School Of Computer And Information Sciences IS 631 Operation

School Of Computer Information Sciencesits 631 Operational Excellen

School of Computer & Information Sciences ITS-631- Operational Excellence Chapter 8 – Information Technology and Organizational Learning Content from: Primary Textbook: Jamsa, K. A. (2013). Cloud computing: SaaS, PaaS, IaaS, virtualization, business models, mobile, security and more. Burlington, MA: Jones & Bartlett Learning. Secondary Textbook: Erl, T., Mahmood, Z., & Puttini, R. (2014). Cloud computing: concepts, technology, & architecture. Upper Saddle River, NJ: Prentice Hall. 1 Introduction Synergistic Union of IT and Organizational Learning Presents case studies that demonstrate how IT and Organizational Learning occur in the real world. Examines the processes of how technology and organizational learning can be implemented in an organization and what management perspectives can support its growth to implement forms of organizational dynamism. 2 Siemens AG Siemens AG- from the perspective of the CIO Use of e-business across 20 discrete businesses Mission: to create a common road map across different businesses and cultures Challenge: introduce a new e-business strategy from the top-down in each business in the Americas and then to integrate it with the global firm. Interrelationships among the CIO and communities of practice: 3 Siemens AG – Corporate Oversight Figure 8.2 shows the corporate CIO oversight and management 4 Siemen’s Challenge and Results Challenges Transform its CIOs from being back-office professionals to proactive technologists focused on learning to drive business strategy. The most important component of executive decision making is that trust exists within each community. The technology must be managed itself. Results The executive team realized the CIO alone could not provide business strategy or react quickly enough to market needs. Strategy required the integration of all aspects of the organization to lead change. 5 ICAP Case Study ICAP Case Study Financial organization had to reorganize IT to be more than just technical support Aspects of the operation of a responsive organizational dynamism ICAP understood the ways electronic trading would affect their business strategy Challenges Fear that the traditional voice broker was endangered To remedy ->presented electronic trading as a supplement instead of a replacement of the voice broker 6 ICAP –Responsive Organizational Dynamism Figure 8.7 depicts ICAP model of responsive organizational dynamism 7 Middle Management Community of Practice at ICAP Figure 8.10 depicts the middle-management community of practice that allowed ICAP to be successful in deployment of organizational change Figure 8.11 shows the executive community of practice 8 HTC Case Study This case study demonstrates that changes can occur when technology reports to the appropriate level in an organization Challenges: Clash between new requirements and the culture CEO became more involved because CFO was not in a position to lead the changes The CTO did not have the business skills to integrate IT with the rest of the organziation Implemented a pilot, then rolled out across the organization Results: Importance of executive partnership with implementations 9 References Langer, A. M. (2018). Information Technology and Organizational Learning. 3rd edition. Taylor & Francis Group, LLC. ISBN: School of Computer & Information Sciences ITS-631- Operational Excellence Chapter 7 – Information Technology and Organizational Learning Content from: Primary Textbook: Jamsa, K. A. (2013). Cloud computing: SaaS, PaaS, IaaS, virtualization, business models, mobile, security and more. Burlington, MA: Jones & Bartlett Learning. Secondary Textbook: Erl, T., Mahmood, Z., & Puttini, R. (2014). Cloud computing: concepts, technology, & architecture. Upper Saddle River, NJ: Prentice Hall. 1 Introduction Virtual teams and Outsourcing Virtual teams Geographically dispersed Competitive outsourcing abroad – learn how to manage across geographical locations Barriers of culture and language Failures: Caused by poor communication 2 Status of Virtual Teams Virtual teams render results Management Considerations Attribution theory – describes how people typically generate explanations for outcomes and actions Dealing with Multiple locations Difficulty in virtual teams is the span of multiple locations. 3 Communities of Practice: Virtual Team Extensions Table 7.2 – Communities of Practice: Virtual Team Extensions Externalization Internalization Combination Socialization Externalization Dynamism Internalization Dynamism Combination Dynamism Socialization Dynamism 4 Tacit Knowledge and Virtual Teams Transferring tacit knowledge on virtual teams can be difficult. See Table 7.3 that explains this: 5 Dealing with Multiple Locations and Outsourcing Virtual organizations are often a given in outsourced environments Offshoring – communications originate in multiple locations Find a way to deal with multiple time zones Employees may be employed via various organizations Revisiting Social Discourse The expansion of a virtual team communications further emphasizes the importance of discourse and need to rethink how the components relate to each other in a virtual context. Identity Skills Emotion 6 References Langer, A. M. (2018). Information Technology and Organizational Learning. 