3 Information Systems planning and selection.ppt

Chapter 9 1
Chapter 9
Information Technology For Management 4th
Edition
Turban, McLean, Wetherbe
Lecture Slides by A. Lekacos,
Stony Brook University
John Wiley & Sons, Inc.
IT Planning and Business Process
Redesign
By: Achoka William

Chapter 9 2
Chapter Objectives
 Discuss the importance, evaluation, and approaches to IT planning.
 Explain the four-stage model of information systems planning, and
discuss the importance of aligning information systems plans with
business plans.
 Describe several different methodologies for conducting strategic
information systems planning.
 Describe information requirement analysis, project payoff and portfolios,
resource allocation, and project planning.
 Identify the different types of information technology architectures and
outline the processes necessary to establish an information architecture.
 Discuss the major issues addressed by information systems planning.
 Distinguish the major Web-related IT planning issues and understand
application portfolio selection.
 Describe organizational transformation and change management related
to business processes redesign.
 Explain the IT support for processes redesign and BPR, and describe
redesign efforts, successes, and failures.
 Describe the need for business process redesign and the methodologies
for doing it.

Chapter 9 3
IT Planning — A Critical Issue for
Organizations
 IT PLANNING APPROACHES
 Business-led approach: The IT investment plan is defined on the
basis of the current business strategy.
 Method-driven approach: The IS needs are identified with the use
of techniques and tools.
 Technological approach: Analytical modeling and other tools are
used to execute the IT plans.
 Administrative approach: The IT plan is established by a steering
committee.
 Organizational approach: The IT investment plan is derived from a
business-consensus view of all stakeholders in the organization
IT planning is the organized planning of the IT infrastructure and
applications portfolios for all levels of the organization.
Corporate IT planning determines the IT infrastructure which in turn
determines what applications end users can deploy. Aligning the
goals of the organization and the ability of IT to contribute to those
goals can deliver great gains in productivity to the organization.

Chapter 9 4
Organizations Continued
 Strategic IT planning: Establishes the relationship between
the overall organizational plan and the IT plan.
 Information requirements analysis: Identifies broad,
organizational information requirements to establish a
strategic information architecture that can be used to direct
specific application development.
 Resource allocation: Allocates both IT application
development resources and operational resources.
 Project planning: Develops a plan that outlines schedules and
resource requirements for specific IS projects.
A four-stage model of IT planning that consists of four major
activities.
The four-stage planning model is the foundation for the development
of a portfolio of applications that is highly aligned with the corporate
goals and has the ability to create an advantage over competitors.

Chapter 9 5
Organizations Continued
An applications portfolio is the mix of computer applications
that the information system department has installed or is the
process of developing on behalf of the company.
The applications portfolio
categorizes existing, planned,
and potential information
systems based on their
business contributions.

Chapter 9 6
 IT Alignment with Organizational Plans: The primary task of
IT planning is to identify information systems applications that fit
the objectives and priorities established by the organization.
 Analyze the external environment (industry, supply chain,
competition) and the internal environment (competencies, value
chain, organizational structure) then relate them to technology
(alignment).
 Alignment is a complex management activity whose complexity
increases in accordance with the complexity of organization.
Strategic Information Technology
Planning - Stage 1
The first stage of the IT planning model identifies the applications
portfolio through which an organization will conduct its business. This
stage can also be expanded to include the process of searching for
strategic information systems (SIS) that enable a firm to develop a
competitive advantage. This involves assessing the current business
environment and the future objectives and strategies.

Chapter 9 7
 The business systems planning (BSP) model, developed by IBM
deals with two main building blocks which become the basis of an
information architecture.
 Business processes
 Data classes
 Stages Of IT Growth Model, indicates that organizations go through
six stages of IT growth
 Initiation. When computers are initially introduced.
 Expansion (Contagion). Centralized growth takes place as users demand
more applications.
 Control. In response to management concern about cost versus benefits,
systems projects are expected to show a return.
 Integration. Expenditures on integrating (via telecommunications and
databases) existing systems
 Data administration. Information requirements rather than processing drive
the applications portfolio.
 Maturity. The planning and development of IT are closely coordinated with
business development
Planning – Methodologies
Several methodologies exist to facilitate IT planning.

