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Introduction to MIS 1
Copyright © 1998 by Jerry Post
Introduction to MIS
Chapter 13
Organizing the MIS Resources
Introduction to MIS 2
Organizing IS Resources
Operations
Tactics
Strategy
Introduction to MIS 3
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
Introduction to MIS 4
Hardwareadministration
Softwaredevelopment
Support end userdevelopment
Databaseadministration
Advocacy
Access tocorporate data
Software trainingand support
Corporatecomputingstandards
MIS Roles Hardware administration Software support Corporate data access Software development End user support Computing standards DB administration Network administration
Other IS Roles Database Administrator Computer Programmer Network Administrator Network Specialist Systems Analyst Webmaster User Support HelpDesk Trainer
Introduction to MIS 6
Salaries1997-1998
IS Management
Operations
NetworksSystems Development
User Support
http://careers.wsj.com (Robert Half 1997)Computerworld 9/7/1998http://www.computerworld.com
CIO/VP IS $126,000Director MIS 94,000 Systems Development 79,500
Senior manager $61,000Manager 50,500Lead operator 35,000
Telecom. manager $71,000Telecom. specialist 56,500Network architect 69,000LAN/WAN specialist 54,500Network administrator 45,500
Support manager $55,000Help desk manager 47,500Instructor 42,000PC technical specialist 36,000
Sr. Project manager $72,000Project manager 61,500Systems analyst 52,000Programmer/analyst 44,500Programmer 36,000
Includes bonus
Database
Database manager $74,000Database administrator 61,000Database analyst 55,000
Specialists
ERP analyst $80,000+CASE tools 61,000Systems programmer 54,000Lotus Notes developer 52,500Q/A specialist 49,000Webmaster 47,000
Introduction to MIS 7
The Economist: 7/30/94
International Salaries
Introduction to MIS 8
Arnett and Litecky, 1994
MIS Job Skills Needed
Computerworld, 1998
Introduction to MIS 9
Data andsoftware
MIS personnel
Hardware
User departments
Complete Centralization
Introduction to MIS 10
MIS personnel are members of user departments
Marketing
Finance
Accounting
Human Resource Management
Complete Decentralization
Introduction to MIS 11
Growth of PCs
Worldwide Computer Sales
0%
10%20%
30%40%
50%
60%70%
80%90%
100%
1970 1980 1990 1995 1998
Year
Sh
are
of
Mar
ke
t V
alu
e
Server
Midrange
Personal
Introduction to MIS 12
IS Management Approaches
Introduction to MIS 17
Specialized Talent Needed
Complex Market Structure
Security & ControlLevel ofTechnology
Cost of reachingstate of the art
Fixed Costs
When any of these characteristics increases (moves outwards), there is less reason to use outsourcing.
Outsourcing Evaluation
Introduction to MIS 18
OutsourcingForces
Globalization, new competitors.
Shorter product life-cycles,mass customization.
Rapidly changing markets,flexible manufacturing.
Pressure on profits.
Need to focus on increasingrevenues and decreasingfixed/semi-fixed costs.
Need for flexibilityand responsiveness.
Outsourcenon-revenuegenerate functions(staff/operations)
Desire to minimize amountof management time devotedto non-revenue generatingfunctions.
Economies of Scale- leverage expertise and methodologies.- invest in expensive technologies (state-of-the-art)- process-oriented approach
Economies of ScopeWant one vendor toprovide multiplefunctions.
Cost cutting, staff cuts,loss of middle management.
Big Outsourcing Vendors& Big 6 Firms
Introduction to MIS 19
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.
Introduction to MIS 20
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.
Introduction to MIS 21
Microsoft Project Specialized database
Tasks (start, duration, description, dependence) Resources (costs, needs, assignments)
Specialized views of the data Gantt Chart Highlight task duration. PERT Chart Highlight task dependence. Calendar Show scheduled tasks. Task Usage Show assigned resources. Tracking Gantt Compare estimates to
actual. Task Sheet Detailed task data.
Resource views Resource Graph Track resources over time. Resource Sheet Detailed resource data. Resource Usage Tasks assigned to
resources.
Introduction to MIS 22
Sample: Spring Forward CenturySunday, April 2, 200025 miles50 miles100 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
Introduction to MIS 23
Microsoft Project: Gantt ChartOrganize Spring Forward Century.mpp
Introduction to MIS 24
Gantt Chart (continued)
Introduction to MIS 25
Resource UsageYou need to get some tasks done sooner,or get more volunteers on the day before the ride.
You need to start earlier, or get volunteersto do more of the organizing tasks.
Introduction to MIS 26
Ride DaySpringForwardCentury.mpp
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.
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?
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
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.
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