1. CCT 355: E-Business Technologies Class 10: Past and Future: A consideration of legacy systems, and Final Project/Exam Considerations

2. Final Project (repeated) Identify a real organization that you have real contact with Identify business information systems needs (as defined in this course – do *not* only suggest simple e-commerce solutions, web design/marketing solutions, etc. - the former no one hires consultants for, the latter is interesting, but not this course.) Think people, process, context as well as technology

3. People Who are the main stakeholders in this organization? What are their skills/interests? Are they likely to be champions of change? Resisters? Helpers? Bystanders? Who are major customers/clients of organization? Allied partners? Main competitors? Are they likely to be champions of change? Helpers? Resisters? Bystanders?

4. Process What does this organization do? What might it like to do with more resources/time/technology support, etc.? What can it do better? (e.g., are there processes that can be made more efficient through information systems change?) What should it probably *not* do?

5. Context What are larger contextual, regulatory, macroeconomic, strategic, etc. factors influencing this organization at present? Are there changes in these factors that might post medium- to long-term challenges or opportunities?

6. Then think technology! What information systems improvements can you identify (based on what you’ve learned about the organization!) What resource implications are involved in implementing these solutions? Feel free to offer a range of options – sometimes there are cheap to expensive options, less to more powerful, etc. Feel free to critique and note limitations of your options Make sure proposed solutions a) meet the organization’s profile and needs and b) are feasible given organizational financial, human, time resource constraints Implementation not required – but should be implementable.

7. Use either BMG or Change Management Simulation! Which one? Depends on context Small organization where most people are on board for change – no need to analyze through change management simulation material BMG can apply to most situations

8. Final Exam Check exam schedule for time/location – presently Thurs. Dec 20 th 1-3pm, RAWC Some MC questions (15-20 questions, no trick questions, but no easy ones!) Definition questions based on terminology presentations Integrated case study If you understand content, you should be fine – if you just memorize it, less so. Understanding = applying to new context as it arises – so study accordingly

9. Looking to future… Mobile access/m-commerce – and design constraints and considerations for continuous/mobile computing Enterprise 2.0 – integrating best of social web in enterprise applications Cloud computing/freemium options (and their limitations!) Open-source options challenging established tools

10. …without forgetting the past! “legacy” systems – systems that have been up and active for years (even decades!) Why do organizations hang on to legacy systems? *Not* enough to dismiss these systems as irrelevant Remember change management simulation – all sorts of real, perceived, smart and less than smart reasons for resistance

11. Integrating legacy systems Some are essential – can’t be thrown out without significant impact on operational success in short-term Middleware – integrates old systems into new, but can be kludgy and awkward Transition strategies for legacy system – short-, middle- and long-term Training/support for what (inevitably) goes wrong

12. Example: SLATE2 SLATE 1 issues – Web 1.0ish (lots of publishing, not much co- creating/sharing), tech-centered infrastructure, formal training vs. experimentation, “support” SLATE 2 – more social, more awareness of end user issues, range of training options Slow transition – over a year Still issues based on legacy practices, organizational culture – e.g., reception in the arts

13. Example: UT/Sheridan email Both moved to Outlook recently from previous webmail/email services Glitches in transition, training… Lesson: don’t assume people read update emails! Questions on timing – Sheridan did this last month (!) – August would have been far better!

14. Summary: Simple, Complicated and Complex Problems Technology is surprisingly easy – it works or it doesn’t, and when it doesn’t it’s usually a simple or complicated problem Simple problems – Problem has identifiable roots, easy to diagnose and relatively simple/obvious solutions (example?) Complicated problems – Problem may have cascading cause/effect relations, can be hard to discern, multiple-step solutions – but still ultimately solvable (example? Many problems in technology/information systems are complex – interweaving web of causes/effects over short and long term, may require more emotional and political negotiation than technical, fundamentally unsolvable (but with better/worse resolutions)