Chapter 9 8
Planning – Methodologies Continued

Chapter 9 9
 Critical success factors (CSFs) are those few things that must
go right in order to ensure the organization's survival and success.
Critical success factors vary by industry categories—manufacturing,
service, or government—and by specific industries within these
categories. Sample questions asked in the CSF approach are:
 What objectives are central to your organization?
 What are the critical factors that are essential to meeting these objectives?
 What decisions or actions are key to these critical factors?
 What variables underlie these decisions, and how are they measured?
 What information systems can supply these measures?
 Scenario planning is a methodology in which planners first create
several scenarios, then a team compiles as many as possible future
events that may influence the outcome of each scenario.

Chapter 9 10
Critical success factors (CSFs)

Chapter 9 11
Planning - Stage 2 Information Requirements Analysis
 Information requirements analysis in stage 2 is a more
comprehensive level of analysis. It encompasses
infrastructures such as the data needs (e.g., in a data
warehouse or a data center), requirements for the
intranet, extranet, and corporate partners are
established.
 Identifies high payoffs IT projects which will produce
the highest organizational payoff.
 Provides an architecture that leads to a cohesive,
integrated systems that offers the most benefit
The second stage of the model is the information requirements
analysis, which is an analysis of the information needs of users
and how that information relates to their work. The goal of this
second stage is to ensure that the various information systems,
databases, and networks can be integrated to support the
requirements identified in stage 1.

Chapter 9 12
Planning - Stage 3 Resource Allocation
Allocation is a difficult and in many cases a political process.
 Difficult since opportunities and requests for spending
far exceed the available funds.
 Difficult since some projects and infrastructures are
necessary in order for the organization to stay in
business.
 Another major factor in resource allocation is employing
outsourcing strategy.
Resource allocation, the third stage of the IT planning model,
consists of developing the hardware, software, data networks and
communications, facilities, personnel, and financial plans needed
to execute the master development plan as defined in the
requirements analysis phase.

Chapter 9 13
Planning - Stage 4 Project Planning
Various tools exist for planning and control:
 PERT & CPM
 Gantt Charts
The fourth and final stage of the model for IT planning is project
planning. It provides an overall framework within which specific
applications can be planned, scheduled, and controlled. Additional
emphasis is placed on vendor management and control it the
organization will outsources some of the requirements.
We have to understand what we are going to do
We have to understand what we are going to do
We need to know the start and end dates
We need to know the start and end dates
We need to know the resources
We need to know the resources
We need to know the tasks
We need to know the tasks

Chapter 9 14
IT Planning — Information Technology
Architectures
 This structure consists of applications for various
management levels
 operational control
 management planning and control
 strategic planning
 Applications oriented to various functional-operational
activities
 Marketing
 R&D
 Production
 Distribution
 It also includes infrastructure
 Databases
 Supporting software
 Networks
Information technology architecture refers to the overall
structure of all information systems in an organization.

Chapter 9 15
Architectures Continued
 Industry. Manufacturing firms use fewer IT infrastructure
services than retail or financial firms.
 Market volatility. Firms that need to change products quickly
use more IT infrastructure services.
 Business unit synergy. Firms that emphasize synergies (e.g.,
cross-selling) use more IT infrastructure services.
 Strategy and planning. Firms that integrate IT and
organizational planning, and track or monitor the
achievement of strategic goals, use more IT infrastructure
services.
Different organizations have different IT infrastructure
requirements. Two general factors that influence infrastructure
levels are information intensity (the extent to which products or
processes incorporate information) and strategic focus (the level of
emphasis on strategy and planning). Firms with higher levels of these
two factors use more IT infrastructure services,