3rd edition. Taylor & Francis Group, LLC. ISBN: School of Computer & Information Sciences ITS-631 Operational Excellence Chapter 10 – Information Systems for Business and Beyond (2019) Content from: Primary Textbook: Jamsa, K. A. (2013). Cloud computing: SaaS, PaaS, IaaS, virtualization, business models, mobile, security and more. Burlington, MA: Jones & Bartlett Learning. Secondary Textbook: Erl, T., Mahmood, Z., & Puttini, R. (2014). Cloud computing: concepts, technology, & architecture. Upper Saddle River, NJ: Prentice Hall. 1 Learning Objectives Explain the overall process of developing new software; Explain the differences between software development methodologies; Understand the different types of programming languages used to develop software; Understand some of the issues surrounding the development of websites and mobile applications; and Identify the four primary implementation policies. 2 Programming Software is created via programming Software development methodologies 3 Systems Development Lifecycle Waterfall Methodology – represents how each step is a separate part of the process. 4 Rapid Application Development (RAD) Focuses on quickly building a working model of the software and obtaining feedback from users to update the model. 5 Agile Methodologies Incremental changes with a focus on quality and attention to detail. 6 Agile and Interative Development Characteristics of agile methodology: Small cross-functional teams Daily status meetings Short time-frame increments Working project at the end of each iteration 7 Lean Methodology Minimum Viable Product Just enough functionality to demonstrate an idea Lean Methodology 8 Quality and Programming Languages Read: The Quality Triangle Time, Cost, and Quality Programming Languages Generations of Programming Languages First generation Second generation Third generation Fourth generation 9 Different Classifications of IT Systems and Tools Compiled vs. Interpreted Procedural vs. Object-Oriented Programming Tools Integrated Development Environments CASE Tools Mobile Apps Breakthrough in component technology Sensors have unlocked context Simple, purpose-built, task-oriented = easy to use Immediate access to data = larger value proposition App stores = simple acquisition 10 Build vs. Buy, Web Services and End User Computing Build vs. Buy Advantages and Disadvantages of purchasing software from an outside company Web Services Google maps and API services End User Computing Don’t need to be a programmer Can end up with several apps that perform the same function 11 Implementation Methodologies Implementation Methods: Direct Cutover Pilot Implementation Parallel Operation Phased Implementation Change Management Important to communicate changes throughout the organization Maintenance When system is in production it’s important to review how to appropriately maintain the system 12 References Bourgeous, D., Smith, J., Wang. S., Mortati, J. (2019). Information Systems for Business and Beyond. Retrieved from . 13 School of Computer & Information Sciences ITS-631 Operational Excellence Chapter 9 – Information Systems for Business and Beyond (2019) Content from: Primary Textbook: Jamsa, K. A. (2013). Cloud computing: SaaS, PaaS, IaaS, virtualization, business models, mobile, security and more. Burlington, MA: Jones & Bartlett Learning. Secondary Textbook: Erl, T., Mahmood, Z., & Puttini, R. (2014). Cloud computing: concepts, technology, & architecture. Upper Saddle River, NJ: Prentice Hall. 1 Learning Objectives describe each of the different roles that people play in the design, development, and use of information systems; understand the different career paths available to those who work with information systems; explain the importance of where the information-systems function is placed in an organization; and describe the different types of users of information systems. 2 Creators of Information Systems Designing, developing, and building information systems U.S. Labor statistics for computing career employment in Various Roles in IS Systems Analyst Programmer /Developer Computer Engineer Hardware Software Systems Network Computer Operator Database Administrator Help Desk /Support Analyst Trainer 4 Managing Information Systems CIO Functional Manager ERP Management Project Manager Information Security Officer 5 Emerging Roles and Career Paths in IS Roles are Emerging in IT due to innovation technology. Career Path in IS 6 Certifications and Organizing the IS Function Certifications are an important aspect of progressing through a career path Read: Sidebar – Are Certifications Worth Pursuing Organizing the IS Function Matrix structure Stand alone IT department Outsourcing Network-based organizational structure 7 Types of IS Users Innovators Early Adopters Early Majority Late Majority Laggards 8 References Bourgeous, D., Smith, J., Wang. S., Mortati, J. (2019). Information Systems for Business and Beyond. Retrieved from .