Professional Documents
Culture Documents
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a. Unfreezing
Establish sense of urgency
Select team to lead the change
Develop vision + strategy
Communication strategy
b. Changing
5. Encourage risk-taking & problem-solving
6. Generate short-term wins
7. Consolidate gains & produce more change
c. Refreezing
8. Anchor change in culture
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Business analytics: Use of quantitative and predictive models as well as fact-based management to
drive decisions. (Davenport & Harris)
Components of BI
Data warehouse: collects data, has multiple resources. Large in size/scope, designed for analytics.
Data mart: small-scale version of data warehouse, smaller in scope, focuses on specific audience.
>> Data mining: Automatically discovering non-obvious relationships in large databases. (Sequences.
Forecasting, Classifications & Associations)
Competitive Advantage of BI
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Big data, techniques/technologies that make it economical to deal with very large datasets
at the extreme end of the scale. Desirable because of trends/analytics that can be extracted.
Social IT, supplies unique customer intelligence
What employees know and how they apply that knowledge to business problems.
Cloud computing is the delivery of computing as a service rather than a product, whereby shared
resources, software, and information are provided to computers and other devices as a utility over a
network (typically the internet). Types of clouds are:
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Intellectual capital is knowledge that has been identified, captured, and leveraged to produce
higher-value goods or services or some other competitive advantage for the firm.
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The Digital Millennium Copyright Act (DCMA) makes it a crime to circumvent copy protection.
The Digital Tech Corps Act of 2002 bans employees from revealing trade secrets during their lifetime.
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IR appropriation: where a resources value lies and how it can be improved in a firms favor.
IR resource distribution across firms: early adopters create competitive advantage.
Mobility of IR: relies on individual skill, risky, develop unique knowledge-sharing processes.
Strategic Alliances
An interorganisational relationship that affords one or more companies a new strategic advantage.
Co-opetition: companies cooperate + compete at the same time with companies in their value net.
Complementor is a company whose product or service is used in conjunction with a particular
product or service to make a more useful set for the customer.
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2. Organizational Strategy
Firms design, as well as the choices to define, set up, coordinate, and control its work processes
Leavitts business diamond: Business processes, Tasks & Structures, Management and Values.
Managerial Levers model, managers can affect change in organization by:
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Organizational variables
Control variables
Cultural variables
3. IS Strategy
The plan a firm uses to provide information services, this allows business strategy implementation.
Business strategy is a function of:
- Competition (What does the customer want and what does the competition do?)
- Positioning (In what way does the firm want to compete?)
- Capabilities (What can the firm do?). IS help determine the companys capabilities.
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Project is successful when: It is finished in time and within the budget (70% is unsuccessful)
Success = [balance] TIME + BUDGET + SCOPE
Managers:
PLAN
EXECUTE
CONTROL
In reality, this works out differently: Unrealistic Plans, Unexpected problems, Fall behind on schedule
Skills needed to overcome these challenges:
Essentials to assure high success probability:
- Understand what the client needs
1. Project Management
- Control, then control again
2. Project team
- Clearly communicate with the client
3. Project cycle plan (schedule, method)
- Document results & get client to sign-off.
4. Effective communication
The projects complexity, clarity, and size determine its risk.
IS Development Methodologies
Systems Development Life Cycle (SDLC): the process of designing and delivering the system.
It is generally used in one of two distinct ways:
- as a general project plan
- as a process to design and develop system software (structured and formal)
Seven phases:
1. Project initiation.
5. Verification.
2. Requirements definition.
6. Cut over.
3. Functional design.
7. Maintenance and review
4. Construction.
Weaknesses
- Slow response time to environmental
change
- Decisions may escalate unnecessarily
- Leads to poor horizontal coordination
- Less innovative
- Restricted view of organizational goals
Weaknesses
- Difficult and time-consuming
- Requires a broad variety of changes
- Dissatisfaction among existing
managers due to power erosion
- Requires significant training
- Can limit localized skill development
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Business processes: Collection of related events, activities and decisions, that involve a number of
actors and/or objects, and that collectively lead to an outcome that is of value to an organization.
Radical change: Appropriate for addressing cross-functional processes, helps attain aggressive
improvement goals, faces greater internal resistance.
Workflow is a series of connected tasks and activities done by people and computers to form a
business process. It includes software products that document and automate processes.
Enterprise systems: A set of IS tools used to enable information flow within and between processes
across an organization. Ensure integration and coordination across functions
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TOGAF: Includes a methodology and set of resources for developing an enterprise architecture.
Zachman Framework: Determines architectural requirements by providing a broad view that guides
the analysis of the detailed view.
IT Architecture should be standardized, easy to maintain (support, replacement parts), secure
(protect data, authentication), adaptable to emerging technologies and scalable to demand.
A strong business strategy is a prerequisite for IT architecture design, which is a prerequisite for
infrastructure design.
IT Governance approaches
- Integrate these approaches
- Use multiple interlinked initiatives
- Use a single tool and framework and
standardize terminology.
- Good performance measures
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Total cost ownership (TCO): calculates a more accurate cost that includes all associated costs.
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Estimates annual costs per user for each potential infrastructure choice and totals them.
Provides the best investment numbers to compare with financial return numbers when
analyzing the net returns on various IT options..
The Sarbanes-Oxley (SoX) Act of 2002 enacted to increase regulatory visibility and accountability
of public companies & their financial health.
User access controls (authentication and authorization) & Physical access controls (locks,
guards)
Network access controls (firewalls, intrusion prevention systems, etc.)
Device and software hardening controls (configuration options)
Installing the latest updates
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C. Corrective Controls
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Information Ethics: the ethical issues associated with the development of information technologies
Social contract theory places social responsibilities on corporate managers to consider the needs
of a society. The social contract has two components:
1. Social welfare: provide greater benefits than their associated cost
2. Justice: Corporations must pursue profits legally and avoid actions that harm society.
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