Introduction to MIS
Chapter 13
Organizing the MIS Resources
Copyright © 1998 by Jerry Post
Introduction to MIS
1
Organizing IS Resources
Strategy
Tactics
Operations
Introduction to MIS
2
Outline
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Managing the Information Systems Function
MIS Roles
MIS Jobs
Centralization and Decentralization
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Hardware
Software
Data
Personnel
Client-Server Solutions
Object Orientation
Change and Outsourcing
Introduction to MIS
3
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Hardware administration
Software support
Corporate data access
Software development
End user support
Computing standards
DB administration
Network administration
MIS Roles
Advocacy
Corporate
computing
standards
Database
administration
Access to
corporate data
Software
development
Hardware
administration
Software training
and support
Introduction to MIS
Support end user
development
4
Other IS Roles
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Database Administrator
Computer Programmer
Network Administrator
Network Specialist
Systems Analyst
Webmaster
User Support
HelpDesk
Trainer
IS Management
CIO/VP IS
Director
MIS
Systems Development
Systems Development
Sr. Project manager
Project manager
Systems analyst
Programmer/analyst
Programmer
$72,000
61,500
52,000
44,500
36,000
User Support
Support manager
$55,000
Help desk manager
47,500
Instructor
42,000
PC technical specialist 36,000
Introduction to MIS
$126,000
94,000
79,500
Salaries
1997-1998
Includes bonus
Networks
Database
Telecom. manager
$71,000
Telecom. specialist
56,500
Network architect
69,000
LAN/WAN specialist 54,500
Network administrator 45,500
Database manager
$74,000
Database administrator 61,000
Database analyst
55,000
Operations
Senior manager
Manager
Lead operator
$61,000
50,500
35,000
Specialists
ERP analyst
$80,000+
CASE tools
61,000
Systems programmer
54,000
Lotus Notes developer 52,500
Q/A specialist
49,000
Webmaster
47,000
http://careers.wsj.com (Robert Half 1997)
Computerworld 9/7/1998
http://www.computerworld.com
6
International Salaries
Systems Analyst
salary
nonsalary
Computer
Programmer
salary
nonsalary
Textile Worker
per
hour
nonsalary
United States
46,757
14,443
36,022
10,578
8.74
2.87
Japan
51,938
12,581
42,316
9,415
14.12
9.53
Germany
49,286
15,821
40,124
13,951
13.12
7.38
France
44,050
27,113
26,311
19,210
9.73
6.76
Britain
41,808
9,680
25,529
5,718
8.23
2.04
2,248
3,196
1,769
2,206
0.41
0.15
Mexico
20,794
15,057
14,917
11,161
1.68
1.25
Hong Kong
51,277
12,185
28,211
6,404
3.33
0.52
India
The Economist: 7/30/94
Introduction to MIS
7
MIS Job Skills Needed
Skill
Enterprise resource planning
Oracle (DBMS)
Groupware tools
UNIX
Networking
Cobol
Database management skills
Microsoft NT Server
AS/400
Internet experience/skills
Visual Basic
Project management
1998 Companies
(%)
15
13
12
11
10
9
6
6
6
6
Computerworld, 1998
Introduction to MIS
1998 Salary
Premium (%)
17
13
14
11
12
13
11
1994
Job Ads (%)
22
40
19
28
11
20
11
Arnett and Litecky, 1994
8
Complete Centralization
Hardware
Data and
software
MIS personnel
User departments
Introduction to MIS
9
Complete Decentralization
Human Resource Management
MIS personnel are members
of user departments
Finance
Marketing
Accounting
Introduction to MIS
10
Growth of PCs
Share of Market Value
Worldwide Computer Sales
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Server
Midrange
Personal
1970
1980
1990
1995
1998
Year
Introduction to MIS
11
IS Management Approaches
Hardware
Software
Data
Personnel
Centralization
Share data
Share expensive hardware
Control purchases
Control usage
Less duplication
Efficient use of resources
Compatibility
Bulk buying discounts
Easier training
Ease of maintenance
Easy backup
Easier to share
Less duplication
Security control & monitoring
Similar worker backgrounds
Easier training
Straightforward career path
Specialized staff
Easier to see & control costs
Introduction to MIS
Decentralization
Less chance of breakdown
Users get personalized machines
Microcomputers are cheaper
Different user preferences
Easier access
Customization
Not all data needs to be shared
Easier & faster access
Control & politics
Faster response to users
More time with users
Better understanding &
communication
Different career path
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Outsourcing Evaluation
Cost of reaching
state of the art
Specialized Talent Needed
When any of these characteristics
increases (moves outwards), there
is less reason to use outsourcing.
