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(3) Introduction to Enterprise IT 企业信息技术概述

The Networked Economy: Information Management, Strategy, and Innovation 网络经济 : 信息管理 , 战略 , 和创新. (3) Introduction to Enterprise IT 企业信息技术概述. Enterprise IT: Role and Expectations 企业 IT ： 角色和前景. From decision support function to strategic relevance 从决策支持功能到战略重要性

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(3) Introduction to Enterprise IT 企业信息技术概述

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  1. The Networked Economy: Information Management, Strategy, and Innovation网络经济:信息管理, 战略, 和创新 (3) Introduction to Enterprise IT企业信息技术概述

  2. Enterprise IT: Role and Expectations企业IT：角色和前景 • From decision support function to strategic relevance从决策支持功能到战略重要性 • Multiple interaction with core functions (finance, production, marketing, sales)与核心功能（财务、生产、营销和销售）的多重相互作用 • Examples of enterprise software企业软件 • Enterprise Resource Planning (ERP)企业资源计划（ERP） • Customer Relationship Management (CRM)客户关系管理（CRM） • … • IT and business processesIT和业务流程 • Importance of data: Collect, manage, mine. 数据的重要性：搜集，管理，挖掘

  3. Cost of a typical IT project一个典型IT项目的成本 • Software: 10%软件：10％ • Hardware: 15%硬件：15％ • Digital organization 75%数字化组织 75% • Human capital人力资本 • Business processes业务流程 • …

  4. IT budges are huge…　IT预算庞大 • Worldwide spending on IT:全球IT开支 • USD 1…2 trillion ( = 1012) 1…2 万亿（1012）美元 • Economist (2004): USD 1 trillion经济学家（2004）：1万亿美元 • Carr (2003): USD 2 trillion卡尔（2003）：2万亿美元 • About 3…5 % of the World’s GDP约等于全球国内生产总值的3…5% • IT as part of capital expenditures (US):IT资本支出（美元） • 1965: < 5% • 1980: 15% • 1990: 30% • 2000: 50% 耗费在IT上的总金额 ,　单位:10亿美元

  5. … and IT is very hard to manage且 IT 很难管理 • Fraction spent on fixing systems high and still increasing系统修复所占开支比例很高且一直在增长 • from 25% in 1990 从1990年的25% • to 75% in 2005 上升到2005年的75% • Two thirds of all IT projects fail or take much longer than expected三分之二的IT项目最终失败或比预期延长时间 • Main reason: Underestimated complexity and dependencies主要原因：复杂程度和依赖性被低估 • Additional issues其它问题 • User frustration用户自身的使用困难 • Downtime of computer and/or network 电脑和网络的故障 • Sources: Economist Oct 30 2004; IDG (fractions), Standish (failure rate), Gartner (downtime)来源：《经济学人》，2004年10月30日; IDG, Standish, Gartner

  6. Most IT projects are not successful 大多数IT项目的实施并不像计划的那么成功 • 3 types of outcomes3种项目实施结果 • Success: Project completed on time and on budget, with all features and functions as initially specified成功：项目按时、按预算完成，并且具备最初设计的所有的特点和功能。 • Partial success: The project eventually completed and operational, but late, and/or over budget, and/or with less features and functions than originally specified.部分成功：项目最终完成并投入使用，但是开发时间过长，超过了预算，并且不完全具备最初设计的特点和功能。 • Complete failure: The project is canceled at some point during development.完全失败：项目在开发周期的某个时间点上被中止了。 • Source: Standish Group; cited in: “Guide to Enterprise IT Architecture”; (N =365 companies) 16 % 53 % 31 %

  7. What is an ERP system?什么是ERP系统？ • ERP system is a software package for a client-server environmentERP系统是是为客户服务器环境设计的软件包 • Example (CRM): Salesforce.comvs Siebel (now Oracle)例如：Salesforce.com和Siebel (现在被并入Oracle) • Current trend: Software as a service (SaaS, lower entry cost for client)目前的趋势：软件作为一种服务存在（SaaS, 较低的进入成本） • ERP systems integrate most business processes of a companyERP系统整合了公司的主要业务流程 • Strategic vs commodity? Payroll, travel expense reimbursement 战略还是日用品？工资表，出差费报销 • ERP systems process most the company’s transactionsERP系统处理公司大部分交易 • ERP systems use a common enterprise-wide relational databaseERP系统使用公司范围的关系数据库 • Allows real-time data access允许实时数据访问

  8. Some real-world IT problems一些现实世界中的IT问题 • Q: What IT problems does your organization face?问题：你所在的单位遇到什么样的IT问题呢？ • Strategy • Business strategy “vs“ Technical strategy商业战略 与 技术战略 • Data数据 • Accuracy and integrity 精确和一致性 • Avoid data redundancy: Store each piece of data once避免数据冗余：每一条数据只做一次存储 • Data security安全 • Trade-offs利弊权衡 • Infrastructure基础结构问题 • Incompatible technologies不兼容性的技术问题 • System administration系统管理 • Ongoing IT management运行中的IT管理 • Technology anarchy技术混乱 • Individuals changing their systems个人系统作的更改

  9. IT: Commodity or Strategy?IT：日用品还是战略？

  10. Group exercise: IT Strategy and Business Processes小组练习：IT战略和业务流程 • Read two HBR articles (Harvard Business Review)读两篇哈佛商业案例文章（选自哈佛商业评论） • N. Carr: “IT Doesn’t Matter”, HBR, May 2003卡尔：“ＩＴ并不意味着一切”哈佛商业评论, 2003年5月 • J. Ross, P. Weill: “Six IT Decisions Your IT People Shouldn‘t Make”, HBR, Nov 2002罗斯 威尔：“你的IT人员不应该做的六个IT决策”, 哈佛商业评论, 2002年11月 • Select one specific company of one of the members of your group.在你的小组中选择一个成员所在的公司　 • Discuss: For the company you picked, answer the following questions:讨论：针对你选择的公司，回答下列问题： • Which parts of that company’s IT are commodity, which strategy?你们公司ＩＴ的哪个部分是属于日用品的？哪个部分是战略？ • What are IT risks and implications?ＩＴ的风险和具体应用？ • What trade-offs do you choose (e.g., between cost – quality – speed) and why?你们怎么权衡（在成本，质量和速度之间）？为什么？

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