Information Strategic Planning

ISP Seminar
Information Strategic Planning

Dr. Nag Lee,
nylee@shinbiro.com
@
IS construction Issues
Years 1960’ss
1960 1970’ss
1970 1980’ss
1980 1990’ss
1990 2000’ss
2000
Batch Network
On-line Personal Client/Server
IT Changes
g Computing Computing Computing Computing
Integrated
Computing
Global/Enterprise
Client/Server Information Change on Business

Restructuring St t
Structure
Object Oriented
Di ib i
Distribution E h
Exchange
•Internet •CEO Training •Future IT

Architecture
•Mobile/Wireless
M bil /Wi l •CIO Role Extend
Communication •System
•e-biz Development
IS Environment changes
Years 1970’ss
1970 1980’ss
1980 1990’ss
1990 1990’ss
1990 2000’ss
2000
Individual Network
Individual End user BPR
IS Changes
g System Dev Inf Integration
Inf. Computing Process Innovation
Integrated
Computing
IT Role change
Back office Support function Enabler
S
Strategic
i DDriver
i
Dr. Lee
IT- Paradigm Shift
Automation Information Knowledge Based Intelligent
Society Society Society Society
Computerized Cyber Korea Broadband U-Korea
Step (On-Line age) IT Korea Ubiquitous age
Information Integration Age BCN (Broadband
Super-Highway convergence Network)
1980 1994
1980-1994 1995 2002
1995-2002 2003 2007
2003-2007 2007-
Internet Channel, Service Human,Devices,

DB Build
Spread Integration Computer Integration
Individual
On-Line Service Seamless Service Self-Rule Service
Service
Data Information Information Share/

Device intelligent
Depository Spread Knowledge Creation
Business and IT Strategy Model
Henderson & Vencatraman’s Alignment Model
Business Strategy IT Strategy
Business Technology
Scope Scope
Core Governance Competency IT

Competency Systems Governance
Business Operation IT Operation
Administrate Infra
Infrastructure Structure
IT Skill
Process Skill
Process
ISP Methodology
1. Methodology Background
2. ISP Methodology
3. ISP Setup Structure
4. ISP Detail Methodology

 Methodology 1. Methodology Background
What’s Methodology?
- Methodology is a system of methods and principles for doing something -
Methodology Formation Motive
Changes in Biz Env

Env. Changes in I.T. Env.
- Complex & Diversified Biz Env. - High performance, Small size &
in severe competition Low price H/W available
- Value change - Enterprise S/W PKG in extended

▶ Market Needs Change application area
▶ MIS, DSS, EIS, SIS
Biz Reaction
 Strategy oriented Mgmt

 Strategic & effective application
☞ New mgmt
g strategy
gy & Process
of II.T
T systems
Renovation
1. Methodology Background
Goal of Methodology
Market Leader with
High Competitiveness
High Quality of Current sys support &

Consulting Service New sys implement
Integration with Acceptance of various

non IT services user requirement
Methodology Components
1) Task items : Module, Activity, Task, Review Point

2) Deliverables : Output from each task (End user usage
usage, Project internal usage)
3) Materialization : Specification of requirements
4) Method : case including necessary task items
case independent from task items
5) TOOL : Tools to increase productivity & efficiency
6) Management : Task assignment, Customer & Quality Mgmt,
PJT Mgmt/Control/Plan
 Defination of ISP
ISP : Information Strategic Planning
Capture Major strategic information to achieve mgmt goal

I
B ild enterprise
Build t i wide
id IInformation
f ti structure
t t to
t supportt
S
Establish strategy and Implementation Plan for building
enterprise wide integrated information system
P
Integrated Business Consistent innovation & ISP Methodology

Innovation ”Breakthrough" 품 질 보 증 (Quality Assurance)
지식경영(KM) 변화관리(CM) Value
신 정보시스템
구
가치경영(VBM)
고객감동경영(CSM) Re--engineering
Re 1 Phase 2 Phase 3 Phase 4 Phase
프로젝트
착
EVA 경영전략
ABC/M
AS-IS 분석 TO-BE설계 정보화 전략수립
BSC
수
Commitment경영
((MBO))
축
ROA/ROI
1 Step 2 Step 3 Step 4 Step 5Step
Speed경영 6시그마경영 경영환경 기업모형 기술환경 신정보 구축계획
분석 분석 분석 체계수립 수립
기업경영활동
Global경영
TQM
핵심역량
국제회계표준
(Core Competence)
학습조직
가상기업 Time C ti
Continuous Ch
Change M
Managementt
Process Innovation and Information Engineering

 ISP Objective(1)
ISP Objectives
 Understand changed future corporation.

 Identify appropriate strategy to achieve future
goals
 Define necessary information requirements for
strategic decision making.
 Prioritize projects to be implemented for each
buz Area.
buz. Area
 ISP Objective
Company Value Maximize
SIMPLEY TIMELY SPEEDY
Strategic Decision Making Support
MGMT Renov. Inform. Resource Total Mgmt

Inform. Strategy Change MGMt
Information Strategic Planning(ISP) Set Up
Process Data IT Organization
ISP Methodology
 ISP Organization Chart
Project
j G
Generall M
Manager
CEO / CIO
Project Eval. Committee
Project Manager Out side consulting team

◐ ISP Consultant 2명
Planning Team Leader ◐ IT Consultant 2명
Project Member (Task Force Team)
Project Support Team Project Task Team
◐ User Key Man : Each Part ◐ Information Task : 3 ~ 5 명

(Half Time) 1명 (Full Time)
 ISP Working Schedule 1. ISP Plan Schedule
Schedule M M+1 M+2 M+3

Activity (week)
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
1.A1000 Management Environment  Kick-Off

Analysis
- Inside Environment Analysis
y
- Competition Environment Analysis
- Management Environment Analysis
2. A1100 Enterprise Model Analysis
- Business Research
- Current Business Role Modeling
- Current Business Data Modeling
- Systemizing Elements Analysis
- Current Enterprise Model Definition
3. A1200 Tech. Environment Analysis

- Current Information Tech. Analysis
- Information Technology Trend Analysis
- Diagnose Enterprise’s Informatization
4. A1300 Enterprise Model Improvement  Interim Report

- Selection of Business Role Target
for Improvement
- Improving Business Flow
5. A1400 Information Strategy and
B ildi G
Building Goals
l
- Setting Information Strategy
- Setting Information System Structure
- Setting Information Tech. Structure
- Setting Information Management Structure
6. A1500 Building Embodiment Plan Final 

- Selection of Development Project Report
- Estimation of Development Project
- Setting Project Driving Plan
 ISP-Major Items to consider(1)
Project Major Factors
Total project Team Member
Total # of participant(Interview, Group session, Committee)
 IS dept - # of work Units
 # of Interview
 Total no. of sub-project area
 Target current systems to be analyze
Total work units in project scope

 ISP Positioning 2. ISP Methodology
ISP
ISP BAA
Business Area Analysis
BSD/TD
Business System Design
BAA Technical Design
Implementation
BSD/TD
Migration
CONSTRUCTION
Production
 ISP Setup Flow 2. ISP Methodology
Mgmt Strategy Application Data Application Data

(vision)
IT Inf. Mgmt
Inf IInf.
f MMgmtt
IT
Org. IS Analysis Report Org.
Analysis/Evaluation of
Overall biz & system Enterprise Inf.
Data Model Architecture
Correlation
Table
Org. Chart
IS Direction Requirement Analysis &

Definition for each area
Biz & Inf. Model
•BPI
Industryy Rules •Joint
Joint Meetings Session Strategic
S g ISS Plan
& Trend •JAD
Biz Area
S t
System R
Requirement
i t
ISP Methodology
Management Strategy Setup
Business objective, Direction

Focus on Change
Business -Why
Vision& Business Strategy Business area -Where
Wh
Strategy
Business
For Business
Process Process Strategy Success
Reengineering
g g
Process// System
P S t B
Base -What is need?
Business objective/focus on
Business system
Information For business

Strategy Success
Planning
IS Strategy
-How to support
pp
•Business activities support
•Business system efficiency
•IT focus
2. ISP 추진
 ISP Setup방법론
Steps 체계 (SCOPE/ISP) 3. ISP Setup Structure
Mgmt Strategy &

AS-IS Analysis TO-BE Design ISP Setup
Policy Analysis
A 1000 A 1100 A 1300 A 1500

Mgmt Env. Analysis Enterprise Model Analysis Biz Model Renovation Imp. Plan Setup
T 1010 T 1110 T 1310 T 1510

Internal Env. Analysis Biz Survey Target Biz Process Selection Target Project Select
T 1020 T 1120 T 1320 T 1520

Competition Env. Analysis Current Biz Process Modeling Biz Process Renovation Project Cost Estimation
T 1030 T 1130 T 1530

Mgmt Strategy Analysis Current Biz Data Modeling Project Plan Setup
A 1400
T 1140
Sys Requirement Analysis
ISP & Goal Setup
T 1410
T 1150 IS Strategy Setup
Current Biz Model Def.
T 1420
A 1200 IS Structure Setup
T h l
Technology Env.
E Analysis
A l i
T 1430
T 1210 IS Architecture Setup
Current IT Analysis
T 1440
T 1220 IS Mgmt Structure Setup
IT Trend
T dA Analysis
l i
T 1230
Current IT Level Diagnosis
Mgmt
 ISP
3. 추진Environment
상세방법론Analysis 4. ISP Detail Methodology
IS Strategic Planning Methodology
Enterprise Model Enterprise Model

Analysis Renovation
Mgmt Env Analysis Imp. Plan Setup
Inf. Strategy &
IT Env. Analysis
Objective
j Setup
p
Major Action
◐ Internal Env Analysis ◐ Competitive Env Analysis ◐ Mgmt Strategy Analysis
Major Techniques Major Deliverables
◐ Interview
I t i ◐ Biz
Bi Environment
E i tAAnalysis
l i
◐ SWOT Analysis ◐ Related Industry Analysis
◐ CSF (Critical Success Factor) Derivation ◐ Mgmt Ideology
◐ Benchmarking ◐ Mgmt Objective
◐ Value Chain ◐ Strategy Derivation by SWOT Analysis
◐ Needs Analysis ◐ CSF
◐ Workshop ◐ Enterprise Value Chain
3. Enterprise
 ISP 추진 상세방법론Model Analysis 4. ISP Detail Methodology

