Beruflich Dokumente
Kultur Dokumente
McGraw-Hill/Irwin
Learning Objectives Identify each of the three components of information technology management
Use examples to illustrate how they might be implemented in a business
Explain how failures in IT management can be reduced by the involvement of business managers in IT planning and management
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Learning Objectives Identify several cultural, political, and geo-economic challenges that confront managers in the management of global information technologies Explain the effect on global business/IT strategy of the trend toward a transnational business strategy by international business organizations
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Learning Objectives Identify several considerations that affect the choice of IT applications, IT platforms, data access policies, and systems development methods by a global business enterprise Understand the fundamental concepts of outsourcing and offshoring, as well as the primary reasons for selecting such an approach to IS/IT management
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Business and IT As the 21st century unfolds, many companies are transforming themselves into global powerhouses via major investments in
Global e-business E-commerce Other IT initiatives
There is a need for business managers and professionals to understand how to manage this vital organizational function
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Case 1: Toyota, Procter & Gamble, Hess Corporation, and Others Today, the role of a CIO has become very strategic. Tomorrows CIOs will be even more involved in strategic thinking and influential in an organization. The skills needed to be a CIO has changed as their role has shifted from being a technologist to business strategist. Developing and mentoring their successors is one of the key responsibilities of IT leaders in an environment that includes the changing role of the CIO and a shortage of qualified managers.
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3. How can CIOs prepare their successors for an uncertain future that will most likely require skills different from those possessed by the successful CIOs of today? Which key competencies are enduring, and which ones are a function of the current technological environment? How can CIOs prepare for the latter?
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Components of IT Management
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Managing the development and implementation of new business/IT applications and technologies
Information systems development
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Managing the IT Function Three things happened in the past few years
The Internet boom inspired businesses to connect their networks Companies on on their intranets essential applications without which their businesses could not function It became apparent that maintaining PCs on a network is very, very expensive
Next
Downsizing and moving back to decentralization
Current
Centralized control over the management of IT while serving the strategic needs of business units
Hybrid of centralized and decentralized components
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Managing IS Operations IS operations management is concerned with the use of hardware, software, network, and personnel resources in data centers Operational activities that must be managed
Computer system operations Network management Production control Production support
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Chargeback Systems
Allocates costs to users based on the information service rendered
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IT Staff Planning
Recruiting, training and retaining qualified IS personnel Evaluating employee job performance and rewarding outstanding performance with salary increases and promotions Setting salary and wage levels Designing career paths
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Other IT Positions
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Technology Management All information technologies must be managed as a technology platform for integrating business applications
Both internally or externally focused The Internet, intranets, electronic commerce and collaboration technologies, CRM software, enterprise resource planning, and supply chain management
Key roles
Troubleshooting problems Gathering and communicating information Coordinating educational efforts Helping with end user application development
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Outsourcing
The purchase of goods or services from third-party partners that were previously provided internally
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Why Outsource?
Save money achieve greater ROI Focus on core competencies organizations can focus on the business that they are in Achieve flexible staffing levels Gain access to global resources Decrease time to market
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Failures in IT Management
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The International Dimension Companies around the world are developing new models to operate competitively in a digital economy
These models are structured, yet agile, global, yet local They concentrate on maximizing the risk adjusted return from both knowledge and technology assets
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Transnational Strategies
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Global Business Drivers Business requirements caused by the nature of the industry and its competitive or environmental forces Examples of global drivers:
Customers Products Operations Resources Collaboration
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Global IT Platforms
Software Difficulties
Packages developed in Europe may be incompatible with American or Asian versions The software publisher may refuse to supply markets that disregard software licensing and copyright agreements
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Key Questions for Global Websites What kinds of traditional and new media advertising will you have to do in each country to draw traffic to your site? Will your site get so many hits that youll need to set up a server in a local country? What are the legal ramifications of having your website targeted at a particular country, such as laws on competitive behavior, treatment of children, or privacy?
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Most of the world has decided that restricting Internet access is not a viable policy
Restricting access also hurts a countrys opportunities for economic growth and prosperity
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Internet-Enabled IT Development
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Case 4: IBM Corporation Only services can provide growth on the scale that IBM needs to make shareholders happy
To combat cheaper offshore companies, IBM is giving away technology
By the end of next year, IBM Services head count in India will top 52,000
More than one-fourth of all services personnel About one-sixth of IBMers worldwide
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Case Study Questions 1. Do you agree with IBMs employment response to competition from software development contractors in India like Wipro that are expanding into IT consulting services? 2. Will IBMs plan to give away some of its IT assets and intellectual property and increase support of opensource software products be a successful growth strategy in the brutally competitive marketplace in which it operates?
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3. Do you agree with IBM researchers assumption that IT will remain hard to use, expensive, and labor-intensive, with customers continuing to need help solving business problems for along time to come?
Should IBM bet its business on that assumption?
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