SEMINAR 1
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STUDY PLAN
Assignments 25% + 25%
Sat: 3 hrs, Sun – Tue : 4 hrs = 15 hrs
Exam:
– 50 %
– Answer 4/5.
– marking
– B = Pass, A = Outstanding
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Facilitator Profile
Academic
Phd
– SISP (University of Wales) - 1997
MSc
– IT (Loughborough UT) UK - 1982
BSc
– Computing (Liverpool Poly) 1977
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BBA - Ohio
– SA, 1986 - 90
TEACHING
MBA
– Ohio - 1997
– SA, 1998 - now
EMBA
– SA - First Group, 1998, 2002, 2004, 2007
– Ipoh - 2002, 2004, Miri – 2006, KK - 2002 – 2007, 2008, 2009
– Kuching - 2003, 2004, 2007, 2008
GSM,UPM, MBA, 2002
MSc IT, UiTM, SISP till now
MSc IT, UPM, SISP, DSS, 2001
MAcc, UiTM, E-Commerce and Multimedia, till now
UNISEL, MBA (10), MScIT (07 - 09)
OUM, KL - MScIT (08 -2010), Sanaan, Yemen (2010)
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EMPLOYMENT
Liaison Officer
– International Atomic Energy Agency (IAEA),
Malaysian Representative in Vienna, Austria
Lecturer
– UITM ( 1982 – 2008)
– Contract (2009 – 2011)
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Communicate
Office: UiTm, Fac IT
Tel: 0060123967536
E-mail: [email protected]
Face book: Isa Samat
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Supervision
ABR
Phd
– 2 students
Master in IT
– 8 Students
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ABR
– KK
Broadband Implementation in KK, 2006
Obstacles of Proton Dealers in KK, 2006
Using SMS for eCRM, 2007
– Miri
E-Auction in Petronas, 2006
E-Learning in Petronas, 2006
– SA
Managing Incubators Center in PKNJ, Johor, 1998
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COURSES
Mandatory for Directors - Bursatra
Audit Committee Role and Internal Audit
Function – Bursatra
Understanding, Preparing and Presenting Cash
Flow Statements- Busatra Sdn Bhd.
BOD Satang Sdn Bhd, main Board, KL. Safety
Aviation. US $ 230 mil contract.
BOD, Wannastation; Encryption
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INTERNATIONAL PAPERS
Manila, IM
Leicester, IS, underutilised IT Applications in Malaysia
Istanbul, IS
Casablanca, Tithes - Zakat Collection
Ohio, Zakat concept for Asean
Shanghai, IM for Information Systems
Taipei, Total Hospital IS, (THIS)
Malang, Indonesia - Statistical packages
Aman, Jordan, E-commerce
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EXAMINERS
INTERNAL
– Phd and Master
EXTERNAL
– Phd
UKM, UIA
– Master
UKM, UPM
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PANELS
DAGS - 2000
IRPA - 1999 - 2004
PPZ - KUALA LUMPUR - 1991 - 93
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CONSULTANTS
UPEN, PERLIS - 1987
DUHC
– Dynamic Urban Habitat Consulting
– Putrajaya Control Room
– JKKP, Ministry of HR
SISP
– JAKIM
– KBS
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LEARNING OBJECTIVES
DEFINE INFORMATION SYSTEMS
COMPUTER LITERACY versus
INFORMATION SYSTEMS LITERACY
EXPLAIN IMPACT OF INFORMATION
SYSTEMS ON ORGANIZATION &
MANAGEMENT
*
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LEARNING OBJECTIVES
IDENTIFY MAJOR MANAGEMENT
CHALLENGES TO BUILDING, USING
INFORMATION SYSTEMS
*
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DEFINITION OF IS
INFORMATION
DATA, IMAGE, SOUND, EXPERIENCE
KNOWLEDGE
WISDOM
SYSTEM
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CONCEPT OF
INFORMATION
Wisdom Ethical
Authority Power Management
Knowledge
Information
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TYPE OF KNOWLEDGE
ABSOLUTE
– Revelation (Wahy)
– Divine
– Knowledge of truth (haqiqah)
RELATIVE
– Science of theory (nazari)
– Practical science (amali)
– Science of wisdom (hikmi)
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Wahy
3 basic channels
1. Inspiration
– Dream
37: 102, 6: 50
12: 4
2. Speaking
– 27: 8
3. Medium of Gabriel
– 2: 97
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DREAM
O my father, Verily, I saw ( in a dream)
eleven stars and the sun and the moon, I
saw them prostrating themselves to me.