Analysis
y Renovation
Mgmt Env. Analysis Imp. Plan Setup
Inf. Strategy &
IT Env. Analysis
Objective
j Setup
p
Major Action
◐ Current Biz Analysis (Overall, Division, Dept Level) ◐ Current Biz Data Modeling
◐ Current Biz Function Modeling ◐ Current Enterprise Model Definition

◐ Enterprise Function Prototype
◐ Biz
Bi Function
F ti MModeling
d li ◐ Workbench Breakdown Diagram
◐ Data Modeling ◐ Functional Model
◐ Correlation Analysis (CRUD Technique)
◐ Work Function Definition
◐ Workshop
◐ Data Model for each function
◐ Needs Analysis
◐ Interview ◐ Data Definition
◐ Questionnaire ◐ Correlation Model for functions & data storage
3. I.T Environment
 ISP 추진 상세방법론 Analysis 4. ISP Detail Methodology

Analysis Renovation
Inf. Strategy &
IT Env. Analysis
Objective
j Setup
p
Major Action
◐ Current IT Analysis ◐ Recent IT Trend Analysis ◐ Current Informatization Level Diagnosis

◐ HW Environment Analysis
◐ Interview
I t i ◐ SW Environment Analysis
◐ Questionnaire ◐ NW Environment Analysis
◐ Technology Scheme Description ◐ Role of IT Architecture
◐ Workshop ◐ IT Development Trend
◐ Benchmarking ◐ Case Study of IT Architecture Application
◐ NOLAN Informatization Model ◐ Diagnosis of Current IT Level
3. Enterprise
 ISP 추진 상세방법론Model Renovation 4. ISP Detail Methodology

Analysis Renovation
Inf. Strategy &
IT Env. Analysis
Objective
j Setup
p
Major Action
◐ Selection of Target Biz Function for Improvement ◐ Biz Process Renovation

◐ Interview ◐ Definition of Biz Functions for Renovation
◐ Questionnaire
◐ Renovation Work Flow
◐ Workshop
◐ Benchmarking
◐ Correlation Analysis for IS Elements
◐ Function & Process Analysis
y
◐ Data Scheme Expression
Inf. 추진
 ISP
3. Strategy & Objective Setup
상세방법론 4. ISP Detail Methodology

Analysis Renovation
Inf. Strategy &
IT Env. Analysis
Objective
j Setup
p
Major Action
◐ Inf Strategy Setup ◐ Distribution Policy Setup ◐ Technology Architecture Setup
◐ Biz Strategy Setup ◐ System Architecture Setup ◐ Biz Area Definition
◐ Interview
I t i ◐ IS Strategy
S by
b CSF
◐ Questionnaire ◐ IS Strategy by Biz Area
◐ Workshop ◐ IT Strategy
◐ Benchmarking ◐ New Information Mgmt Structure Strategy
◐ Correlation Analysis for IS Elements ◐ New IT Architecture
◐ RAEW Correlation Analysis ◐ Informatization Training Plan
◐ Technology & System Scheme Description
3. Implementation
 ISP 추진 상세방법론 Plan Setup 4. ISP Detail Methodology

Analysis Renovation
Inf. Strategy &
IT Env. Analysis
Objective
j Setup
p
Major Action
◐ Implementation Prioritization & Scheduling ◐ Investment Plan & Effect Analysis ◐ Imp. Plan Setup

◐ Expected Issues and Solution in the course of Imp
◐ Objectives & Major Items by Phase
◐ Interview ◐ Decision Factors in Imp. Priority
◐ Cost / Effect Selection ◐ Imp. Priority Evaluation
◐ Priority Analysis ◐ Imp. Schedule
◐ Feasibility Analysis ◐ Required Resources
◐ Budget Estimation Standards & Factors
◐ Expected Results
4.
 주요 경영기법
Application 적용계획
Techniques 4. ISP Detail Methodology
Mgmt Strategy &

AS-IS Analysis TO-BE Analysis IS Strategy Plan Setup
Policy Analysis

Analysis Renovation
PROCES

SSES
Inf Strategy &

IT Env. Analysis
Objective Setup
-3C Analysis (Customer, -C_NAP Technique -Priority Analysis Matrix -Feasibility Analysis &
Company, Competitor) -Fish Bone -Objective Scheme Diagram Evaluation
-Portfolio -Process Modeling -Solution Network Chart -Informatization ROI Analysis
-CSF(Critical Success Factor) -CRUD Analysis -Benchmarking -Priority Analysis
-Value Chain -Correlation Analysis -CD Method
-Mgmt Env. Analysis(5 Forces) -Nolan Model Analysis (Concept Design Method)
-Core Competence Analysis -Brain Storming
(7S Model)
-Financial Status Analysis
-SWOT Analysis
-SO/ST/WO/WT Strategy
* C-NAP : Customer-Needs Analysis Procedures
Mgmt Environment Analysis
1. Mgmt Strategy Analysis
2. Competitive
p Env. Analysis
y
3. Mgmt Analysis Scheme

 Detail Methodology for ISP Setup

Analysis
y Renovation
Inf Strategy &
IT Env Analysis
Objective
j Setup
p
Major Action
◐ Internal Env Analysis ◐ Competitive Env Analysis ◐ Mgmt Strategy Analysis
◐ Interview
I t i ◐ Biz
Bi Environment
E i tAAnalysis
l i
◐ SWOT Analysis ◐ Related Industry Analysis
◐ CSF (Critical Success Factor) Derivation ◐ Mgmt Ideology
◐ Benchmarking ◐ Mgmt Objective
◐ Value Chain ◐ Strategy Derivation by SWOT Analysis
◐ Needs Analysis ◐ CSF
◐ Workshop ◐ Enterprise Value Chain
 What’s Mgmt Strategy? 1. Mgmt Strategy Analysis
Comprehensive activity plan to achieve fundamental

1
business target (Glueck, 1980)
Decision to build biz competitiveness and to select

2
detail method for competition (Porter
(Porter, 1996)
Strategy
The core of mgmt strategy is to create value for
3
customer (Ohmae, 1988)
Pattern of decision making for effective distribution

4
of limited managerial resources (Bamey, 1988)
[Source : Mgmt Strategy Practice Manual]

Management Strategy Setup
Business objective, Direction

Focus on Change
Business -Why
Vision& Business Strategy Business area -Where
Wh
Strategy
Business
For Business
Process Process Strategy Success
Reengineering
g g
Process// System
P S t B
Base -What is need?
Business objective/focus on
Business system
Information For business

Strategy Success
Planning
IS Strategy
-How to support
pp
•Business activities support
•Business system efficiency
•IT focus
 Mgmt Strategy Type 1. Mgmt Strategy Analysis
Vision & Objective

Setup from overall
perspective
1) Corporate
Corporation Strategy
Detail & practical strategy
to build competitive edge
2) Business
Business A Business B Business C Strategy
Manu
Manu- Manu
Manu- Manu
Manu- 3) Functional
R&D Sales R&D Sales R&D Sales Strategy
facturing facturing facturing
Detail functional strategy for R&D, Manufacturing, Marketing, HR, Finance and etc
 Derivation & Setup of Mgmt Strategic Task 1. Mgmt Strategy Analysis
2) SWOT Analysis Result Utilization
☞ SWOT analysis is to analyze external elements – Opportunity & Threat – with internal elements –
Strength & Weakness – to derive strategic options
External Analysis Internal Analysis
Opportunities Strengths
Threats Weakness
Strategic Options
☞ Check Point in SWOT Analysis

- Is the strength strong enough to support the biz opportunity
- Is the weakness not in the way to expand the biz opportunity
- Is the strength strong enough to convert threat into opportunity
- Is the weakness not in the way to convert threat into opportunity
- Is the biz opportunity accepting only the corporate strength
- Is the biz opportunity good enough to change weakness into strength
- Is the threat serious enough to be in the way to change weakness into strength
Pascal & Athos’s 7S Model
Core Competency Analysis

(7S Model)
Strategy Style
Structure Value Share Staff
System Skill
Key Point of Environment Analysis
External Environment
Industry- Five Forces- Market trend Analysis Market Structure

Structure Competitive Analysis Understanding
Understanding
Market Share
Potential entrants
Recognition
Products
Strengths Weaknesses Market Dominant
Competitors Customers SWOT
supplier
Analysis
Opportunities Threats
substitute
Business Environment Analysis
Strategy Style
7S Model
Structure Value Share Staff
Core Competency Analysis
System Skill
Internal Environment
SWOT Analysis
CSF & KPI

Critical Success Factor & Key Performance Indicator
Strengths Weaknesses Management

General Resources
Environment SWOT
Customer/ Analysis
Market Env Management
Opportunities
pp Treats Object
External Environment Internal Environment

Analysis Analysis
SWOT Analysis
For Key options, perhaps such as where and how to place implementation of a
strategic database in the development program – This is good to use SWOT
Analysis
Once key factors have been identified, they should be quantified where
appropriate
pp op and
d mayy be used
d as a basis for
o risk assessment andd for
o evaluation
o oof
potential benefits
Refinements to the basic technique are

1. The recognition
g of interactions between key
y decisions
2. The explicit links risk analysis
3. Use a SWOT as a source of identification and quantification of benefits
SWOT Assessment
Strengths
g & Positive factors Weakness negative
g factors
Opportunities & Benefits Threats & Risks
Michael Porter’s Five Competitive Forces
ⓒPotential entrants
Threat of New
entrants(entry barriers)
Bargaining power
Of Suppliers Bargaining power
Of Customers
ⓐIndustry Partners
ⓔSuppliers And Competitors ⓕCustomers
ⓑRivalry among
Existing participants
Breaking an Industry down

Into components,and then Threat of Substitute
Analyzing the forces and Products or Services
The interactions involved
Horizontal Dimension
ⓓSubstitutes
=Customer chain and
supply chain
Value Chain Analysis
Firm Infrastructure
Support
pp Human Resource Management
Activities Technology development
Procurement
Primary Inbound operation Out bound Marketing Service

Activities Logistics Logistics Sales
Value Chain Analysis is based on the notion of breaking down a business or business area into
Natural functions or process, and then investigating the means by which the process interact
(Customer/Supplier relationships)
•Investigating the means by which the processes interact in terms of their customer/
supplier and relationships
porter uses the term ‘cost’
cost driver for any factor which an identifiable and significant relation to
costs
•Types of Values Chain the investigate
- Internal business units and profit centers
- key internal processes
- Outlets
- Competitors
- Suppliers
-Customers
•Horizontal
Horizontal Integration → Process for a range of products or services
•Vertical Integration → Primary focus on the end to end processes for building, selling and
delivering products/ services
 C-NAP/NA(1) 2. Competitive Env. Analysis
C NAP (Customer-Needs
C-NAP (Customer Needs Analysis Procedure)
Consistent Analysis such as Needs Analysis/Biz Analysis/Data Analysis
System Analysis
Needs Analysis Biz Function Analysis Process Analysis
Biz Function
Process Modeling
Modeling
Objective
Flow Analysis Biz Spec

