1. REDESIGNING THE ORGANIZATION WITH INFORMATION SYSTEMS
10.
REDESIGNING THE ORGANIZATION
WITH INFORMATION SYSTEMS

2. Learning Objectives
Demonstrate how building new systems can produce organizational change
Explain how organization can develop suitable info systems
Identify core activities in systems development process *

3. Learning Objectives
Analyze organizational requirements for building successful systems
Describe models for determining business value of info systems *

4. Information Systems Plan
Direction of system development:
Rationale
Current situation
Management strategy
Implementation plan
Budget *

5. (Business Systems Planning)
Enterprise Analysis
(Business Systems Planning)
Organization-wide information needs in terms of:
Organizational units
Functions
Processes
Data elements
Helps identify key entities & attributes in organization’s data *

6. Requirements Analysis Revisited
Interview
Document-oriented approach: descriptive paperwork
Form-oriented approach: input (application) and output (report) forms.

7. Critical Success Factors
Small number, easily identifiable operational goals
Shaped by industry, manager, environment
Believed to assure firm’s success.
Used to determine organization’s information requirements *

8. Using CSFs to Develop Systems
Collect manager’s CSFs
Aggregate, analyze individual’s CSFs
Develop agreement on company CSFs
Define company CSFs
Use CSFs to develop information system priorities
Define DSS & databases *

9. Logical Design Revisited
Organize by relevance and usage
The results can be implemented using many tools and platforms (portable)
The results do not change as rapidly (stable)

10. Spectrum Of Organizational Change
Automation
Rationalization
Business reengineering (BPR)
Paradigm shift

11. Spectrum Of Organizational Change
Automation: using technology to perform tasks efficiently (physical design, implementation / testing)

12. Spectrum Of Organizational Change
Rationalization of procedures: streamline sops; Eliminate bottlenecks. Find a different way to organize the processes. (Logical Design level)

13. Spectrum Of Organizational Change
Business Reengineering: radical redesign of processes to improve cost, quality, service; Maximize benefits of technology. Accomplish the same goal with different means. (Requirements Analysis level)

14. Spectrum Of Organizational Change: Paradigm Shift
Paradigm is a complete mental model of how a complex system functions
A paradigm shift involves rethinking the nature of the business, the organization; A complete re-conception of how the system should function. (Enterprise View level) *

15. Risks & Rewards
High
RISK
Low
Low
High
RETURN

16. IT Capabilities & Impacts
Transactional: transforms unstructured processes to routine transactions to improve efficiency
Geographical: IT makes processes independent of location
Automational: replaces, reduces human labor *
Source: Davenport & Short “The New Industrial Engineering”(1990)

17. IT Capabilities & Impacts
Analytical: can bring complex analytical methods to bear on process
Informational: makes vast amounts of detailed information available
Sequential: enables changes in sequence, parallel tasks *
Source: Davenport & Short “The New Industrial Engineering”(1990)

18. IT Capabilities & Impacts
Knowledge management: allows capture, dissemination of knowledge, expertise
Tracking: allows detailed tracking of task status, inputs, outputs
Disintermediation: connects parties who otherwise depend on an intermediary *
Source: Davenport & Short “The New Industrial Engineering”(1990)

19. System Development Process
Systems analysis
System design
Programming
Testing
Conversion
Production & maintenance *

20. Systems Analysis
Analysis of problem to be solved with an information system
Feasibility study: can problem be solved within constraints?
The system to be analyzed is the business system. *

21. Systems Analysis: Feasibility
Technical: assess hardware, software, technical resources
Economic: will benefits outweigh costs
Operational: is solution desirable within existing conditions?
Information requirements: detailed statement of new system needs *

22. Role Of End Users Users drive systems effort
Must have sufficient control to ensure system reflects business priorities, needs
Functional users drive system needs
Most of the projects fail because of user resistance

23. Completing System Development Process
Programming: translating needs to program code
Testing: does system produce desired results?
Assess the success of the system (must know the goals) *

24. Managing Change User involvement & influence Management support
Level of complexity & risk
Project size
Project structure
Experience with technology *

25. Managing Implementation
Increase user involvement
Detect, overcome user resistance, counter implementation
Control risk factors
Employ ergonomics *

26. Ergonomics:
Interaction of people and machines. The easier the task, the higher the acceptance
Work environment
Design of jobs
Health issues
End-user interface of info system *

27. Scoring Model / Factor Rating:
Identify desirable features
Provide weights for each (add to 1.00)
Look at each alternative:
Which features are present?
To what extent (as an amount)?
Score the alternative

28. Scoring Model: Rank-order the alternatives
Select highest ranked option *