What’s Happening?!What’s Happening?!

eBay Data Warehousing Presentation

An approach that simply makes fundamental sense in running a business

An interesting and fun IS area.

Obviously close to those that run the business.

An industry that isn’t large enough to attract vendor software packages.

Evolution of Data Warehousing

Stage 1 Stage 2 Stage 3

Reporting Analyzing Predicting

What Happened? Why Did It Happen? What will happen?

Stage 4 Stage 5

Operatinalizing Active Warehousing

What is happening? What do I want to happen?

Student ATP PresentationsStudent ATP Presentations

Agilent Technologies – Joanna Palmer

Dell Computer – Peter Bergstrom

Intel – Edward Felch

Oracle – Veronica Vazquez

Microsoft – Kalvin Shen

Knight-Ridder – Justin Steele

Cisco – Melissa Chan

Sun Microsystems – Carlos Silva

Presentations are on March 11

ATP PresentationsATP Presentations

10 minutes – will be strictly enforced.

Cannot present the entire paper.

Have multiple options as to how to structure the presentations.

• Success factor profile.

• Option generator.

• Redefine and/or define.

• Roles, roles and relationships.

Chapter 11 SummaryChapter 11 Summary

Telecommunications as

the Delivery Vehicle

Networks Plus DataNetworks Plus Data

No Field In the World Offers

More Promise Than the Twin

Technologies of Computers and

Telecommunications.

Opens Up Entirely New Ways of Thinking

About:

• Products• Customers• Markets• Competition• Productivity• Service• Organization

Telecom NetworksTelecom Networks

Linking Users to Information within Applications on Linking Users to Information within Applications on NetworksNetworks

BUSINESSENTERPRISE

•Traditional Data•Text•Images

Information•Graphics•Voice•Video•Multi-media

Applications•Functions•Organizational Processes•Personal

Users

•Enterprise•Organization•Department•Individual

Network

•LANs•WANs

• Public• Private

•Wired•Wireless

Figure 11-2

BUSINESS AND INFORMATIONTECHNOLOGY DYNAMICS

• INFORMATION SYSTEMS ARCHITECTURE• OPEN SYSTEMS• STANDARDS

MULTI-VENDOR/MULTI-PRODUCTS

USER ORGANIZATIONS• APPLICATION FUNCTION• EASE OF USE• SEAMLESS AND TRANSPARENT

VENDOR HARDWARE ANDSOFTWARE PRODUCTS

AND/OR SERVICES

Figure 11-3

IS ArchitectureIS Architecture

A blueprint that depicts how future systems

will be designed and built.

The various systems components are

explicitly defined so that multiple people can

build systems around the same base line.

Client Server ComputingClient Server Computing““The Best of Both Worlds!?”The Best of Both Worlds!?”

• Better Performance

• Shared Data

• Easier to Use

• Sense of Ownership

• Good Modularity (expand and contract)

• Applications Implemented Faster

• More Cost Effective

Open Systems EnvironmentOpen Systems Environment

SoftwareSoftware

ApplicationsApplications

5. Software Development Tools5. Software Development Tools

Other ServicesOther Services 1. Operating1. Operating SystemSystem

2. Communication2. Communication ServicesServices

6. Systems6. SystemsManagementManagement ServicesServices

3. Database3. Database

4. User 4. User InterfaceInterface

Figure 11-4Figure 11-4

Making Money on the Internet Making Money on the Internet

1. Sell things for money.

2. Charging customers a fee—subscription or

membership.

3. Selling advertising on your web page.

Not to be confused with saving money on the Internet and/or using it as a way to communicate to a wide range of people.

Integrated Voice-Data Integrated Voice-Data ApplicationsApplications

1. Has not experienced the same significant growth as the Internet or groupware.

2. Still has the potential where appropriate to benefit organizations through the integration of voice and data technologies. i.e. voice over IP looms as a platform to accomplish this.