Security & Control
Level of
Technology
Fixed Costs
Complex Market Structure
Introduction to MIS
17
Globalization, new competitors.
Shorter product life-cycles,
mass customization.
Rapidly changing markets,
flexible manufacturing.
Cost cutting, staff cuts,
loss of middle management.
Outsourcing
Forces
Need to focus on increasing
Pressure on profits.
revenues and decreasing
fixed/semi-fixed costs.
Need for flexibility
and responsiveness.
Outsource
non-revenue
generate functions
(staff/operations)
Desire to minimize amount
of management time devoted
to non-revenue generating
functions.
Economies of Scope
Want one vendor to
provide multiple
functions.
Economies of Scale
- leverage expertise and
methodologies.
- invest in expensive
technologies (state-of-the-art)
- process-oriented approach
Big Outsourcing Vendors
& Big 6 Firms
Introduction to MIS
18
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Projects
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Goal
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Size and complexity of the project.
Match the management techniques to the project scope.
Schedule
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Need a well-defined goal
Good example: Put a man on the moon.
Bad example: Improve the IRS information systems.
Scope
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Appendix: Project Management
Break project into tasks
Tasks depend on other tasks (you can’t paint a wall until it is
built).
Tasks take time to complete (duration)
Tasks require resources.
Resources
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Worker time is usually the most important to schedule.
Workrooms, machinery, and so on.
Introduction to MIS
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Project Management Steps
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Define the project.
Create the plan.
Track and manage the project as it proceeds.
Close the project when the goal is achieved
or the project is cancelled.
Introduction to MIS
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Microsoft Project
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Specialized database
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Specialized views of the data
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Tasks (start, duration, description, dependence)
Resources (costs, needs, assignments)
Gantt Chart
PERT Chart
Calendar
Task Usage
Tracking Gantt
Task Sheet
Highlight task duration.
Highlight task dependence.
Show scheduled tasks.
Show assigned resources.
Compare estimates to actual.
Detailed task data.
Resource views
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Resource Graph
Resource Sheet
Resource Usage
Introduction to MIS
Track resources over time.
Detailed resource data.
Tasks assigned to resources.
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Sample: Spring Forward Century
Sunday, April 2, 2000
25 miles
50 miles
100 miles
Planning the ride
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Choose starting point
Legal paperwork
Establish routes
Create databases
Create promotional materials
Create commemorative shirts
Register riders
Organize volunteer groups
Advertise ride
Plan rest stops
Plan registration
Ride day is a separate project
SpringForwardCentury.mpp
After the ride
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Final clean up
Thank you notes
Write project notes
Organize Spring Forward Century.mpp
Introduction to MIS
22
Organize Spring Forward Century.mpp
Microsoft Project: Gantt Chart
Introduction to MIS
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Gantt Chart (continued)
Introduction to MIS
24
Resource Usage
You need to get some tasks done sooner,
or get more volunteers on the day before
the ride.
You need to start earlier, or get volunteers
to do more of the organizing tasks.
Introduction to MIS
25
SpringForwardCentury.mpp
Ride Day
Introduction to MIS
26
Why IS?
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Value of information rests on how it helps decision makers achieve the
organizations goals.
IS make it possible for organizations to improve the way they do
business.
Knowing the potential impact of IS and having the ability to put the
knowledge to work can result in a successful personal career,
organizations that reach their goals and a better society.
System users, business managers and IS professionals must work
together in order to build and maintain successful IS.
Why is knowledge of information
systems important for managers?
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IS is an essential business function as is marketing,
accounting, operations, …
IS and IT can help businesses gain strategic competitive
advantage.
There are things about IS and IT that managers need to
personally:
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do in order to provide good example as a leader of people who use
technology. What are these things?
know in order to interact effectively with other managers,
developers, providers and end users of IT. What are these things?
What a manager needs to know about IS
(according to James A. O’Brien)
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Management
Resources and Strategies
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Development
Solutions to Business Problems
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Applications
To Operations, Management, and Strategic Advantage
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Technology
Hardware, Software, Networks , and Data Management
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Foundational Concepts
Fundamental Behavioral and Technical Concepts
What a manager needs to know about IS
(according to Bob Kilmer)
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Know when to call.
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Know who to call.
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1st, 2nd, 3rd lines of defense.
How to ask for help.
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Know when it’s time to stop trying.
Be clear and concise.
Provide relevant details of problem.
How to say thanks.
What a manager needs to be able to personally
do with IS and IT
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Have a positive attitude about IS and IT
Practice safe computing: Virus Check
Properly Save, Store and Find Files
Communicate: Email & WWW
Word Processing
Presentations
Spreadsheets
Databases