Transcript IBE250 Strategic Use of IT Review Lecture

IBE250 Strategic Use of IT
Review Lecture
26. April 2013
jmd
Framework for IS management
(and for the textbook)
7/17/2015
MS Ch. 1
2
Ch1. A Better Model – IS Management
•
This model has four major components:
1. The technology – which provides the electronic and
information infrastructure
2. Information workers who use IT to accomplish their
work goals
3. System development and delivery – which brings the
technology and users together
4. The management of the IS function
•
Overall responsibility = to harness IT to improve the
performance of the people and the organization
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
1-3
1. The Technologies
•
Several forces contribute to the increased importance and
complexity of IT:
1.
2.
3.
•
Growth in capacity + reduction in cost & size
Merging of previously separate technologies of computers,
telephones/telecom/cable TV, office equipment and consumer
electronics
Ability to store and handle multiple forms of data
Information systems now fill major roles in management
reporting, problem solving and analysis, office support,
customer service and communications
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
1-4
2. The Users
Clerical?
Managerial?
Note:
distinction
©2006 the
Barbara
C. McNurlin. between manager and worker is blurring!
Published by Pearson
Education.
1-5
3. System Development and Delivery
•
Systems development and delivery bridge the gap
between technology and users
•
Systems for procedure-based (clerical) activities differ
from systems for knowledge based information work
(managerial)
•
Systems are built based on technology resources. Three
main categories (essential technologies):
1.
2.
3.
Hardware and software
Telecommunications
Information resources
•
Management of these is called infrastructure
management
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
1-6
4. IS Management
•
Chief Information Officer (CIO)
–
–
•
Must work with all the other CXOs
–
•
Must be high enough in the enterprise to influence
organizational goals
Must have enough credibility to lead the harnessing of
technology to pursue those goals
IT has become too important to be left to one
individual
Executive team must work together to govern it
and leverage it well
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
1-7
The Technology Environment cont.
• Software Trends
1.
In 1960s = Improve the productivity of in-house programmers who
created transaction processing systems
–
‘Problem’ = memory $
2.
Later, programming issues:
•
First = Modular and structured programming techniques
•
Then = Life cycle development methodologies and software
engineering
–
Goal = Introduction of rigorous project management techniques
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
1-8
The Technology Environment cont.
• Software Trends cont.
3. Prototyping: quick development of a mock-up
4. Purchasing software became viable
alternative to in-house development
5. Paying attention to applications other than
transaction processing
• Decision support systems (DSS), report
generation, database inquiry
6. End users develop their own systems
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
1-9
The Technology Environment cont.
7.
Push for ‘open systems’
•
8.
1990s – trend towards Enterprise Resource Planning (ERP) e.g. SAP,
PeopleSoft
•
9.
Purchasers were tired of being “locked in” to proprietary
software (or hardware)
Expensive and troublesome, especially for companies
wanting to modify the ERP software to fit their ‘unique’
processes. A fundamental organizational change!
Like hardware, software is migrating to be network centric.
•
Looming change = move to Web Services – packages of
code that each perform a specific function and have a URL
-
e.g FedEx parcel tracking, MacAfee's’ virus updates
•
The significance of Web Services is that it moves software
and programming to being truly network centric – the
©2006 Barbara C. McNurlin.
network becomes the heart of the system, linking all Web
Published by Pearson
Services
Education.
1-10
Lecture1. What is value in an experienced based
economy?
• Value is derived from a “product or service” that is
intangible and is “in the moment” experienced content.
• Value is realised in the consumption of the experience.
SCIS 2011- Turku Finland
(Pine and Gilmore, 1999)
Lecture1. What is co-creation design?
• Co-creation - is as a systematic way for organizations to identify
lead users and involve them in the creation process (Prahalad &
Ramaswamy, 2004).
• Co-creation used in the design process - is the idea of individuals
contributing to innovation processes began with concepts of user
innovation, where users that experience needs in the market can
identify new trends and new needs (von Hippel, 2005).
• The output of this process is better market insight, brand
awareness and idea generation.
• Older business models have focused on the organization gaining
value through the creation of products and services and sales to
customers. (Proof after sale.)
• In the co-creation design process end individual customers are
engaged in the design process and these derive value from the
experience in the process. (Proof at creation.)
SCIS 2011- Turku Finland
Ch2. Important figure - Enterprise Information
Management Model (Benson and Parker)
Parker and Benson, Information Economics: Linking Information Technology and Business Performance, Prentice
Hall, 1988.