Measure
Event Sequence
Design
Issue Analysis
Mgmt Inf Analysis Data Analysis

Mgmt Item Define Data Modeling
C-NAP/NA C-NAP/SA C-NAP/DA

 C-NAP/NA(2) 2. Competitive Env. Analysis
① Field NEEDS are to be clearly identified thru thorough discussion between person in charge and analyst
② Anyone can participate due to simple procedure (BOTTOM UP APPROACH).
③ No COMMUNICATION GAP can be achieved (Unanimous Consensus)
【PROCEDURE】
1. Issue Analysis … Analyze cause and effect of field issues, and identify nature of issues
2. Objective Develop … Clarify objectives for the nature of issues
3. Measure Review … Review the most effective measure to achieve the goals then agree on implementation plan for
each measure
2 【Measure Diagram】 Objective

Cause 【Issue NETWORK】
Objective Develop
ISSUE Eff t
Effect • Objective develop &
Cause Measure Measure
establishment
• Detail target setup
1 3
Issue Analysis Measure Review
• Field Issue & • Review measures to
NEEDS Collection achieve objectives
• Clarification of nature • Implementation
of issue planning
[Field Renovation Team’s brainstorming over the night]
* C-NAP/NA : Customer-Needs Analysis Procedures/Needs Analysis

 Mgmt Analysis Scheme 3. Mgmt Analysis Scheme
1
Mission
2
Objectives
3
Strategy
4 5
CSF Measure
6
I f Needs
Info. N d
Functions Priorities Entity Types

1 Mission
 General Statement describing Corporate Characters
 Long term justification / objective of corporate existence

- What are the biz areas?
- Who are the customers?
- What are the customer values?
 Answer to the following question

-What business are we in?
 Ex)
- Do-it-yourself kitchen utensil supply for low income class
- Wide range of financial service provision to corporate
- World
W ld class
l corporatet serving
i ththe world
ld society
i t
※ Notes
 Vision
- Future corporate identity announced internally and externally
 Goals
- Description of long term (3~5 YR) direction, biz range, style,
and size
 Strategy
- Managerial
g tasks and measures (p
(product,, service,, market,,
competition) to achieve goals
Mission ☞ Statement about corporate

p objectives
j and characteristics
Ex) Livart Home Interior will engage in business creating family cultural
space by providing high valued Korean-design
Korean design products and
dependable services through high volume direct markets.
<Scope>
Selling cosmetics Selling seeds
• Target customer & market
• Major
M j product
d t & service
i
• Geographic region
• Core technology Supply Beauty Supply Agr. Productivity
• Determination
D t i ti on survival, th -----------------------
i l growth ---------------------
Cosmetics, underwear Seed, chemicals,
and profitability
accessory farming tools
• Corporate philosophy
• Self definition about the corporate
• Desirable public image
2 Objectives
 Definition of direction a corporate target to reach or achieve in long term
 Mid – long term goal a corporate targets (1 YR)

- Figures for sales, profit, employees and etc
 Ex)
- “Supply of products which can be repaired at country garages”
(Initial objectives of Ford)
- “Dealer establishment in every town with more than 10,000 residents
- Minimum of 30% market share maintenance
- 12% profit after tax
3 Strategy
 Means and measures to assign resources to achieve a corporate

goals
 Ex)
- Adoption of Computer Integrated Manufacturing System in
every factory
- Enhanced PR using mass media
- Increased usage
g of electronic communication between all layers
y
of corporate organization and customers
- Suggestion compensation program for all employees
4 CSF
C.S.F
 Factors must be carried out correctly to achieve corporate goals

- Changeable over time
- Different levels of granularity by levels
- Differ from organization unit to unit
 Term Definition
▶ Means to understand top management’s requirement for information
▶ Essential element in planning information strategy
▶ Limited
Li it d area guaranteeing
t i competitive
titi business
b i operation
ti
▶ Selected major area for achievement of top management’s goal
 Ex))
- Best customer service
- Securing dependable supplier
- Flexible management of internal organization
- Efficient human resource management
CSF : Critical Success Factor

 CSF Effect
- Let management focus on the most important activities
- Let management serious about information requirement
 CSF Characteristics
- Hierarchical structure
- Maintain evaluator to sustain and improve CSF continuously
 Five sources of deriving CSF?

① Domain industry
② Competitive strategy or corporate position in the industry
③ Environmental element
④ Temporary element
⑤ Managerial position
5 Performance Measure
 Indicator showing how far the target has been achieved

comparing strategic target and performance
 Ex)
- Actual compared to sales target
- Cost against estimation
- Raw material loss rate
- Annual employee
p y leave rate
6 Information Need
 Information requirement
req irement necessary
necessar to achieve
achie e unit
nit organization’s
organi ation’s target and
to perform unit functions
 Ex)
- “Daily shipping volume for each warehouse for all area is required”
- “Regional
Regional sales need to be available at least within 2 days
days”
- “Immediate access to customer information is required for all employees”
- “Individual skill level for all employees are required”
- “Up to date information for actual versus plan by each division is needed”
7 Issues
PRIORITY
☞ Priority of effects to the organization
SIGNIFICANCE
☞ High level of possibility of resolution and high benefit from resolution,
p
independent from PRIORITY
FAST PAYBACK
☞ Regardless of project priority, issues in the way of achieving organization targets
are selected and tackled first hand when high benefits are expected by resolving
them
※ Followings are current issues faced by CVS (convenience store) division.

Expansion of major biz
Store type improvement
Facility efficiency
Strengthening of logistics center
Improved profitability
Enterprise Model Analysis
1. Overview of enterprise model analysis

2. Overview of process analysis
3. Process analysis
4. Process model
5 Data model
5.
Detail Methodology for ISP Setup
Enterprise model Enterprise model

analysis
y Renovation
Mgmt Env. Imp. Plan
analysis
y Setup
p
IT environment Information strategy &
analysis
y Objective
j Setupp
Major Actions
◐ Current Biz Analysis (Overall, Division, Dept Level) ◐ Current Biz data modeling
◐ Current Biz Function Modeling ◐ Current Enterprise model definition

◐ Biz Function Modeling g ◐ Enterprise Function Prototype
◐ Data Modeling ◐ Workbench Breakdown Diagram
◐ Correlation Analysis (CRUD Technique) ◐ Functional Model
◐ Workshop ◐ Work Function Definition
◐ Needs Analysis ◐ Data Model for each function
◐ Interview ◐ Data Definition
◐ Questionnaire ◐ Correlation Model for functions & data storage
 Enterprise Model Analysis Methodology 1. Overview of Enterprise Model Analysis
업무관련 문제점
배경원인 영향결과
Business plan/strategy
Questionnaire 조직·RULE·구조 생산성 저하
- Definition
D fi iti off jjob
b ffunction
ti
40 40
35 35
사원의 의식·기업문화 30 간소화·표준화 부족 30
25 25
- Information on business status

20 보안성 저하 20 경쟁력 저하
15 15
10 10
5 5
데이터의 부족 또는 정합성 0 COMMUNICATION 부족 0
- Problem Needs-Card 서비스 저하 비용효율성 저하
- Satisfaction on information system 인재육성 및 활용 제도
부서명
비합리적 업무 프로세스
경영지원부 전문사업팀 상품개발사업부 판매사업부 타운사업부 C S지원부

프로그램 기능 및 화면구성 납기 또는 시간지연
경영 인재 영업 게임 여행 B2E 전문사업 상품개발 상품개발 상품정보 판매 판매 판매 마케팅 M&S M&S RM 고객 서비스
팀명 재무팀
전략팀 개발팀 관리팀 사업팀 사업팀 사업팀 지원팀 1팀 2팀 관리팀 전략팀 기획1팀 기획2팀 기획팀 1팀 2팀 사업팀 서비스팀 관리팀
재무관리
세무관리
자산관리
회
자금관리
계
시스템관리
예산관리
Tour/
비율분석
인사관리
Brand Sales Customer

근태관리
B2E/ RM
급여관리
인
사회보험관리
development planning
사
service
세무관리
Game
원천징수
Interview
전표관리
회원주문관리
Marketing planning LIMS

상품/판매관리
매출/정산관리
자금관리
(joint business/ - Job function & problems

창고/배송관리
일반운영관리
sales promotion
통합회원관리
파트너
- Problems on information system

MRO
/site planning)
Ne o C a st
We b Ana lyze r
Information
LIMS
Frie nd
회원주문관리 상품/판매관리 창고/배송관리
회원관리 주문관리 주문내역관리 핫라인계정관리 상품관 프로모터 론트 전 준정보관 f Lin e 정발주관리 입고관리 출고관리 반품관리 환출관리고/창고관 마케팅관리 정산관리 권한관리
웹상품- 전시툴
고회B회회주교조일O환배배발미한고주고미행KK백영 기핫환 미미입 전 사응 상뉴 프 발상 입입미입출출출개픽 송단합송 출택 출배출출출반택 반수미반반환환환 환 재입마재 L 모 회경 롯프무 B한동 부회회로시제기 고자
Ta b le ID 원관
객원T원원문환건자u불송송송결도액문객수사7 7 화수
인모처 불현 품관
본라불 수수금
목관 광고
시
이 시구 급업
은답 품스
랜지편번 템주관
로
권서 금관주등
주승
주조 고등 고인 고등 장분 송등 출등고마
주품 고고납고고고고별킹 장품포장 고배 고송고고고품배 품거수품품출출출 출 고출감고
비지
류창 폰관 P관 입처 자 인
o 니 원품 데로이 T솔양 서사계그스휴초 객동
H2C O S_O RD_DELIV C RR RRRR RR R R R R R R R
H2MMS_C ARD CR
management Sales Business

