Session One – IS Management

1. Session One – IS Management Introduce One Another Short History IT Organization Models Governance Issues IS 483 - IS Mgt

2. Norma Sutcliffe’s Short Bio • Longer one on the web • Extensive consulting experience in IS for HR area as a consultant, director, independent, partner • Founded consulting firm with one other • Has designed & implemented applications for: • Mainframes • Client/server systems • PC systems • Consultant to Fortune 500 companies, &mid-size • MBA and Ph.D. in IS from UCLA • Research area – Effective IS leadership/ IS skills management / Trust IS 483 - IS Mgt

3. Student Introductions • Name, Employer, Present duties • Why taking an MS? • Career goals? • What is wanted from IS 483? IS 483 - IS Mgt

4. The Agenda • Introductions – the Contract -- • Syllabus / Course Overview / Assignments • Short History of IT • IT Organization Models • BREAK • Governance Issues • Introduce next session: • Leadership Effectiveness Framework • Leadership Issues • Assignment for Session 2 IS 483 - IS Mgt

5. The Contract • What we should expect from each other • Do Not expect to have every detail reviewed in class • Readings will be introduced in the previous session to help guide your reading activity for next session. • An overview of major points in the readings will be given in the assigned session with QNAs • Following the overview, all in class will argue the discussion questions giving their views • All are expected: • To have read material prior to class • To be prepared to participate in class IS 483 - IS Mgt

6. My Perspective • Masters students can be expected to handle their responsibilities • No one should be shy about asking questions; No one ever looses points for asking questions • Most of the material is “old hat” and familiar – I am adding the management and political elements (scar tissue) - if anything is new to you ask questions! IS 483 - IS Mgt

7. Student Read materials Understand Question to clarify Prepare to participate in discussion questions Participate in class Meet with teacher, as needed Teacher Present material Provide context Answer questions Develop understanding Challenge students Mutual Responsibilities IS 483 - IS Mgt

8. Feedback Exercise • Periodically I will ask you: • What could be done better? • What was done well and s/b repeated? • What can we skip? • General points • How could this class have been more meaningful to you? • What else should we cover? IS 483 - IS Mgt

9. Syllabus Overview • Course Description • Course Objectives • Text used • Session Format • Grading Breakdown • Assignments • Weekly Topics web page • “Packets” web pages IS 483 - IS Mgt

10. Short History of IT IS 483 - IS Mgt

11. Evolution of IT Functions and Architecture • The Mainframe Era (1950s - 1970s) • Microcomputer Era (1970s - 1980s) • Distributed Systems Era (1980s - present) • Ubiquitous (Internet) Era Source: Applegate, et.al 1996 IS 483 - IS Mgt

12. Stages of a Technology’s Growth • Nolan’s Stage Model (Nolan & Gibson, 1974): • Stage One: Early Success. • Stage Two: Proliferation. • Stage Three: Control of Proliferation. • Stage Four: Mature Use. • Modified Model (Cash et.al 1992) • Identification and initial investment • Experimentation and learning • Management control • Widespread technology transfer IS 483 - IS Mgt

13. Characteristics of Each Era • Dominant Technology • Organization Model for IT infrastructure • Information Management • Communication Management • Tools • User Interface • Structure and Control IS 483 - IS Mgt

14. Characteristics of 1950 – 1960s Era • Dominant Technology -- mainframe • Organization Model for IT infrastructure – centralized DP department • Information Management – TPS using files >> hierarchical DBs • Communication Management – telephone and telegraphs • Tool - assemblers, 3rd generation (COBOL/FORTRAN/ RPG)- • User Interface – reports/ batch • Structure and Control -- centralized, IS 483 - IS Mgt

15. Characteristics of 1970s Era • Dominant Technology – minicomputer • Organization Model for IT infrastructure – regionalized MIS department • Information Management – DBMS >> hierarchical DBMS • Communication Management – telephone and telegraphs • Tools -- DB s/w, some packaged s/w. IMS, Basic, APL, • User Interface – on-line report requests/ • Structure and Control -- centralized, IS 483 - IS Mgt

16. Characteristics of 1980s Era • Dominant Technology – minis, PCs • Organization Model for IT infrastructure – LAN, departments own IS • Information Management – Relational DBs, packaged applications • Communication Management – LAN, WAN • Tool - Basic, 1-2-3, word processing, • User Interface – GUI • Structure and Control -- CIOs emerge, IS 483 - IS Mgt

17. Characteristics of 1990s Era • Dominant Technology – Client/Server, ERPs, Y2K, • Organization Model for IT infrastructure – interconnected clien/servers • Information Management – ERPs, data mining • Communication Management – LAN, WAN • Tool - end user computing packages • User Interface – GUI • Structure and Control -- outsourced development, production IS 483 - IS Mgt

18. Characteristics of 2000 Era • Dominant Technology – Client/Server, ERPs, data mining, • Organization Model for IT infrastructure – IntraNets, extranets, • Information Management – www to rel-dbms, object oriented • Communication Management – Internet • Tool - web design s/w, etc. • User Interface – GUI • Structure and Control -- outsourcing, coordination IS 483 - IS Mgt

19. IS/IT Organization Models • Location of computing resources • Centralized • Decentralized • Distributed • Placement of IT Personnel • Match between IT organization model and enterprise fit (multiple approaches) • New technology demands realignment– back to centralized? IS 483 - IS Mgt

