Perspectives, Focus, and Change in the 21st century

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The models for managing IT strategy, the IT function, and IT projects are changing in the twenty-first century.
The past is inadequate for fitting the environmental turbulence .

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External IT fundamental changes
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High computing power
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Network-oriented processing
Wireless-oriented accessing
Organizational behavior/structure adaptation for searching fitness
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The computer-literate & network-centric knowledge worker

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First era: pioneers, penetration, and chaos (1954-1963)
(the proud age of transistor)
Second era: gaining control-centralization and a technical monopoly (1964-1976) (after the IC breakthrough against the tyranny of numbers)
Third era: letting loose-distribution and decentralization
(1977-1984) (the dominant age of IBM)
Fourth era: distribution-a free market with issues of architecture and management (1985-1996) (the frogleap of Wintel )
Fifth era: the worldwide web and anytime/anyplace computing (1997 into the 21st century) (the Internet era)

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The first commercial computer was installed in a General Electric Plant in 1954
Univac I machine was once a leader in the market place.
Scientific applications were dominant in the age of Cold War.
FORTRAN and COBOL did not emerge as the popular programming languages until the late of this era.

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Computing: isolated machines
Applications: Scientific and engineering; machine-specific programs
Management: in-house training of technical staff
Organization: unplanned, chaotic
Key issues: few concerns; computing is a mystery, scattered and hidden from top management view

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Technological advances:
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IBM system 360 series — a modularized design ignited the dramatic growth of computer industry and brought consolidation of organizational computing resources
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 direct-access storage devices (DASD), telecommunication, Multiple access computing
Beyond the function of accounting: included several efficiency-enhanced transaction processing systems, e.g., inventory control, banking, airline, taxing, healthcare, etc.

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Computing: Distributed access to mainframes; compatible product lines
Applications: accounting, inventory, and business transactions
Management: standardized programming languages, early database technology
Organization: consolidation of control within the data processing function
Key issues: rising cost, unmet user expectations

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Minicomputer emerges: DEC VAX series, Wang, and equipments of Japan ’ s electronic firms
Increasing demands of IT processing services
Focusing on the effective & efficient IS development methods — SDLC & User involvement
Externally-developed software packages were available (the spill-over effect of IBM)
IT organization and management in a advisory, service-oriented role
IT as a source of competitive advantage in the marketplace (focus on efficiency)

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Computing: midrange computers, easy-to-use interfaces
Applications: commercial and user-developed applications complement internal systems development efforts
Management: systems development life cycle procedures; distributed IT development
Organization: greater business unit control of IT
Key issues: coordination of centralized and businessunit IT efforts

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PC innovation and widely uses of software packages
The Wintel standard move the computing infrastructure forward
Network technologies connected the legacy systems and the current PCs
A harmonious IS settings with flexibility
Emerging inter-organizational data exchange applications: ERP, SCM, etc.

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Computing: personal computers, LANs, Internet and extranets
Applications: user-friendly applications, desktop systems followed by groupware and workflow system
Management: user-driven systems management; everyone is an IT manager; project control techniques
Organization: federated or free market approach to IT, including centralized, decentralized, and outsourced
IT operations
Key issues: incompatible systems, integration difficulties, Y2K

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This is a dotcom era contributed greatly after Netscape IPO
The business model of click-and-mortar integration
N-generation & M-generation workers
The new economics of information

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Computing: PDA, mobile technology, Internet as primary platform
Applications: electronic commerce systems
Management: professionalism and team skills are paramount; flexibility is added to project control
Organization: downsizing of corporate IT, integration of business and IT operations
Key issues: embracing both old and new models of IT management

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From transaction processing to business relationship exploration
From IS scalability to IS mobility & agility
From the alignment with business strategy to the reach beyond the traditional business scopes

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Centralization & decentralization
A total business approach around IT
In-sourcing & outsourcing (the make-orbuy decision)
Top management engagement — active participation

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Project management team may change along with shifts in business needs
Rapid everything and virtual many things (the object-oriented programming project)
Trust & innovation rather than control
Action and risk assessment more than system analysis (standard betting & selection)
Up-to-the-minute clarity of information

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