week 01 - topic 01 - information systems in the 2010s
DESCRIPTION
Week 01 - Topic 01 - Information Systems in the 2010sTRANSCRIPT
-
John von Neumann Institute - Vietnam National University Ho Chi Minh CityInformation Technology for ManagersBMIT5103 Information Technology for ManagersBMIT5103
Week 01 - Topic 01
INFORMATION SYSTEMS IN THE 2010s
BMIT5103 Course
Information Technology for Managers
Dr. Huy Nguyen
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STUDY GUIDE
TOPIC 01Information Systems in the 2010s
2
Learning outcomes:
1. Role of IT in optimising performance;
2. Why the business value of IT is determined by people, business
processes & organisational culture;
3. Role of IT in BPM & the performance measurement process;
4. Strategic planning process, SWOT analysis & competitive models;
5. How IT impacts your career & the positive outlook for IS management
careers.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STUDY GUIDE
TOPIC 01Information Systems in the 2010s
3
Topics overview:
1. Importance of being an agile enterprise;
2. Capability of IT in improving profitability by enabling ways to connect
with & push content through social networks & mobile devices;
3. Factors which determine the business value of IT & IS;
4. BPM cycle & its challenges;
5. Support of IT in enabling an organisation to respond towards business
pressure;
6. SWOT analysis & strategic planning analysis;
7. Porters competitive forces & value chain model;
8. Importance of learning IT.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STUDY GUIDE
TOPIC 01Information Systems in the 2010s
4
No Focus areas Assigned readings
1 Positioning IT to optimise performance Chapter 1, pp 5 - 8
2 Core concepts of IS & IT Chapter 1, pp 8 - 11
3Business performance management &
measurementChapter 1, pp 12 - 15
4 Strategic planning & competitive models Chapter 1, pp 16 - 21
5 Why IT is important to your career & IT careers Chapter 1, pp 22 - 24
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
5
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
6
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
POSITIONING IT TO OPTIMISE PERFORMANCE
7
Characteristics of an agile organisation;
Opportunities created by the mass migration of users from PCs to
mobile devices;
Ways to assess the value of an innovation;
Doing business with a comprehensive business model.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
POSITIONING IT TO OPTIMISE PERFORMANCE
AGILITY & MOBILITY
8
Identify and capture opportunities more quickly than rivals;
Adapt rapidly because of struggling economic recoveries andadvances in mobile technology;
IT in the hands of customers:
Adapt to market conditions and gain a competitive edge;
Mobile market opportunities:
Connect with public and private networks, to access digital content fromanywhere at any time, and to get work done.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
POSITIONING IT TO OPTIMISE PERFORMANCE
BUSINESS INNOVATION & DISRUPTION OF
THE STATUS QUO
9
Value of innovation:
Generates new profit pools;
Increases demand for products and services;
Attracts new customers;
Opens new markets;
Sustains the business for years to come.
Transforms those IT commodities into competitive assets;
Improve employee performance and profit margins.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
POSITIONING IT TO OPTIMISE PERFORMANCE
BUSINESS MODELS
10
Method of doing business by which a company can generate sales
revenue and profit to sustain itself;
How the company creates or adds value in terms of the goods or
services the company produces;
A comprehensive business model includes:
Products and services;
Business process;
Customers;
Resources;
Supply chain;
Business partners;
Revenue model.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
11
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
12
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
CORE CONCEPTS OF IS & IT
13
Generic definition & four basic functions of an IS;
Components of an IS;
Major capabilities of IS & supported business objectives.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
CORE CONCEPTS OF IS & IT
GENERIC DEFINITION & FOUR BASIC
FUNCTIONS OF AN IS
14
Collect, process, store, analyze, and distribute information for aspecific purpose or objective;
Basic functions:
Input;
Processing;
Output;
Storage.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
CORE CONCEPTS OF IS & IT
COMPONENTS OF AN IS
15
Hardware;
Software;
Data;
Network;
Procedures;
People.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
CORE CONCEPTS OF IS & IT
MAJOR CAPABILITIES OF IS & SUPPORTED
BUSINESS OBJECTIVES
16
Major capabilities:
Perform high-speed, high-volume, numerical computations;
Provide fast, accurate communication and collaboration unrestricted by time andlocation;
Store huge amounts of information that is accessible via private networks and theInternet;
Automate semiautomatic business processes and manually done tasks;
Enable automation of routine decision making and facilitate complex decision making.
Supported business objectives:
Improve productivity (productivity is a measurement or the ratio of inputs to outputs);
Reduce costs and waste;
Improve the ability to make informed decisions;
Facilitate collaboration;
Enhance customer relationships;
Develop new analytic capabilities;
Provide feedback on performance.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
17
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
18
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
BUSINESS PERFORMANCE MANAGEMENT &
MEASUREMENT
19
Definition of performance management & ways to manage
performance;
Performance management process;
Business environmental pressures & their impact;
Organisational responses to pressure & opportunities;
Green IT to reduce carbon & energy footprints;
Ethical issues.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
BUSINESS PERFORMANCE MANAGEMENT & MEASUREMENT
DEFINITION OF PERFORMANCE MANAGEMENT
& WAYS TO MANAGE PERFORMANCE
20
Requirements to manage performance:
Measurable;
Right indicators.
