Introduction to MIS - Chapter 13: Organizing the MIS Resources

Introduction to MISChapter 13Organizing the MIS ResourcesOrganizing IS ResourcesOperationsTacticsStrategyOutlineManaging Information Systems FunctionsMIS RolesMIS JobsInternational ComparisonsOutsourcingMIS Organization: CentralizationIntranets and Thin ClientsCases: Financial ServicesAppendix: Project ManagementHardwareadministrationSoftwaredevelopmentSupport end userdevelopmentDatabaseadministrationAdvocacyAccess tocorporate dataSoftware trainingand supportCorporatecomputingstandardsMIS RolesHardware administrationSoftware supportCorporate data accessSoftware developmentEnd user supportComputing standardsDB administrationAdvocacyNetwork and TelecommunicationsHardware RepairTraining and User SupportSome MIS RolesIS ManagementOperationsNetworksSystems DevelopmentUser SupportComputerworld 1995 Salary SurveyCIO/VP IS $91,568Director IS Operations 72,982 Networks 70,050 Systems Development 72,982Computer manager $49,545Supervisor 39,525Lead operator 30,304Operator 25,383Technical specialist 36,801 Telecom. manager $60,278Telecom. specialist 46,974Network administrator 42,880LAN manager 46,802 Support manager $49,825Help desk manager 41,756Help desk operator 29,486PC technical specialist 33,045Business analyst 37,205 Project manager $58,386Sr. systems analyst 51,910Systems analyst 45,416Sr. systems program. 51,731Systems programmer 41,887Sr. programmer/analyst 45,981Programmer/analyst 37,203Database manager 55,669Database analyst 47,774Data security admin. 47,484 Salaries1995Salaries1997-1998IS ManagementOperationsNetworksSystems DevelopmentUser Support (Robert Half 1997)Computerworld 9/7/1998 IS $126,000Director MIS 94,000 Systems Development 79,500Senior manager $61,000Manager 50,500Lead operator 35,000Telecom. manager $71,000Telecom. specialist 56,500Network architect 69,000LAN/WAN specialist 54,500Network administrator 45,500Support manager $55,000Help desk manager 47,500Instructor 42,000PC technical specialist 36,000Sr. Project manager $72,000Project manager 61,500Systems analyst 52,000Programmer/analyst 44,500Programmer 36,000Includes bonusDatabaseDatabase manager $74,000Database administrator 61,000Database analyst 55,000SpecialistsERP analyst $80,000+CASE tools 61,000Systems programmer 54,000Lotus Notes developer 52,500Q/A specialist 49,000Webmaster 47,000Salaries1998-1999IS ManagementOperationsNetworksSystems DevelopmentUser Support (Robert Half 1997)Computerworld 9/7/1998 IS $140,000Director MIS 94,000 Systems Development 98,000Senior manager $66,000Manager 50,500Lead operator 39,000Telecom. manager $71,000Telecom. specialist 57,500Network architect 69,000LAN/WAN specialist 57,000Network administrator 53,000Support manager $54,000Help desk manager 49,000Instructor 42,000PC technical specialist 37,500Sr. Project manager $76,000Project manager 61,500Systems analyst 52,000Programmer/analyst 44,500Programmer 36,000Includes bonusDatabaseDatabase manager $74,000Database administrator 61,000Database analyst 55,000SpecialistsERP analyst $80,000+CASE tools 61,000Systems programmer 54,000Lotus Notes developer 52,500Q/A specialist 49,000Webmaster 53,000Salaries 2001IS ManagementOperationsNetworksSystems DevelopmentUser Support IS/CTO $165,000Director $106,000Manager 74,000Lead operator 42,000Computer operator 35,000Director $106,000Manager 83,000Administrator 60,000Network analyst 40,000Junior analyst 34,000Manager $69,000Help desk operator 40,000PC technical support 43,000Director $123,000Manager 88,000Project manager 85,000System analyst 79,000Senior developer 74,000Programmer/analyst 55,000Junior programmer 45,000Includes bonusDatabaseManager $94,000Administrator 89,000Database analyst 67,000InternetManager $94,000Webmaster 72,000Application developer 70,000EC specialist 74,000EDI specialist 66,000SecurityManager $86,000Administrator 72,000Specialist 64,000IS audit manager 81,000IS audit staff 53,000The Economist: 7/30/94International SalariesInternational SalariesNationProgrammer/Analyst SalaryUnited States 55,000Britain 57,000Russia 10,800India 2,508Arnett and Litecky, 1994MIS Job Skills NeededComputerworld, 1998Skills in DemandRank2001199819941ERPERPNetworking2Object engineeringGroupwareDatabase3Data warehouse and data visualizationDatabaseUNIX4GroupwareNetworkingVisual Basic5WirelessCOBOLCOBOLForecast for 1999: $42.6 billionOutsourcingOutsourcingCompany19911995199719992000IBM Global Services0.417.724.635.037.0EDS1.212.415.218.719.2CSC0.44.26.69.410.5Accenture0.54.26.39.59.8ADP0.33.04.96.37.0Affiliated Computer0.160.41.22.02.1Fiserv0.230.71.01.41.7Perot Systems0.160.30.81.21.1Total (billion dollars)3.442.960.683.588.4Specialized Talent NeededComplex Market StructureSecurity & ControlLevel ofTechnologyCost of reachingstate of the artFixed CostsWhen any of these characteristics increases (moves outwards), there is less reason to use outsourcing.Outsourcing EvaluationOutsourcingForcesGlobalization, new competitors.Shorter product life-cycles,mass customization.Rapidly changing markets,flexible manufacturing.Pressure on profits.Need to focus on increasingrevenues and decreasingfixed/semi-fixed costs.Need for flexibilityand responsiveness.Outsourcenon-revenuegenerate functions(staff/operations)Desire to minimize amountof management time devotedto non-revenue generatingfunctions.Economies of Scale- leverage expertise and methodologies.