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uctools 时间:2021-04-12 阅读:()
CMIS520ManagingTechnologyJoEllenMoore,Ph.
D.
ModelsofInformationManagementIS/ITResponsibilitiesStrategyCIOworkingwithtopmgmtteamInfrastructureISDeptApplicationofTechnologytoBusinessProcessesUserAreasModelsofInformationManagementTheModelsNolan's6StagesofISDevelopmentMcFarlan&McKinney'sStrategicGridGibson&Hammer'sBenefit/BeneficiaryMatrixKarten's2StagesofEUCNolan's6StageModelStage1-InitiationApplicationdevelopmentusuallyinitiatedbyISfolksApplicationsdevelopedtoreducecostsLittletonouserinvolvementLaxISplanningandcontrolNolan's6StageModelStage2-ContagionPeriodof"unbridledgrowth"ISDeptrequestsnearlyalwaysapprovedNolan's6StageModelStage3-ControlMisseddeadlines,costoverruns,unmetexpectations…ISmanagersaskedtorelateISexpenditurestobusinessobjectivesFormalizedplanningandcontrolNolan's6StageModelStage4-IntegrationNewtechnologies--databases,userlanguages,microcomputers,spreadsheetpackageBeginmovetowardintegratingapplicationsanddatafilesUsershavetoolstocircumventbacklogofISDeptISDepttakesonmoreofaserviceroleinorganizationNolan's6StageModelStage5-DataAdministrationToward"shareddata"FeworganizationstodayhavemovedpastthisstageNolan's6StageModelStage6-MaturityIntegratedapplicationsmirrorthe"informationflows"intheorganizationInformationresourcesarewovenintotheoverallstrategyoftheorganizationTheStrategicGridClassifyorganizationsby:StrategicimpactofexistingapplicationsStrategicimpactofapplicationsunderdevelopmentTheStrategicGridTURN-AROUNDSTRATEGICSUPPORTFACTORYLowHiLowHiStrategicImpactofExistingApplicationsStrategicImpactofApplicationsUnderDevelopmentTheStrategicGridSUPPORTCategoryPrimarilytransaction-basedratherthanstrategicapplicationsApplicationsdevelopedtoreducecostsTheStrategicGridTURNAROUNDCategoryHavebeguntodevelopstrategicsystemsMovefromSupportbecauseof:newtechnologyindustrydynamicspressurefromuserareasTheStrategicGridFACTORYCategoryHaveimplementedapplicationswithdefinitestrategicimpactButnonewsystemsinthedevelopmentportfolioarestrategicTheStrategicGridSTRATEGICCategoryISpartnerswithsenior,process,andfunctionalmanagersinformulatingstrategyISrepsontopmgmtteamareexpectedtoidentify,recommend,implementtechnologytoenhancestrategicdirectionofcompanyBenefit/BeneficiaryMatrixSortofintegratesNolan'sstagesandtheStrategicGrid…Matrixtocategorizeanorg'suseorneedforinformationtechnologyDimensionsofmatrix:WhoarethebeneficiariesWhatarethebenefitsBenefit/BeneficiaryMatrixDOMAIN1Beneficiary:FunctionalUnitsBenefits:Efficiency,EffectivenessExample:AutomatedaccountingfunctionsBenefit/BeneficiaryMatrixDOMAIN2Beneficiary:IndividualsBenefit:Efficiency,EffectivenessExamples:End-usertools,spreadsheets,wordprocessingBenefit/BeneficiaryMatrixDOMAIN3Beneficiary:EnterpriseBenefits:Efficiency,Effectiveness,andTransformationExample:Makingcustomer'sorderstatusavailabletohim/herelectronicallyBusinessprocesseschange/improveinutilizationofnewtechnologyKarten'sModelofEUCEndUserComputing(EUC)DevelopmentofcomputerapplicationsbypeoplewhohavedirectneedforthemEUCtoolsinclude:spreadsheetsdatabasedevelopers4thgenerationlanguagesKarten'sModelofEUCSTAGE1PromoteEUCProductandtoolsorientationSTAGE2PromoteresponsibleEUCBusinessorientationKarten'sModelofEUCTheTransitionfromStage1toStage2:PuttheanxietybackintoEUC--educateuseronrisksandresponsibilities,andhowtodealwiththemEUCsupportpersonnelandusersworktogethertoapplytechnologytobusinessneedsKarten'sModelofEUCTransitionrequiresthese"shiftsinemphasis":FromreactiveservicestoproactiveservicesFromquick-and-dirtyindividualsupporttoin-depthfunctionalandprocesssupportFromproductorientationtobusinessorientationKarten'sModelofEUC(continued)Fromsupportingallneedstosupportinghigh-payoffneedsFrompromotingcomputerliteracytopromotinginformationliteracyFromone-wayrelationship(usersmakerequestsofEUCsupport)toallianceofEUCsupportanduserpersonnelKarten'sModelofEUCTransitionwillrequirethatEUCtechnicalsupportpersonnel:AllocatetimetolocatingproblemsandopportunitiesamenabletoEUCsolutionsLookcloselyatbusinessfunctions,processes,informationflowsServeasmatchmakerbetweentechnologicalcapabilitiesandbusinessneedsKarten'sModelofEUCTransitionwillrequirethatUsers("process"folks):LearntoaddressrisksandresponsibilitiesofEUCProgressfromknowinghowtouseEUCtoolstoknowinghowtoputthemtogooduseDevelopgoodworkingrelationshipwithEUCtechnologyexpertsACommonTheme.