12:4
Genesis 37:9
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KNOWLEDGE (ilm)
Consists of truth deduced from facts by
reasoning
Using the tools of logic
The purpose of knowledge is decision (qat)
without any suspicion ( rayb)
Ref: Introna, L.D (1997) Management, Information and
Power. A narrative of the involved manager, Macmillan.
p76
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DEFINITION
PLANNING
Direction
Vision
Mission
Goals
Objectives
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DEFINITION
INFORMATION SYSTEMS PLANNING
ISP
A hierarchical process
Consist of 3 phases
Strategic
Tactical
Operational
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TYPES OF INFORMATION SYSTEMS
KIND OF SYSTEM GROUPS SERVED
STRATEGIC LEVEL SENIOR
MANAGERS
MANAGEMENT LEVEL MIDDLE
MANAGERS
KNOWLEDGE LEVEL KNOWLEDGE &
DATA WORKERS
OPERATIONAL
OPERATIONAL LEVEL
MANAGERS
SALES & MANUFACTURING FINANCE ACCOUNTING HUMAN
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2.5 MARKETING RESOURCES 25
DEFINITION
STRATEGIC
M. Porter
Combination of the ends (goals)
for which the company is striving
and the means (policies) by which
it is seeking to get there.
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SISP
Lederer, and Sethi, V (1988), pp. 446
The process of identifying a portfolio
of computer-based applications that
will assist an organisation in
executing its business plans and
realising its business goals.
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SUCCESSFUL
The most successful strategies are
i)Visions
Vision 2020
ii) Implementation
Not plans
Cakap tak serupa bikin
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TRANSFORMATION OF
ENTERPRISE
FLATTENING
DECENTRALIZATION
FLEXIBILITY
LOCATION INDEPENDENCE
LOW TRANSACTION COSTS
EMPOWERMENT
COLLABORATIVE WORK
*
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KNOWLEDGE- AND
INFORMATION-INTENSE
PRODUCTS
PRODUCTS THAT REQUIRE A
GREAT DEAL OF LEARNING &
KNOWLEDGE TO PRODUCE
*
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SYSTEM
INPUT PROCESS OUTPUT
FEEDBACK
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FUNCTIONS OF AN INFORMATION SYSTEM
ENVIRONMENT
Customers Suppliers
ORGANIZATION
INFORMATION SYSTEM
INPUT PROCESS OUTPUT
FEEDBACK
Regulatory Stockholders Competitors
Agencies
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COMPUTER-BASED
INFORMATION SYSTEMS
FORMAL SYSTEMS
FIXED DEFINITIONS OF DATA,
PROCEDURES
COLLECTING, STORING,
PROCESSING, DISSEMINATING,
USING DATA
*
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MAJOR ORGANIZATIONAL
FUNCTIONS
SALES & MARKETING
MANUFACTURING
FINANCE
ACCOUNTING
HUMAN RESOURCES
*
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INFORMATION SYSTEMS
ORGANIZATIONS TECHNOLOGY
INFORMATIO
N
SYSTEMS
MANAGEMENT
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APPROACHES TO INFO SYSTEMS
TECHNICAL APPROACHES
COMPUTER
OPERATIONS
SCIENCE
RESEARCH
MANAGEMENT
SCIENCE
MIS
SOCIOLOGY
PSYCHOLOGY POLITICAL
SCIENCE
BEHAVIORAL APPROACHES
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SOCIOTECHNICAL PERSPECTIVE
OPTIMIZE SYSTEM PERFORMANCE:
TECHNOLOGY & ORGANIZATION
MUTUALLY ADJUST TO ONE
ANOTHER
UNTIL IT IS SATISFACTORY
*
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SYSTEM INTERDEPENDENCE
INTERDEPENDENCE
HARDWARE
BUSINESS SOFTWARE DATABASE
Strategy
Rules TELE-
Procedures COMMUNICATIONS
ORGANIZATION INFORMATION SYSTEM
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SCOPE OF INFO SYSTEMS