Performance measurement process:
Decide on desired performance levels;
Determine how to attain the performance levels;
Periodically assess where the organization stands with respect to its goals,
objectives, and measures;
Adjust performance and/or goals.
Business environmental pressures;
Impact of business environment factors;
Green IT to reduce carbon and energy footprints;
Ethical issues.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
BUSINESS PERFORMANCE MANAGEMENT & MEASUREMENT
BUSINESS ENVIRONMENTAL PRESSURES &
THEIR IMPACT
21
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
22
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
23
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STRATEGIC PLANNING & COMPETITIVE MODELS
24
Definition of strategic analysis (SWOT);
Strategic planning;
Porters competitive forces model & strategies;
Adaptive & innovative organisations;
IS & IT failures.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STRATEGIC PLANNING & COMPETITIVE MODELS
DEFINITION OF STRATEGIC ANALYSIS (SWOT)
25
Scanning and review of the political, social, economic, and technicalenvironment of the organization;
Rules to perform a SWOT analysis:
Be realistic about the strengths and weaknesses of your organization;
Be realistic about the size of the opportunities and threats;
Be specific and keep the analysis simple, or as simple as possible;
Evaluate your companys strengths and weaknesses in relation to thoseof competitors (better than or worse than competitors);
Expect conflicting views because SWOT is subjective, forward-looking,and based on assumptions.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STRATEGIC PLANNING & COMPETITIVE MODELS
STRATEGIC PLANNING
26
Strategy responds:
What is the long-term direction of our business?
What is the overall plan for deploying our resources?
What trade-offs are necessary? What resources will it need to share?
What is our position vis--vis competitors?
How do we achieve competitive advantage over rivals in order toachieve or maximize profitability?
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STRATEGIC PLANNING & COMPETITIVE MODELS
PORTERS COMPETITIVE FORCES MODEL & STRATEGIES
27
Basic of Competitive forces model:
Profit = Total revenue Total cost
Profit margin = Selling price Cost of the item
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STRATEGIC PLANNING & COMPETITIVE MODELS
PORTERS VALUE CHAIN MODEL
28
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STRATEGIC PLANNING & COMPETITIVE MODELS
ADAPTIVE & INNOVATIVE ORGANISATIONS
29
Value chain => value system => value network;
Real-time, on-demand IT support;
Innovation and creativity;
Information systems failures.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
30
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
AGENDA
Positioning IT to optimise performance
Core concepts of IS & IT
Business performance management & measurement
Strategic planning & competitive models
Why IT is important to your career & IT careers
31
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
WHY IT IS IMPORTANT TO YOUR CAREER & IT
CAREERS
32
IT defines & creates businesses & markets;
IT as a career;
Earning in the IT field;
IT job prospects.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
WHY IT IS IMPORTANT TO YOUR CAREER & IT CAREERS
IT AS A CAREER
33
Nature of IS and IT work;
Typical IT careers:
CTO;
CIO;
IT architect;
IT manager;
IT project manager
Careers aligned between business and IT work:
Enterprise architect;
Business architect, data architect
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
WHY IT IS IMPORTANT TO YOUR CAREER & IT CAREERS
MANAGEMENT ISSUES
34
Recognizing opportunities for using IT and Web-based systems forstrategic advantage and threats associated with not using them;
Who will build, operate, and maintain the information systems?
How much IT?
What social networking activities should be pursued?
How important is IT?
Globalization;
Ethics and social issues.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STUDY GUIDE
TOPIC 01Information Systems in the 2010s
35
Content summary:
- Positioning IT to optimise performance:
Characteristics of an agile organisation;
Opportunities created by the mass migration of users from PCs to mobile devices;
Ways to assess the value of an innovation;
Doing business with a comprehensive business model.
- Core concepts of IS & IT:
Generic definition & four basic functions of an IS;
Components of an IS;
Major capabilities of IS & supported business objectives.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STUDY GUIDE
TOPIC 01Information Systems in the 2010s
36
Content summary (cont.):
- Business performance management & measurement:
Definition of performance management & ways to manage performance;
Performance management process;
Business environmental pressures & their impact;
Organisational responses to pressure & opportunities;
Green IT to reduce carbon & energy footprints;
Ethical issues.
- Strategic planning & competitive models:
Definition of strategic analysis (SWOT);
Strategic planning;
Porters competitive forces model & strategies;
Adaptive & innovative organisations;
IS & IT failures.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STUDY GUIDE
TOPIC 01Information Systems in the 2010s
37
Content summary (cont.):
- Why IT is important to your career & IT careers:
IT defines & creates businesses & markets;
IT as a career;
Earning in the IT field;
IT job prospects.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
STUDY GUIDE
TOPIC 01Information Systems in the 2010s
38
Study questions:
1. Explain the characteristics of an agile organisation;
2. Describe a business model and give one example;
3. Describe the building blocks of an IS;
4. Describe the impact of the business environment & describe ways for
an organisation to respond;
5. Explain Porters five forces model & give an example of each force;
6. Why IT is a major enabler of business performance & success;
7. How mobile technology has influenced opportunities for entrepreneurs;
8. How innovation can lead to profitable growth for businesses;
9. How green IT impacts the bottom line;
10. Why IS might fail.
-
Information Technology for Managers
BMIT5103
Information Technology for Managers
BMIT5103
39
THANK YOU FOR YOUR ATTENTION !
NEXT TOPIC: IT INFRASTRUCTURE & SUPPORT SYSTEMS