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All4modelsemphasizeaneedforintegrationofITandbusinessknowledge.
D.
ModelsofInformationManagementIS/ITResponsibilitiesStrategyCIOworkingwithtopmgmtteamInfrastructureISDeptApplicationofTechnologytoBusinessProcessesUserAreasModelsofInformationManagementTheModelsNolan's6StagesofISDevelopmentMcFarlan&McKinney'sStrategicGridGibson&Hammer'sBenefit/BeneficiaryMatrixKarten's2StagesofEUCNolan's6StageModelStage1-InitiationApplicationdevelopmentusuallyinitiatedbyISfolksApplicationsdevelopedtoreducecostsLittletonouserinvolvementLaxISplanningandcontrolNolan's6StageModelStage2-ContagionPeriodof"unbridledgrowth"ISDeptrequestsnearlyalwaysapprovedNolan's6StageModelStage3-ControlMisseddeadlines,costoverruns,unmetexpectations…ISmanagersaskedtorelateISexpenditurestobusinessobjectivesFormalizedplanningandcontrolNolan's6StageModelStage4-IntegrationNewtechnologies--databases,userlanguages,microcomputers,spreadsheetpackageBeginmovetowardintegratingapplicationsanddatafilesUsershavetoolstocircumventbacklogofISDeptISDepttakesonmoreofaserviceroleinorganizationNolan's6StageModelStage5-DataAdministrationToward"shareddata"FeworganizationstodayhavemovedpastthisstageNolan's6StageModelStage6-MaturityIntegratedapplicationsmirrorthe"informationflows"intheorganizationInformationresourcesarewovenintotheoverallstrategyoftheorganizationTheStrategicGridClassifyorganizationsby:StrategicimpactofexistingapplicationsStrategicimpactofapplicationsunderdevelopmentTheStrategicGridTURN-AROUNDSTRATEGICSUPPORTFACTORYLowHiLowHiStrategicImpactofExistingApplicationsStrategicImpactofApplicationsUnderDevelopmentTheStrategicGridSUPPORTCategoryPrimarilytransaction-basedratherthanstrategicapplicationsApplicationsdevelopedtoreducecostsTheStrategicGridTURNAROUNDCategoryHavebeguntodevelopstrategicsystemsMovefromSupportbecauseof:newtechnologyindustrydynamicspressurefromuserareasTheStrategicGridFACTORYCategoryHaveimplementedapplicationswithdefinitestrategicimpactButnonewsystemsinthedevelopmentportfolioarestrategicTheStrategicGridSTRATEGICCategoryISpartnerswithsenior,process,andfunctionalmanagersinformulatingstrategyISrepsontopmgmtteamareexpectedtoidentify,recommend,implementtechnologytoenhancestrategicdirectionofcompanyBenefit/BeneficiaryMatrixSortofintegratesNolan'sstagesandtheStrategicGrid…Matrixtocategorizeanorg'suseorneedforinformationtechnologyDimensionsofmatrix:WhoarethebeneficiariesWhatarethebenefitsBenefit/BeneficiaryMatrixDOMAIN1Beneficiary:FunctionalUnitsBenefits:Efficiency,EffectivenessExample:AutomatedaccountingfunctionsBenefit/BeneficiaryMatrixDOMAIN2Beneficiary:IndividualsBenefit:Efficiency,EffectivenessExamples:End-usertools,spreadsheets,wordprocessingBenefit/BeneficiaryMatrixDOMAIN3Beneficiary:EnterpriseBenefits:Efficiency,Effectiveness,andTransformationExample:Makingcustomer'sorderstatusavailabletohim/herelectronicallyBusinessprocesseschange/improveinutilizationofnewtechnologyKarten'sModelofEUCEndUserComputing(EUC)DevelopmentofcomputerapplicationsbypeoplewhohavedirectneedforthemEUCtoolsinclude:spreadsheetsdatabasedevelopers4thgenerationlanguagesKarten'sModelofEUCSTAGE1PromoteEUCProductandtoolsorientationSTAGE2PromoteresponsibleEUCBusinessorientationKarten'sModelofEUCTheTransitionfromStage1toStage2:PuttheanxietybackintoEUC--educateuseronrisksandresponsibilities,andhowtodealwiththemEUCsupportpersonnelandusersworktogethertoapplytechnologytobusinessneedsKarten'sModelofEUCTransitionrequiresthese"shiftsinemphasis":FromreactiveservicestoproactiveservicesFromquick-and-dirtyindividualsupporttoin-depthfunctionalandprocesssupportFromproductorientationtobusinessorientationKarten'sModelofEUC(continued)Fromsupportingallneedstosupportinghigh-payoffneedsFrompromotingcomputerliteracytopromotinginformationliteracyFromone-wayrelationship(usersmakerequestsofEUCsupport)toallianceofEUCsupportanduserpersonnelKarten'sModelofEUCTransitionwillrequirethatEUCtechnicalsupportpersonnel:AllocatetimetolocatingproblemsandopportunitiesamenabletoEUCsolutionsLookcloselyatbusinessfunctions,processes,informationflowsServeasmatchmakerbetweentechnologicalcapabilitiesandbusinessneedsKarten'sModelofEUCTransitionwillrequirethatUsers("process"folks):LearntoaddressrisksandresponsibilitiesofEUCProgressfromknowinghowtouseEUCtoolstoknowinghowtoputthemtogooduseDevelopgoodworkingrelationshipwithEUCtechnologyexpertsACommonTheme.
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All4modelsemphasizeaneedforintegrationofITandbusinessknowledge.
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