Information-System-Management-ISM.pptx11
- 1. C O L L E G E O F C O M P U T E R S T U D I E S Information System Management (ISM) Start Page
- 2. involves planning, designing, implementing, and managing information systems that support an organization's operations, objectives, and decision-making processes. ISM encompasses the tools, strategies, and processes needed to collect, store, and process data to deliver information, knowledge, and digital products. It ensures that information systems effectively contribute to organizational goals and streamline operations. Information System Management (ISM)
- 3. IT Service Management (ITSM) IT Service Management focuses on designing, delivering, managing, and improving the wayIT services are used within an organization. ITSM ensures that the IT services align with thebusiness needs and provide value to users and stakeholders.
- 4. Key Components of ITSM ● Service Strategy: Defines the services to be provided and the business goals they support. Service Design: Focuses on designing IT services, systems, and ● processes. Service Transition: Ensures that new or changed services are ● implemented smoothly. Service Operation: Deals with the day-to-day delivery of services. ● Continual Service Improvement (CSI): Ensures ongoing improvement ● of services to meet changing business needs.
- 5. Common Frameworks in ITSM: ● ITIL (Information Technology Infrastructure Library): A set of best practices for managing IT services. COBIT (Control Objectives for Information and ● Related Technologies): A framework for managing and governing IT
- 6. IS project management IS project management involves managing the entire lifecycle of an information system project, from initiation and planning to execution, monitoring, and closure. When done effectively, it ensures projects are completed on time, within scope, and within budget, driving successful outcomes and aligning with organizational goals.
- 7. Project Management Methodologies: ● Waterfall: A linear and sequential approach.● Agile: An iterative, flexible approach (e.g., Scrum, Kanban). PRINCE2 (Projects IN Controlled Environments): A ● structured, process-based approach. PMI (Project Management Institute) Framework: ● A standard approach to project management
- 8. Front End ● Initiation: Define the project, its scope, objectives, and stakeholders. Planning: Develop detailed plans for execution, resources, ● budget, and timelines. Execution: Carry out the plan, manage resources, and ● ensure progress. Monitoring and Controlling: Track performance, resolve ● issues, and make necessary adjustments. Closure: Finalize the project, evaluate outcomes, and ● document lessons learned.
- 9. Information Systems (IS) Performance Measurement Performance measurement in Information Systems (IS) is crucial for evaluating the effectiveness and efficiency of IT services and processes. It involves collecting, analyzing, and reporting data to assess how well IS supports organizational goals.
- 10. Key Metrics for IS Performance Measurement: ● System Availability: Uptime and reliability. Response Time: The speed at which the system ● responds to user requests. User Satisfaction: Based on surveys or feedback ● mechanisms. System Utilization: Efficiency in terms of ● resources and user engagement. Cost-Effectiveness: Whether the system is ● delivering value relative to its costs
- 11. Key Frameworks and Approaches: ● Balanced Scorecard: A strategic planning and management system used to measure performance across various perspectives (financial, customer, internal processes, learning and growth). Key Performance Indicators (KPIs): Specific, ● measurable metrics aligned with organizational goals.
- 12. Information Systems (IS) Portfolio Management IS portfolio management is the process of managing a collection of IS projects and systemsto ensure they align with business strategy, are balanced in terms of risk and return, anddeliver value over time. It helps organizations prioritize and allocate resources effectivelyacross a range of IT initiatives.
- 13. Key Objectives of IS Portfolio Management: ● Aligning with Business Strategy: Ensuring that all systems and projects support the strategic goals of the organization. Balancing Risk and Return: Evaluating the trade- ● offs between high-risk, high-reward projects and low-risk, low-reward ones. Optimizing Resource Allocation: Making sure ● that resources (e.g., time, money, talent) are allocated to the most valuable and feasible projects.
- 14. Processes Involved in IS Portfolio Management: ● Portfolio Planning: Identifying and evaluating potential IT projects and systems. Project Selection: Prioritizing projects based on ● business needs, strategic alignment, and risk. Resource Allocation: Distributing resources across ● projects in an optimized manner. Performance Monitoring: Tracking the progress of ● the portfolio to ensure it meets objectives.
- 15. Tools for IS Portfolio Management: ● Microsoft Project Server Clarity PPM (Project and ● Portfolio Management) Planview ●
- 16. Key Considerations: ● Risk Management: Identifying and mitigating risks that could affect the portfolio. Value Delivery: Ensuring the portfolio ● delivers tangible business value. Portfolio Governance: Establishing a clear ● structure and guidelines for decision-making and oversight.
Editor's Notes
- #1: How can we ensure that our proposed IS/IT solutions will deliver value for money? Systems management is the process of planning, implementing, and monitoring of information systems that support the mission, goals, and objectives of an organization.
- #2: This establishes the overarching purpose and direction of technology within the company.
- #8: Business processes may need to be designed in relationships with customers and suppliers changed. Risk occurs because of the level of uncertainty associated with these kinds of systems (we are dealing with unstructured decision making, the results of which are often hard to quantify).
- #9: Sullivan (1985) identified four investment categories for information systems that provide a framework within which the strategic value of the investment to the company can be placed
- #10: Benefits derive either from eliminating unnecessary processes or from automating regular and routine procedures. In either case, the aim is to reduce cost and raise efficiency.