1950s: TECHNICAL CHANGES
60s-70s: MANAGERIAL CONTROL
80s-90s: INSTITUTIONAL CORE ACTIVITIES
90s-20s: GLOBAL BUSINESS PROCESS
E-Commerce, E- Business
GROWING IMPORTANCE
*
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NEW OPTIONS FOR
ORGANIZATIONAL DESIGN
FLATTENING ORGANIZATIONS
SEPARATING WORK FROM
LOCATION - SOHO
INCREASING FLEXIBILITY
REFINING ORGANIZATIONAL
BOUNDARIES
REORGANIZING WORK FLOWS
*
1.20
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THE CHANGING
MANAGEMENT PROCESS
ENTERPRISE RESOURCE PLANNING
– Or ERP
ELECTRONIC COMMERCE
ELECTRONIC BUSINESS
*
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ENTERPRISE RESOURCE PLANNING
(ERP)
SOFTWARE INTEGRATES ALL FACETS:
PLANNING, MANUFACTURING, INVENTORY,
SALES, FINANCE, ACCOUNTING
TRANSACTIONS ALERT ALL INVOLVED
FACTORS
UPDATES FILES, SPEEDS ACTION, CUTS COST
*
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ELECTRONIC COMMERCE
INTERNET LINKS BUYERS, SELLERS
LOWERS TRANSACTION COSTS
GOODS & SERVICES ADVERTISED,
BOUGHT, EXCHANGED WORLDWIDE
BUSINESS-TO-BUSINESS
TRANSACTIONS INCREASING
*
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ELECTRONIC BUSINESS
INTRANET: BUSINESS BUILDS
PRIVATE, SECURE NETWORK
E-MAIL, WEB DOCUMENTS, GROUP
SOFTWARE EXTENDS EFFECTIVE
COMMUNICATION & CONTROL
VIRTUAL ORGANIZATION
*
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VIRTUAL ORGANIZATION
MANUFACTURING DESIGN
COMPANY COMPANY
SALES & MARKETING CORE LOGISTICS
COMPANY COMPANY COMPANY
FINANCE COMPANY
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CHALLENGE OF INFO SYSTEMS
STRATEGIC: COMPETITIVE & EFFECTIVE
GLOBALIZATION: MULTINATIONAL INFO
INFO ARCHITECTURE: SUPPORT GOALS
INVESTMENT: VALUE OF INFORMATION
RESPONSIBILITY & CONTROL: ETHICS
*
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Books
Boar, B.H ( 1993) The Art of Strategic Planning
for IT, Wiley and Sons, NY.
Galliers, R.D ( 1994) Strategic Information
Management, BH, Oxford.
Tozer, EE ( 1996) Strategic IS/IT Planning,
Heinemann, 1996
Ward, J. G ( 1996) Strategic Planning for
Information Systems, Wiley & Son, Chichester.
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Journals
The Journal of Strategic IS
MIS Quarterly
Harvard Business Review
Long Range Planning
Information Systems Management
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Online resources
search.epnet.com/login.asp
– id: s6790720
– pass: password
infotrac.galegroup.com/itweb/uitm
– pass: impact
www.emeraldinsight.com
– id: uitmlib
– pass: 911c
49
Books in print
www.globalbooksinprint.com
– id: uitm_global
– pass: welcome
50
Web resources links
UiTM SISP site
– http://www.geocities.com/paris/concorde/5252/
egroup
– Web resources link
51
Books
Ward, J and Griffith, P., Strategic Planning for
Information Systems, Wiley
Boar, B.H., The Art of Strategic Planning for IT,
Wiley
McNurlin, B and Sprague R., Information System
Management in Practice 5th ed. Prentice Hall
Robson W., Strategic Management and
Information Systems 2nd ed. Prentice Hall
Fidler, C. and Rogerson,S., Strategic Management
Support Systems, Prentice Hall
52
The Concept
Module Objectives
Review of Information Systems
Review of Information Technology
Review of Strategic Planning
Introduce the concept of Strategic
Information System Planning
Information System
An organized combination of people,
hardware, software, communication
networks, and data resources that collects,
transforms, and disseminates information in
an organization.
