Managing Operations Lecture 18. Managing Operations The three major operational issues discussed...
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Transcript of Managing Operations Lecture 18. Managing Operations The three major operational issues discussed...
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Managing OperationsLecture 18
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Managing Operations
The three major operational issues discussed are: Outsourcing information systems functions Information security, and Planning for business continuity
Due to mergers, the Internet, e-commerce, and the 9/11 attacks, the subject of computer operations has been receiving a lot of attention
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Managing Operations
Systems operations are important because, if they are not professionally run (and backed up properly), a computer or network crash could shut down a company’s business for some period of time
Case examples include Microsoft, ANZ Banking Corporation, Mobil Travel Guide, Eastman Kodak, Honda Motor Company, Exult, Credit Card Fraud, Plymouth Rock Assurance, and Household International
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Today’s Lecture
Introduction
What are Operations Why Talk About Operations? Solving Operational Problems Operational Measures The Importance of Good Management What’s New in Operations
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Today’s Lecture
Outsourcing Information Systems Functions The Driving Forces Behind Outsourcing Changing Customer-Vendor Relationships Outsourcing’s History Managing Outsourcing Offshoring
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Introduction
Due to mergers, the Internet, e-commerce, and the September 11 terrorist attacks, the subject of computer operations has been receiving a lot of attention
Systems operations are important because:
If they are not professionally run:
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Introduction..
A company could suffer a computer or network crash that could shut down their business for some period of time
It is not a trivial area, especially as companies become
increasingly reliant on networks and computers to run their business
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Industrial System Operation Management
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Introduction…
Poorly run IS shops cause IS executives to end up ‘fighting fires’ instead of setting policy
OR
They find themselves looking for a job!
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Introduction…
The main change in operations is the shift in viewpoint towards managing operations (Figure 8-1):
Traditionally – managing inward, i.e.: managing one’s own operations staff
Today – just as likely to mean managing outward = managing relationships with (external) service providers
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Introduction..
Outsourced IT service providers who have taken over the day-to-day operational work
In some instances
Back to the future?
Benefits not realised Unexpected costs - $ and otherwise
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What Are Operations?Why Talk About Operations?
A Typical MIS Department Budget:
33% Systems and Programming
70% Maintenance
30% New Development
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What Are Operations?Why Talk About Operations?
10% Administration and Training
57% Operations
Involve more $$$ than any other part of the IS department
Very involved (difficult), challenging and rewarding area
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What Are Operations? Solving Operational Problems
Operational problems are obvious to the entire company:
• Response times are slow
• Networks are down
• Data isn’t available
• Data is wrong
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Slow Response Time Slow Response time may be due to
A virus infection Some conflicting software programs that loads at
the startup Multiple security programs Recently installed software updates or drivers Third-party browser plug-ins Cluttered files over years A lot of items loading at the startup
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Networks are Down Networks are down because of
Slow bandwidthHeavy volume of data being transferredPower failures Improper
hardware
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Data is not available because of..
Database server is slow Supporting network not working Too many requests for data on the
network. Improper design/requirement analysis of
database designs.
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Data is wrong Not a reliable data storage mechanism. Data without proper database formats. Confusing data
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What Are Operations? Solving Operational Problems cont.
Three strategies to improve operations:
1. Buy more equipment
2. Continuously fight fires and rearrange priorities, getting people to solve the problems at hand
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What Are Operations? Solving Operational Problems cont.
3. Continually document and measure what you are doing, to find out the real problems, not just the apparent ones.
Then set standards and manage to them = the preferred solution
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What Are Operations? Operational Measures
External: What the customer sees: System uptime
Response time
Turnaround time
Program failures
= Customer Satisfaction
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What Are Operations? Operational Measures
Internal: Of interest to systems people:
Computer usage as % of capacity
Disk storage used
Job queue length etc.
Problems reported by external measures can be explained by deviations in internal measures
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What Are Operations? The Importance of Good Management
The corporate culture created by IS management must recognize and value good operations
Skills of an Operations manager = similar to that needed in e.g. a factory
Manager must schedule work to meet delivery dates, monitor performance respond quickly to problems
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What Are Operations? The Importance of Good Management
The key to managing operations is the same as in any management job:
Set standards
Then manage to those standards By finding an outstanding operations manager
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What Are Operations? What’s New in Operations?
Companies have ‘cleaned their operational house’
Y2K and the Internet forced this
Now = most in relatively good shape
More Operations managers are Managing outward – BUT CIOs must not relinquish responsibility for Operations
Ensure their people are properly managing relationships
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What Are Operations? What’s New in Operations?
Operations are being ‘simplified’
Centralizing applications in one place rather than distribute them on PCs
Server based computing (Chapter 5)
Certain operations are being offloaded
e.g. webcasts
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MICROSOFTCase Example: Offloading of Operations
(Webcast)
The launch of a new version of Windows operating system was done via
Personal and
Public Internet broadcast
Private webcast – 6,000 OEM system builders in 83 countries
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MICROSOFTCase Example: Offloading of Operations
(Webcast)
Webcast by Akamai – >12,000 servers in 66 countries
Specializes in hosting corporate Websites
Giving users in far-flung locations fast downloads of Web content and streaming media
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MICROSOFTCase Example: Offloading of Operations
(Webcast)
Private webcast which set a record for:
Attendance
Global reach
Audience participation
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What Are Operations? The Focus of CIOs in Operations is
Changing Their attention used to be focused on ensuring they had
the in-house expertise to keep systems and networks up and tuning
Their attention is now toward determining where best to perform the various kinds of operations: In house or with a third party (or permutations and/or
combinations thereof) Then manage it accordingly
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OUTSOURCING INFORMATION SYSTEMS (IS) FUNCTIONS
Outsourcing means turning over a firm’s computer operations, network operations, or other IT function to a vendor for a specified time
CIOs are expected to at least to ‘prove’ that their in-house operations are as efficient and effective as if they were outsourced Shared Services concept Should outsource what they do not do well
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Outsourcing IS Functions:Driving Forces Behind Outsourcing
Focus on core businesses: In the 1980s, this led to huge amount of merger and acquisition activity
Shareholder value: Companies were “priced” based on their shareholder value, that is, their discounted cash flow, as a result of high-yield bonds that allowed a few people to buy a company and leverage it with debt
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Outsourcing IS Functions:Driving Forces Behind Outsourcing
Management must stress value, they must consider outsourcing in all their nonstrategic functions
U.S. driven – other countries have variations on this pricing (share market) model but the drivers = still $$$
And ‘follow the leader’ / trend?
