operational excellence assignment 23
HW#2: Achieving Operational Excellence: Using Internet Tools to Increase Efficiency and Productivity
Software skills: Web browser software and presentation software
Business skills: Employee productivity analysis
In this project, you’ll suggest applications of Internet technology to help employees at real-world company work more efficiently.
Dirt Bikes’s management is concerned about how much money is being spent communicating with people inside and outside the company and on obtaining information about developments in the motorcycle industry and the global economy. You have been asked to investigate how Internet tools and technology could be used to help Dirt Bikes employees communicate and obtain information more efficiently. Dirt Bikes provides Internet access to all its employees who use desktop computers.
How could the various Internet tools help employees at Dirt Bikes? Create a matrix showing what types of employees and business functions would benefit from using each type of tool and why.
How could Dirt Bikes benefit from intranets for its sales and marketing, human resources, and manufacturing and production departments? Select one of these departments and describe the kind of information that could be provided by an intranet for that department. How could this intranet increase efficiency and productivity for that department?
Use electronic presentation software to summarize your findings for management.
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.
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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.
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Creators of Information Systems
Designing, developing, and building information systems
U.S. Labor statistics for computing career employment in 2020
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Various Roles in IS
Systems Analyst
Programmer /Developer
Computer Engineer
Hardware
Software
Systems
Network
Computer Operator
Database Administrator
Help Desk /Support Analyst
Trainer
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Managing Information Systems
CIO
Functional Manager
ERP Management
Project Manager
Information Security Officer
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Emerging Roles and Career Paths in IS
Roles are Emerging in IT due to innovation technology.
Career Path in IS
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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
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Types of IS Users
Innovators
Early Adopters
Early Majority
Late Majority
Laggards
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References
Bourgeous, D., Smith, J., Wang. S., Mortati, J. (2019). Information Systems for Business and Beyond. Retrieved from https://opentextbook.site/informationsystems2019/.
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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.
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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.
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Programming
Software is created via programming
Software development methodologies
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Systems Development Lifecycle
Waterfall Methodology – represents how each step is a separate part of the process.
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Rapid Application Development (RAD)
Focuses on quickly building a working model of the software and obtaining feedback from users to update the model.
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Agile Methodologies
Incremental changes with a focus on quality and attention to detail.
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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
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Lean Methodology
Minimum Viable Product
Just enough functionality to demonstrate an idea
Lean Methodology
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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
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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
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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
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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
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References
Bourgeous, D., Smith, J., Wang. S., Mortati, J. (2019). Information Systems for Business and Beyond. Retrieved from https://opentextbook.site/informationsystems2019/.
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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.
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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
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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.
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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
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Tacit Knowledge and Virtual Teams
Transferring tacit knowledge on virtual teams can be difficult. See Table 7.3 that explains this:
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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
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References
Langer, A. M. (2018). Information Technology and Organizational Learning. 3rd edition. Taylor & Francis Group, LLC. ISBN: 978-1-138-23858-9
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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.
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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.
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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:
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Siemens AG – Corporate Oversight
Figure 8.2 shows the corporate CIO oversight and management
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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.
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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
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ICAP –Responsive Organizational Dynamism
Figure 8.7 depicts ICAP model of responsive organizational dynamism
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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
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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
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References
Langer, A. M. (2018). Information Technology and Organizational Learning. 3rd edition. Taylor & Francis Group, LLC. ISBN: 978-1-138-23858-9
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