7/17/2015
MS kap. 2
13
How to develop a ”mission statement”
•
•
•
•
A goal or direction, what do we want to achieve
Business ideas (how shall we reach this goal)
Value basis (what do we believe in)
Example:
At the Developmental Studies Center we develop, evaluate, and disseminate
programs [business] that foster children's ethical, social, and intellectual
development [purpose]. While nurturing children's capacity to think skillfully and
critically, we also strive to deepen children's commitment to prosocial values
such as kindness, helpfulness, personal responsibility, and respect for others qualities we believe are essential to leading humane and productive lives in a
democratic society [values].
7/17/2015
MS kap. 2
14
Vision
• Important – we agree on where we are going (direction,
inspiration, understood by everyone)
• A vision is more general than a strategy, and can therefore be
kept even if the world change:
•
•
•
•
Tactics:
Strategy:
Vision:
Mission:
How to win the battle
How to win the war
What we want to achieve by winning the war.
Why we want this
• Should be operative (compare Federal Express and Univ. of
Michigan)
7/17/2015
MS kap. 2
15
How to develop a ”vision statement”
• Start with dreams, intuition, creativity
• Alt. 1: Start with the current situation: what is bad, what is
good, how can we improve
• Alt. 2: Try to look into the future: what are the challenges,
paradigm shift, ”disruptive technologies”
• Brainstorm process
• Time horizon: 5-10 years
• This is not team work, but a central task for the management
• The vision must be “sold” to the employees. Everybody has to
be told that this is important.
7/17/2015
MS kap. 2
16
Vision for IT
• IT will be an important competitive factor for many
institutions
• It should therefore be a part of the vision
• E.g.:
– A bank: The challenge is to let our bank be the leading
Internet based bank in Norway, letting the customers
perform all standard bank services over the net.
– An industry: By using IT we shall be able to deliver
customized products within lead times of standard
products, and with prices that are comparable to serial
produced products
7/17/2015
MS kap. 2
17
Future tasks for the IT-department
• The five waves of innovation:
– 1. Reducing costs.
– 2. Leveraging investments.
– 3. Enhancing products and services.
– 4. Enhancing executive decision making.
– 5. Reaching the consumer (B2C, Web, Internet,
B2B)
7/17/2015
MS kap. 2
18
Waves of Innovation
4 major IS activities
7/17/2015
MS kap. 2
20
The squeeze on traditional IS activities?
7/17/2015
MS kap. 2
21
Ch2 and “The World is Flat”
10 Flatteners
1.
1
11/9/1989: Berlin Wall came
down
1.
2.
2
8/9/1995: Netscape IPO
1.
2.
3.
3
Worldwide balance of power
shifted to free markets
Sparked the dot com boom and
over-investment in fiber optic
cable (connected the world)
Dot com bust made cost of using
fiber optic cable virtually free
Workflow Software Developed
1.
2.
Software and standards
developed that allow people to
work together
Created a global platform that
enabled collaboration
The 10 World Flatteners
4• Open-Sourcing
– Self-organizing collaborative communities
– Free code written by individuals and shared openly
– Peer review provides rewarding gratification
5• Out-Sourcing
– Any service, call center, business support operation, or knowledge work that can be digitized can
be sourced globally
– Opportunity to seek cheapest, smartest, most efficient providers
– Invigorated by Y2K computer date crisis (India)
6• Off-Shoring
– Companies move entire factory or operation offshore to foreign country
– Same product produces in same way with cheaper labor, lower taxes, etc.
– Invigorated by China joining the World Trade Organization (Dec 2001)
7• Supply-Chaining
– Wal-Mart pioneered global supply chain efficiency
– Wal-Mart trucks deliver products to stores, pick up goods from manufacturer
on return to distribution center
– An item is purchased in Wichita, KS and another one is instantly produced in
Beijing
– Prediction of hurricane causes specialized products to be shipped to affected
stores (Pop Tarts, toys, beer)
The 10 World Flatteners
8• In-Sourcing
– Logistics giants take control of customer supply chains
– UPS provides internal logistics support for other companies
– Toshiba laptops sent directly to UPS where a UPS employee
repairs it and return ships to customer
9• Informing
– Search engines (Google, Yahoo!, etc) provide universal access to
information
– Individuals empowered to find information
10
• Steroids
– Wireless, VoIP, file sharing that enhance the collaboration tools
– Digital, mobile, virtual and personal technologies explode
Ch3. Does IT Matter? (Carr)
• “IT Doesn’t Matter” – article by Nicholas Carr in
Harvard Business Review May 2003
– Controversial and now a book
– Bottom line = IT doesn’t matter anymore, at least not
strategically
• IT is an infrastructure technology, like rail, electricity,
telephone etc.