H2MMS_C O RP CR
H2MMS_EXPERT CR
Business Service
H2MMS_USER C RR R
C RRRRRRR RR RRRRRR R R RRRRR R R R R CR R RR R
회원관리
H2MSS_ PRO D_MAIL CR
H2SSS_HANA_AC C O UNTC R R
H2SSS_RESERVE CCR RC R R CR R R
LT_C UST_SITELST C
LT_C UST_STSLST C
of
LT_C UST C R
Strategy In Town
H2SSS_C PN_USER R
CR CR CR CR
mngment Mngment
H2SSS_DEPO SIT R
CR R C
H2SSS_UNPAID R
CR R RRR C C
H2MMS_G RO UP CR
H2MMS_G RO UPLIST CR R
H2C O S_APPEND CR R
H2C O S_DLVAMT CR R
주문관리
products
H2C O S_MASTER RR RCCR RRR R RRRRRRRRR RRR RR
CR R RR CR CR RR C RRR
H2C O S_PRO D RCCR RR R RRR R R R CCC RR
CR CR R R R
H2C O S_SLAVE C RR RR R R R R R R R R
H2DMS_DELIV_DETAIL CCRR RR R RR C R R
CC RC
R R RRRRR
CR R CRC RR R
H2SSS_MASTER CR R R RRR R R RR
CR R CR RR C RR
H2C O S_C LAIM_MAIN CR C CCC
H2C O S_C LAIM_SUB CR CR CCRC
RR
H2DMS_DELIV_HISTO RY
H2C O P_HANSO L_O RDER
H2MMS_DEMAND
H2MSS_MSG_IN R
CR
R
CR
CR
CCR RCCRCRCRC
RC
주문내역관리
RC
RCRR
CR
CCRR R CR
C CR CC R
R
H2O FS_BILL_DETAIL C R
H2O FS_BILL_MAST ER C R CC RR
H2MSS_MSG_PRO D CR
H2SSS_O NLINE R R R C RR CR R CR
H2SSS_HANA_C O NF CR
H2SSS_O RD_C O NF CR
상품관리
TITEM R R R
C RR RR R R R R R
TITEMO PTC O LO R CR
Cisco 4700  인터넷(최대 10M)

본사 계정관리
TITEMO PTETC CR
TITEMO PTKIND CR
ITEM R CR R R
TGO O DSLINK CR
TGO O DSLINKO PT CR
TGO O DSO PTITM CR
TSHO PDISPGO O DS R CR CR R
TGO O DSC O ST CR
TGO O DS R R R RRC RRRR RRRR R R
TPO ST CR
TPRO CCRR
TPRO DTL CC
프론트 전시
TPRO Q ST CC
TSHO PDISP R RRRR C R
TSHO PDISPBRAND CR
프로모터
TGO O DSO RT R RRR CR
TSHO PNEWSC L CR
TSHO PENTR RRR R R R RRR CR RRRR R RRRRRR R R RR R R R R R R
TUSER CR
TBRAND R RRR R CR
TDELVAREA CR
TZIPC O DE R
CR
TC O DE R
CR
TC O DEDTL R R CR
H2O FS_AC C _TBL R RR
H2O FS_PRJ_MASTER CR R
CR
H2O FS_PRJ_SUB
H2PMS_C ATALO GSEND
기준정보관리 CR
CR
R
Brain storming
본사 콜 센터  KIDC_1(최대
H2PMS_MASTER CR
H2PMS_PRO D
H2PMS_USER
H2PMS_USERC O LLEC T
H2O FS_PRJ_EXPENSE
R
256K)
OFFLINE정산
CR
CR
CR
CR CR
R
H2O FS_PRJ_DETAIL CR
H2O FS_PRJ_MASTER CR
H2O FS_PC HO RD_MASTER CC RR
H2O FS_PC HO RD_DETAIL C RR
H2O FS_PRJ_TIC KET CR
H2O FS_C O N_C UST CR
H2O FS_PRJ_SUB R CR
H2O FS_DRAFT_INFO CR
H2O FS_C ARD_INFO CR
Personnel General Accounting/ Public Discussion on major problems

H2O FS_REC PT_MASTER CR
H2O FS_REC PT_DETAIL CR
Finance
affairs affairs Tax relations
TOWN L4_EX  인터넷(최대 100M)
Supporting
Operation System
Auditing specific
planning operation
business
 Process Analysis & Design 2. Overview of Process Analysis
 Survey/interview/workshop for process analysis
 Definition of internal, external Interface(customer/provider) process
 Add process of supporting Objective, CSF, Strategy
 Evaluate current process supporting items
 Document measures of process

 Process Analysis & Design 2. Overview of process analysis
Process research
• Data collection
• Distribution of
Questionnaire
Process definition
• Interview
• Workshopp
• Function
F ti model
d l
• Process model
Process improvement
• Process flow chart
• Identification of
entity • Problems/Ways to improve
• Organization vs Process
• Define agenda for redesign Process innovation
• Evaluate opportunity
for redesign • Goal vs Goal
• Goal supporting process
• Development of
innovation process
• Development of
achievement indicator
3. Process Analysis
Process research
Distribution of questionnaire
Data collection/Survey /collection
Job analysis
Interviewing
job holding personnel
As-Is
Documentation of
interview result
Workshop
Documentation of
process evaluation To-Be
Reporting process evaluation

3. Process Analysis
D t collection
Data ll ti
 Organization chart
 Job partition
 Cooperation law-operation rules by sector
 Business
B i plan
l b by sector
t
 Yearly business plans and reports
 Various document forms
 ISO related documents
 Enterprise brochure
 Product
P d t catalogue
t l
 Data on information system:user manual(screen/paper)
application/DB design
 Data on other companies and information system
3. Process Analysis
Di t ib ti off questionnaire
Distribution ti i
 Define the subject for questionnaire

 Making questionnaire
 If needed,
d d probing
bi questionnaire
ti i ffor d
details
t il
 Distribution of questionnaire
 Explanation on project background
 Instruction for questionnaire filling-in
 Cases for questionnaire filling-in
 On
O site
it guide
id ffor questionnaire
ti i filli
filling-in
i
 Collection of questionnaire
 Documentation of questionnaire
3. Process Analysis
I l
Implementation
t ti off iinterview
t i
 Preparation of Interview
– Allocation of interview to team members
– Preliminary job analysis through collected data
– Review of questionnaire contents
– Wording of questionnaire
– Rehearsal of interview
 Conduction of Interview
– Contacting department to be interviewed
– Explaining the purpose of interview
– Brief description of questionnaire contents
– P bi
Probing contents
t t tto b
be h
hardly
dl understood
d t d
– Correction of errors(occurrence, frequency, interval etc.)
– Detailed examination on information system related
job(timing/budget etc.)
– Examination on relation with other jobs
– Detailed examination on problems and things to be
reformed
– Acquisition of related data or forms(documented)
 Documentation of Interview Results
 Definition of Interview
Interview is face
face-to-fact
to fact interaction for the purpose of information collection
INTERVIEW
• a formal meeting at which someone is asked questions in order to find out whether
they are suitable for a job.
• an occasion when a famous person is asked questions about their life, experience or
ideas…
• means meeting, conference etc. The broad definition also includes collecting information by face to
face interaction with individuals or community for the purpose of research, diagnosis, test, news report
- Doosan Encyclopedia -
3
 Purpose of Interview
… Interview is the tool to fill the knowledge gap and utilize customer’s experience and
knowledge in order for the consultant to solve the problem customers have faced
Data Collection of basic date for the future analysis
Concerns For participation and interest of managers
Knowledge Acquisition of involved managers’ experience and knowledge
Fact Fact finding for consultant
4
 Types of Interview
Interview varies depending on the purpose of data collection, basically, it can be categorized
face vs. non-face, designated group vs. voluntary group
1 : 1 interview
1 : N interview • to find correct fact

• to need detailed information
face • to feel customer or market
N : 1 interview
Interview • to examine sensitive issues
N : N interview
• to understand customer’s behavior and mind
Focus Group interview that need full interpretation
Type of • to understand customer’s unconsciousness
Interview such as mind and behavior
• rough fact finding
Telephone interview
• collection of hard data in limited time
Non-face • when hard to find subjects
Interview in writing
Interview • deliver information through Fax, Mail
Survey • when need full interpretation

• to find detailed fact
• large scale data collection for
statistical analysis
5
 Interview Procedure
I t i procedure
Interview d iis composed
d off 3 states
t t :PPreparation,
ti Conducting,
C d ti A Analyzing.
l i
Interview p
procedure 1-2-3
PHASE - 1 PHASE - 2 PHASE - 3
Preparation Conducting Analyzing
Decision Drawing
Decision of of
information up
method Start Asking
g End Documentation
guideline
and
d analysis
l i
Decision Adjustment of
of direction
Appointment
subject
6
 Preparation
준 비 실 시 정리 분석
P re p a ra tio n C o n d u c tin g A n a ly z in g
11.11 What?
Information to be drawn from interview should be decided based upon issue analysis and
final output images.
Logic
L i Tree
T
Issue Analysis Final Output Images Needed Information
Customer
% Industry analysis
Economy trend
Political environment
Regulation
" "
New laws
" "
Issues Organization
Hypothesis
yp
Technology trend
Needed data
acquisition source x x
E-business
x x xx xx Internet
acquisition method x xx
x x
Time table Cyber-Marketplace
7
 Preparation
1.1 What kind of information

Logic Tree and Issue Analysis are essential in decision making of needed information
Logic Tree
Size and Potential

Attraction of heath
b
beverage market
k t Profit rate
Is market
sufficiently
attractive Possibility of
Does A have to
participate in alternative
health beverage Domestic
market? Relation with
other major Abroad
Is it possible to competitors
gain Brand power
competitiveness?
Is it possible to Product development power
gain sufficient
competitiveness? Price competitiveness
Distribution channel
8
 Preparation
1.1 What?
Logic Tree and Issue Analysis are essential in decision making of needed information
Issue Analysis
Issue Hypothesis Need Analysis Information Source Responsibility Due Date

- Market size is small - Comparison between - Korea Beverage
- Consultant A 2000 8
2000. 8. 18
compared d tto advanced
d d per cap GNP and d I d t
Industry
nations, but it will definitely consumption of Sport Association,
Size & increase with the increase beverage Statistics
Potential of GNP - Correlation between - Other Country’s
- Need on Sport beverage is temperature/humidity Weather Agencies - Consultant B 2000. 8. 20
high considering Korea’s and consumption of /Beverage Association
hot/humid weather Sport beverage
- Cost of beverage is more
- Cost structure - Internal date - Director A 2000. 8. 10
depend on the logistics/ comparison with cola, Market Planing
container than raw material and juice etc. Team
Profit rate - Possible to price health
- Pricing comparison - Other country’s
- Director B 2000. 8. 25
beverage equal or less to with products(Japan,
products(Japan POS Data Super
cola Product Analysis
U.S. E.U.) Market Interview Team
- High expectation due to - Survey on image of - Marketing - Consultant B 2000. 8. 16

that consumer’s image on health beverage in Research
Possibility health beverage is better other nations Company
th over water,
than t milk,
ilk - Superiority
S i it on medical
di l
of Medical·Biologica - Consultant C 2000. 8. 17
sparkle beverage and biological aspects -
alternative l Magazines
9
 Preparation
11.22 Selection of subject

