1. Introduction to MIS1 Copyright © 1998 by Jerry Post Introduction to MIS Chapter 13 Organizing the MIS Resources

2. Introduction to MIS2 Organizing IS Resources Operations Tactics Strategy

3. Introduction to MIS3 Outline  Managing the Information Systems Function  MIS Roles  MIS Jobs  Centralization and Decentralization  Hardware  Software  Data  Personnel  Client-Server Solutions  Object Orientation  Change and Outsourcing

4. Introduction to MIS4 Hardware administration Software development Support end user development Database administration Advocacy Access to corporate data Software training and support Corporate computing standards MIS Roles  Hardware administration  Software support  Corporate data access  Software development  End user support  Computing standards  DB administration  Network administration

5. Other IS Roles  Database Administrator  Computer Programmer  Network Administrator  Network Specialist  Systems Analyst  Webmaster  User Support  HelpDesk  Trainer

6. Introduction to MIS6 Salaries 1997-1998 IS Management Operations NetworksSystems Development User Support http://careers.wsj.comhttp://careers.wsj.com (Robert Half 1997) Computerworld 9/7/1998 http://www.computerworld.com CIO/VP IS$126,000 Director MIS94,000 Systems Development79,500 Senior manager$61,000 Manager50,500 Lead operator35,000 Telecom. manager$71,000 Telecom. specialist56,500 Network architect69,000 LAN/WAN specialist54,500 Network administrator45,500 Support manager$55,000 Help desk manager47,500 Instructor42,000 PC technical specialist36,000 Sr. Project manager$72,000 Project manager61,500 Systems analyst52,000 Programmer/analyst44,500 Programmer36,000 Includes bonus Database Database manager$74,000 Database administrator61,000 Database analyst55,000 Specialists ERP analyst$80,000+ CASE tools61,000 Systems programmer54,000 Lotus Notes developer52,500 Q/A specialist49,000 Webmaster47,000

7. Introduction to MIS7 The Economist: 7/30/94 International Salaries

8. Introduction to MIS8 Arnett and Litecky, 1994 MIS Job Skills Needed Computerworld, 1998

9. Introduction to MIS9 Data and software MIS personnel Hardware User departments Complete Centralization

10. Introduction to MIS10 MIS personnel are members of user departments Marketing Finance Accounting Human Resource Management Complete Decentralization

11. Introduction to MIS11 Growth of PCs

12. Introduction to MIS12 IS Management Approaches

13. Introduction to MIS13 Marketing Accounting Finance Human Resource Management Central MIS staff: Operations, network and systems programmers Server Hardware Shared Data & Software MIS support Transaction processing Corporate standards Network management Shared databases Intermediate (Client-Server)

14. Introduction to MIS14 Client-Server Benefits

15. Introduction to MIS15 Organizational Are operations interdependent? -planning -development -physical resources -operations Can subunits relate solely through information & messages? Does corporate culture support decentralization? Strengths End users gain control. Supports workgroups. Enables new organizational structures. Increased organizational flexibility. Weaknesses Possible short term bias in decision making. Might not be optimal use of resources for corporation. IS staff might lose cohesiveness and support. Decentralization Summary

16. Introduction to MIS16 Forecast for 1999: $42.6 billion Outsourcing

17. Introduction to MIS17 Specialized Talent Needed Complex Market Structure Security & Control Level of Technology Cost of reaching state of the art Fixed Costs When any of these characteristics increases (moves outwards), there is less reason to use outsourcing. Outsourcing Evaluation

18. Introduction to MIS18 Outsourcing Forces Globalization, new competitors. Shorter product life-cycles, mass customization. Rapidly changing markets, flexible manufacturing. Pressure on profits. Need to focus on increasing revenues and decreasing fixed/semi-fixed costs. Need for flexibility and responsiveness. Outsource non-revenue generate functions (staff/operations) Desire to minimize amount of management time devoted to non-revenue generating functions. Economies of Scale - leverage expertise and methodologies. - invest in expensive technologies (state-of-the-art) - process-oriented approach Economies of Scope Want one vendor to provide multiple functions. Cost cutting, staff cuts, loss of middle management. Big Outsourcing Vendors & Big 6 Firms