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Outsourcing IS Functions: Changing Customer-Vendor Relationships
Relationships have expanded from buying professional services, to buying products and transactions, to integrating systems, to outsourcing – the most bundled approach to contracting
In this evolution:
CIOs have increasingly lost control More activities turned over to outsiders
Providers take on more risks As they move to (options on) the right of Figure 8-2
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Outsourcing IS Functions: Changing Customer-Vendor Relationships
Provider’s margins increase
Again = to the right
Risks also improve: Don’t get “Nothing for nothing!”, and
Importance of choosing the right provider becomes more important
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Outsourcing IS Functions: Outsourcing’s History
In 1989 only (full) IT outsourcing was available
Essentially began with ‘big-bang’ deals.
The goal was purely financial.
Problems occurred – ‘us VS them’ and culture clash
Note: ‘Outsourcing’ existed in many other areas and had for years e.g. trucking
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Outsourcing IS Functions: Outsourcing’s History
Early 1990s: Transitional outsourcing
Two routes outsourcing legacy systems
Maintenance of their legacy systems – hence – staff concentrate on building new client server systems
Client server development to specialists & keep maintenance in-house
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Outsourcing IS Functions: Outsourcing’s History
Mid to late ’90s = Best-of-breed outsourcing
Selective outsourcing began
‘Collaborative outsourcing’ – one company prime contractor and secondary external service providers
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Outsourcing IS Functions: Outsourcing’s History cont.
Shared services “in-sourcing” to shared service group-
Improved efficiencies & Saved money
Business process outsourcing As IT Outsourcing ‘matured’ it became a commodity
service
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Outsourcing IS Functions: Outsourcing’s History cont.
Profit margins dropped Competitors rose Quality Vs. Cost Vs. $$$ Vs. Pressure – not all
was ‘happy’
Higher margins in specialized specific areas Business process of which IT was a significant
component
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ANZCase Example: Business Process
Outsourcing
Australia’s third largest bank has outsourced its procurement function, not to reduce costs, but to gain greater quality purchases and lower ANZ’s annual purchasing spend
The bank has learned numerous lessons in this world-leading outsourcing deal:
1. Be prepared to change the contract as your environment changes
2. Make step changes in technology and processes to save time and money, focus on having an effective
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ANZCase Example: Business Process
Outsourcing
transition3. Do your best to make the outsourced group appear
seamless to your employees4. Focus early on what you want and don’t get
sidetracked5. Keep incentive mechanism simple and transparent Be able to benchmark performance, and 6. Understand, to a fair degree of detail, the value
chain you plan to embrace
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Outsourcing IS Functions: Outsourcing’s History cont.
E-business outsourcing
With the arrival of business use of the Internet, outsourcing has been one way that companies can quickly get Websites up and handling business
In dot-coms and Internet- based operations Preferred mode of operation
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Outsourcing IS Functions: Outsourcing’s History cont.
Even with the dot-com crash = still a legitimate way to mobilize for e-business
Allows a company to move fast Companies can remain flexible Does not tie up $$$ in computer and networking
equipmentObsolete?
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Outsourcing IS Functions: Outsourcing’s History cont.
Utility Computing
Also known as on-demand computing, virtual data centers and grid computing
Idea = computing power can be treated like electricity: You plug in and only pay for what you use
Numerous vendors, especially IBM, HP and Sun are promoting access rather than ownership
Selling the idea of turning clients’ fixed IT costs into variable costs
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Outsourcing IS Functions: Outsourcing’s History cont.
Important to understand:
The amount of consulting required
The chargeback mechanism (for only paying for use)
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Outsourcing IS Functions: Outsourcing’s History cont.
The contract terms
Where it could provide benefits etc.
In 15 years, IT outsourcing has expanded (and changed) significantly
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MOBIL TRAVEL GUIDECase Example: Utility Computing
Illustrates the convergence of e-business and IT outsourcing into utility computing in a high-need area: its
Web site
Travel guide for North America
Information static and site couldn’t handle the spikes in demand during e.g. holidays
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MOBIL TRAVEL GUIDECase Example: Utility Computing
Wanted to upgrade site but rather than making the large investment to upgrade its own IT resources = turned to IBM to host and manage the site No need for upfront investments No concern re handling peaks
Saving 35% in maintenance and software costs
Only paying for what it uses of IBM’s world-class, highly scalable e-business infrastructure
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Summary
What are Operations Why Talk About Operations? Solving Operational Problems Operational Measures The Importance of Good Management What’s New in Operations
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Summary….
Outsourcing Information Systems Functions The Driving Forces Behind Outsourcing Changing Customer-Vendor Relationships Outsourcing’s History Managing Outsourcing