Subjects are selected depending on purpose and range of interview
Potential Subject Criteria of selection
? • Pre-test with internal subject
-Use internal expert

-List up potential subjects for data collection
-Check whether to have trade relation
• Adj
Adjusting
ti potential
t ti l subjects
bj t depending
d di on
Government Industry Research
Customer interview purpose
Official Association Institution
-Big customers VS. small customers
-Top Salesman VS. Poor Salesman
Newspaper -Headquarter VS. Local
Maker Research Com.
Com
Com. -Product
Product development sector VS.
VS Sales sector
-Manager VS. staff
Supplier Dealer Consumer Competitor .
.
• Subject and number of interview are confirmed

by Team
10
 Preparation
1.3 Choosing Appropriate Methods 준 비

P re p a ra tio n
실 시
C o n d u c tin g
정리 분석
A n a ly z in g
Various methods can be taken even in same project
Focus Group
Personal Interview
Interview
Choosing
Telephone Interview Face to face
Interview Interview
Method
Written Interview Survey
11
 Preparation
1.4 Appointment (Noticing Date, Place)

Inform the subjects of background, date, place of interview
WHO? -Who
Who is arranging? • Don’t
Don t be afraid of Cold
-Who will go? Call(Arranging myself)
• Maximum 3 times per day

WHEN? -When? • About 1 and half hour per each
-How long it will take? interview
• Enough time for moving between
interviews
• Place not to be interrupted

WHERE? -where?
• Pre-confirming of the place
• Place
Pl tto be
b easily
il accessible
ibl
by subjects
12
 Preparing Interview
1.5 Making Guideline

Successive Interview is in proportion to Good Interview Guideline
13
 Conducting Interview
2.1 Opening 준 비
P re p a ra tio n
실 시
C o n d u c tin g
정리 분석
A n a ly z in g
Image on first 5 minutes affects 95 % of total interview
1. Thank for accepting interview

2. Self introduction
3. Explaining project purpose
4. Explaining interview purpose(micro level)
5. Confirming the expectations from interview
6. Modifying contents if needed
7
7. Way to use outcome and to keep confidentiality
8. Confirming interview time
14
2.2 Questioning
Questioning in the order of past, present, future with distinction of fact and rumor
1. According to the Agenda pre-distributed
2. Hearing is more difficult than speaking
3. Inducing the subject to speak by themselves
4. More effective with the help of recorder
5. Probing if not understood
15
22.3
3 End
Expressing appreciation on getting needed outcome and asking further help
1. Checking insufficient part

2. Copying document
3. Checking additional question
4. Observance interview time
5. Asking to confirm record of interview
6. Expression of appreciation
16
Need well organized preparation with special knowledge and P re p a ra tio n C o n d u c tin g A n a ly z in g
professionalism of consultant
Check Points In Conducting Interview
1. Attitude showing being Expert

2. Proper Costume and gesture
3. Use customer’s Term
4. Proper time allocation
5. Do not lose the point
6. Discarding prejudice
 Documentation and Analysis
3.1 Documentation and Analysis

Process without result is meaningless and document the result of interview everyday
Summary of Interview Result
18
 Documentation and Analysis
3.2 Modifying future direction

Modifying time schedule or direction of the Project through the result of interview
Confirming Interview Result
1. Appreciation remark
2
2. Documentation material
3. Asking Comment
4. Asking Reply
19
3. 프로세스 분석
C d ti W
Conducting Workshop
k h
 Introduction of Project Board and Staff

 Description
D i i off Project
P j Summary
S
 Making sub-group and Introduction of Participant
and
 Training for workshop
- Training for process modeling
- Cases for process modeling
 1st Workshop - by subgroup
- Making AS-IS Model
- Suggestion of Problems and Ways to improve
 Presentation of 1st Workshop - by subgroup
 2nt Workshop - by subgroup
- Making TO - BE Model
- Suggestion of Ways for Innovation and Effect
 Presentation of 2nd Workshop - by subgroup
 Discussion on the ways to integrate Process Model
 General Remark on Workshop
 Making Workshop Report
4. 프로세스 모델
Definition of Process
Functional Area
Function
Process
Activity
y
Information Needs
4. Process Model
F
Function
ti M Model
d l
 Aggregation of highly associated job related activities for achieving organizations’

goal, but lack implementation
 Example) Design Management

Management, Production
Production, Finance Management
Management, Marketing
Management
 Characteristics of Function
– Composed of several job related activities for achieving the goal
– Impossible to implement
– Continuous(No start and end)
– Name : Noun or Noun type(Noun + Management)
– Don’t refer to concrete substance
– Decomposed into more than 2 processes
4. Process Model
P
Process model
d l
• Job related activities defined by the unit to be implemented
• Clear to start and end, Implementing concrete task
• Composed of more than two processes or elementary process
• Occurring across several departments
• Example) Goods Delivery Check, Goods Storing, Inventory
Control, New Item Order
Enterprise Organization
Cross Functional Process
Buying Department
In Purchasing Accounting
Goods Department Factory
Charging Department
Asking Implementing Paying Receiving/Check

Process
4. Process Model
※El
※Elementary
t P
Process ?
• Smallest unit of task containing concrete and meaning job related activities
• Task to be implemented without intermission by one person from start to end at
one place
• Clearly indicating what the job is implementing
• Definition of elementary process is the goal of process modeling
• Example) Issuing a Bill, Receiving a Order
• Ch
Characteristics
t i ti off El
Elementary
t P
Process
– Possible to be defined in unique
– Expressing the things to be implemented in the job doing
– I l
Implementing
ti without
ith t iintermission
t i i
– Once implemented, do not wait to receive further information
– Producing meaning output to the job
– Don’t goes against job regulation
– Noun + Verb => Entity + Entity*Action(Create,Read,Read Each,Update,Delete)
4. Process model
D
Documentation
t ti off P
Process Fl
Flow
• Define Process Implementing Order on Corresponding Function

– Process Flow Chart
– Elementary Process Flow Chart
• Making Total Process Flow Chart called “Process Flow”

※ It is called “Process Dependency Map” in Information Engineering
• Conducting to Confirm the Consistency of Process
• Correcting Omitted or Redundant Process

5. Data Model
E tit Id
Entity Identification
tifi ti
• Entity is defined as “information to be dealt by process”

• Identification of Entity
– Making and checking “customer and providers” list => External Entity
– Things to be inputted or outputted into customer/providers at each process

=>
>TTransaction
ti E Entity
tit
※ Information flow between processes is Information View => Not Entity
• Definition of Entity
• Reviewing Entity
• Making Entity Relationship Map
• Making Entity vs Process Matrix

5. Data Model
※ Principle
P i i l off Entity
E i
Subject of
Transaction • Animate(Human,Animal/Plant) - Example: Consumer, Provider
Object of • Inanimate(Object) - Example : Car,Goods,Lecture

Transaction
Substance of • Event(Transaction) - Example : Order, Taking a lecture

Transaction Produced by the relationship among substance such as animate,
inanimate, place etc
Transaction
T ti • Place(Building)
( )- Example : Factory, Branch
Auxiliary • Code Value - Example : client code, title of account
Customer Order Goods Customer Goods
Transaction
Order
5. Data Model
Types of Entity
 Kernal Entity : Entity without dependency, only one KEY
 Characteristic Entity : Entity indicating additional characteristic of Kernal

Entity, More than 2 KEYs
 Associative Entity : Entity formulated when two entities N:M combine

and transform to M:1 and 1:N, More than 2 KEYs
 Subtype Entity : Substance representing sub types of Kernal Entity

More than 2 Keys
Customer Goods Employee Dependent
Kernal Entity Characteristic Entity
Employee
Customer Order Goods
Current Applicant
Customer Employee Retiree
Order
Associative Entity Subtype Entity
Technology Environment Analysis
1 Benchmarking Plan
1.
Detail Methodology for ISP Setup

Analysis
y Renovation
Inf Strategy &
IT Env Analysis
Objective
j Setup
p
Major Action
◐ Current Inf Technique Analysis ◐ Recent IT Trend Analysis ◐ Current Informatization Level Diagnosis

◐ Hardware Env. Analysis
◐ Interview
I t i ◐ Software Env. Analysis
◐ Questionnaire ◐ Network Env. Analysis
◐ Technical System Expression ◐ Role of Inf Tech Structure
◐ Workshop ◐ Trend of Inf Tech Development
◐ Benchmarking ◐ Applied examples of Inf Tech Structure
◐ NOLAN Informatization Model ◐ Diagnosis of Enterprise’s Inf Tech level
• 1.Current IS Network Configuration
• 2.IS Configuration
• 3.IS Equipment Survey
• 4.IS PC Survey
• 5.IS
5 IS Organization Chart
Current IS Evaluation, Current status.
• - Current IS Level Analysis
• - User Satisfaction level Evaluation
• - IS Envir Level, IS Technology Envir,
• Basic Structure problems.
• - Current IS application support Level
• - Current IS Improvement Direction.
 Summary of Benchmarking 1. Benchmarking Plan
 P
Preparation
i off Benchmarking
B h ki on Product
P d Line
Li concerning
i Company’s
C ’ Goal
G l Market
M k
– Identifying Globally Well Known Company
– Choosing Well Known Product
– Selectingg Benchmarkingg Elements
• Business Size(Sales, # of Employee and Customer etc.)
• Business Strategy(Vision,Goal,CSF,Current Issues etc.)
• Business Field(Product Line, Business Area, Business Type etc.)
• Product Factor(Product Identification, Product Definition, Product Composition, Product Contents, Product
Evaluation etc.)
• Customer Factor(Customer Identification, Customer Definition, Customer Composition, Customer Level,
Customer Response etc.)
• I T Related Factor(IT Support or not, Range of Support, Applying Technology, Effect of IT Usage)
 Conducting Benchmarking
– Field Survey
– Data Collection
 Benchmarking Analysis
– Data
D t AAnalysis
l i and
d IInterpretation
t t ti
– Documentation of Result
 Benchmarking Form - by Competitor 1. Benchmarking Plan
Item Indicator Globally Well Known Company My Company
Sales
Business
# of Employee
Size
# of Customer
Vision
Business Goal
Strategy CSF
Current Issues
Product Line
Business
Business Area
Fi ld
Field
Business Type
(Continued )
 Benchmarking Form - By Product 1. Benchmarking Plan
(Name of Product : )
Item Indicator Globally Well Known Company My Company
Product Definition
Product Product Composition