– Such technology can create a strategic advantage for an
individual firm at the beginning of its life cycle when it is
expensive and risky
• Carr = IT is now at the end of buildout and is neither
proprietary or expensive
– = A commodity which is available to anyone and won’t give any
individual firm a competitive advantage
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
3-25
Does IT Matter? cont.
•
Reached the end of its buildout:
1.
2.
3.
4.
5.
Power of IT now outstrips the needs of business
IT prices have dropped = now affordable
Capacity of Internet has caught up with demand (fibre surplus)
Many vendors want to be seen as utilities
Investment bubble has burst
•
When an infrastructure technology reaches the end of
its buildout, it simply becomes a cost of doing business
•
Although IT is necessary for competitiveness,
Competitive advantage comes from the firm’s business
model
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
3-26
Does IT Matter? cont.
•
Management of IT should become “boring”
focussing on:
1. Manage the risks
–
Focus on vulnerabilities (which are more common with
open systems) rather than opportunities
2. Keep costs down
–
Greatest risk = overspending, so only pay for use and limit
upgrading
•
Don’t update PCs when not needed
3. Stay behind the technology leaders
–
But not too far behind!
•
•
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
Delay investments until there are standards and best practices
and prices drop
Only innovate when risks are low
3-27
Does IT Matter? cont.
•
This ‘negative’ view deals with individual firms = losing
competitive advantage
Infrastructure technology brings its greatest economic
and social benefits to all once it has become a shared
infrastructure
•
–
•
= what IT is becoming
The debate is on
–
–
Many other views
Is he right? Regardless = has prompted some important
discussions in Board Rooms etc. because executives need to
understand the underpinnings of IT to know how to guide it
•
IT is one of their strategic resources, besides people and $ for
working inward, outward and across
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
3-28
Ch3. Important trends for IT:
•
•
•
•
•
•
•
•
•
•
Flow of money go digital and automatic
Point of sale terminals
JIT (just in time), Lean, ERP (enterprise resource planning)
XML will be important for B2B, in addition to EDI
Digitalization (sound, pictures, books, etc)
“Long tail” effects
Distributed work will be more common
Electronic cooperation between organizations (B2B)
Reorganizations will occur more often
Global operations, new markets in emerging countries, use of IT to connect
7/17/2015
MS kap. 3
29
BPR: Choices
7/17/2015
MS kap. 3
30
Elements of TQM
• Leadership
– Top management vision, planning and support
• Employee involvement
– All employees assume responsibility for inspecting the quality of their
work.
• Product/Process Excellence
– Involves product design quality and monitoring the process for
continuous improvement.
• Poka-yokes are devices that prevent defects from being produced.
Elements of TQM (cont’d)
• Continuous Improvement
– A concept that recognizes that quality improvement is a journey with no
end and that there is a need for continually looking for new approaches
for improving quality.
• Customer Focus (on “Fitness for Use”)
– Design quality
• Specific characteristics of a product that determine its value in the
marketplace.
– Conformance quality
• The degree to which a product meets its design specifications.
Implementing TQM
• Successful Implementation of TQM
–Requires total integration of TQM into day-to-day
operations.
• Causes of TQM Implementation Failures
–Lack of focus on strategic planning and core competencies.
–Obsolete, outdated organizational cultures.
Implementation of TQM
For TQM to be successful, the organization must
concentrate on the following key elements:
Integrity
Ethics
Trust
Training
Teamwork
Communication
Recognition
Leadership
Ch4. Seven techniques for the introduction of
new technology
•
•
•
•
•
•
•
Growth analysis
CSF – Critical Success Factors
Analyzing competitive forces
Value chain analysis
Internet value matrix
Linkage analysis
Scenario planning
17.07.2015
35
Stages of growth
• 1. Early successes
– New technology, try and fail,
experimentation
• 2. Contagion (“infection”)
– New products, rapid growth, many
applications…
• 3. Control
– Proliferation must be controlled,
standardization.