- invest in expensive technologies (state-of-the-art)- process-oriented approachEconomies of ScopeWant one vendor toprovide multiplefunctions.Cost cutting, staff cuts,loss of middle management.Big Outsourcing Vendors& Big 6 FirmsSummary of MIS OrganizationData andsoftwareMIS personnelHardwareUser departmentsComplete CentralizationHardware CentralizationAdvantagesEasier to shareDataExpensive hardware (printers)Easier to controlPurchasesUsageLess duplicationEfficiency — less unused resourcesSoftware CentralizationAdvantagesCompatibilityBulk buying discountsEasier trainingEase of maintenance & upgradesData CentralizationAdvantagesEasy backupEasier to ShareLess duplicationSecurity control\monitoringPersonnel CentralizationAdvantagesWorkers with similar backgroundsEasier trainingStraightforward growth pathSpecialized staffEasier to see/control costsGrowth of PCsMIS personnel are members of user departmentsMarketingFinanceAccountingHuman Resource ManagementComplete DecentralizationHardware DecentralizationAdvantagesLess chance of total breakdownUsers get personalized equipmentMicros are cheaper than mainframesSoftware DecentralizationAdvantagesDifferent users have different preferencesEasier accessCustomization without affecting othersCan overcome objectionsLower prices minimize benefits of bulk purchases.Similarities of packages make training easier.Conversion tools enable sharing.Data DecentralizationAdvantagesNot all data needs to be sharedEasier find and accessControl & politicsPersonnel DecentralizationAdvantagesCloser to usersFaster responseMore time spent with usersBetter understanding/communicationDifferent career path Thin ClientsServerData and applicationsThin clientBrowser-based accessUser interfaceIntranet Network SolutionsHigh-bandwidth connections between servers.Standard Internet connections to users.Simple Object Application ProtocolBank ServerYour Company ServerManager or ClientThe InternetYour Financial ApplicationBank ServiceCurrency converter: Date, InCurrency, OutcurrencySOAPMarketingAccountingFinanceHuman ResourceManagementCentral MIS staff:Operations, networkand systems programmersServer HardwareShared Data& SoftwareMIS supportMIS supportTransaction processingCorporate standardsNetwork managementShared databasesIntermediate (Client-Server)Client-Server BenefitsOrganizationalAre operations interdependent? -planning -development -physical resources -operationsCan subunits relate solely through information & messages?Does corporate culture support decentralization?StrengthsEnd users gain control.Supports workgroups.Enables new organizational structures.Increased organizational flexibility.WeaknessesPossible short term bias in decision making.Might not be optimal use of resources for corporation.IS staff might lose cohesiveness and support.Decentralization SummaryCases: Financial ServicesCases: Fidelity InvestmentsCharles Schwab & Co.What is the company’s current status?What is the Internet strategy?How does the company use information technology?What are the prospects for the industry?www.fidelity.comwww.schwab.comAppendix: Project ManagementProjectsGoalNeed a well-defined goalGood example: Put a man on the moon.Bad example: Improve the IRS information systems.ScopeSize and complexity of the project.Match the management techniques to the project scope.ScheduleBreak project into tasksTasks depend on other tasks (you can’t paint a wall until it is built).Tasks take time to complete (duration)Tasks require resources.ResourcesWorker time is usually the most important to schedule.Workrooms, machinery, and so on.Project Management StepsDefine 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.Microsoft ProjectSpecialized databaseTasks (start, duration, description, dependence)Resources (costs, needs, assignments)Specialized views of the dataGantt Chart Highlight task duration.PERT Chart Highlight task dependence.Calendar Show scheduled tasks.Task Usage Show assigned resources.Tracking Gantt Compare estimates to actual.Task Sheet Detailed task data.Resource viewsResource Graph Track resources over time.Resource Sheet Detailed resource data.Resource Usage Tasks assigned to resources.Sample: Spring Forward CenturySunday, April 2, 200025 miles50 miles100 milesChoose starting pointLegal paperworkEstablish routesCreate databasesCreate promotional materialsCreate commemorative shirtsRegister ridersOrganize volunteer groupsAdvertise ridePlan rest stopsPlan registrationFinal clean upThank you notesWrite project notesPlanning the rideAfter the rideRide day is a separate projectSpringForwardCentury.mppOrganize Spring Forward Century.mppMicrosoft Project: Gantt ChartOrganize Spring Forward Century.mppGantt Chart (continued)Resource UsageYou need to get some tasks done sooner,or get more volunteers on the day before the ride.You need to start earlier, or get volunteersto do more of the organizing tasks.Ride DaySpringForwardCentury.mpp