Factor Product Contents
Product Evaluation
Customer
Identification
Customer
Definition
Consumer Customer
Factor Composition
Customer
Level
Customer
Response
It Support or not
I T Related Support Range

Factor Applying
T h l
Technology
Effect of IT Usage
 Benchmarking Method 1. Benchmarking Plan
Summary of Implementation Strategy
To hold the best competitiveness in the field of fast food industry of franchise business, it is
required to compare the quality of strategic decision-making supporting system including management,
sales and marketing, development of new areas, comprehensive informatization strategy between
new business, with that of advanced enterprizes’ levels consecutively. Throughout this comparison and
analysis, we overcome the gap between us and the target and set up benchmarking strategies.
Benchmarking Implementation Guideline
◈ Goal Setting based on external comparison perspective and customer based perspective
◈ Establishing Benchmarking Strategy for Studying Advanced Innovation Strategy and Technology
◈ Recognition of Crisis caused by Disadvantage in Competition and

Recognition of Possibility for Attitude Transformation
◈ Acquisition
q of Concrete Alternative based on Data not on Intuition or Guess
◈ Escape from Internal Oriented Ways of Thinking and

Acquisition of Innovative Idea beyond Ordinary Ways of Thinking
1. 벤치마킹 방안
Role and Responsibility of Benchmarking Implementing Team
Subject Basic Role Responsibility Required Skill

Benchmarking - Planning - Define Customer/Customer’s Need - Communication n
Manager - Organizing - Selection of Benchmarking Team Member - Documentationn
- Recruiting - Budget Setting and Control - Negotiation Skill
kill
Personnel - Selection of External Expert - Planning/
- Commanding
C di - General Report on Project Organizing
- Management of Project Milestone - Dispatching
- Control
- Contact/Negotiation with Benchmarking Object Personnel
- Circulation
- Inducing Participation of Internal/External Resource - Report/
of Result - Explanation of Project to Customer Presentation
- Considering Legal/Ethical
/ Issues - Leadership
Data Collector Decision/Use of - Establishing Project Plan - Data Summary - Planning
Data Analyst Benchmarking - Design of Data Collection Method - Data Analysis - Organizing
- Data Collection
n - Appointment with Data Source - Data Explanation - Communicationn
- Data Analysis - Explaining Output Difference - Summary Report - Interview
- Data - Documentation
n
Presentation - Human Relation
on
Benchmarking Supporting - Facilitation of Meeting - Communication n
Supporting Request of - Training of Personnel - Human Relation
on
Personnel Benchmarking - Making Manual(Documentation) - Professional
Team - Supporting Graphics Knowledge
 Types of Benchmarking 1. 벤치마킹 방안
Benchmarking Method
Comparison
/ Analysis
Advanced Co.1
Quantity / Quality
Recognition Overcome Strategy
Advanced Co.2
Co 2 √ OUTPUT E t bli hi /
Establishing/
of GAP
√ PROCESS Implementing
Advanced Co.3
FEED BACK
Functional Competitive Creative General

Benchmarking Benchmarking Benchmarking Benchmarking
Types of Benchmarking
Types Object for Comparison Strength Weakness
 Easy to Collect Data

Other Region, Department, Restrained in Perspective
General  Very effective in the case of
Division within Company, Concern Biased
Benchmarking Similar Activities in other Nations Good Company
ns Internal Perspective
 Possible to obtain information

n
related to Business Output Difficult to obtain Data
Competitive
p Company
p y
Competitive on the Same Customer  Easily Compatible Possibility the ethical issue
Benchmarking Job/Technology to occur
 Continuity on Antagonistic Attitude
Information Collection
Organization or Company which  High Possibility in Finding Possibility not to obtain

Functional seems to be best in production, the Ways to Implement Positive Effect by choosing
Benchmarking service and process etc. Innovation best practices
of Irrelevant Environment
 Benchmarking Methodology 1. 벤치마킹 방안
Introduction of Benchmarking Methodology
10. Adoption of Benchmarking Result

11. Set Improvement Goal 1. Setting of Benchmarking
12. Establishing and Implementing Subject
of Action Plan 2. Recruiting Benchmarking
13. Checking Improvement Outcome Team Member
and Finding Success Factor 3. Selection of Benchmarking
14. Periodic Re-Survey Application and Planning Company
Improvement
CHECK PLAN
SEE DO
Data Analysis
y Data
7. Analysis Output Gap Collection 4. Collection of Internal
8. Finding Implementation Motive Data
9. Reporting Benchmarking Outcome 5. Data Collection
and Information Sharing 6. External Survey and
Data Collection
Benchmarking Methodology (PLAN)
PLAN
STEP 1-1
Benchmarking is a strong tool to increase Organization’s Competitiveness
Setting Benchmarking
Setting Benchmarking Subject as Success Factor to effect Co.’s Outcome
Subject
STEP 1-2
Maximize Synergy Effect by Inducing Various Member to Join
Recruiting Benchmarking
Establishing Rapport from Early Stage through Joint Participation
Team Member
STEP 1-3
Not the best among the bests but Co. with Successive Outcome
Selection of
Lesson learned through Benchmarking must be relevant to my Co.
Benchmarking Company
Benchmarking Methodology (DO)
Data Collection(DO)
STEP 2-1
Collection of Internal Possible to find Gap from Advanced Level through my Co
Co.’s
s Level
Data(Reviewing Need to correctly understand and document my Co.’s Outcome
Outcome of my Co.)
Indirectly Acquisition of Information on specific issue through

STEP 2-2
Information source
Secondary Data Survey
Acquisition of Objective Data Open to the Public
STEP 2-3
Information Acquisition through Direct Contact such as
1nd External Survey
Telephone Interview, Field Visiting, Survey, Research Reports etc.
and Data Collection
Benchmarking Methodology (SEE)
Data Analysis(SEE)
Analysis of Outcome Gap between my company and Others

STEP 3-1 through Comparison
Analysis Outcome Gap Quantitative Analysis(Measuring
( Outcome Gap), )
Qualitative Analysis(Cause Analysis of Outcome Gap)
STEP 3-2 Finding Fundamental Cause through Data Analysis

Finding
Implementation Motive Estimation of Outcome
STEP 3-3
Reporting Benchmarking Writing Benchmarking Report
Outcome and InformationPresentation of Benchmarking Result
Sharing
Benchmarking Methodology (CHECK)
Process Improvement(CHECK)
STEP 4-1 Selection of Improvement Object and Reflect it in Business Plan

Adoption of Implementing Project through understanding and persuasion
Benchmarking Result on Improvement Project
STEP 4-2 Indicate the Gap by Numeric Value and Set the goal by stages
Setting Improvement
Goal until achieving measurable final target
STEP 4-3 Writing Benchmarking Action Plan

Establishing and
Writing Benchmarking Implementation Plan
Implementing Action Plan
STEP 4-4 Display and Compare Outcome/Trend of Improvement effort

Checking Improvement
Outcome and with Historical Trend Graph
Finding Success Factor Exemplification of success case through tracking major success factor
Periodic Advanced Level Re-Survey

STEP 4-5
Continuos Adjustment is needed since Benchmark is superiority
Periodic Re-Survey
observed in specific time
Benchmarking Success Factor
Support and Interest from CEO Understanding/Knowledge on my Co

Co.
Clarification of Benchmarking Focusing on Inducing

Goal and Object Implementation Methods
Benchmarking
Evaluation and Reward on

Competent Benchmarking Team Outcome/Improvement
Sharing with Internal/External

Benchmarking Network Careful Observation and Acute Insight
Enterprise Model Improvement
1. Concept of Process Renovation

2. Setting up Process Objective
3. Designing New Process
4. Designing New Data


Analysis
y Renovation
Inf. Strategy &
IT Env. Analysis
Objective
j Setup
p
Major Action
◐ Selection of Business Role of Improving Target ◐ Improvement of Business Flow
Main Techniques Main Deliverables

◐ Interview ◐ Definition of Improved
p Business Role
◐ Questionnaire
◐ Improved Business Flow
◐ Workshop
◐ Benchmarking
◐ Interactive Analysis of Inf. System Elements
◐ Function and Process Analysisy
◐ Data System Expression
 Concept of Business Process Renovation (BPR)
< Definition of Business Renovation >
 In Essential Outcome such as Cost, Quality, Service, Speed
 In order to Achieve Dramatic Improvement, Re-think Fundamentally and
 Re-Design Radically Company’s Business Process
Fundamentally Re-Think all Current Assumptions/Rules Applied to

Management
Fundamental - Why do we do this things ?
- Why do we do this in this way ?
- Ignore “As - Is” Focus “Must to be”
- Not Superficial Change But Totally Discarding existing Management

Radical
System
(Radix=Root) - Ignoring All Existing Procedure, creating new Ways of Doing a Job
Dramatic Not Gradual Improvement But Substantial Reformation
Aggregation of Set of Activities producing Valuable Product to Customer with

Using Input
Process - Fundamental Object of BRE
- Unit
U it off JJob
b IImplementation(From
l t ti (F St
Startt tto E
End
d off O
One ttask)
k)
- Essential Processes is about 20
 Summary of Business Process 1. Concept of Process Renovation
Aggregation of Set of Activities Producing Valuable Product to Customer with

Taking more than one Input
<Michael Hammer>
• Characteristics of Process
– Measurable and Clear Starting and Ending Points
– One Process is quite independent from Other Process
– Various Version is Possible
– Hierarchically Structured
• Process Name : Noun + Transitive Verb( Material Purchasing/
Procurement)
• Process Mission : To know the Goal of Process
 Procurement of material =>
 Domestic Material Purchasing =>
 Procurement of Domestic Material Needed for Production =>
 Timely Supply of Domestic Material Required for Production of Goods asked
by Customer
• Process Range : Making Clear the Start and End for Common
Understanding
Process Map Form
Name of Process : PT Sum of Processing Time

Process Owner : (Date : 2003.9.20) CT Sum of Lead Time
Input
Sub Process
Organization
(SP Time)
File
Input for
Output Final Output
other Process
Lead Time Sum of Lead Time

 Setting Process Objectives 2. Setting Process Objective
• For Assuring and Maintaining Competitiveness