• 4. Integration
– Use of technology has reached a
mature level
17.07.2015
36
CSF (Critical Success Factors)
•
•
•
•
Focus on management and their information needs
Can help organizations to find the IS systems they need
CSF let each manager define 10 critical factors
Sources:
–
–
–
–
Industry
The company
Environment (market trends, economy, regulations,…)
Temporal organizational factors (too much, too little inventory)
• Men er disse stabile?
17.07.2015
37
Competing forces
• Michael Porter
– Potential entrants
– Bargaining power of buyers
– Bargaining power of suppliers
– Substitute products and services
– Rivalry among existing firms
17.07.2015
38
How the Internet Influences Industry Structure
Value chain analysis
• Inbound logistics
• Operations (converts inputs
to products and services)
• Outbound logistics
• Marketing and sales
• Service
• 4 supporting activities (next
page)
17.07.2015
41
E-commerce and Industry Value Chains
E-commerce and Firm Value Chains
Virtual value chains
•
•
•
•
Marketplaces: (physical products)
Marketspaces: (virtual products)
Both: Brick & click
Information can be a product in itself (account
information, insurance, whereabouts of packets in
the postal system)
• Virtual value chain where information is flowing
through the chain
17.07.2015
44
Virtual assembly line
Virtual Product
Specifications
Virtual product
Virtual product
Virtual
“assembly line”
New
Virtual
product
Production data
Physical
assembly line
17.07.2015
Refined virtual
product
Production data
“as built”
description
Service data
Finished
product
45
Internet-Enabled Value Web
eBusiness value matrix
• Used by Cisco and others to prioritize projects
(”portfolio management”)
• Look at:
– ”Fundamentals” – Internal, new ways of performing
processes, 3-6 months perspective
– ”Operational Excellence” - reengineering, improved
quality, more satisfied customers.
– ”Rational Experimentation”
– ”Breakthrough Strategy”, potential huge effects,
established as a separate unit/company, venture capital,
big risks
17.07.2015
47
Linkage analysis planning
• Linkage to other organizations
• Strategy to use electronic channels
• Steps:
– Define linkage to all important actors
– Include customers, partners, etc
– Plan for use of eChannels
17.07.2015
48
Case: Electric Power Research Institute
•
•
•
•
Consultant and research organization, 700 customers (power plants), 350
employees, 1600 projects)
Task: Present research results for the 400.000 member employees
Problem: Costly, to long time to reach customers
eChannel:
– Expert system with a natural language interface
– Email and Video-conference system
•
Linkage analysis:
– Partners (universities, …)
– Customers (members, …)
– Possible changes (partners becoming competitors)
•
System to handle all parts
17.07.2015
49
Ch 5. Distribuerte systemer:
IKT-infrastruktur
Større markedsandeler
Øket kontroll med
virksomheten
Konkurransefortrinn
Innovative tjenester og
produkter
Bedre informasjon
Bedre integrasjon
Lavere kostnader
Større volum
Integrasjon, fleksibilitet, effektivitet, reduserte
kostnader over tid, standardisering
17.07.2015
MS kap 5
50
Web Service
• “A Web service is a method of communication
between two electronic devices over the World Wide
Web. A Web service is a software function provided at
a network address over the web or the cloud, it is a
service that is "always on" as in the concept of utility
computing.” (Ref. http://en.wikipedia.org/wiki/Web_service )
• “Cloud computing is the use of computing resources
(hardware and software) that are delivered as a service
over a network (typically the Internet).” (Ref.
http://en.wikipedia.org/wiki/Cloud_computing )
Standarder for Web-services
• XML
• WDSL (Web Services Definition Language).
Beskrivelse av tjenesten
• UDDI (Universal Discovery, Description and
Integration). ”Gule sider” (lite brukt)
• SOAP (Simple Object Access Protocol),
kommunikasjonsprotokollen.
17.07.2015
MS kap 5
52
Web 3.0
•
•
Web 3.0, a phrase coined by John Markoff of the New York Times in 2006, refers to a supposed
third generation of Internet-based services that collectively comprise what might be called 'the
intelligent Web'—such as those using semantic web, microformats, natural language search, data
mining, machine learning, recommendation agents, and artificial intelligence technologies—which
emphasize machine-facilitated understanding of information in order to provide a more
productive and intuitive user experience. (Wikipedia)
Nova Spivack defines Web 3.0 as the third decade of the Web (2010–2020) during which he
suggests several major complementary technology trends will reach new levels of maturity
simultaneously including:
– transformation of the Web from a network of separately siloed applications and content
repositories to a more seamless and interoperable whole.