A system that accepts data resources as
input and process them into products as
output
TYPES OF INFORMATION SYSTEMS
KIND OF SYSTEM GROUPS SERVED
STRATEGIC LEVEL SENIOR
MANAGERS
MANAGEMENT LEVEL MIDDLE
MANAGERS
KNOWLEDGE LEVEL KNOWLEDGE &
DATA WORKERS
OPERATIONAL
OPERATIONAL LEVEL
MANAGERS
SALES & MANUFACTURING FINANCE ACCOUNTING HUMAN
MARKETING RESOURCES
MAJOR TYPES OF SYSTEMS
EXECUTIVE SUPPORT SYSTEMS (ESS)
MANAGEMENT INFORMATION SYSTEMS (MIS)
DECISION SUPPORT SYSTEMS (DSS)
KNOWLEDGE WORK STATIONS (KWS)
OFFICE AUTOMATION SYSTEMS (OAS)
TRANSACTION PROCESSING SYSTEM S(TPS)
*
2.4
EXECUTIVE SUPPORT SYSTEMS (ESS)
STRATEGIC LEVEL
INPUTS: AGGREGATE DATA
PROCESSING: INTERACTIVE
OUTPUTS: PROJECTIONS
USERS: SENIOR MANAGERS
EXAMPLE: 5 YEAR OPERATING PLAN
*
2.5
EXECUTIVE SUPPORT SYSTEMS (ESS)
TOP LEVEL MANAGEMENT
DESIGNED TO THE INDIVIDUAL
TIES CEO TO ALL LEVELS
VERY EXPENSIVE TO KEEP UP
EXTENSIVE SUPPORT STAFF
*
2.6
MANAGEMENT INFORMATION SYSTEMS
(MIS)
MANAGEMENT LEVEL
INPUTS: HIGH VOLUME DATA
PROCESSING: SIMPLE MODELS
OUTPUTS: SUMMARY REPORTS
USERS: MIDDLE MANAGERS
EXAMPLE: ANNUAL BUDGETING
*
2.7
MANAGEMENT INFORMATION SYSTEMS
(MIS)
STRUCTURED & SEMI-STRUCTURED
DECISIONS
REPORT CONTROL ORIENTED
PAST & PRESENT DATA
INTERNAL ORIENTATION
LENGTHY DESIGN PROCESS
*
2.8
DECISION SUPPORT SYSTEMS (DSS)
MANAGEMENT LEVEL
INPUTS: LOW VOLUME DATA
PROCESSING: INTERACTIVE
OUTPUTS: DECISION ANALYSIS
USERS: PROFESSIONALS, STAFF
EXAMPLE: CONTRACT COST ANALYSIS
*
2.9
DECISION SUPPORT SYSTEMS (DSS)
FLEXIBLE, ADAPTABLE, QUICK
USER CONTROLS INPUTS/OUTPUTS
NO PROFESSIONAL PROGRAMMING
SUPPORTS DECISION PROCESS
SOPHISTICATED MODELING TOOLS
*
2.10
KNOWLEDGE WORK SYSTEMS (KWS)
KNOWLEDGE LEVEL
INPUTS: DESIGN SPECS
PROCESSING: MODELLING
OUTPUTS: DESIGNS, GRAPHICS
USERS: TECHNICAL STAFF
EXAMPLE: ENGINEERING WORK
STATION
*
2.11
OFFICE AUTOMATION SYSTEMS (OAS)
TOWARD A “PAPERLESS” OFFICE
REDESIGN OF WORK FLOW
INTEGRATED SOFTWARE
ERGONOMIC DESIGN
BRIGHT, CHEERFUL WORK SPACE
EXAMPLE: PRESENTATION GRAPHICS
*
2.12
TRANSACTION PROCESSING SYSTEMS
(TPS)
OPERATIONAL LEVEL
INPUTS: TRANSACTIONS, EVENTS
PROCESSING: UPDATING
OUTPUTS: DETAILED REPORTS
USERS: OPERATIONS PERSONNEL
EXAMPLE: ACCOUNTS PAYABLE
*
2.13
TYPICAL TPS APPLICATIONS
Sales & Marketing Systems
MAJOR FUNCTIONS OF SYSTEMS:
Sales Management; Market Research;
Promotion; Pricing; New Products
MAJOR APPLICATION SYSTEMS:
Sales Order Info System; Market Research
System; Pricing System
*
2.14
TYPICAL TPS APPLICATIONS
Manufacturing & Production Systems
MAJOR FUNCTIONS OF SYSTEMS:
Scheduling; Purchasing; Shipping / Receiving;