Competitiveness,
Induce
– Critical
Cii lS Success F
Factor
– Key Performance Indicator)
• Indicating to Set the Goal to become Best
Practice
2. Setting Process Objective
Objective Setting
• Set the bold goal to assure and maintain competitiveness
• First think innovative ways to set process goal
• Principle of Goal Setting
– Goal must be set up in bold and challenging manner, not asking “is it working in innovative ways”
– Do not mention any comment which can interrupt ideas
– Beyond routine organization’s structure
– Our Goal is to design best process
• Making up Goal Setting

– Process version : Domestic Material Procurement Process
CSF KPI Way to Measure Current Goal

1 Improving
1.Improving ①M t i l
①Material Requesting Purchase => 8 3Days
8.3Days 2Days
maintenance Purchasing Receiving Material(Days)
ability to Cycle Time
procure ② # of Material y ((Month))
# of Deficiency 4~5time 0
material Deficiency s/month
③Amount of Average Amount of 0.84Billi 0.23Billi
Inventory inventory(Won) on Won on
D
Days off Won
Inventory Days of Inventory 7.3Days 2Days
Circulation Circulation(Days)
 Designing New Process 3. Designing New Process
• Developing Feasible Implementing Means to Achieve Goal
• Suggesting IT Based Innovation Ways
• Practically Feasible Means

– Technically
– Economically
– Culturally
C lt ll
• Barrier to Change Should be Overcame by Top Managers
• Economic Effect Should be Proved to Request the Investment for

Change
Development of Winning Practice
• Developing the Best Implementation Ways to Achieve the Goal of

Process
• Principle
P i i l off D
Drawing
i U Up
 Be faithful to Process Version and Draw up by each Process version
 Our
O Basic
B i Goal
G l is
i to
t DDestroy
t O
Organization’s
i ti ’ Routine
R ti
 Review Increasing Cost caused by Investment at the Final Moment
 Help to Find Right direction, Erase Confusion
 Avoid to have irresolute way of thinking

New Process Mapping
• New Map through Winning Practice, and Checking Goal Achievement
• Refer to Information System Modeling Methods

– Induce Elementary Process
– Induce Entity, and Draw E-RD
– Identifying Kernal Process

① Basic Information Registration Process : Independent Identity
② Transaction Information Process : Associative Entity
③ Reporting Process : Define User View by Customer’s Need
– Comparison between Elementary Process and Kernal Process
• Drawing Method and Form
Refer to “Process Mapping”

Comparison Mapping
Field
Before
Mapping
BR
After
Mapping
BR
Tip for Process Innovation

Former Rule New Technology to New Rules
Destroy Old Rules
Information exist only once in one Shared Data Base Information can coexist in many
place places when needed
Only expert can conduct Expert System Generalist also can conduct the
complicated task job of expert
Company have to choose either Telecommunication Company can benefit both
centralization or decentralization Network centralization and decentralization
Manager conduct all decision- Decision Making Decision making is part of job of
making Supporting Tools all the people
Field worker need office space to Wireless Data Sending and Receiving
receive , save, browse, and send Communication Information Regardless of Place
information Mobile Computer
Best way to contact Potential Dialogue Video Disk Best way to contact Potential
Customer is face
face-to-face
to face personal Buyer is Efficient Contact
contact
Have to find the location of thigns Automatic Identification Things reveal its location by
and Tracking Technology themselves
Plan is updated periodically Super Computer Plan is modified instantly
Information Strategy & Objective
Structure Setup
1. IT Reconstructing Model
2. Principle of Information System
3. Application Architecture
4. Data Architecture
5 IT Architecture
5.
6. IS System Architecture

Analysis
y Renovation
Mgmt. Env. Analysis Imp. Plan Setup
Inf. Strategy &
IT Env. Analysis Objective
j Setup
p
Major Action
◐ Information Strategy Setup ◐ Dispersion Policy Decision ◐ Tech Structure Setup
◐ Business Structure Setup ◐ System Structure Setup ◐ Definition of Analyzing Area
◐ Interview
I t i ◐ Inf.System
I fS Strategy
S by
b CSF
◐ Questionnaire ◐ Inf.System Strategy by Business parts
◐ Workshop ◐ Information Technique Strategy
◐ Benchmarking ◐ New Inf. Mgmt. Structure Strategy
◐ Interactive Analysis of Inf.System Elements ◐ New Inf. Tech. Structure
◐ RAEW Interactive Analysis ◐ Informatization Training Plan
◐ Tech Structure and System Structure Expression
 Information Strategy & Objective Structure Setup
System of Goal Implementation(1)
•Customer Based Business Activitie

Goal •Contribution of Enterprise Competitiveness Increasing Enterprise Value •Assuring Information Transparenc
•Providing Service to Business Activities • Slimming of Information System
Basic Assuring Business Upgrading of

Transparency Customer Oriented Information System
Policy
Integration of Improving
Intimate Increasing Sales Upgrading Information
Cash Flow Cost Management Forecasting Information
with Customer Opportunity Store Resource Infra
Focused Strengthening Setting Disposition Reclassifying Code

Policy Setting Evaluation Setting Standard
Real-time Inf. Analysis Receiving Order System EUC & GUI
Criteria Cost Distribution On/Off Sales
Analysis Strengthening in EDI Improving Data level Web base
and Result Measuring Stock Turnover Cooperation
Credit Control Sales Power Inf. Motivation Buildingg comprehensive
p N/W & Securityy
Process Shortening Deadline
(Risk) Guarantee Warranty Inf Sharing System
① ② ③ ④ ⑤ ⑥ ⑦ ⑧ ⑨
Building Implementation Use of SCM system
Theme Use of SEM Use of CRM of SFA
for Use of KMS ＤＷＨ EC/EDI (Production/ Use of ERP Refresh
VBM & BSC
Improvement ABC/M
Based (CTI/ARS) Mobile Sales/
Computing Circulation) (C/S)
Strategic Knowledge DataWarehouse Customer Sales Economic Supply Enterprise

Enterprise Management Relation Force Commerce Chain Resource
Management System Management Automation Management Planning
Building Value & Speed Based Management
 Information Strategy & Objective Structure Setup
System of Goal Implementation(2)
Management infra
SEM 공유//활용
공유
Knowledge
KMS 축적 Management
Supplier 창조 Customer
SCM
SFA
EC/EDI ERP
Security Groupware CRM
Internet & Workflow
DWH
Network infra Process infra Data infra
Pl tf
Platform (C/S)
 IT Reconstructing Model 1. IT Reconstructing Model
Principle of Information IS Organization

Architecture
System
• Application Rule •IS Organization
Direction
• Data Rule
•IS Management Process
• IT Infra Rule •IS Organization Structure
• IS Organization Rule •Training System
Application Architecture IT Architecture
• Portfolio • Strategy to Build App.

• Strategy to Build DB
• Ways for Development
• Strategy to Build System
• App. Definition • Building IS System
• CRUD Matrix • Technology Trend
Data Architecture
• Defining Requisite
• Subject Area
• Defining Subject Area
2. Information System Principle
Principle of Information System

 Principle of Information System is a Basic Guideline about Development and Usage of Enterprise’s Information
Technology with Considering Business Strategy
 Principle
P i i l off Information
I f ti System
S t is
i mostt fundamental
f d t l Framework
F k considered
id d ini doing
d i various
i decision-making
d ii ki
on Information System
 Principle of Information System is used as basic rule for development of 4 sub-Information Architecture and
provide basic framework for building future Information System
 Principle of Information System is should be reanalyzed and modified by the change of Business Strategy.
Total Information System

...
Supporting
Application Data IT IT Management/

Architecture Organization
g Business
Strategy
Principle Application, Data, IT, IT Management/Organization

Application Rule
 Online and Real Time  Easy User Interface
 Setting the Range by Process  Use Approved New Technology
 Possibility of Rapid Modification and

 Reusability, Commonality, Transplantation
Upgrading
 Priority on Current Task  Development of Infrastructure Stability

 Rule: Online and Real Time
Category Contents Remark
• H/W capable of online and

• Application should be built by online and real time method. real time processing should be
Definition • But Exception when no economic validity or low efficiency prioritized
• Application should be built through online and real time method to improve
Meaning instant information providing. Enterprise efficiency will increase
through rapid provision of correct information
 Rule : Easy User Interface
C t
Category C t t
Contents R
Remark
k
Definition • Each Application should have interface which is easily usable and consistent
Meaning • User Friendly Interface should be built independently of System to increase productivity
y
2. Information system Principle
Data Rule
 Separation
S ti between
b t D
Data
t and
dAApplication
li ti  Responsibility
R ibilit off U
User on D
Data
t MManagementt
 Managed as Enterprise Assets  Open to Insiders, Close to Outsiders
 Responsibility of Users on Data Security

IT Infra Rule
 Supporting
pp g Information Technology
gy  Supporting
pp g Users
for Maximizing Productivity on their Information Infra Usage
 Open System and Adoption of

 Client Serve Structure
International Standard
 Universal Data Access and Usage  Internet/Intranet based Structure

IS Management Rule
 Build Information System Management

 Apply Consistent Developing Methodology
Infrastructure
 Divide Development and Maintenance

 Stabilize Data Management Infrastructure
Management
g
 Build Security Management Infrastructure  Satisfy Inside Customers

Application Architecture
 Application Architecture is at the core to pragmatize the strategic and tactical opportunities through
administrative analysis of company K. This is defined as the relationship among applications,
building strategies and related policies, and tactics.
Business Management Security

Business
Administration
Area
Business Process Support

Management Accomplishing
Application
pp Architecture
Strategies Vision
Flexibility Organization
Information System
Standard
Convenience
-isation
CRUD Analysis - Continued
CREATE
“Keeping necessary Information for Business“
READ
“Reference Information for Business”
Business Entity Type
Roles
UPDATA
“Updating Data as Business proceed”
DELETE
“No more necessary”
(Interaction Types)
CRUD Analysis - Continued
Production Direction
Production
Process
Sales Purpose
Production
C:Create
Sales Pllan
Sales Goal
Salesme
Process Rate
Entity Tyype
Sales Merit
Scrap
R:Read
U:Updata
n Merit
D:Delete
en
n Plan
Business Roles
Setting Sales Plan Sales Management
C R R Business Area
S i Sales
Setting S l Goal
G l R C R R
Counting Sales Merit U C
Evaluating Sale Merit U R
Setting Production Plan C
Setting Production Schedule R R C R R C U
Production Direction R C
Counting Production Merit C
Apprehension Process Rate C
Production Management
Business Area
Scrap Management C
(Definition of Business Area: CRUD MAP)

