Chapter 14 Planning Information Systems. 2 Learning Objectives When you finish this chapter, you will Recognize different approaches to business planning

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Management Information Systems, Second EditionEffy Oz

Chapter 14Chapter 14Planning Information Planning Information SystemsSystems

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Learning ObjectivesLearning Objectives

When you finish this chapter, you will

Recognize different approaches to business planning in general and IS planning in particular.

Understand how IS planning methods evolved.

Know how IS planning should be carried out.

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Learning ObjectivesLearning Objectives

Recognize the importance of integrating IS planning into overall organizational planning.

Appreciate the many complex factors faced by IS planners.

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Why Plan?Why Plan?

What is Planning?

An IS plan is a statement of how management foresees its ISs in the future.

IS plan includes: Activities planner believes will help achieve

goals. Program for monitoring real-world progress. Means for implementing changes in the plan.

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Why Plan?Why Plan?

Business Planning

Define organization’s goals and objectives

Determine resources needed to attain objectives

Create policies to govern the acquisition, use, and distribution of resources

Provide for any changes in objectives

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Why Plan?Why Plan?

Figure 14.1 Business planning

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Approaches to PlanningApproaches to Planning

Top-down Planning

Focuses on organizational goals first, then on the needs of business units

Bottom-up Planning

Focuses on needs of business units first, then on organizational goals

Holistic planninggoal driven

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Figure 14.2 Top-down, or goal-driven, planning considers the organization as a whole.

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Figure 14.3 In bottom-up planning, the process starts with consideration of individual concerns.

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Planning by Critical Success Factors

Executives define critical success factors first so planning can address resources to support those factors Critical success factor: issues identified as

critically important to business success

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Figure 14.4 Business planning by critical success factors

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InformationInformationSystems PlanningSystems Planning

Figure 14.5 Advances in IS planning since the 1970s

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Key elements of an IS Plan

Corporate mission statement

Vision for IT within organization

IS strategic and tactical plans

Operations plan to achieve mission and vision

Budget to ensure resources are available

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Figure 14.6 The steps of information systems planning

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Prerequisites for Information Systems Planning

Figure 14.7 Prerequisites for effective IS planning

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The Corporate and IS Mission Statements

The corporate mission statement details the purpose of the organization and its overall goals.

IS mission statement outlines the purpose of ISs in the organization.

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Figure 14.8 The mission statement of a university IS organization

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The IT Vision Wish list of what IS managers would like to

see in terms of hardware, software, and communications, to contribute to goals of the organization

Strategic and Tactical IS Planning IS strategic plan details what is to be

achieved

IS tactical plan describes how goals will be met and by when

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Figure 14.9 Rigid and dynamic planning

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Important Factors in IS Tactical Planning

Flexibility

Compatibility

Connectivity

Scalability

Standardization

Total Cost of Ownership

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Figure 14.10 Hardware planning

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Figure 14.11 Total cost of ownership per laptop computer

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IS Planning InitiativesIS Planning Initiatives

Four groups of people who initiate new or improved ISs from different perspectives

Top management

IS professionals

Line managers

Users

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IS Planning ActivitiesIS Planning Activities

Figure 14.12 IS planning can be driven by a variety of sources.

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IS Planning ActivitiesIS Planning Activities

Figure 14.13 A survey of 100 CEOs and other executives shows that IT projects are initiated by business unit managers and IT managers, but also by top executives.

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The ChampionThe Champion

High-ranking officer who commands sufficient political clout to include IS in planning

Most effective champions are not IS professionals.

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The ChampionThe Champion

A successful champion is a leader who can:

Promote the vision of IT in the organization.

Inspire top management and subordinates alike.

Remove barriers to realizing vision.

Focus on both short-term and long-term objectives.

Be a torchbearer for making change happen.

Drive accountability to lowest organizational level.

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The Systems Analyst as an The Systems Analyst as an Agent of ChangeAgent of Change

Figure 14.14 Systems analysts facilitate change by motivating, educating, and training.

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The Systems Analyst as an The Systems Analyst as an Agent of ChangeAgent of Change

Planning almost always deals with change, which people tend to resist.

Systems analysts must convince users that the new system will help them in their work.

Explain how a new system will improve business performance

Train individuals in the use of the new system

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Ethical and Societal IssuesEthical and Societal Issues Codes of Ethics for IS ProfessionalsCodes of Ethics for IS Professionals

IS professionals can find themselves in situations where the interests of different constituencies collide.

Many organizations do not provide adequate guidelines for resolving conflicts of interest.

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Ethical and Societal IssuesEthical and Societal Issues Codes of Ethics for IS ProfessionalsCodes of Ethics for IS Professionals

IS organizations with codes of ethics

Association of Computing Machinery

Data Processing Management

International Federation for Information Processing

British Computer Society

Canadian Information Processing Society

Institute for Certification of Computer Professionals

Documents

Chapter 14 Planning Information Systems. 2 Learning Objectives When you finish this chapter, you will Recognize different approaches to business planning