– ubiquitous connectivity, broadband adoption, mobile Internet access and mobile devices;
– network computing, software-as-a-service business models, Web services interoperability,
distributed computing, grid computing and cloud computing;
– open technologies, open APIs and protocols, open data formats, open-source software
platforms and open data (e.g. Creative Commons, Open Data License);
– open identity, OpenID, open reputation, roaming portable identity and personal data;
– the intelligent web, Semantic Web technologies such as RDF, OWL, SWRL, SPARQL, GRDDL,
semantic application platforms, and statement-based datastores;
– distributed databases, the "World Wide Database" (enabled by Semantic Web technologies);
and
– intelligent applications, natural language processing[2], machine learning, machine reasoning,
autonomous agents.[3]
17.07.2015
MS kap 5
53
Ch6. TelecommunicationsSignificant traffic growth is due to:
• An increasing number of devices: The proliferation of tablets, mobile
phones, and other smart devices as well as machine-to-machine (M2M)
connections are driving up the demand for connectivity. By 2016, the
forecast projects there will be nearly 18.9 billion network
connections―almost 2.5 connections for each person on earth, ―
compared with 10.3 billion in 2011
• More Internet users: By 2016, there are expected to be 3.4 billion Internet
users ― about 45 percent of the world's projected population according to
United Nations estimates.
• Faster broadband speeds: The average fixed broadband speed is expected
to increase nearly fourfold, from 9 megabits per second (Mbps) in 2011 to
34 Mbps in 2016.
• More video: By 2016, 1.2 million video minutes―the equivalent of 833
days (or over two years) ―would travel the Internet every second.
• Wi-Fi growth: By 2016, over half of the world's Internet traffic is expected
to come from Wi-Fi connections.
•
Cisco's VNI Forecast Projects the Internet Will Be Four Times as Large in Four Years - Annual
Cisco VNI Forecast Expects Worldwide Devices & Connections to Grow to Almost 19
Billion― Nearly Doubling From 2011 to 2016 (http://newsroom.cisco.com/press-releasecontent?articleId=888280 )
 Forge, et al, p. 45
We are used to thinking of
the radio spectrum as a
linear span of frequencies.
But the spectrum has
other dimensions as well,
making it possible to share
frequencies
geographically, temporally,
through the use of
economic mechanisms,
code modulation,
polarization, directionality,
etc. (Forge, et al, p. 29)
Lecture150213: Balanced Score Card
•
•
http://www.balancedscorecard.org/BSCResources/ExamplesSuccessStories/tabid/57/Default.aspx
http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx
•
The balanced scorecard is a strategic planning and management system that is used
extensively in business and industry, government, and nonprofit organizations worldwide to
align business activities to the vision and strategy of the organization, improve internal and
external communications, and monitor organization performance against strategic goals. It
was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a
performance measurement framework that added strategic non-financial performance
measures to traditional financial metrics to give managers and executives a more 'balanced'
view of organizational performance.
The balanced scorecard is a management system (not only a measurement system) that
enables organizations to clarify their vision and strategy and translate them into action. It
provides feedback around both the internal business processes and external outcomes in
order to continuously improve strategic performance and results. When fully deployed, the
balanced scorecard transforms strategic planning from an academic exercise into the nerve
center of an enterprise.
The balanced scorecard retains traditional financial measures. But financial measures tell the
story of past events, an adequate story for industrial age companies for which investments in
long-term capabilities and customer relationships were not critical for success. These
financial measures are inadequate, however, for guiding and evaluating the journey that
information age companies must make to create future value through investment in
customers, suppliers, employees, processes, technology, and innovation."
•
•
Story of modern company
Adapted from Robert S. Kaplan
and David P. Norton, “Using
the Balanced Scorecard as a
Strategic Management
System,” Harvard Business
Review (January-February
1996): 76.
In-house development
• Olsen and Sætre (in ERP for SMEs) state, “To be able to
perform system design, the overall strategy and goals of the
company must be clarified.” Also,
– Inefficiencies in current process may become apparent
when these are mapped into process diagrams and
discussed by the organization.
– An information needs analysis may show deficits in
existing data base structures, and expose the importance
of agreeing on a basic terminology for the SME: What is an
order, a due date, a delay?
Ch7. Managing Information Resources
©2006 Barbara C. McNurlin. Published by Pearson Education.
7-60
OWENS & MINOR
Case Example: Data Warehousing cont.