19. Introduction to MIS19 Appendix: Project Management  Projects  Goal  Need a well-defined goal  Good example: Put a man on the moon.  Bad example: Improve the IRS information systems.  Scope  Size and complexity of the project.  Match the management techniques to the project scope.  Schedule  Break project into tasks  Tasks depend on other tasks (you can’t paint a wall until it is built).  Tasks take time to complete (duration)  Tasks require resources.  Resources  Worker time is usually the most important to schedule.  Workrooms, machinery, and so on.

20. Introduction to MIS20 Project Management Steps  Define the project.  Create the plan.  Track and manage the project as it proceeds.  Close the project when the goal is achieved or the project is cancelled.

21. Introduction to MIS21 Microsoft Project  Specialized database  Tasks (start, duration, description, dependence)  Resources (costs, needs, assignments)  Specialized views of the data  Gantt ChartHighlight task duration.  PERT ChartHighlight task dependence.  CalendarShow scheduled tasks.  Task UsageShow assigned resources.  Tracking GanttCompare estimates to actual.  Task SheetDetailed task data.  Resource views  Resource GraphTrack resources over time.  Resource SheetDetailed resource data.  Resource UsageTasks assigned to resources.

22. Introduction to MIS22 Sample: Spring Forward Century Sunday, April 2, 2000 25 miles 50 miles 100 miles  Choose starting point  Legal paperwork  Establish routes  Create databases  Create promotional materials  Create commemorative shirts  Register riders  Organize volunteer groups  Advertise ride  Plan rest stops  Plan registration  Final clean up  Thank you notes  Write project notes Planning the ride After the ride Ride day is a separate project SpringForwardCentury.mpp Organize Spring Forward Century.mpp

23. Introduction to MIS23 Microsoft Project: Gantt Chart Organize Spring Forward Century.mpp

24. Introduction to MIS24 Gantt Chart (continued)

25. Introduction to MIS25 Resource Usage You need to get some tasks done sooner, or get more volunteers on the day before the ride. You need to start earlier, or get volunteers to do more of the organizing tasks.

26. Introduction to MIS26 Ride Day SpringForwardCentury.mpp

27. Why IS?  Value of information rests on how it helps decision makers achieve the organizations goals.  IS make it possible for organizations to improve the way they do business.  Knowing the potential impact of IS and having the ability to put the knowledge to work can result in a successful personal career, organizations that reach their goals and a better society.  System users, business managers and IS professionals must work together in order to build and maintain successful IS.

28.  IS is an essential business function as is marketing, accounting, operations, …  IS and IT can help businesses gain strategic competitive advantage.  There are things about IS and IT that managers need to personally:  do in order to provide good example as a leader of people who use technology. What are these things?  know in order to interact effectively with other managers, developers, providers and end users of IT. What are these things?  Why is knowledge of information systems important for managers?

29. What a manager needs to know about IS (according to James A. O’Brien)  Management Resources and Strategies  Development Solutions to Business Problems  Applications To Operations, Management, and Strategic Advantage  Technology Hardware, Software, Networks, and Data Management  Foundational Concepts Fundamental Behavioral and Technical Concepts

30. What a manager needs to know about IS (according to Bob Kilmer)  Know when to call.  Know when it’s time to stop trying.  Know who to call.  1st, 2nd, 3rd lines of defense.  How to ask for help.  Be clear and concise.  Provide relevant details of problem.  How to say thanks.

31. What a manager needs to be able to personally do with IS and IT  Have a positive attitude about IS and IT  Practice safe computing: Virus Check  Properly Save, Store and Find Files  Communicate: Email & WWW  Word Processing  Presentations  Spreadsheets  Databases