Chapter 9 16
Architectures Continued
 Architectural choices are:
 Centralized computing: puts all processing and control authority
within one computer to which all other computing devices respond.
 Distributed computing: gives users direct control over their own
computing by providing a decentralized environment
 Blended computing: a blend of the two models
 End-user configurations (workstations):
 Centralized computing with the PC functioning as “dumb terminals”
or “not smart” thin PCs.
 A single-user PC that is not connected to any other device.
 A single-user PC that is connected to other PCs or systems, using a
telecommunications connections.
 Workgroup PCs connected to each other in a small P2P network.
 Distributed computing with many PCs fully connected by LANs via
wireline or Wi-FI.
Each organization has its own particular needs and preferences for
information. Therefore, today’s IT architecture is designed around
business processes rather than traditional departmental hierarchy.

Chapter 9 17
IT Planning — Planning Challenges
 Planning for Interorganizational Systems (IOS) involving several
organizations may be complex. Those involved with hundreds or even
thousands of business partners is extremely difficult. IT planners in
those cases should focus on groups of customers, suppliers, and
partners
 IT Planning for Multinational Corporations face a complex legal,
political, and social environment, which complicates corporate IT
planning. Therefore, many multinational companies prefer to
decentralize their IT planning and operations. Thus evolving into local
systems.
 Other Problems for IT Planning
 Cost, ROI justification
 Time-consuming process
 Obsolete methodologies
 Lack of qualified personnel
 Poor communication flow
 Minimal top management support
Information technology planning gets more complicated when
several organizations are involved, as well as when we deal with
multinational corporations.

Chapter 9 18
IT Planning — Web-based Systems
 E-planning is usually less formal
 E-planning must be more flexible
 In e-planning more attention is given to:
 applications portfolio
 risk analysis, the degree of risk in Web-based systems can be high
 strategic planning issues such as the use of metrics (industry
standards)
 strategic planning must integrate, e-business and knowledge
management
 The Web environment is very turbulent
Strategic planning for Web-based systems can be viewed as a
subset of IT strategic planning. However, in many cases it is done
independently of IT planning. E-planning mostly deals with the EC
infrastructure uncovering business opportunities and deciding on an
applications portfolio that will exploit those opportunities.

Chapter 9 19
IT Planning — Web-based Systems
Continued

Chapter 9 20
IT Planning — Business Process
Redesign (BPR) More extensive response
 Drivers of Process Redesign
 Fitting commercial software
 Streamlining the supply chain
 Participating in private or public e-marketplaces
 Improving customer service
 Conducting e-procurement
 Enabling direct online marketing
 Reducing cost and improving productivity
 Automating old processes
Environmental pressures from customers, competition and market
changes may require more comprehensive responses then typical
organizational responses. These extensive changes in operations,
processes or structure are called business process redesign.
A business process is a collection of activities that
take one or more kinds of inputs and create an output.

Chapter 9 21
Redesign (BPR) continued
Business process redesign was preceded by business process
reengineering, a methodology in which an organization
fundamentally and radically redesigned its business processes to
achieve dramatic improvement. Today, BPR can focus on anything
from the redesign of an individual process, to redesign of a group
of processes, to redesign of the entire enterprise.
A new method for restructuring, Business process management
(BPM), combines workflow systems and redesign methods. This
emerging methodology covers three process categories: people-to-
people, systems-to-systems, and systems-to-people interactions. It
is a blending of workflow, process management, and applications
integration.
BPR
BPR
BPM
BPM

Chapter 9 22
Redesign (BPR) IT’s Role
 Integrating fragmented information systems
 Employing data warehouses
 Implementing an extended supply chain
 Utilizing B2B e-marketplaces
 Providing a single point of contact for customers
The traditional process of looking at problems first and then
seeking technology solutions for them may need to be reversed. A
new approach is first to recognize powerful redesign solutions that
restructuring and BPR make possible, and then to seek the
processes that can be helped by such solutions. Thus the role of IT
in redesigning business processes can be very critical.
Redesign of business processes often means a need to
change some or all of the organizational information
systems. This process is referred to as retooling