•
This distributor of name-brand medical and surgical supplies uses
ERP, data warehousing, and the Web
–
–
•
Not only for internal use of data
But as the basis for new revenue-generating services to customers
and suppliers
It is using its data for competitive advantage
–
It augmented its ERP system to automate order forecasting, which:



–
–
Improved inventory turns
Lowered ordering rates from five-times-a-week to once-a-week, and
Improved customer service
It implemented an Internet-based inventory management system so
that customers could order over the Internet, even using handheld
devices
It even offered access to its data warehouse and decision support
software to customers and suppliers who use the data to run their
businesses
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
7-61
OWENS & MINOR
Case Example: Data Warehousing cont.
•
•
•
Delivering this information over the Web has:
– Strengthened its relationships with trading
partners
– Given it a market-leading feature to entice new
customers, and
– Turned the data warehouse into a new source of
revenue
When the system was rolled out, it was the first “ebusiness intelligence application” in the medical
and surgical supply distribution industry
As a result, O&M has become an important
“infomediary” in its industry
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
7-62
OWENS & MINOR
Case Example: Data Warehousing cont.
• Owens & Minor - case example
• Company website - www.owens-minor.com
• Physical Inventory – managing data sources
http://www.youtube.com/watch?v=J6HMkgu7
ym0
• O&M on Content Management
• http://www.youtube.com/watch?v=vIKRL8aw64
Managing Information
Document Management cont.
•
It is hard to think of anything more pervasive and
fundamental to an organization than documents
–
The impact of applying emerging technologies to document
management is potentially significant
EDM contributes to business process redesign
–
•
Numerous EDM applications generate value. The ‘Big 3’
are:
1.
2.
3.
•
To improve the publishing process
To support organizational processes
To support communications among people and groups
The concept of just-in-time (printing, publishing and
forms processing) pervades the design philosophy in all
three areas
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
7-64
Ch8 – Cases on Security
• BankID in Norway
• https://www.bankid.no/Dette-er-BankID/BankID-in-English/This-ishow-BankID-works/
• eID in Norway
• https://wiki.uio.no/mn/ifi/AFSecurity/images/1/15/AFSec20120125
-Olnes-Difi.pdf
• Biometrics Fingerprints busted
http://www.youtube.com/watch?v=3Hji3kp_i9k
• Cloud Computing Security
• http://www.youtube.com/watch?v=WiFnz5XdaQM
Lecture 0103 &
0103: EGovernment
Reference (Norwegian Government, 2012):
http://www.regjeringen.no/upload/FAD/Kampanje/D
AN/Regjeringensdigitaliseringsprogram/digit_prg_eng
.pdf
Digitizing public sector
services
Norwegian
eGovernment Program
2012
Lecture on ”Cash free Society”
(K. Olsen): Hvorfor Norge?
• Norge er i en særstilling:
– Godt utbygget teknologisk infrastruktur
– God logisk infrastruktur for betalingstjenester (nasjonalt
kontonummer, samarbeid mellom aktørene)
– Høyt nivå på betalingsløsninger
– Homogent samfunn, høyt utdanningsnivå
– Lite land
– Egen valuta (som er lite brukt utenfor landet)
– Vi har (bør ha) ambisjoner om å være ledende på teknologi
• Vi har bygget opp en betalingsinfrastruktur for å effektivisere i
hvert enkelt ledd
• Men samfunnet kan utnytte denne til å oppnå mye mer.
Ch.9 - HONG KONG EXCHANGES & CLEARING
Case Study – Interorganizational Systems Development
• HKEx is Asia’s second largest stock market
• To extend its reach beyond Hong Kong, it decided
to embed its business processes in an open
trading architecture by building a third-generation
automatic order matching and execution system
• HKEx’s goal is integrated end-to-end
computerized trading processes, from investors
through brokers to markets
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
9-68
HONG KONG EXCHANGES & CLEARING
Case Study – Interorganizational Systems Development cont.
• The project was daunting, involving both internal
and external people
– 40 staff members from varying departments
– 150 consultants, and
– 500 brokerage firms
• The project had five development teams:
1. A network team
2. A host and open gateway team
3. A multi-workstation system team (for brokerages wanting to use
HKEx’s system instead of their own back office system)
4. An order routing team (for access via the Internet or mobile
phones), and
5. A user acceptance testing team
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
9-69
HONG KONG EXCHANGES & CLEARING
Case Study – Interorganizational Systems Development cont.
