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- Chapter 4
- Information Systems Management In Practice 5E
- McNurlin & Sprague
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- What makes IS planning difficult (vs. construction planning):
- Aligning business goals and systems plans
- Materials (hard/software) continuously change
- Shift from project selection to portfolio development (evaluation more
on individual merit)
- Joint responsibility/approach: top-down vs. bottom-up
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- Stages of growth
- Critical success factors
- Competitive forces model
- Value chain analysis
- E-business value matrix
- Linkage analysis planning
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- Stage One: Early Successes: Increased interest and experimentation
- Stage Two: Contagion: Interest grows rapidly; learning period for the
field
- Stage Three: Control: Efforts begun toward standardization
- Stage Four: Integration: Pattern is repeated
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- For each executive, CSF’s are the few key areas of the job
where things must go right for the organization to flourish.
- Fewer than 10 per executive
- Time dependent (must be reexamined)
- Four sources: industry the
business is in, company itself within industry, environment (consumer
trends), and temporal organizational factors (inventory)
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- Used to determine factors critical to accomplish corporate objectives
and corresponding measures
- Can be used to identify IS that need to be developed
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- Companies must contend with five competitive forces:
- Threat of new entrants
- Bargaining power of customers and buyers
- Bargaining power of suppliers
- Substitute products or services
- The intensity of rivalry among competitors
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- Strategies for dealing with these competitive forces:
- Differentiate product and services - make them “better” in the eyes of
the consumer
- Be the lowest-cost producer - not just a low-cost producer
- Find a niche - e.g., geographical market
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- Five primary activities that form the sequence of the value chain:
- Inbound logistics: receiving and handling inputs
- Operations: converting inputs to the product/service
- Outbound logistics: collect, store, and distribute the product/service
to buyers
- Marketing and sales: the means/incentives for buyers to buy the
product/service
- Service: enhancements/maintenance of the value of the product/service
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- Four supporting activities that underlie the entire value chain:
- Organizational infrastructure
- Human resources management
- Technology development
- Procurement
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- Matrix has 2 axes and 4 quadrants.
Horizontal axis is the newness of the idea in the IT project and
the vertical axis is the criticality of the project to the business.
- New fundamentals: Low-Low=provide
a fundamentally new way of working in overhead areas, not business
critical areas
- Operational excellence: High in criticality to business-Low in newness
of idea=medium risk because they may involve reengineering work
processes
- Rational experimentation: Low in criticality to business-High in newness
of idea=test new technologies and ideas
- Breakthrough strategy: High-High=potentially have a huge impact on the
company
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- Examines the links organizations have with one another with the goal of
creating a strategy for utilizing electronic channels
- Methodology includes the following steps:
- Define power relationships among the various players and stakeholders:
- Identify who has the power
- Determine future treats and opportunities for the company
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- Map out your extended enterprise to include suppliers, buyers, and
strategic partners.
- The enterprise’s success depends on the relationships among everyone
involved.
- Some 70% of the final cost of goods and services is in their
information content.
- Plan your electronic channels to deliver the information component of
products and services.
- Create, distribute, and present information and knowledge as part of a
product or service or as an ancillary good.
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- Case Example: Electric Power Research Institute
- EPRI’s challenge - compress “information float” - elapsed time from
availability research findings to the use of those results in industry
- Answer: EPRINET - a natural language front end for accessing online
information, expert system-based products, e-mail facilities, and video
conferencing
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- IS plans must look towards the future
- IS planning must be intrinsic to business planning
- IS plans typically use a combination
of planning techniques presented
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