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12.1 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
INFORMATION AS A INFORMATION AS A
CRITICAL RESOURCE: CRITICAL RESOURCE:
INFORMATION INFORMATION
RESOURCE RESOURCE
MANAGEMENTMANAGEMENT
12.2 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
• How can our company manage the various How can our company manage the various components of information resource components of information resource management and the issues involved with management and the issues involved with each component?each component?
• How can our company measure the business How can our company measure the business benefits of our information systems? What benefits of our information systems? What models should be used to measure that models should be used to measure that business value?business value?
• Why do so many system projects fail? What Why do so many system projects fail? What are the principal reasons for system failures?are the principal reasons for system failures?
continued
OBJECTIVES
12.3 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
• How should the organizational change How should the organizational change surrounding a new system be managed to surrounding a new system be managed to ensure success?ensure success?
• What strategies can our organization use to What strategies can our organization use to manage the system implementation process manage the system implementation process more effectively?more effectively?
OBJECTIVES (continued)
12.4 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource ManagementTRANSALTA CORPORATION ACHIEVES HIGH ROI ON HR SYSTEM
12.5 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
1.1. Managing the information systems function Managing the information systems function as a critical resourceas a critical resource
2.2. Determining benefits and costs of a system Determining benefits and costs of a system when they are difficult to quantifywhen they are difficult to quantify
3.3. Dealing with the complexity of large-scale Dealing with the complexity of large-scale systems projectssystems projects
MANAGEMENT CHALLENGES
12.6 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Functions of the IS DepartmentFunctions of the IS Department• Manage computer operationsManage computer operations• Manage systems development and systems Manage systems development and systems
development projectsdevelopment projects• Manage IS personnelManage IS personnel• Budget for the department and others in the Budget for the department and others in the
organization who use computersorganization who use computers• Plan for strategic, tactical and operational Plan for strategic, tactical and operational
level systems and for the IS department’s level systems and for the IS department’s operationsoperations
• Justify financial investment in ISJustify financial investment in IS
12.1 INFORMATION RESOURCE MANAGEMENT
The Information Systems Department
12.7 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management12.1 INFORMATION RESOURCE MANAGEMENT
The Information Systems Department
12.8 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management12.1 INFORMATION RESOURCE MANAGEMENT
The Information Systems Department
• Chief Information Officer (CIO)Chief Information Officer (CIO)– Strategic level manager of information
systems for an organization
• MIS Steering CommitteeMIS Steering Committee– A strategic level committee composed
of the CIO and other top managers who set IS policy and prioritize and review major IS projects
12.9 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management12.1 INFORMATION RESOURCE MANAGEMENT
Managing Systems Development
• Systems OperatorsSystems Operators– IS personnel who operate the hardware
• Data Entry OperatorsData Entry Operators– IS personnel who enter data in a computer
readable format
• Network ManagersNetwork Managers– IS personnel who supervise the operations of
an organization’s network
• WebmastersWebmasters– IS personnel who supervise an organization’s
web-based presence
12.10 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Capital BudgetingCapital Budgeting• Process of analyzing and selecting Process of analyzing and selecting
various proposals for capital expendituresvarious proposals for capital expenditures
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
Traditional Capital Budgeting Models
12.11 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Tangible BenefitsTangible Benefits• Benefits that can be quantified and Benefits that can be quantified and
assigned a monetary valueassigned a monetary value• Include lower operational costs and Include lower operational costs and
increased cash flowsincreased cash flows
Intangible BenefitsIntangible Benefits• Benefits that are not easily quantifiedBenefits that are not easily quantified• Include more efficient customer service Include more efficient customer service
and enhanced decision makingand enhanced decision making
Traditional Capital Budgeting Models
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.12 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Traditional Capital Budgeting Models
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.13 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Limitations of Financial ModelsLimitations of Financial Models
• Do not express the risks and uncertainty Do not express the risks and uncertainty of own cost and benefits estimatesof own cost and benefits estimates
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
Traditional Capital Budgeting Models
12.14 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Case Example: Primrose, Mendelson, and Hansen
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
The ProblemThe Problem
• No automated way of tracking billable No automated way of tracking billable hourshours
• No secure method for communicationNo secure method for communication
• No client databaseNo client database
• No system to track costsNo system to track costs
12.15 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
The SolutionThe Solution
• Local area networkLocal area network
• Lotus Notes to handle client accounting, Lotus Notes to handle client accounting, document management, group document management, group collaboration, and e-mailcollaboration, and e-mail
Case Example: Primrose, Mendelson, and Hansen
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.16 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Case Example: Primrose, Mendelson, and Hansen
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.17 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Case Example: Primrose, Mendelson, and Hansen
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.18 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
The Payback MethodThe Payback Method
• Measure of time required to pay back the initial Measure of time required to pay back the initial investment on a projectinvestment on a project
Accounting Rate of Return on Investment Accounting Rate of Return on Investment (ROI)(ROI)
• Approximates the accounting income earned Approximates the accounting income earned by the investmentby the investment
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
Case Example: Primrose, Mendelson, and Hansen
12.19 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Net Present ValueNet Present Value• Amount of money an investment is worth Amount of money an investment is worth
after considering its cost, earnings and after considering its cost, earnings and the time value of money the time value of money
Cost-Benefit RatioCost-Benefit Ratio• Divides total benefits by total costsDivides total benefits by total costs
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
Case Example: Primrose, Mendelson, and Hansen