•
•
•
•
Development took two years, and ended with three
levels of testing
– One level involved testing the systems that some 100
brokerage firms built to interface with the open gateway
Rollout was phased so that Hong Kong’s stock market
was not disrupted
HKEx has built its processes into an open architecture
and coordinated the construction of an interorganizational system – with components from
numerous sources and participants of many kinds
It is now the foundation for its industry ecosystem
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
9-70
BUILDING A WEB SERVICE
Case Example
• Currency converter
• The steps involve:
1.
2.
3.
4.
5.
Exposing the code
Writing a service description
Publishing the service
Finding the service, and
Invoking a Web Service
Example: IBM WebSphere service registry
http://youtube.com/watch?v=6rZSrPYJInQ
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
9-71
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
9-72
Ch 10. – Managing IS (Project Mgt, Change Mgt)
©2006 Barbara C.
McNurlin. Published by
Pearson Education.
10
73
©2006 Barbara C.
McNurlin. Published by
Pearson Education.
10
74
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
Ch. 12
Supporting
Decision
Making
11-75
Decision Support Systems
The Architecture for DSSs cont.
The Dialog Component
• The DSS contains a dialog component to link the user to the system
• Was ‘mouse’ (Mac) now = browser interface
The Data Component
• Data sources – as the importance of DSS has grown, it has become increasingly
critical for the DSS to use all the important data sources within and outside the
organization
• Data warehousing
• Data mining
– Much of the work on the data component of DSS has taken the form of activities in
this area
The Model Component
•
Models provide the analysis capabilities for a DSS
– Using a mathematical representation of the problem, algorithmic processes are
employed to generate information to support decision making
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
11-76
ORE-IDA FOODS


Case Example – Institutional DSS
Frozen food division of H.J. Heinz
Marketing DSS must support 3 main tasks in the
decision making process:
1.


2.
3.
Data retrieval – helps managers find answers to the question, “what has
happened?”
Market analysis – addresses the question, “Why did it happen?”
Modeling – helps managers get answers to, “What will happen if…?”
Modeling for projection purposes, offers the
greatest potential value of marketing management
For successful use – line managers must take over
the ownership of the models and be responsible for
keeping them up-to-date
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
11-77
Ch13 –
Supporting
Collaboration
CSCW
Computer Supported
Cooperative Work
Virtuelle verdener
17.07.2015
12
78
Ch13 – extra notes – supporting collaboration
• OSS (Operation Support System) and BSS (Business Support
System)
• http://www.youtube.com/watch?v=iMduQ96N1F8&feature=s
hare&list=PLsn61Zheh8ih81E2p7edFBaM4eCsYFqEc
•
• Ericsson Annual Report (see page 9)
• http://www.ericsson.com/thecompany/investors/financial_re
ports/2011/annual11/nedladdningssida
Lecture 0404: ”The Long Tail”- Case Rhapsody
• Her er de første 25.000 spor (tilsvarer Wal Mart
utvalget)
Eksempel?
• Vi har ansvar for markedsføring av Hurtigruten, og vil
se om ”long tail” ideene kan anvendes her
• Tradisjonell markedsføring, brosjyrer, annonser, m.m.
er kostbart
• Da kan vi kun markedsføre tilbud som er interessant
for store kundegrupper (midnattssol, Nordkapp)
• Web markedsføring er langt billigere, spesielt om vi
har gode underliggende system
• Da kan vi tilby spesialtilbud mot mindre grupper
Eksempel: Hurtigrute & fjellturer
• Utnytte mulighetene for flotte fjellturer langs
kysten
• En mer aktiv ferie enn kun å være ombord
• Passasjeren kan velge ”stop-over” steder.
• Må ha samarbeid med hotell.
• Kan la turistene gå på egenhånd (med
turbeskrivelser) eller tilby guiding.
Extra notes: Framework for Market Opportunity
Identify the Unmet and/or Underserved Customer Need
Identify the Specific Customers a Company Will Pursue
Assess Advantage Relative to Competition
Assess the Company’s Resources to Deliver the Offering
Assess Market Readiness of Technology
Specify Opportunity in Concrete Terms
Modified for 2005
AssessCh.Opportunity
Attractiveness
03: Framing Market Opportunity:
Rayport & Jaworski
Lecture 1004: Requirements
Engineering
Forskjellige typer av krav kan inngå:
Generelle
Funksjonelle
Krav til
implementasjon
Effektivitet
Brukervennlighet
17.07.2015
Kravspesifikasjon
85
Problemer
•
•
•
•
•
•
•
•
Upresise mål
Kravspesifikasjonen beskriver ikke brukernes virkelige behov
Spesifikasjonene er inkonsistente og ikke komplette
Spesifikasjonene er for detaljerte (låser utviklerne), mange punkter, svak
overordnet forståelse
Misforståelser mellom bruker, de som utvikler spesifikasjonene og
utviklerne
Kravspesifikasjonen forutsetter en stabil verden, det har vi sjelden
Kravspesifikasjonen tar ikke hensyn til at visse mål er vanskelig å oppnå
Hva når de egentlige kravene endres over tid?
