Managing Computing Practices for managing an architecture in which programmers do not report to IS Business Within a Business Most firms manage IT as a business within the business, with IT having its own career paths job descriptions personality profiles Aligning IT with the Business Technology Excellence (Systems) IT User Business Profitability (Applications) Organization Structures Contractor Formal agreements for services Utility Reliable information in standard form Vendor IS recommends solutions for business problems Partner IS and Line share responsibilities for success Organizational Structures Technology Need Partner Vendor Utility Contractor Non technology need Contractor The traditional organization for IS units in the mainframe era. Service level agreements Negotiated services Formal separation between users and technical personnel Contractor IT Business Users Negotiation Contractor Example: outsourcing. While this model describes the internal structure for many firms, it is the model for any functions that are outsourced. (See: Clermont, ‘Outsourcing without guilt’, MoIS, #5.4). Utility Hopper, HBR, 1990 IS provides common interface among business units. Common structure in client/server architectures. Is responsible for standard data or software; users responsible for business use. IS monopoly Business units are the innovators Utility Business User IT Support Utility Example: cost centers. IS units set up as standard interfaces among relatively independent business units. Vendor Quinn & Paquette, Sloan MR, 1990 IS competes with outside services for resources. Acts as internal consultants. IS responsible for understanding business tactics User accepts IS proposals Vendor Business User IT Sell Vendor Example: profit centers. Organizations that emulate consulting firms and set up their IS organization as a separate profit center do this. IS competes for funding dollars against outside organizations. (See: Allen, Make IS pay its way, MoIS #5.7) Partner Henderson, Sloan MR, 1990 IS tightly integrated with business strategy. Most common in high tech businesses. Users and IT consult on both technology and business solutions Shared rewards for business success or failure. Partner IT Business User Share Partner Example: distributed resources. Many companies have distributed IT personnel into business units so that the IT function would report directly to the business unit manager. Relationship Choice Contract Utility Vendor Partner The appropriate relationship depends on the business strategy of the company, the maturity of the organization and the experience with IT Business Strategy Type A: seeks to obtain business advantage from the use of technology Type B: uses technology for business advantage, although possibly not IT, and is comfortable paying for quality Type C: seeks to compete on a commodity or cost containment basis Four Stages of EDP Growth Gibson & Nolan, Managing the four stages of EDP growth, HBR, 1974 1. Initiation: new concept, exploring the technology. No control. 2. Expansion: some applications found, need to get people on board. 3. Formalization: costs become and issue. Effective controls developed. 4.Maturity: technology well integrated and managed. Managerial Tactics Laissez Faire Monopolist Acceleration Marketing Operations Alavi, Nelson, Weiss, JMIS, Critical Success Factors Boynton & Zmud, An assessment of critical success factors, HBR, 1984 Those few things that must go well to ensure success Require continued monitoring Measurable Cover business requirements IT Business