12.20 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Profitability IndexProfitability Index• Compares profitability of alternative Compares profitability of alternative
investments by dividing the present value investments by dividing the present value of total cash inflow by initial costof total cash inflow by initial cost
Internal Rate of Return (IRR)Internal Rate of Return (IRR)• Rate of return or profit an investment is Rate of return or profit an investment is
expected to earnexpected to earn
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
Case Example: Primrose, Mendelson, and Hansen
12.21 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Portfolio AnalysisPortfolio Analysis• Analysis of portfolio of potential Analysis of portfolio of potential
applications within a firm applications within a firm
• Determines risks and benefitsDetermines risks and benefits
• Selects among alternatives for information Selects among alternatives for information systemssystems
Strategic Considerations
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.22 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Strategic Considerations
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.23 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Scoring ModelsScoring Models• Method for deciding among alternative Method for deciding among alternative
systems based on a system of ratings systems based on a system of ratings
Real Options Pricing ModelsReal Options Pricing Models• Models using techniques for valuing Models using techniques for valuing
financial options to evaluate information financial options to evaluate information technology investments with uncertain technology investments with uncertain returns returns
Strategic Considerations
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.24 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Strategic Considerations
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.25 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Knowledge Value–Added ApproachKnowledge Value–Added Approach• Focuses on knowledge input into a Focuses on knowledge input into a
business process business process
• Determines costs and benefits of changes Determines costs and benefits of changes in business processes from new in business processes from new information systemsinformation systems
Strategic Considerations
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.26 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Productivity Productivity • Measure of firm’s efficiency in converting Measure of firm’s efficiency in converting
inputs to outputsinputs to outputs
Information TechnologyInformation Technology• Contribution to productivity difficult to Contribution to productivity difficult to
measuremeasure
Information Technology Investments and Productivity
12. 2 UNDERSTANDING THE BUSINESS VALUE OF INFORMATION SYSTEMS
12.27 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
• System FailureSystem Failure– Information system does not perform as
expected, or is not operational at a specified time
• Problem Areas:Problem Areas: – Poor design – Inaccurate data – Excessive expenditure– Breakdown in operations
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
Information System Problem Areas
12.28 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
Information System Problem Areas
12.29 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
• DesignDesign–Fail to capture essential business
requirements–Poor user interface
• DataData–Inaccurate or incomplete data
• CostCost–Too costly to develop or operate
• OperationsOperations–System does not run well
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
Information System Problem Areas
12.30 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
Change Management and the Concept of Implementation
ImplementationImplementation
• Organizational activities working towards Organizational activities working towards adoption, management, and routinization adoption, management, and routinization of innovationof innovation
Change AgentChange Agent
• Individual acting as catalyst to ensure Individual acting as catalyst to ensure successful organizational adaptation to a successful organizational adaptation to a new system or innovationnew system or innovation
12.31 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
• Role of users in implementation processRole of users in implementation process
• Degree of management support for Degree of management support for implementation effortimplementation effort
• Level of complexity and risk of Level of complexity and risk of implementation projectimplementation project
• Quality of management of implementation Quality of management of implementation processprocess
Causes of Implementation Success and Failure
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
12.32 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Causes of Implementation Success and Failure
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
12.33 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Causes of Implementation Success and Failure
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
User–Designer Communications GapUser–Designer Communications Gap
• Different backgrounds, interests, and Different backgrounds, interests, and priorities priorities
• Impedes communication and problem Impedes communication and problem solving among end users and information solving among end users and information systems specialistssystems specialists
12.34 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Causes of Implementation Success and Failure
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
12.35 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Causes of Implementation Success and Failure
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
Management Support and CommitmentManagement Support and Commitment
• Project requires backing and commitment Project requires backing and commitment of management at various levels of management at various levels
• Helps project to be perceived positively by Helps project to be perceived positively by both users and technical information both users and technical information services staffservices staff
12.36 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Causes of Implementation Success and Failure
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
Level of Complexity and RiskLevel of Complexity and Risk
• Project Size:Project Size: Larger project has greater riskLarger project has greater risk
• Project Structure:Project Structure: Clear and straightforward Clear and straightforward requirements help define outputs and processes requirements help define outputs and processes
• Experience with Technology:Experience with Technology: Project risk Project risk rises if project team and information system staff rises if project team and information system staff lack required technical expertiselack required technical expertise
12.37 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Causes of Implementation Success and Failure
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
Management of the Implementation Management of the Implementation ProcessProcess
• Improper management leads to:Improper management leads to:– Cost overruns – Unexpected time slippage– Technical shortfalls – Failure to obtain anticipated benefits
12.38 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Causes of Implementation Success and Failure
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
12.39 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Causes of Implementation Success and Failure
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
Why Are Projects Managed Poorly?Why Are Projects Managed Poorly?