Telecom Network ConclusionTelecom Network Conclusion

Telecom is an IT tool and an increasingly important resource that directly impacts the efficiency, effectiveness and competitiveness of a company.

Possible Exam QuestionsPossible Exam Questions

1. What major factors must be considered when

building a new telecommunications network?

2. Why has the Internet been so widely accepted as

a network for private sector businesses?

The PlanThe Plan

Chapter 13 – IS Organization and Personnel

Chapter 14 – IS Value and Financial Strategies

Chapter 15 – Integrating IS with Business Planning

Chapter 16 – TQM and IS

Chapter 17 – Summary chapter and course wrap-up.

March 6 – Robert Sanguedolce, CIO at eBay will be a guest lecturer.

Chapter 13Chapter 13

IS Organization and

Personnel Considerations

IS Organizationand PersonnelConsiderations

IS Valueand Financial

Strategies

IntegratingBusiness andIS Planning

TQM andInformation

Systems

Roles, Rolesand Relationships

Information Systems Management Issues

A Successful EnterpriseA Successful Enterprise

• Based on a Clear and Simple Theory of Business.

• Clearly Understood Objectives.

Information Systems OrganizationInformation Systems OrganizationIS Vice President

Data BaseAdministration

Figure 13-1

Office Systems Planning AdministrativeStaff

Data BaseAdministration

NetworkOperations

ComputerOperations

Development &Maintenance

ProjectManagers

SystemsAnalysts

Programmers

SystemsSupport

SystemsProgramming

DevelopmentCenter

InformationCenter

Scope of IS OrganizationScope of IS Organization

MISOrganization

DPDept.

CorporateInformation

Systems

Tele-communications

OfficeSystems

End UserComputing

?

IS Organization and PersonnelIS Organization and Personnel

1. What is the logical skill profile for the person

that heads the information systems organization?

IS Manager ProfileIS Manager Profile

• Business Knowledge

• Management Experience

• People and Organizational Skills

• Politically Astute

. . . On an IT Knowledge Base

A Non-IT Background Information

Systems Manager Short Changes

Both Company Management and

Users.

IS Organization and PersonnelIS Organization and Personnel

2. How difficult is the information systems manager job compared to other major functions within a company?

Difficulty of IS Manager JobDifficulty of IS Manager Job

• Largest Staff Function

• A Dual Personality Job

• Provides Both Products and Services

• Must Interface with Multiple Groups

• Frequently Deal with Uniformed Publics

• Function in an Area of Rapid Change

• Under Frequent Financial Scrutiny

IS Organization and PersonnelIS Organization and Personnel

3. To whom should the information systems

manager report?

The IS Executive Should Report To?The IS Executive Should Report To?

• CEO, President or General Manager

What criteria should be used to make this decision?

• Chief Financial Officer

• VP of Operations

• None of the Above

IS Organization and PersonnelIS Organization and Personnel

6. If the information systems manager

reported to you, what major factors

would you like to review with her on a

regular basis to assure yourself that the

information systems organization is

being well managed?

If the IS Executive Reported to YouIf the IS Executive Reported to You

1. Status of major projects.

2. Future capacity projections.

3. Assessment of support to key users.

4. Productivity improvements within the

I/S organization.

5. Contribution to the competitiveness of

the business.

Successful Information Systems

• Senior Management Who Run the Entire Business.

• Functional Management Who Run Major Parts of the Business.

• Actual Users of Information Systems on a Day-to-day Basis.

A Product of Good Working Relationships

Working RelationshipsWorking Relationships

• I/S Steering Committees

• Functional Interface Managers

• Functional End-user Coordinators

• Service Level Agreements

• User Training and Education

• Application and Technical Consultation

• Joint R&D Projects

• The Working and Personal Relationship of the I/S

Manager Within the Company

5. Is there a logical alternative to having a

steering committee?

IS Organization and PersonnelIS Organization and Personnel

4. Is there something unique about information

systems that there is really a need for a steering

committee that spans the organization?

