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McGraw-Hill/Irwin
Learning Objectives
1. Identify each of the three components of information technology management, and use examples to illustrate how they might be implemented in a business. 2. Explain how failures in IT management can be reduced by the involvement of business managers in IT planning and management. 3. Identify several cultural, political, and geoeconomic challenges that confront managers in the management of global information technologies. 12- 2
Learning Objectives
4. Explain the effect on global business/IT strategy of the trend toward a transnational business strategy by international business organizations. 5. Identify several considerations that affect the choice of IT applications, IT platforms, data access policies, and systems development methods by a global business enterprise. 6. Understand the fundamental concepts of outsourcing and offshoring as well as the primary reasons for selecting such an approach to IS/IT management.
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Components of IT Management
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Managing the development and implementation of new business/IT applications and technologies
Managing information systems development
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Resource Management
Developing strategic plans for managing or outsourcing a companys IT resources
Technology Architecture
Making strategic IT choices that reflect an information technology architecture designed to support a companys business/IT initiatives
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Data Resources
Operational and specialized databases Store and provide data and information for business processes and decision support
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IT Organization
Organizational structure of the IS function within a company and the distribution of IS specialists
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Organizing IT
Early years: centralization of computing with large mainframes Next: downsizing trend with a move back to decentralization Current: centralized control over the management of IT while serving strategic needs of business units
Hybrid of both centralized and decentralized components
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IS Operations Management
Use of hardware, software, network, and personnel resources in the corporate or business unit data centers of an organization Includes computer systems operations, network management, production control and production support Data centers are the computer centers of an organization
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IT Staff Planning
Recruiting, training and retaining qualified IS personnel Evaluate employee job performances and reward outstanding performances with salary increases and promotions Set salary and wage levels and design career paths so individuals can move to new jobs through promotion and transfer as they gain in seniority and expertise
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IT Executives
Chief Information Officer (CIO)
Oversees all uses of information technology in many companies, and brings them into alignment with strategic business goals
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Outsourcing
The purchase of goods or services from thirdparty partners that were previously provided internally
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Why outsource?
Save money achieve greater ROI Focus on core competencies organization can focus on the business that they are in Achieve flexible staffing levels Gain access to global resources Decrease time to market
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Offshoring
Relocation of an organizations business processes To a lower-cost location, usually overseas
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IT Management Failures
IT not used effectively
Computerize traditional business processes Instead of developing innovative e-business processes
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Case 2: IBM Corporation: Competing Globally by Offshoring IT Workers and Giving Away Technology
IBM is expanding their development centers in India to compete with companies like Wipro, Infosys, and TCS. IBM is also giving away technology and its intellectual property to expand its business. According to Fortune magazine, IBM gives away at least $150 million worth of technology every year. The idea that giving things away makes the pie bigger for everybody is being embraced by IBM. When IBM gives away free tools, it often sells additional software and consulting services. As long as IT remains hard to use, expensive, and labor intensive, with customers continuing to need help solving business problems, IBM will have the opportunity to thrive.
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Global IT Management
Develop appropriate business and IT strategies for the global marketplace Develop the portfolio of business applications needed to support business/IT strategies Determine the technology platform needed Determine the systems development projects that will produce the required global information systems
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Political Challenges
Rules regulating or prohibiting transfer of data across national boundaries Severely restricted, taxed, or prohibited imports of hardware and software Local content laws that specify the portion of the value of a product that must be added in that country if it is to be sold there Reciprocal trade agreements that require a business to spend part of the revenue they earn in a country in that nations economy
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Geoeconomic Challenges
Sheer physical distances Difficult to get good-quality telephone and telecommunications services Differences in the cost of living and labor costs
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Cultural Differences
Languages Cultural Interests Religions Customs Social Attitudes Political Philosophies
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Transnational Strategies
Business depends heavily on its information systems and Internet technologies to help integrate global business activities Develop an integrated and cooperative worldwide IT platform
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Global IT Platform
Managing the hardware, software, data resources, telecommunications networks, and computing facilities that support global business operations Technically complex with major political and cultural implications
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Source: Adapted from Jon Udell, Leveraging a Global Advantage, Infoworld, April 21, 2003, p. 35. 12- 57
Case 3: Northwestern Mutual Life, GE, and Boeing: The Business Challenges of Outsourcing
Outsourcing of IT services provides cost savings. Financial-services companies like Northwestern Mutual Life can cut the cost of IT work by 39 percent by outsourcing it to vendors in low-cost countries. Companies that are outsourcing their IT services have to manage many challenges. Key challenges are: privacy, security, and effective management of the outsourcing relationship. Key issues to successful outsourcing are often unique to the company and its needs.
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