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INF5890IT and Management

Introduction

26thJanuary 2015

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About the course

Practicalities

Course overview (format, important dates etc)

About the project Course content

IT and management at what level?

Sociotechnical complexity How readings (book + articles) and activities (lectures, seminars

and project work) contribute to understanding complexity

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Course Overview

Lectures Reading Seminars Project Deliverables

26.01 Introduction -

02.02 IT governance

03.02 IT governance

09.02 Project management

16.02 Project management

23.02 Project management

02.03 Enterprise Architecture 3.03 (group no. 1)

09.03 Service-Oriented

Architectures

17.03 IT governance in the

public sector

24.03 (group no. 2)

13.04 TBA

20.04 TBA

27.04 Contracts, vendor

relations etc.

04.05 IT governance in the

health sector

21.04 (individual, no. 3)

11.05 Wrap-up Home Exam between May 11-22

Discuss:

Readings

Project Work

Present:

Group Project

Deliverables

Coordinated byMikael

As perreading list

(matching

literature to

lectures to be

found in websitenext week)

Monday 12.1514.00 in Pascal

Tuesday 10.1512.00 in Smalltalk

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Projects

Mandatory participation

Have to be completed to take exam - not graded

Each project group has 4-5 participants

Project groups find cases

Staged approach for deliverables Two group deliverables

One individual deliverable

Groups need to be formed and cases selected by Feb 10th

More in seminar tomorrow (10.15 - 12.00 in Smalltalk)

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Projects Overall Description

Study the as-is situation related to IT management/governance inone selected organization Map

Analyse (using concepts and frameworks taught in the course)

Recommend

Compare and contrast across cases

At least two interviews (during a months time) and secondarysources (organizations documentation or from public sources)

Deliverables To be presented and discussed in seminars

Detailed guidelines for project work to be found in the web page

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What is the course about?

Course content

The course offers an overview over central managerial challenges related todevelopment, implementation and management of IT solutions in currentorganizations. A general introduction to theories on organization and managementis given, with a specific focus on socio-technical complexity. Both strategic and

operational aspects of management are covered.

Learning outcome

Through the course you will gain knowledge on these topics: IT governanceapproaches, models and frameworks

IT strategy and how to organize the IT department

Project management

Vendor relations, contracts and purchases

Sourcing

Life cycle management and total cost of ownership

Enterprise Architectures

Management of complex systems and infrastructures

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INF5890 in a nutshell

IT Governance

IT Development& Maintenance

INF5890

IT Management

Strategic level (giving overall direction)

Operational level (ongoing management)

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Reading Material

Book: not textbook, written for a professional audience, less

structured - more narrative

easy to read, include a lot of practical examples

Papers and manuscripts: written for a scientific audience, presuppose some background

knowledge of the topics, to read after the relevant lectures contain useful references

Lecture presentations will be available in the web pageaftereach lecture

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Simple models of complex phenomena

all models are wrong, but some are useful

(George Box, 1978)

A model with all the complexity of the original does not help usunderstand the original.

The whole purpose of a model is to eliminate details that are not

essential to the problem at hand.

So, purposeful simplifications! What to foreground and what to

send to background

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Model types

SenseMaking vs Predictive vs Normative models

SenseMaking Models help us: Focus attention - filter incoming information

Sort out which further information to collect

Communicate

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Decision on what

Decision

by whom

A Matrixed Approach to IT

GovernanceA matrix that juxtaposes five IT decision domains against different decision taking modes

P. Weill and J. Ross, IT Governance: How Top Performers Manage IT Decision Rights for Superior Results (Boston: Harvard Bus iness

School Press, 2004).

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Beyond the book

Some technological trends not covered byWeill and Ross:

Cloud computing, virtualization

Loose application integration (e.g. web services) Process tools (advanced BPM, BPEL)

Platforms/ecologies

Open source sw/commons-based peer production

-> Complexity as explicit theme

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Cloud computing

U.S. National Institute for Standards and

Technology (NIST):

Cloud computing is a model for enabling ubiquitous,

convenient, ondemand network access to a sharedpool of configurable computing resources (e.g.

networks, servers, storage, applications and services)

that can be rapidly provisioned and released with

minimal management effort or service providerinteraction

(Mell & Grance, 2011)

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Key components of cloud

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Infrastructure as a Service (IaaS)

Storage, computational power

Ex: Amazon Web Services

Platform as a Service (PaaS) Development environment

Ex: Google App Engine, Microsoft Azure

Software as a Service (SaaS)

Applications

Ex: Gmail, Google Docs, Facebook etc. as well asenterprise systems (Salesforce.com)

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Platforms

Platforms beyond organizations - ecologies Paper: Ghazawneh and Henfridsson (2012) about

iPhone - how Apple balanced control (over platform)

with openness for third party development and within organizations

enterprise systems as platforms: vendor + third

party + in house components:

Paper: Rolland and Aanestad (2014)about Microsoft

Sharepoint in Bergen Drilling (evolution,

customization, migrations between versions)

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Web Services

Web Services allow loose coupling amongapplications.

Tight coupling is appropriate when a well-

defined relationship exists between

applications.

Loose coupling is appropriate for exposing

business logic when the partner system is notnecessarily specified.

Polycentric decision making forapplications is facilitated by loose coupling

Governing architecture and infrastructures

becomes more important

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Advanced Process Tools

Work tasks that span systems. Processes

documented in documents and regulations.

Process deployment on the basis of events

monitored locally.

Information exchanges by bricolage and with

room for local autonomy.

A new layer to connect work tasks and systems.

Processes modeled in the new layer.

Formal models for process deployment and

monitoring.

Global management of human to human, human

to machine, machine to machine interactions.

Before BPM After BPM

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New layers to be governed

Governance arrangements are

related to key decisions within

organisations on

standardisation and

integration.

Whenever issues of integration

and standardization arise BPM

and SOA are becoming

important.

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Open source software

commons-based peer production

Important governance decisions

related to IT principles.

New way of sourcing.

New way of conceptualizing

projects.

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Development, implementation & management

of IT in current organizations is complex

Great number of

components (technological

and organisational)

Great heterogeneityamong components

Great number of

connections (formal and

informal, managed and

unmanaged)

Great heterogeneity ofconnections (tight/loose)

Great speed of change

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Complexity Science(s)

Explains e.g.: Zoological phenomena (bird flocks,

ant communities etc)

Biosphere, eco systems

Body: brain, immune system

Social phenomenon (behaviour)

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One definition: complexity is dependent on the number of different types

of components, the number of types of links, and thespeed of change of the system

Scott L. Schneberger og Ephraim R. McLean (2003): The ComplexityCrossImplications for Practice. Communications of the ACM, vol.66, no. 9, s. 216-225.

Complex Adaptive Systems theory: How complex systems develop through participants

adaptive behaviour (i.e learning)

Managment philosophy (enable self organisation andlearning)

Axelrod and Cohen (2001): Harnessing Complexity:Organizational Implications of a Scientific Frontier

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(The Cynefin framework)

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Further readings

Mangerial vs. technology-centered accounts:

Ciborra m.fl. (2000): From Control to Drift. The

dynamics of corporate information infrastructures

Hanseth og Ciborra (red): Risk, Complexity and ICT(2007)

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Summing up

Models and framework are always partial

views of complex phenomena

Book + other readings focus on particular

aspects of management and IT

Course project: how it looks in practice

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BACKUP

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generate emergent behavior that

cannot be inferred from the

behavior of components

among them and

across scales

dynamically

interacting

many

heterogeneous

components