Engineering; Operations
MAJOR APPLICATION SYSTEMS:
Materials Resource Planning Systems; Purchase
Order Control Systems; Engineering Systems;
Quality Control Systems
*
2.15
TYPICAL TPS APPLICATIONS
Finance & Accounting Systems
MAJOR FUNCTIONS OF SYSTEMS:
Budgeting; General Ledger; Billing: Cost
Accounting
MAJOR APPLICATION SYSTEMS:
General Ledger; Accounts Receivable /
Payable; Budgeting; Funds Management
Systems
*
2.16
TYPICAL TPS APPLICATIONS
Human Resources Systems
MAJOR FUNCTIONS OF SYSTEMS:
Personnel Records; Benefits;
Compensation; Labor Relations; Training
MAJOR APPLICATION SYSTEMS:
Payroll; Employee Records; Benefit
Systems; Career Path Systems; Personnel
Training Systems
*
2.17
TYPICAL TPS APPLICATIONS
Other Types (e.g., University)
MAJOR FUNCTIONS OF SYSTEMS:
Admissions; Grade Records; Course
Records; Alumni
MAJOR APPLICATION SYSTEMS:
Registration System; Student Transcript
System; Curriculum Class Control System;
Alumni Benefactor System
*
2.18
TPS DATA FOR MIS APPLICATIONS
TPS MIS
SALES
ORDER DATA
PROCESSING
ORDER FILE UNIT
PRODUCT
MATERIALS COST
RESOURCE MIS REPORTS
PLANNING PRODUCT
CHANGE
PRODUCTION MASTER FILE
DATA
GENERAL
LEDGER EXPENSE MANAGERS
DATA
ACCOUNTING FILES MIS FILES
2.19
CHANGING CONCEPTS OF INFORMATION
SYSTEMS
TIME PERIOD CONCEPTION OF INFORMATION INFORMATION SYSTEM PURPOSE
1950-1960 BUREAUCRATIC REQUIREMENT ELECTRONIC SPEED ACCOUNTING &
ACCOUNTING MACHINE PAPER PROCESSING
1960s-1970s GENERAL PURPOSE SUPPORT MIS SPEED GENERAL
REPORTING REQUIREMENTS
1970s-1980s CUSTOMIZED MANAGEMENT SUPPORT DSS - ESS IMPROVE, CUSTOMIZE
DECISION MAKING
1985-2000 STRATEGIC RESOURCE STRATEGIC SYSTEM PROMOTE SURVIVAL AND
COMPETITIVE ADVANTAGE PROSPERITY OF ORGANIZATION
BUSINESS FOUNDATION
2.20
STRATEGY LEVELS AND INFORMATION
TECHNOLOGY
STRATEGIES MODELS IT TECHNOLOGIES
INDUSTRY COOPERATION vs COMPETITION COMPETITIVE FORCES MODEL ELECTRONIC TRANSACTIONS
LICENSING NETWORK ECONOMIES COMMUNICATIONS NETWORKS
STANDARDS INTERORGANIZATIONAL SYSTEMS
INFORMATION PARTNERSHIPS
FIRM SYNERGY CORE COMPETENCY KNOWLEDGE SYSTEMS
CORE COMPETENCIES ORGANIZATIONAL SYSTEMS
BUSINESS LOW COST VALUE CHAIN ANALYSIS DATAMINING
DIFFERENTIATION IT-BASED PRODUCTS / SERVICES
SCOPE INTERORGANIZATIONAL SYSTEMS
SUPPLY CHAIN MANAGEMENT
EFFICIENT CUSTOMER RESPONSE
2.21
INTERRELATIONSHIPS AMONG SYSTEMS
ESS
MIS DSS
KWS
TPS
OAS
2.22
Information Technology (IT)
A term that describe the organization’s
computing and communication
infrastructure, including computer systems,
telecommunication networks and
multimedia hardware and software.