Chapter 9 23
Redesign (BPR) Development Software
 Special BPR and process redesign software enables the
capture of the key elements of a business process in a
visual representation made up of interconnected objects on
a time line. The elements include:
 Activities
 Sequencing
 Resources
 Times
 Rules
 BPR software also has “what-if” capabilities in that it
enables process simulation and performance comparison of
alternative process designs.
 BPR software may incorporate some aspects of project
management in terms of allocating resources and costs to
work activities and their time sequencing.
A large variety of IT tools can be used to support redesign and BPR.
Some are generic, while others are specifically designed for
redesign and BPR.

Chapter 9 24
Redesign (BPR) Restructuring Processes
 Efficient PO, to AP to Receiving system the classical “3-
Way” Match
 Cross-docking, movement of just received merchandise to
out going loading platforms
 Mass Customization, maintaining Work-In-Process inventory
 Cycle Time reduction, the time it takes to complete a
process from beginning to end
 Vendor managed inventory
 Mobile devices
 Many more …
Redesign, restructuring, and reengineering efforts involve many
activities on the value and supply chains.

Chapter 9 25
Redesign (BPR) Restructuring the Organization
 Thick (many levels) hierarchical structure
 Thin (single level) structure
 Network structure
 Virtual Network structure or organization
The fundamental problem with the hierarchical organizational
structure is that any time a decision needs to be made, it must
climb up and down the hierarchy. Yet in thin structures there is a
need for horizontal communications to minimize inefficiencies.
Why is an efficient Structure important?
Why is an efficient Structure important?
1.
1. Management suited to strategy
Management suited to strategy
2.
2. Better response to Opportunities and Threats
Better response to Opportunities and Threats
3.
3. Higher morale
Higher morale
4.
4. Developing Culture
Developing Culture
5.
5. Control
Control

Chapter 9 26
Redesign (BPR) The Virtual Organization
 The major attributes of a virtual organizations are:
 Excellence
 Utilization
 Opportunism
 Lack of border
 Trust
 Adaptability to change
 Technology
The virtual corporation (VC) is an organization composed of several
business partners sharing costs and resources for the purpose of
producing a product or service. In a virtual organization the
resources of the business partners remain in their original locations
but are integrated.

Chapter 9 27
Redesign (BPR) Change Management
 Organization transformation refers to an organization with a
“new face,” whose business processes, structure, strategy, and
procedures are completely different from the old one. Such a
radical transformation can be a lengthy, expensive, and complex
process, which may involve organizational learning, changes in
management and personnel, creation of a new structure, and
employee retraining.
 Change Management refers to the implementation, control and
guidelines to introduce change into organizations. Changing
business processes, organizational structure and operating
procedures are interrelated and depending upon the magnitude of
the change can be met with employee resistance. Since change is
a learning process its impact can be minimized if properly
managed.
Major organizational changes such as transformation to e-business
are referred to as organization transformation. This process
usually requires change management.

Chapter 9 28
IT Planning — (BPR) (FORD)
(FORD)

Chapter 9 29
IT Planning — (BPR) (BANK)
(BANK)

Chapter 9 30
MANAGERIAL ISSUES
 Getting IT ready for the future. Planning—is one of the most challenging and
difficult tasks facing all of management, including IS management. Each of the four
steps of the IT strategic planning process—strategic planning, information
requirements analysis, resource allocation, and project planning—presents its own
unique problems. Yet, without planning, or with poor planning, the organization may
be doomed.
 Organizing for planning. Many issues are involved in planning: What should be
the role of the ISD? How should IT be organized? Staffed? Funded? How should
human resources issues, such as training, benefits, and career paths for IS personnel,
be handled? What about the environment? The competition? The economy?
Governmental regulations? Emerging technologies? What is the strategic direction of
the host organization? What are its key objectives? Are they agreed upon and clearly
stated? Finally, with these strategies and objectives and the larger environment, what
strategies and objectives should IS pursue? What policies should it establish? What
type of information architecture should the organization have: centralized or not
centralized? How should investments in IT be justified? The answer to each of these
questions must be tailored to the particular circumstances of the ISD and the larger
organization of which it is a part.

