What’s Happening?! eBay Data Warehousing Presentation An approach that simply makes fundamental...
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Transcript of What’s Happening?! eBay Data Warehousing Presentation An approach that simply makes fundamental...
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