Chapter 10 Managing the Delivery of Information Services

Chapter 10Slide 2 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 10Slide 3 Structuring the IS Function: Locating Control & Resources Figure 10-3

Chapter 10Slide 4 Structuring the IS Function: Outsourcing  Outsourcing: Hiring an outside organization to perform services such as information processing and applications development

Chapter 10Slide 5 Structuring the IS Function: Outsourcing Table 10-2

Chapter 10Slide 6 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 10Slide 7 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 10Slide 8 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 10Slide 9 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 10Slide 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 10Slide 11 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 10Slide 12 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 10Slide 13 Managing the IS Function: Staffing Figure 10-5

Chapter 10Slide 14 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 10Slide 15 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 10Slide 16 Managing the Information Systems Function Table 10-6

Chapter 10Slide 17 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 10Slide 18 Managing the Information Systems Function  Managing Security Security policy  Addresses proper security practices and methods of enforcing those practices

Chapter 10Slide 19 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 10Slide 20 Managing Change  Developing an Information Technology Architecture Information Technology Architecture  Describes an enterprise-wide, long-term structural plan for investing in and organizing information technology

Chapter 10Slide 21 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 10Slide 22 Managing Change  Developing Staff Need strategy for hiring, developing, and training staff to retain technical skills Training contributes to job satisfaction

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