions
Tactical Planning
The setting of objectives and the development of procedures, rules, schedules, and budgets
Operational Planning
Done on a short-term basis to implement and control day-to-day operations
Gaining in popularity as a less formal, but more realistic, strategic planning methodology
Teams of managers and planners participate in microworld or virtual world exercises
Business scenarios are created and evaluated
Alternative scenarios are then created
Planning for Competitive Advantage
Strategic business/IT planning
Involves evaluating the potential benefits and risks of using IT-based strategies and technologies for competitive advantage
The following models can help generate ideas for the strategic use of IT to support initiatives
Competitive forces
Competitive strategies
Value chain
SWOT stands for
Strengths: a company’s core competencies and resources
Weaknesses: areas of substandard business performance compared to others
Opportunities: potential for new business markets or innovative breakthroughs that might expand current markets
Threats: anything that has the potential for business and market losses
Business model answers vital questions about the fundamental components of a business
Business model answers vital questions about the fundamental components of a business
Business Models as Planning Tools
A business model forces rigorously and systematic thinking about the value and viability of business initiatives
The strategic planning process is then used to develop unique business strategies that capitalize on a business model
The goal is to gain a competitive advantage in an industry or marketplace
The business/IT planning process has three major components
Strategic development
Resource management
Technology architecture
The IT architecture is a conceptual design that includes these major components
Technology platform
Data resources
Application architecture
IT organization
The balanced scorecard measures a company’s activities in terms of vision and strategies
The business perspectives a scorecard measures
Financial: reflects financial performance, such as cash flow or ROI
Customer: measures having a direct impact on customers, such as time to process phone calls
Business process: reflects the performance of key business processes, such as time spent prospecting or process costs
Learning/growth: the company’s learning curve, such as how many hours are spent training staff
The system has four processes
Translating vision into operational goals
Communicating the vision and linking it to individual performance
Business planning
Feedback/learning and strategy adjustment
Strategic Matrix
Cost and Efficiency Improvements
Use the Internet as a fast, low-cost way to communicate and interact with others
Use of e-mail, chat systems, discussion groups, and company websites
Performance Improvement in Effectiveness
Major improvements in business effectiveness recommended
Increase use of Internet-based technologies, such as intranets and extranets
Strategic Strategies
Global Market Penetration
Capitalize on a high degree of customer and competitor connectivity and use of IT
Use e-commerce websites with value-added information services and extensive online customer support
Product and Service Transformation
Develop and deploy new Internet-based products and services that strategically reposition it in the marketplace
Market Creator
Be among the first to market and remain ahead of the competition by continuously innovating
Channel Reconfiguration
Use the Internet to directly access customers, make sales, and fulfill orders
Transaction Intermediary
Use the Internet to process purchases
Infomediary:
Use the Internet to reduce the search cost
Offer a unified process for collecting the information needed to make a large purchase
Self-Service Innovator
Provide a comprehensive suite of services that the customer’s employees can use directly
Supply Chain Innovator
Use the Internet to streamline supply chain interactions
Channel Mastery
Use the Internet as a sales and service channel
Implementation
Do what you planned to do
Critical skill for managers
Many companies plan changes very well
Few manage to convert a plan into action
This is true even if senior management consistently identifies e-business as an area of great opportunity
Many businesses have undergone multiple major reorganization since the early 1980s
Business process reengineering
Installation and upgrades of an ERP system
Upgrading legacy systems to be Y2K compliant
Creating shared service centers
Just-in-time manufacturing
Sales force automation
Contract manufacturing
The introduction of euro currency
E-business is the latest organizational change
Intranet Enterprise Portal Challenges
Security, security, security
Defining the scope and purpose of the portal
Finding the time and the money
Ensuring consistent data quality
Getting employees to use it
Organizing the data
Finding technical expertise
Integrating the pieces
Making it easy to use
Providing all users with access
Enterprise Resource Planning Challenges
Getting end user buy-in
Scheduling/planning
Integrating legacy systems/data
Getting management buy-in
Multiple/international sites and partners
Changing culture and mind-sets
IT training
Getting, keeping IT staff
Moving to a new platform
Performance/system upgrades
Any new way of doing things generates some resistance from the people affected
CRM projects have a history of failure
Up to 75 percent of CRM projects fail to meet their objectives
This is often due to sales force automation problems and unaddressed cultural issues
Sales staffs are often resistant to, or fearful of, using CRM systems
Understanding the end-user’s situation
Education and training
End-user involvement in organizational changes and system development
Requiring involvement and commitment of top management and all stakeholders
Systems that inconvenience or frustrate users cannot be effective, no matter how technically elegant or efficient
People factors have the highest level of difficulty and longest time to resolve of any dimension of change management.
Thus, people are a major focus of organizational change management. This includes
activities such as developing innovative ways to measure, motivate, and reward performance.
It is important to design programs to recruit and train employees in the core competencies required in a changing workplace.
A process of change management. Examples of the activities involved in successfully managing organizational change caused by the implementation of new business processes.
This eight-level change management model is only one of many that could be
applied to manage organizational changes caused by new business/IT strategies and
applications and other changes in business processes.
This model suggests that the business vision created in the strategic planning phase should be communicated in a compelling change story to the people in the organization. Evaluating the
readiness for changes within an organization and then developing change strategies and choosing and training change leaders and champions based on that assessment could be the next steps in the process.
Avnet Marshall moved through several stages of organizational transformation as it implemented various e-business and e-commerce applications, driven by the customer value focus of its Free.Perfect.Now business model.
The alignment between business and IT strategy is crucial to business success; sometimes it is IT that makes it happen.
For most CIOs, putting together an IT strategic plan which helps to improve the business-IT relationship is very important.
Businesses may not have a clear strategy or they may have some strategies, but they may not apply to all the business activities taking place.
IT can help the business articulate how IT fits into business and influence overall business strategy.
Implementing changes needed by new information systems in an organization is very challenging as employees resist change .
Understanding the science behind change and resistance to change can lead to more effective approaches to foster involvement and smooth out transitions to new systems.
One of the biggest mistakes managers make is assuming that everyone is motivated by ambition.
Many people are motivated as much or more by the work they do as they are by the opportunity to move up in the hierarchy.
One way to manage change is through education and training. Employees accept change if they are provided proper education and training on the new system that is being implemented.