• Ignorance and optimismIgnorance and optimism• The mythical “man-month”The mythical “man-month”• Falling behind: bad news travels slowly Falling behind: bad news travels slowly
upwardupward
12.40 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
System Challenges of Mergers and System Challenges of Mergers and AcquisitionsAcquisitions
• Integrating systemsIntegrating systems
• Organizational characteristics Organizational characteristics
• Information technology infrastructuresInformation technology infrastructures
Change Management Challenges
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
12.41 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
• High Failure RatesHigh Failure Rates– Enterprise system, BPR, CRM, and SCM
implementations
• HurdlesHurdles– Extensive change required in
organizational culture and business processes
Change Management Challenges
12.3 IMPORTANCE OF CHANGE MANAGEMENT IN IS SUCCESS AND FAILURE
12.42 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
• Managing Technical ComplexityManaging Technical Complexity– Usage of internal integration tools to
ensure operation of implementation team
• Formal Planning and Control ToolsFormal Planning and Control Tools– Structures and sequences tasks,
monitors progress towards fulfillment of goals
12.4 MANAGING IMPLEMENTATION
Controlling Risk Factors
12.43 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management12.4 MANAGING IMPLEMENTATION
Controlling Risk Factors
12.44 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
• Increasing User Involvement and Increasing User Involvement and Overcoming User ResistanceOvercoming User Resistance– External integration tools link work of
implementation team to that of users at all organizational levels
• Counterimplementation:Counterimplementation: – Deliberate strategy to thwart an
implementation effort
Controlling Risk Factors
12.4 MANAGING IMPLEMENTATION
12.45 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Designing for the Organization
12.4 MANAGING IMPLEMENTATION
• Organizational Impact AnalysisOrganizational Impact Analysis– Study of the way a proposed system will
affect organizational structure, attitudes, decision making, and operations
12.46 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Designing for the Organization
12.4 MANAGING IMPLEMENTATION
12.47 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
Allowing for the Human FactorAllowing for the Human Factor• Ergonomics: interaction of people and Ergonomics: interaction of people and
machines in work environmentmachines in work environment
Sociotechnical DesignSociotechnical Design • Produces information system blending Produces information system blending
technical efficiency with sensitivity to technical efficiency with sensitivity to organizational and human needsorganizational and human needs
Designing for the Organization
12.4 MANAGING IMPLEMENTATION
12.48 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
• Project planning is an enterprise-wide Project planning is an enterprise-wide focusfocus
• Managers focus on solving problems as Managers focus on solving problems as they arise and meeting challenges they arise and meeting challenges
Fourth-Generation Project Management
12.4 MANAGING IMPLEMENTATION
12.49 Copyright © 2005 Pearson Education Canada Inc.
Management Information Systems,Management Information Systems, Second Canadian Edition Second Canadian Edition
Chapter 12: Information as a Critical Resource: Information Resource ManagementChapter 12: Information as a Critical Resource: Information Resource Management
INFORMATION AS A INFORMATION AS A
CRITICAL RESOURCE: CRITICAL RESOURCE:
INFORMATION INFORMATION
RESOURCE RESOURCE
MANAGEMENTMANAGEMENT