ICT and Company Practise

College 1 Dinsdag 1 april 2008 Dr. Geleyn Meijer

Content

• Objectives and overview • ICT companies – taxonomy • Legal • Virtual organisations • Business case • Assignment

Objective (1)

The ICP course is given in period 5 and addresses the non-technical aspects of ICT and essentially has to develop the students skills: • To understand the balance between technical, organisational, legal and commercial aspects of an ICT project • To make judgements on priorities, based on a sound analysis of the facts • To communicate with stakeholders

Objectives (2)

• The acquisition of knowledge concerning business oriented ICT issues. Critical evaluation of a non-technical scientific article in the area of ICT. • Understanding change related to ICT projects and the impact it has on people • Writing a non-technical scientific article in the area of ICT”.

• In the 2007-2008 academic year, topics are chosen specifically because of their wider impact with the work and responsibilities of system and network administrators.

• Week • 1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9

Structure of the course

Topic Introduction and Sourcing Sourcing Innovatie management Project management Enterprise Architecture

No lectures

Innovation management / EA Change management ICT management Examination

Intro 1-apr Sourcing Sourcing 4-apr 8-apr Michiel Struijk Eltjo Poort Chris Soels Han Verniers Bert van der Hooft Leon Manet Geleyn Meijer ok Rini van Solingen Paul Fluitsma Corine de Katere Leon Dohmen Wouter Paul Trienekens Guus Delen –VKA ok ok Marc Gillard – VKA

Schedule

11-apr Inno 15-apr PMngt 18-apr EA 22-apr EA 25-apr Inno 6-mei EA Change mngt 9-mei 13-mei 16-mei ICT Mngt 20-mei 23-mei ok ok ok ok ok ok ok ok ok Ronnie Lachniet Jaap Schekkerman ok ok Examen Intro Sourcing Sourcing Inno PMngt EA EA Inno EA Change mngt ICT Mngt Examen 30-mei Examen

Company taxonomy

Companies

• Organigram of a ICT service provider • Organigram of retailer • Organigram of a telecom provider • Organigram of a bank • Matrix organisations

Organisatie modellen

Locatie Functie Markt

Company Principles

• Mission • Core business • Profit & Loss • Staff units • Matrix organisations • Business units and ICT • Stakeholders • And what about public sector

A business plan

Legal

• Time and Material • Project • Outsourcing • Fixed price • Fixed time • Aansprakelijkheid – direct/indirect • SLA

Services vs products

Services innovation

• No abstract market view, but interaction with real, named user • No large stocks, but scaleable delivery infrastructure • service provider needs to be able to adapt rapidly • The creativity needed is: – closely linked with client interaction and therefore needs to be embedded in the existing day-to-day relations with the clients – is on-line affair since respons to challenges must be swift since creative results are quickly exposed in the commercial market reality and can have a short life span.

virtual organizations

Virtual Organisations

•Dell Computer •General Motors •Nike •Virtuelle Fabrik •e-Diamond

The Virtual Organization (VO) Paradigm

A virtual organization is a

temporary alliance

of several organizations that come together to: – – –

share skills, core competencies, and resources to achieve common goals their cooperation is supported through the communication network

Memebrs : Suppliers VE Coordinator Members : Customers • Material Information Members : Processors Members : Retailers, Warehouses • • • Provide products / services that a single company may not be able to provide alone Distribute the tasks and support common goals Share the resources and the risks …

Manufacturing example © H. Afsarmanesh, 2003

• • • • • •

Emerging Virtual Organization Domains

Areas: Engineering, Manufacturing, Sciences, Service Provision Multi-site Manufacturing and Concurrent Engineering Service Provision (Municipality, Tourism) Distributed Control Engineering (Water & Electricity Distribution) Tele-assistance and tele-Supervision (Health care) Collaboration between Scientific Centers and with industry (Bio-Informatics, Medicine, Physics, Chemistry) Software services © H. Afsarmanesh, 2003

STRATEGIC GOAL

Joint goals Individual identities Working apart (with some coordination)

ECOLEAD focus Joint goals Joint identities Working together (Creating together)

Complementary goals

reactivity agility

Communication Information exchange Network Coordinated Network Cooperative Network

Collaborative Network Coallition’s purpose fluidity “Creating the foundations and mechanisms for establishing an advanced collaborative, network based industry society”

Medical

Application

Diagnosis & Bio Diversity Imaging Bio-

Application

Data Intensive Science/ LOFAR

Application

Informatics Dutch Telescience

Management

Knowledge

computing Management

VL-e Application Oriented Services

computing Management of comm. & computing

Information Grid Services Harness multi-domain distributed resources Data

ICT services outlook

Network of Co-workers Grid computing needs enables

ICT services outlook

Network of co-workers Grid computing needs

Mobile maintenance and support teams

enables

Applying the GRID for tooling

use Maintenance Teams facilitate Tools •

Tools to analyse, to monitor, to communicatie, to consult

•

Hetrogeneous, On-demand

•

Mobile front-ends

Assignment

• Study the article: “IT doesn’t matter” from Harvard Business Review, by Nicholas Carr • Form pairs and study the debate that followed the publication • Form your own opinion and formulate on paper.

• Study SRA of NESSI. How does this change the role of the systems engineer.