20. Organizing Resources: Three Approaches • Traditional System Delivery Approaches • Separate organizations for different technologies and procedural based activities • The Product Line Approach to System Development • Organize system builders around technologies • An Enterprise and User Oriented Approach • Integrate technology, delivery and functions IS 483 - IS Mgt

21. Strains between Management and IT Professionals 1. Dissemination of information 2. Participation in development 3. Time horizon 4. Accountability of IT 5. Control of systems 6. Evaluation of IT personnel 7. Recognition of IT management IS 483 - IS Mgt

22. IT Management • Enable corporate strategies • Competitive strategies • Process redesign • Value enhancement • Enhance workgroup productivity • Infrastructure/Architecture • Service Management • Resource Management IS 483 - IS Mgt

23. IT Contributes to all of the processes • Process owner may or my not understand this • Accountability to demonstrate value is yours • The more you can relate an IT proposition to a core process, the better it will be received IS 483 - IS Mgt

24. IT Organizational Models • Three Basic Forms: • functional, product, matrix • Each has Different • Control, • User Dominance, • Distribution • None is right all the time • Technology should cause reassessment of organization IS 483 - IS Mgt

25. Functional Model IS Mgr Programming System Operations Software Specialists App. Mgr. Operators Librarian Programmers Data Entry Scheduler IS 483 - IS Mgt

26. Advantages Everybody understands his/her tasks The structure confers stability Greater opportunity for the development of specialized skills Provides a system of checks and balances Easier to enforce standards in functional areas. Disadvantages The IS manager spends too much time on coordinating problems arising among functional areas Less training & development opportunities High risk of project failure Difficult for communication Functional Alignment:Organizing IT personnel by functional knowledge and platforms IS 483 - IS Mgt

27. Project/Product Model IS M Project 1 Project 2 Project 3 Prog./Anal Prog./Anal Prog./Anal Prog/Oper. Prog/Oper. Prog/Oper. Prog/Data Prog/Data Prog/Data IS 483 - IS Mgt

28. Advantages Everyone understands departmental work Structure is highly receptive to new ideas Structure offers greater adaptability Shorter chain of command, makes each person more visible Disadvantages Structure is not highly stable Structure demands continuous management attention Few opportunities to develop special skills No clear career path Project Alignment:Organizing IT personnel by tasks and services IS 483 - IS Mgt

29. Matrix Model IS M Prog. Mgrs Programming Analysis Technical Operations PM A. PM B PM C Task Leaders IS 483 - IS Mgt

30. Advantages Better assessment of individual skills and professional development Better utilization of specialization skills Highly flexible and adaptable to changing environments Disadvantages Success is highly dependent on interaction between functional manager and project manager (usually from business areas) Difficult to manage projects Project manager does not have line authority Greater potential for political difficulties Problems in communication because of dual reporting. Matrix Alignment:Organizing IT personnel by functional and project approach simultaneously IS 483 - IS Mgt

31. Governance Issues IS 483 - IS Mgt

32. Pressure toward IT Control • Stronger IT staff professionalism, easier to recruit and retrain talents for better career development opportunities • Better scope and complexity in assessing feasibility of IT projects -- hardware, process, and infrastructure • Encourage data sharing and compliance with IS architecture. More timely abstracting of data. • Better fit with traditional corporate structure and centralized IT strategy • Include true costs and full costs in cost analysis. IS 483 - IS Mgt

33. Pressure toward User Dominance • IT backlog and focus on maintenance (vs.. new development) resulted in user IT staff to meet pent-up user demand. • Competitive and service growth in the IT market resulted in user preference for package systems. • Users have direct control over development priorities. • Decentralized or distributed development fit for decentralized IT structure. • Users demonstrate enthusiasm in learning and experimentation. IS 483 - IS Mgt

34. Pressure toward Distribution • Support learning and global organization. Emphasize global security and reliability. • Support effective and efficient use of resources by mixing specialized and off-the-shelf software; specialized ad general expertise • Encourage lateral and vertical information sharing through integrated data, interorganizational systems and enterprise standards IS 483 - IS Mgt

35. Pressure toward Distribution • Mix of scarce and generalized IT resources, but have increased turn-over risks. • Active involvement of knowledgeable and technically oriented users • Suitable for matrix organization and cross-functional teams that emphasized collaboration, mix of centralized and decentralized IT. IS 483 - IS Mgt

36. Next Session – HRM in IS IS 483 - IS Mgt

37. HRM in IS • Leadership Effectiveness Framework • Leadership Issues • Discussion Questions IS 483 - IS Mgt

38. Flamholtz Leadership Effectiveness Framework • The styles of leadership • Directive • Interactive • Nondirective • The situation • The Work Being Done (programmable/ non-programmable) • The People Doing the Work(motivation/skill level/independence) • Temporal concerns(timeframe?) IS 483 - IS Mgt

39. Flamholtz Leadership Effectiveness Framework • Leadership Tasks • Towards the work being done • Goal emphasis and work facilitation • Towards people doing the work • Interaction facilitation, supportive behavior, personnel development • Balance in emphasis IS 483 - IS Mgt

40. IT- HRM Components • Hiring • Turnover and Retention Strategies • Career Development • Training • Compensation • Performance Appraisal IS 483 - IS Mgt

41. Leadership Issues in IS Mgt • How CIOs role has evolved and where it is going • How IS function is changing • SABRE system IS 483 - IS Mgt

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