Chapter 9 31
MANAGERIAL ISSUESContinued
 Fitting the IT architecture to the organization. Management of an
organization may become concerned that its IT architecture is not suited to the needs
of the organization. In such a case, there has likely been a failure on the part of the IT
technicians to determine properly the requirements of the organization. Perhaps there
has also been a failure on the part of management to understand the type and
manner of IT architecture that they have allowed to develop or that they need.
 IT architecture planning. IT specialists versed in the technology of IT must
meet with business users and jointly determine the present and future needs for the
IT architecture. In some cases, IT should lead (e.g., when business users do not
understand the technical implications of a new technology). In other cases, users
should lead (e.g., when technology is to be applied to a new business opportunity).
Plans should be written and published as part of the organizational strategic plan and
as part of the IT strategic plan. Plans should also deal with training, career
implications, and other secondary infrastructure issues.
 IT policy. IT architectures should be based on corporate guidelines or principles laid
out in policies. These policies should include the roles and responsibilities of IT
personnel and users, security issues, cost-benefit analyses for evaluating IT, and IT
architectural goals. Policies should be communicated to all personnel who are
managing or directly affected by IT.

Chapter 9 32
 Ethical and legal issues. Conducting interviews for finding managers’ needs and
requirements must be done with full cooperation. Measures to protect privacy must be
taken. In designing systems one should consider the people in the system.
Reengineering IT means that some employees will have to completely reengineer
themselves. Conducting a supply chain or business process reorganization may result
in the need to lay off, retrain, or transfer employees. Should management notify the
employees in advance regarding such possibilities? And what about those older
employees who are difficult to retrain?
 Other ethical issues may involve sharing of computing resources (in a client/server
environment, for example) or of personal information, which may be part of the new
organizational culture. Finally, individuals may have to share computer programs that
they designed for their departmental use, and may resist doing so because they
consider such programs their intellectual property. Appropriate planning must take
these and other issues into consideration.
 When using business intelligence to find out what competitors are doing, companies
may be engaged in unethical tactics such as pressuring competitors’ employees to
reveal information, or using software that is the intellectual property of other
companies (frequently without the knowledge of these other companies).

Chapter 9 33
 IT strategy. In planning IT it is necessary to examine three basic strategies:
 Be a leader in technology. However, there is a high development cost of
new technologies and high probability of failures.
 Be a follower. This is a risky strategy because you may be left behind.
 Be an experimenter, on a small scale. This way you minimize your research
and development investment and the cost of failure.
 Integration: The role of IT in redesign and BPR. Almost all major supply chain
management (SCM) and/or BPR projects use IT. However, it is important to
remember that in most cases the technology plays a supportive role. The primary
role is organizational and managerial in nature. On the other hand, without IT, most
SCM and BPR efforts do not succeed.
 Failures. One of the lessons from the history of IT is that very big projects have a
tendency to fail when expectations exceed real capabilities. One of the reasons for
failure is a miscalculation of the required amount of IT. It simply may be too
expensive to rebuild and retool the IT infrastructure and adjust applications that are
necessary for BPR. The solution may be instead to defer the BPR and use
incremental improvements, or to reengineer only the most critical processes.

Chapter 9 34
Chapter 9
Copyright © 2004 John Wiley & Sons, Inc. All rights
reserved. Reproduction or translation of this work
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responsibility for errors, omissions, or damages,
caused by the use of these programs or from the
use of the information contained herein.

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