Chapter 14 Planning Information Systems. 2 Learning Objectives When you finish this chapter, you...
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Transcript of Chapter 14 Planning Information Systems. 2 Learning Objectives When you finish this chapter, you...
![Page 1: Chapter 14 Planning Information Systems. 2 Learning Objectives When you finish this chapter, you will Recognize different approaches to business planning.](https://reader035.fdocuments.in/reader035/viewer/2022062713/56649f555503460f94c793df/html5/thumbnails/1.jpg)
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Management Information Systems, Second EditionEffy Oz
Chapter 14Chapter 14Planning Information Planning Information SystemsSystems
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Learning ObjectivesLearning Objectives
When you finish this chapter, you will
Recognize different approaches to business planning in general and IS planning in particular.
Understand how IS planning methods evolved.
Know how IS planning should be carried out.
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Learning ObjectivesLearning Objectives
Recognize the importance of integrating IS planning into overall organizational planning.
Appreciate the many complex factors faced by IS planners.
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Why Plan?Why Plan?
What is Planning?
An IS plan is a statement of how management foresees its ISs in the future.
IS plan includes: Activities planner believes will help achieve
goals. Program for monitoring real-world progress. Means for implementing changes in the plan.
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Why Plan?Why Plan?
Business Planning
Define organization’s goals and objectives
Determine resources needed to attain objectives
Create policies to govern the acquisition, use, and distribution of resources
Provide for any changes in objectives
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Why Plan?Why Plan?
Figure 14.1 Business planning
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Approaches to PlanningApproaches to Planning
Top-down Planning
Focuses on organizational goals first, then on the needs of business units
Bottom-up Planning
Focuses on needs of business units first, then on organizational goals
Holistic planninggoal driven
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Approaches to PlanningApproaches to Planning
Figure 14.2 Top-down, or goal-driven, planning considers the organization as a whole.
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Approaches to PlanningApproaches to Planning
Figure 14.3 In bottom-up planning, the process starts with consideration of individual concerns.
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Approaches to PlanningApproaches to Planning
Planning by Critical Success Factors
Executives define critical success factors first so planning can address resources to support those factors Critical success factor: issues identified as
critically important to business success
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Approaches to PlanningApproaches to Planning
Figure 14.4 Business planning by critical success factors
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InformationInformationSystems PlanningSystems Planning
Figure 14.5 Advances in IS planning since the 1970s
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InformationInformationSystems PlanningSystems Planning
Key elements of an IS Plan
Corporate mission statement
Vision for IT within organization
IS strategic and tactical plans
Operations plan to achieve mission and vision
Budget to ensure resources are available
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InformationInformationSystems PlanningSystems Planning
Figure 14.6 The steps of information systems planning
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InformationInformationSystems PlanningSystems Planning
Prerequisites for Information Systems Planning
Figure 14.7 Prerequisites for effective IS planning
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InformationInformationSystems PlanningSystems Planning
The Corporate and IS Mission Statements
The corporate mission statement details the purpose of the organization and its overall goals.
IS mission statement outlines the purpose of ISs in the organization.
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InformationInformationSystems PlanningSystems Planning
Figure 14.8 The mission statement of a university IS organization
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InformationInformationSystems PlanningSystems Planning
The IT Vision Wish list of what IS managers would like to
see in terms of hardware, software, and communications, to contribute to goals of the organization
Strategic and Tactical IS Planning IS strategic plan details what is to be
achieved
IS tactical plan describes how goals will be met and by when
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InformationInformationSystems PlanningSystems Planning
Figure 14.9 Rigid and dynamic planning
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InformationInformationSystems PlanningSystems Planning
Important Factors in IS Tactical Planning
Flexibility
Compatibility
Connectivity
Scalability
Standardization
Total Cost of Ownership
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InformationInformationSystems PlanningSystems Planning
Figure 14.10 Hardware planning
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InformationInformationSystems PlanningSystems Planning
Figure 14.11 Total cost of ownership per laptop computer
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IS Planning InitiativesIS Planning Initiatives
Four groups of people who initiate new or improved ISs from different perspectives
Top management
IS professionals
Line managers
Users
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IS Planning ActivitiesIS Planning Activities
Figure 14.12 IS planning can be driven by a variety of sources.
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IS Planning ActivitiesIS Planning Activities
Figure 14.13 A survey of 100 CEOs and other executives shows that IT projects are initiated by business unit managers and IT managers, but also by top executives.
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The ChampionThe Champion
High-ranking officer who commands sufficient political clout to include IS in planning
Most effective champions are not IS professionals.
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The ChampionThe Champion
A successful champion is a leader who can:
Promote the vision of IT in the organization.
Inspire top management and subordinates alike.
Remove barriers to realizing vision.
Focus on both short-term and long-term objectives.
Be a torchbearer for making change happen.
Drive accountability to lowest organizational level.
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The Systems Analyst as an The Systems Analyst as an Agent of ChangeAgent of Change
Figure 14.14 Systems analysts facilitate change by motivating, educating, and training.
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The Systems Analyst as an The Systems Analyst as an Agent of ChangeAgent of Change
Planning almost always deals with change, which people tend to resist.
Systems analysts must convince users that the new system will help them in their work.
Explain how a new system will improve business performance
Train individuals in the use of the new system
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Ethical and Societal IssuesEthical and Societal Issues Codes of Ethics for IS ProfessionalsCodes of Ethics for IS Professionals
IS professionals can find themselves in situations where the interests of different constituencies collide.
Many organizations do not provide adequate guidelines for resolving conflicts of interest.
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Ethical and Societal IssuesEthical and Societal Issues Codes of Ethics for IS ProfessionalsCodes of Ethics for IS Professionals
IS organizations with codes of ethics
Association of Computing Machinery
Data Processing Management
International Federation for Information Processing
British Computer Society
Canadian Information Processing Society
Institute for Certification of Computer Professionals