• Frequently do not work the first time that an organization uses this approach. • Should function as a true “Board of Directors” for the IS organization.

• Major benefit is often visibility of IS within the organization and communication regarding major activities.

IS Steering CommitteesIS Steering Committees

IS Organization and PersonnelIS Organization and Personnel

7. It is not unusual to find people who feel that

information systems employees are different

from other employees.

Is this actually the case?

If so, how would you suggest that they be

treated and managed?

IS PersonnelIS Personnel

1. Does the organization have enough qualified people?

2. Do their skills address both current and future

needs?

3. Does a migrant worker mentality exist among

the information systems professionals?

4. Is the best way to grow a strong information

systems organization by hiring and developing

your own people?

IS Personnel

5. Can an information systems organization

promote long term career growth?

6. Are the above questions out-dated and is the right future information systems organization a small core of people with the rest sub-contracted to outside companies?

IS Personnel

1. Treat new hires for information systems the same as any new employee within the company.

2. During their first five years emphasize the value of different experiences by not allowing an employee to stay with the same manager for longer than eighteen months.

3. Work to establish parity in the perspective of information systems employees towards jobs in operations, applications development and systems design/support.

IS Personnel

4. Promote information systems people into other jobs within the company. At a later date bring them back into the information systems organization with another promotion.

5. Spend more time on identifying and developing management potential people within the information systems organization.

6. Work to eliminate a mentality that job "burn-out" is inevitable with information systems employees.

IS PersonnelIS Personnel7. Make sure that the work environment is as good as that of the rest of the company.

8. Pay special attention to excessive overtime.

9. Recognize and reward those that make major contributions.

10. Have fun within the information systems organization. No one ever said that IS jobs are supposed to be dull and completely stressful.

Customer Service OrganizationCustomer Service Organization

UsersCustomerService

Organization

ApplicationDevelopment

Operations

TechnicalSupport

I/S Management and Administration

Executive Review Board

IS Organization and PersonnelIS Organization and Personnel

8. What will the information systems organization look like in the future? What are the primary reasons that it is changing?

9. Are there major issues to be addressed in establishing

the information systems organization of the future?

10. Does the current information systems environment

call for the creation of newly structured jobs and skill

profiles?

CIO JobCIO Job

To provide technology vision and leadership for developing and implementing IT initiatives that create and maintain leadership for the enterprise in a constantly changing and intensely competitive marketplace.

• To forge and carry out a vision of IS as a vital corporate resource. • To bring systems out of the back room and into the competitive marketplace.

• To coordinate an increasingly decentralized IT.

• To serve as a driving “engine of change.”

Why a CIO?Why a CIO?

• Really understand the business.• Earned a seat at the corporate table to become part of the corporate management power structure.• A strategic thinker and planner.• Political, organizational and communication skills.• Experienced in managing various aspects of an organization particularly sales and production.• Able to deal with and understand technical specialists.

CIO “Must Have” Skill ProfileCIO “Must Have” Skill Profile

Personal QualitiesPersonal Qualities

Superb leadership, communication and interpersonal skills; an ability to function in a collaborative and collegial environment; sensitivity to others; high integrity and intelligence; excellent judgment; a conceptual thinker -- strategic and well as pragmatic; and an ability to generate trust and build alliances with co-workers.

CTO: Shift or Threat to CIO?CTO: Shift or Threat to CIO?

An ascendancy of the Chief Technical Officer role points to the importance of understanding increasingly complex IT environment in general and e-business technologies specifically.

Future I/S Organization?I/S Executive CIO

Client InterfaceGeneral and

AdministrationI/S Utility Telecommunications

CompetitiveSystems

Professionaland Technical

Support

Client SystemsGroups

Administration

Finance

Equipment andFacilities

DataCenter

Performanceand Planning

DevelopmentCenter

DataNetworks

VoiceSystems

Figure 13-2