CMIS 520 Managing Technology Jo Ellen Moore, Ph.D.
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Transcript of CMIS 520 Managing Technology Jo Ellen Moore, Ph.D.
CMIS 520Managing Technology
Jo Ellen Moore, Ph.D.
Models of Information Management IS/IT Responsibilities
Strategy CIO working with top mgmt team
Infrastructure IS Dept
Application of Technology to Business Processes User Areas
Models of Information Management The Models
Nolan’s 6 Stages of IS Development McFarlan & McKinney’s Strategic
Grid Gibson & Hammer’s Benefit /
Beneficiary Matrix Karten’s 2 Stages of EUC
Nolan’s 6 Stage Model
Stage 1 - Initiation Application development usually
initiated by IS folks Applications developed to reduce
costs Little to no user involvement Lax IS planning and control
Nolan’s 6 Stage Model
Stage 2 - Contagion Period of “unbridled growth” IS Dept requests nearly always
approved
Nolan’s 6 Stage Model
Stage 3 - Control Missed deadlines, cost overruns,
unmet expectations… IS managers asked to relate IS
expenditures to business objectives
Formalized planning and control
Nolan’s 6 Stage Model
Stage 4 - Integration New technologies -- databases, user
languages, microcomputers, spreadsheet package
Begin move toward integrating applications and data files
Users have tools to circumvent backlog of IS Dept
IS Dept takes on more of a service role in organization
Nolan’s 6 Stage Model
Stage 5 - Data Administration Toward “shared data” Few organizations today have
moved past this stage
Nolan’s 6 Stage Model
Stage 6 - Maturity Integrated applications mirror the
“information flows” in the organization
Information resources are woven into the overall strategy of the organization
The Strategic Grid
Classify organizations by: Strategic impact of existing
applications Strategic impact of applications
under development
The Strategic Grid
TURN-
AROUNDSTRATEGIC
SUPPORT FACTORY
L o w H i
L
o
w
H
i
Strategic Impact of Existing Applications
Strategic Impact of Applications Under Development
The Strategic Grid
SUPPORT Category Primarily transaction-based rather
than strategic applications Applications developed to reduce
costs
The Strategic Grid TURNAROUND Category
Have begun to develop strategic systems
Move from Support because of: new technology industry dynamics pressure from user areas
The Strategic Grid
FACTORY Category Have implemented applications
with definite strategic impact But no new systems in the
development portfolio are strategic
The Strategic Grid
STRATEGIC Category IS partners with senior, process,
and functional managers in formulating strategy
IS reps on top mgmt team are expected to identify, recommend, implement technology to enhance strategic direction of company
Benefit/Beneficiary Matrix
Sort of integrates Nolan’s stages and the Strategic Grid…
Matrix to categorize an org’s use or need for information technology
Dimensions of matrix: Who are the beneficiaries? What are the benefits?
Benefit/Beneficiary Matrix
DOMAIN 1 Beneficiary: Functional Units Benefits: Efficiency, Effectiveness Example: Automated accounting
functions
Benefit/Beneficiary Matrix
DOMAIN 2 Beneficiary: Individuals Benefit: Efficiency, Effectiveness Examples: End-user tools,
spreadsheets, word processing
Benefit/Beneficiary Matrix DOMAIN 3
Beneficiary: Enterprise Benefits: Efficiency, Effectiveness,
and Transformation Example: Making customer’s order
status available to him/her electronically
Business processes change/improve in utilization of new technology
Karten’s Model of EUC
End User Computing (EUC) Development of computer
applications by people who have direct need for them
EUC tools include: spreadsheets database developers 4th generation languages
Karten’s Model of EUC
STAGE 1 Promote EUC Product and tools orientation
STAGE 2 Promote responsible EUC Business orientation
Karten’s Model of EUC
The Transition from Stage 1 to Stage 2: Put the anxiety back in to EUC --
educate user on risks and responsibilities, and how to deal with them
EUC support personnel and users work together to apply technology to business needs
Karten’s Model of EUC
Transition requires these “shifts in emphasis”: From reactive services to
proactive services From quick-and-dirty individual
support to in-depth functional and process support
From product orientation to business orientation
Karten’s Model of EUC
(continued) From supporting all needs to
supporting high-payoff needs From promoting computer literacy
to promoting information literacy From one-way relationship (users
make requests of EUC support) to alliance of EUC support and user personnel
Karten’s Model of EUC
Transition will require that EUC technical support personnel: Allocate time to locating problems
and opportunities amenable to EUC solutions
Look closely at business functions, processes, information flows
Serve as matchmaker between technological capabilities and business needs
Karten’s Model of EUC
Transition will require that Users (“process” folks): Learn to address risks and
responsibilities of EUC Progress from knowing how to use
EUC tools to knowing how to put them to good use
Develop good working relationship with EUC technology experts
A Common Theme...
All 4 models emphasize a need for integration of IT and business knowledge.