CHAPTER 13
Setting a Direction for
Information Resources
13.1
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INFORMATION RESOURCE
PLANNING
• ASSESSMENT OF CURRENT
INFORMATION RESOURCES
• INFORMATION VISION &
INFORMATION TECHNOLOGY
ARCHITECTURE
• STRATEGIC & OPERATIONAL IS
PLANS MUST MOVE TOWARD
DESIRED ARCHITECTURE
13.2
*
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WHY SET A DIRECTION?
• SHARED UNDERSTANDING AMONG
IS PROFESSIONALS & USERS
• COMMUNICATES FUTURE TO
OTHERS
• PROVIDES CONSISTENT
RATIONALE FOR DECISIONS
*
13.3
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INFORMATION
RESOURCES ASSESSMENT
• CRITICAL EVALUATION OF
INVENTORY OF HARDWARE,
SOFTWARE, PEOPLE
• LOOKS AT QUALITY OF RESOURCES
• HELPS MEET BUSINESS NEEDS OF
ORGANIZATION
*
13.4
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INFORMATION VISION &
ARCHITECTURE
• INFORMATION: Written expression of
desired future for information use &
management
• TECHNOLOGY ARCHITECTURE:
Depicts way information resources should be
deployed
*
13.5
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INFORMATION RESOURCES
PLANNING PROCESS
ASSESS BUSINESS
VISION FOR
BUSINESS
BUSINESS OPS
PLAN & BUDGET
BUSINESS
STRATEGIC PLAN
IS OPS PLAN &
BUDGET
VISION: HOW
BUSINESS SHOULD
USE INFO
ASSESS INFO USE
& MANAGEMENT
13.6
IS STRATEGIC
PLAN
INFORMATION
ARCHITECTURE
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ASSESSING CURRENT
INFORMATION RESOURCES
• MEASURE USE & ATTITUDES
• REVIEW IS ORGANIZATIONAL MISSION
• EFFICIENCY: Uses minimum resources to do its
job
• EFFECTIVENESS: Helps users spend time doing
right things
• COMPETITIVENESS: Helps ensure
organization’s competitive position
*
13.7
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CREATING INFORMATION VISION
• SPECULATE: How will competitive
environment change?
• CURRENT SYSTEM: Can it do future job?
• IDENTIFY CHANGES: How must IS
change to allow company to take advantage
of future environment?
*
13.8
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ELEMENTS OF INFORMATION
TECHNOLOGY ARCHITECTURE
• TECHNOLOGY COMPONENT:
–
–
–
–
HARDWARE
SOFTWARE
NETWORK
DATA
• HUMAN COMPONENT:
– PERSONNEL
– VALUES/CULTURE
– MANAGEMENT SYSTEM
13.9
*
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STRATEGIC IS PLAN
• SET OF LONG RANGE GOALS WHICH
DOCUMENT MOVEMENT TOWARD
INFORMATION VISION &
ARCHITECTURE
• ASSOCIATED MAJOR INITIATIVES TO
ACHIEVE GOALS
*
13.10
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STRATEGIC IS PLAN
• SET OBJECTIVES
• CONDUCT INTERNAL & EXTERNAL
ANALYSES
• ESTABLISH STRATEGIC INITIATIVES
• CRITICAL SUCCESS FACTORS
• ANALYZE COMPETITIVE FORCES
• VALUE CHAIN ANALYSIS
*
13.11
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CRITICAL SUCCESS FACTORS
• FOR SPECIFIC INDUSTRY OR
FUNCTION
• LIMITED IN NUMBER
• IF EXECUTED WELL, WILL LEAD TO
SUCCESS
• SHORT OR LONG-TERM
• PROVIDE OPPORTUNITIES FOR IT
*
13.12
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VALUE CHAIN ANALYSIS
• ACTIVITIES THAT ADD VALUE FOR
THE CUSTOMER
• PRIMARY ACTIVITIES (PRODUCT):
–
–
–
–
–
INBOUND LOGISTICS
OPERATIONS
OUTBOUND LOGISTICS
MARKETING & SALES
SERVICE
*
13.13
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OPERATIONAL IS PLAN
PRECISE SET OF SHORT TERM
PROJECTS TO BE EXECUTED BY IS
DEPARTMENT & USER-MANAGERS
IN SUPPORT OF STRATEGIC IS PLAN
*
13.14
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OPERATIONAL IS PLAN
• LONG TERM: Two-to-three years, project
definition, selection, prioritization. Based on
anticipated changes in business
• SHORT TERM: One year, linked to annual
budget. Focuses on completing current
projects, beginning new ones. Immediate
hardware, software, staffing needs
*
13.15
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BENEFITS OF INFORMATION
RESOURCES PLANNING
•
•
•
•
•
•
•
BETTER IS RESOURCE ALLOCATION
COMMUNICATES WITH TOP MANAGEMENT
HELPS VENDORS
CREATES CONTEXT FOR DECISIONS
ACHIEVES INTEGRATION & DECENTRALIZATION
EVALUATES OPTIONS
MEETS MANAGEMENT EXPECTATIONS
*
13.16
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CHAPTER 13
Setting a Direction for
Information Resources
13.17
© Prentice Hall 2002