17.07.2015
Kravspesifikasjon
86
Aktiviteter
17.07.2015
Kravspesifikasjon
87
Kravspesifikasjonsdokumentet inneholder:
17.07.2015
Kravspesifikasjon
88
IEEE/ANSI 830-1993 (standard):
•
Introduction
–
–
–
–
–
•
General description
–
–
–
–
–
•
Purpose
Scope of the product
Definitions
References
Overview of document
Product perspective
Product functions
User characteristics
General constraints
Assumptions and dependencies
Specific requirements
– functional, non-functional, interface, performance, database and network requirements,
etc.
•
Index
17.07.2015
Kravspesifikasjon
89
Hvem bruker kravspes. dokumentet?
17.07.2015
Kravspesifikasjon
90
Guidelines:
17.07.2015
Kravspesifikasjon
91
Ch 14 –
Supporting
Knowledge
Work
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
Lecture 1704-Disruptive Technologies:
Development of ”disruptive” technologies
Disruptive
technological
innovation
17.07.2015
Disruptive Technologies
93
6 steps in development of discruptive
technology
1.
New, "disruptive" technology were first developed in the established
companies
2. Marketing requested feedback from customers
3. Established company focus on the development of existing
("sustained") technology
4. New companies are formed based on the new "disruptive"
technology
5. The new technology develops for larger capacity
1.
2.
6.
Start market (for example) increases in size
The capacity is so great that technology also gains entry at the high end of the market (e.g.
Stationary PC)
The established attempts to defend their markets:
1.
2.
3.
4.
17.07.2015
Seeing that the new technology is introduced also in their (high capacity) market
Taking up the prototypes from research labs
But now this has become a "sustained" technology, where the competition is competing on
performance and price
Newcomers often have advantages here
Disruptive Technologies
94
Handling a "disruptive" technology
requires
• Knowledge of the new technology
• Willingness and ability to develop a technology for new
customers, as well as a need to develop the "sustained"
technology
• Willingness to accept new forms of marketing, sales and
production
• Willingness to accept new profit margins for each sale
• Willingness to terminate the existing staff, hiring new
employees instead
Case: Coastal Steamer
17.07.2015
Disruptive Technologies
95
•
Ch 15. The Challenge Ahead
Organizing Principles
–
–
–
–
–
–
–
The Learning Organization
Processes Rather Than Functions
Communities Rather Than Groups
Virtual Rather Than Physical
Self-Organizing Rather Than Designed
Adaptable Rather Than Stable
Distributed Rather Than Centralized
• Understanding A Networked World
– The Internet Mindset
– Where’s the Value in a Network?
– The Rules of Networks
• Moving Forward
– Understanding Users
– Increasing Executives’ Understanding of IT
©2006 Barbara C. McNurlin.
Published by Pearson
Education.
14-96
Lecture 2404: IT Strategy
• Three types of companies
• Technology Leaders:
• Competing on price, lead time and / or quality
• Very large company in its industry or niche business
• Have expertise in IT
• Standard:
• Less competition
• Small or medium business in the industry
• Have no special IT skills
• stragglers:
• Conservative views on new technology
• Do not want to change the structures and processes
Analysis of Cases: what category, opportunities, risks?
Lecture 2404: IT Strategy
Film-theater
• Local Cinema
• The decline in visitor numbers: due to
downloading, video, DVD, better TVs ..
• Problem: priority, can take a long time before
new movies can be shown
• IT investments so far: upgraded sound/image in
theaters, can show 3D, can order tickets online,…
• What can be done: New Opportunities? What can
be achieved? What are the risks?
Lecture 2404: IT Strategy
Avis
• Taper lesere, mange unge leser avis på nettet
• Vanskelig å ta betaling for nettavis
• Reklameinntektene her kompenserer ikke for
opplagstapet på papiravisen
• Hva kan gjøres?
17.07.2015
Case IT Strategi
99