Hardware, software, telecommunications,
database management and other information
processing technologies used in computer
based information systems
Strategic Planning
Three type of planning
– Strategic, Tactical and Operational
Strategic Planning deals with the development of an
organization’s mission, goals, strategies and
policies.
Tactical Planning involves design of tactics, setting
of objectives and development of procedures, rules,
schedules and budget.
Operational Planning is a short term basis to
implement and control day to day operation
Strategic Planning
– Long term and large scope
– Tasks are non-redundant, not well
structured
– Deals with corporate goals, external
factors
– Normally handle by senior management
– Purpose is to set company’s goals
Strategic Information Systems
Planning
SISP is about the creation of a strategy or
direction for the procurement and use of
information system within an organization
An IS plan that provide organization with
competitive products and services that give
advantage over its competitors in the
market place.
Strategic Information Systems
Planning
Promotes business innovation, improve
operational efficiency and build strategic
information resources for an organization.
SISP is BUSINESS driven not a
TECHNOLIGY driven
SISP requires understanding
The nature of the organization, its goals and
objectives, where it is going, its culture, and how
it ‘think’
Information Technology, what is available, their
changes and potential uses
People, their roles, their objectives and motives,
and how they implement business process
Environment, what influences in the organization
– legislation, market, technology and media.
SISP requirement
Technical and managerial understanding
Planning the details and thinking
holistically
Rational, analytical know-how and political
sensitivity
SISP Objectives
1. Business Alignment.
– Aligning investment in IS/IT to support
business vision and strategy
2. Competitive Advantages
– Exploiting IT to create innovative and
strategic business information systems for
competitive advantages
SISP Objectives
3 Resource Management
– Developing plans for the efficient and effective
management of a company’s information
system resources, including IS personnel,
hardware, software, data and network resources
4 Technology Architecture
– Developing technology policies and designing
an IT architecture for the organization
Role of Information Systems
Support – Payroll, Ledger
Automation – Billing
Enterprise Resources Planning
Information Processing – Data Warehouse
STRATEGIC ROLE OF INFORMATION
SYSTEMS
STRATEGIC INFO SYSTEM:
CAN CHANGE GOALS, OPERATIONS
PRODUCTS, SERVICES
ENVIRONMENT
TO GAIN COMPETITIVE ADVANTAGE
2.23
IS/IT is Strategic
How we deal with IT affect the success of
the business
IS/IT cannot be separated from the today’s
business
Planning involve thinking ahead and
designing future action
THERE ARE MANY APPROACH TO
THIS
Example of Methodologies
Method/1
Business System Planning
Critical Success Factor
Information Engineering
Value Chain Analysis
Porter’s 5 Forces
Customer Oriented Strategic System
SISP Definition
The process of identifying a portfolio of
computer based applications that will assist
an organization executing its business plans
and realizing its business goals
Lederer & Gardiner, 1992
SISP Definition
The means of identifying application systems
which support and enhance organizational
strategy. It also provide a framework for the
effective implementation of these systems
Fidler & Rogerson, 1996
SISP Definition
An IS strategy brings together the business aim
of the company, an understanding of the
information needed to support those aim and
the implementation of computer systems to
provide that information. It is a plan for the
development of systems towards some future
vision of the role of IS in the organization
Wilson, 1989
Current Definition of SISP
“The continuous review of computer technology,
applications and management structure to
ensure that current anticipated information and
process needs of the organization are met in a
way that provides an acceptable return of
investment (ROI), is sensitive to the dynamic
politics and culture of the organization and is
aware of the sociological environment within
which the organization exists.” Mc Bride, 1998
Thank you
TQ
C U 2mrw at 5pm
07/12/21 94
