Managing the Delivery of Information Services Chapter 10 Managing the Delivery of Information Services

Structuring the IS Function: Locating Control & Resources Organizing the IS function involves deciding How much control to centralize in a corporate IS staff How much to distribute throughout the organization Chapter 10

Structuring the IS Function: Locating Control & Resources Figure 10-3 Chapter 10

Structuring the IS Function: Outsourcing Outsourcing: Hiring an outside organization to perform services such as information processing and applications development Chapter 10

Structuring the IS Function: Outsourcing Table 10-2 Chapter 10

Structuring the IS Function: Accounting for Costs Unallocated cost center Considers all costs of operating the IS department and related IS services as an organizational expense Allocated cost center The IS department allocates and charges its costs to the departments that use its services Profit center Bids for the work of internal users, charges internal users what it would charge external users, and often actively seeks external users Chapter 10

Managing the IS Function: Staffing Chief information officer Manages its information-related resources and activities Chief technology officer Has a staff and budget to pilot new technologies on real or hypothetical applications Chapter 10

Managing the IS Function: Staffing Data and database administrators Organize, manage, and guarantee the integrity of an organization's data Network administrator Oversees the corporate network, including both LANs and WANs Chapter 10

Managing the IS Function: Staffing Web master Responsible for the management, evolution, and sometimes development of an organization’s Web site Project manager Directs a software development project and ensures that the project meets user requirements within a specified budget and time frame Chapter 10

Managing the IS Function: Staffing Applications Development Manager Monitors and coordinates the development of all software applications Systems analyst Refers to a technical position associated with all aspects of the systems development life cycle except programming and focused most directly on needs analysis Chapter 10

Managing the IS Function: Staffing Software engineers Analysts with CASE skills Programmer Technical position associated with the production of custom software Operations and Tech Support Staff Install, maintain, and operate the computers and communications equipment Chapter 10

Managing the IS Function: Staffing Data Entry Low-skilled, low-paid position in the IS hierarchy and work for companies that process large numbers of paper transactions Chapter 10

Managing the IS Function: Staffing Figure 10-5 Chapter 10

Managing the Information Systems Function Measuring and Improving Performance Service level agreements Specifies a guaranteed level of performance on a variety of dimensions Help business managers trade off cost against the level of service they want from their technology support staff Chapter 10

Managing the Information Systems Function Selecting and Enforcing Standards A standard is a rule governing the types of investments organizations may make in information technology and systems Managers need to decide What to standardize What standards to accept in each domain How rigidly to enforce standards Chapter 10

Managing the Information Systems Function Table 10-6 Chapter 10

Managing the Information Systems Function Disaster Planning Refers to the process of anticipating disasters and providing for appropriate responses to keep a business operating after a disaster Chapter 10

Managing the Information Systems Function Managing Security Security policy Addresses proper security practices and methods of enforcing those practices Chapter 10

Managing Change Aligning With the Business Steering committee Includes top business managers, selected users, IS managers, and technical specialists who provide direction and vision about the use and development of the IS infrastructure Chapter 10

Managing Change Developing an Information Technology Architecture Describes an enterprise-wide, long-term structural plan for investing in and organizing information technology Chapter 10

Managing Change: IT Architecture Application architecture Identifies existing systems, their strengths, weaknesses, and interdependencies Network architecture Addresses wide and local area network strategies Addresses data, voice, and their potential combination on a digital network Hardware and Platform architecture Refers to planning for computer systems and operating systems software Chapter 10

Managing Change Developing Staff Need strategy for hiring, developing, and training staff to retain technical skills Training contributes to job satisfaction Chapter 10

Managing the Delivery of Information Services End of Chapter 10 Managing the Delivery of Information Services