DATA Architecture
 Data Architecture is all inclusive framework which include data decentralization and management access method
to support application architecture for development and application of subsidiary subject database. It also apply
to build up the stable data models and definite detailed data elements for embodiment of comprehensive system.
DATA Principle
DATA Architecture
Combination
Subsidiary DATA Architecture
Subject DB Requirement No Company Comprehensive
Defect DATA Information
Modeling System
Derivation of Security
Required Elements
And Execution Proposals
Instance
Definition of Data Architecture Requirements
 Data Requirements
Data Requirements Contents
• Combined DB is necessary to remove defects caused by overlapped management
of source and lack of continuing data management, and to keep consistent data
Building Combined
flow in business general.
DB
•Combination of GIS DB and MIS DB through their linking
• Link
i k with
i h Groupware
G (Notes)
( )
Data Management • This should be easy for users to access and use data and not difficult to secure
Technique
and manage
AAccessibility
ibilit andd • Providing users combined single database image for specific databases in specific
Convenience of Data
hardware
5. IT Infra Architecture
IT Infrastructure Architecture
Related Cooperating
Executive Officer Staff Manager Operator Customer
Organization Institute
C/S WEB
DSS/EIS Group Ware MIS DBM WEB App.
EDW DB KB
ABC/BSC SCM CRM
Finance Production Business

Strategies for Application Building
<Application Development Trend>
Market Trend
Non-Structural
③ Package Enabled
Business ② Traditional Business
Transformation Transformation
Problem Awareness
By Enterprize Analysis/Design
④ Template Enabled
Business ① Application Development
Transformation
Structural
Known Business Unknown
Solution
Definition of Technology Trend
 Open System(C/S) & Mainframe
 Even though there was a big wave of “decentralization” in the early 90’s, it’s hard to find any
examples with improved application and fast information processing environment as expected.
As a result, there are more and more voices among Mainframe companies which say returning back to
centralized processing with Mainframe.
 However, it is believed that system structure must be oriented to ‘Open System’ based on necessity
y
of EUC (End User Computing) environment by supply of PCs and increase of their application, and
diversification of products. Of course, the perfect solution to solve many problems what ‘Open System’
em’
has such as security, reliability, batch processing speed and print speed is not ready yet.
 Consequently, it is desirable to harmonize ‘Mainframe’ and ‘Open System’ appropriately based on
usage aspects of invested materials and business characteristics.
6. IS Structure Architecture
IS Structure Architecture
 Mission
• Contributing to achieve Company K’s vision through improving

business
efficiency and customer service by successful application of strategic
management
Here, ‘successful supply of strategic management’ means

- Combination of management goal and information system goal
- Restructuring company’s work activities with information technique
- Consolidation of work using information system
- Efficient data use inside the company
- Education the role and feasibility of information system for CEO
Direction of IS Structure
 GOAL
GOAL 1 : Building comprehensive information system inside the company based on Information Strategic
Plan(ISP)
• Accomplishing shortening system building time, lowering cost, and improving product quality by
comprehensive information system grounded on systematic Information Strategic Plan (ISP) which reflect
company K’s vision and strategy.
GOAL 2 : Building comprehensive information infrastructure supporting comprehensive information system

em
• Establishing global information sharing system which connects inside and outside customers by groupware
environment and combined network.
GOAL 3 : Settling systematic and standardized information management system

• Endeavoring to keep information architecture management based on introduction of standardized quality
control system and technology improvement for organized connection between management and information
Strategies.
IS Structure Strategy
 Pursuing working place-centered informatization from computer-centered informatization

zation
 Early adoption of qualified information competitiveness through fostering of expertss

- Current work
- Computer
 Systematic customer information management
 Managing flexibility in work, structure, manpower, and system as information technology

ology
advance and organizing company structure to propel consistent information strategy

- Strategy People
- Business People
- IT People
Basic Elements in IS Management
Analyzing
y g
Ability
To embody
Comprehension appropriate work Coordination
Ability flow Ability
To understand To draft
system user needs management
Experts Community strategy based on
technology
Management CreativityAbilit
• Information Strategy
gy Planningg Expert
pert
Ability y
To conduct • User Computing Producer To express system
development project • Service Provider models based on
• Management Innovation Expert knowledge and
knowhow
• Information Infrastructure Designerr
Implementation Judgment
Ability Ability
To build up To understand and
implement ideal Technology decide technology
infrastructure Ability trend
To apply
information
technology into
system building
IS Management Process
IS Process Goal Main Work

• Setting detailed plan of information
system Setting mid and longterm plan, setting shortterm plan, Decision
on information system policy, Decision and maintenance of
stem
• Connecting management strategy and information system
Planning • Setting information strategy plan information system architecture, Budget planning, Cost and
• Management of information managing manpower merit maintenance, IS process management, Alteration management
• System development corresponding to
System design and emplacement, Programming,
System Development user’s list, schedule, and budget
Project management,Outsourcing
Operation • Abiding by schedule and response time System operation, maintenance, backup work
• Encouraging information technology

docket and use
EUC Support • Support user’s information technology
User training, Construing End User Needs, Operating Help Desk
esk
• development
Training & Technology • Education and training route development
entComprehension and review of new information technology,
Development for information technology pursuer Planning education, Developing technology
• Design and combine database DB maintenance, DB security and access, Migration path
Data Management • Accuracy of data development
Telecommunication • Telecommunication network

N/W structure, N/W maintenance, N/W security management
Support service level
Implementation Plan Setup
1. ISP Plan Schedule
2. Example of Implementation Plan Setup

 ISP Setting Detailed Methodology

Analysis
y Renovation
Inf. Strategy &
IT Env. Analysis Objective
j Setup
p
Activities
◐ Driving Priority and Schedule ◐ Sectional Investment Plan and Effect ◐ Setting up Project Driving Plan
Main Technique Main Product

◐ Expected Problems and their Solutions on Project
◐ Stepwise Goals and Main Aspect
◐ Interview ◐ Elements deciding Project Priority
◐ Cost/Effect Selection ◐ Evaluation on Project Priority
◐ Priority Analysis ◐ Project Driving Schedule
◐ Consuming Materials
◐ Criterion deciding Budgets and its Reasons
◐ Expected Effects
 ISP Working Schedule 1. ISP Plan Schedule
Schedule M M+1 M+2 M+3

Activity (week)
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
1.A1000 Management Environment  Kick-Off

Analysis
- Inside Environment Analysis
y
- Competition Environment Analysis
- Management Environment Analysis
2. A1100 Enterprise Model Analysis
- Business Research
- Current Business Role Modeling
- Current Business Data Modeling
- Systemizing Elements Analysis
- Current Enterprise Model Definition
3. A1200 Tech. Environment Analysis

- Current Information Tech. Analysis
- Information Technology Trend Analysis
- Diagnose Enterprise’s Informatization
4. A1300 Enterprise Model Improvement  Interim Report

- Selection of Business Role Target
for Improvement
- Improving Business Flow
5. A1400 Information Strategy and
B ildi G
Building Goals
l
- Setting Information Strategy
- Setting Information System Structure
- Setting Information Tech. Structure
- Setting Information Management Structure
6. A1500 Building Embodiment Plan Final 

- Selection of Development Project Report
- Estimation of Development Project
- Setting Project Driving Plan
EXAMPLE 2. Example of Imp. Plan Setup
6.1 Information Strategy 6.1.1 New Information System Vision
• Building Integrated Management System

- Integrated Business/ Information sharing • Building Customer/Working Area Centered System
- Strategic Plan/Providing Analyzed Information - Operating
O ti Customer/
C t / Market
M k t Information
I f ti Management
M t System
S t
-Providing Efficient and Effective Service on - Building Warranty System corresponding to Customer’s Needs
Specific Business Demand - Building Strategic Marketing Support System
Integrated
g Management
g Customer Centered
Building an Appropriate Information

System corresponding to
Management Strategy
Strateg
Productivity Improvement Flexibility

i ii
- Building Purchase/Production/Management Interface -Building up Flexible IT Infra with
- Pursuit Even and Effective Service on Specific Business Demand Introduction/Application New Technology
- Building up Data Connection System between Business - EUC
- Building EUC/OLAP
Thank You

Information Strategic Planning

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ISP Seminar

Information Strategic Planning

Client/Server Information Change on Business

•Internet •CEO Training •Future IT

Back office Support function Enabler

Internet Channel, Service Human,Devices,

Data Information Information Share/

Business Strategy IT Strategy

Core Governance Competency IT

Business Operation IT Operation

3. ISP Setup Structure

4. ISP Detail Methodology

- Methodology is a system of methods and principles for doing something -

Methodology Formation Motive

Changes in Biz Env

- Value change - Enterprise S/W PKG in extended

 Strategy oriented Mgmt

High Quality of Current sys support &

Integration with Acceptance of various

1) Task items : Module, Activity, Task, Review Point

ISP : Information Strategic Planning

Capture Major strategic information to achieve mgmt goal

Integrated Business Consistent innovation & ISP Methodology

Process Innovation and Information Engineering

 Understand changed future corporation.

Company Value Maximize

SIMPLEY TIMELY SPEEDY

Strategic Decision Making Support

MGMT Renov. Inform. Resource Total Mgmt

Information Strategic Planning(ISP) Set Up

Process Data IT Organization

Project Eval. Committee

Project Manager Out side consulting team

Project Member (Task Force Team)

Project Support Team Project Task Team

◐ User Key Man : Each Part ◐ Information Task : 3 ~ 5 명

Schedule M M+1 M+2 M+3

1.A1000 Management Environment  Kick-Off

3. A1200 Tech. Environment Analysis

4. A1300 Enterprise Model Improvement  Interim Report

6. A1500 Building Embodiment Plan Final 

Project Major Factors

Total project Team Member

Total # of participant(Interview, Group session, Committee)

 IS dept - # of work Units

 Total no. of sub-project area

 Target current systems to be analyze

Total work units in project scope

Mgmt Strategy Application Data Application Data

IS Direction Requirement Analysis &

Business objective, Direction

Information For business

Mgmt Strategy &

A 1000 A 1100 A 1300 A 1500

T 1010 T 1110 T 1310 T 1510

T 1020 T 1120 T 1320 T 1520

T 1030 T 1130 T 1530

IS Strategic Planning Methodology

Enterprise Model Enterprise Model

◐ Internal Env Analysis ◐ Competitive Env Analysis ◐ Mgmt Strategy Analysis

Major Techniques Major Deliverables

IS Strategic Planning Methodology

Enterprise Model Enterprise Model

◐ Current Biz Function Modeling ◐ Current Enterprise Model Definition