Chapter 13: Information Technology For Management

Front 1

Business Strategy

Back 1

sets the overall direction for the business

Front 2

information systems (IS) strategy

Back 2

defines what information, information systems, and IT architecture are required to support the business

Front 3

information technology (IT) strategy

Back 3

indicates how the infrastructure and services are to be delivered

Front 4

Information technology (IT)-buisness alignment

Back 4

referst to the degree to which the information (IT) division understands the priorities od the business and expends its resources, pursues projects, and provides information consistent with these priorities.

Front 5

IT-business alignment can be fostered within an organization by focusing on activities central to alignment:

Back 5

1. Understanding IT and corporate planning.
2. CIO is a Member of Senior Management
3. Shared Culture and Good Communications
4. Deep Commitment to IT Planning by Senior Management
5. Shared Plan Goals
6. Deep End User Involvement
7. Joint Architecture/Portfolio Selection
8. Identity of Plan Factors

Front 6

Competitive advantage

Back 6

gained by a company by providing real or perceived value to customers

Front 7

IT strategic planning

Back 7

organized planning of IT resources done at various levels of the organization

Front 8

sourcing of resources

Back 8

outsourcing and insourcing

Front 9

project portfolio

Back 9

lists major resource projects, including infrastructure, application services, data services, and security services.

Front 10

applications portfolio

Back 10

list of major, approved IS projects that are also consistent with the long-range plan.

Front 11

business systems planning (BSP) model

Back 11

is a top down approach that starts with business strategies.
developed by IBM.
influenced other planning efforts such as Accenture's method.
deals with: business processes and data classes.

Front 12

balanced scorecard

Back 12

performance measurement approach that links business goals to performance metrics

Front 13

scenario planning

Back 13

methodology in which planners first create several scenarios; then a team compiles as many future events as possible that may influence the outcome of each scenario.
This is used in planning situations that involve much uncertainty.

Front 14

Resource allocation

Back 14

consists of developing the plans for hardware, software, data communications and networks, facilities, personnel, and financial resources needed to execute the master development plan, as defined in the requirements analysis.

Front 15

outsourcing

Back 15

contracting work to be done by an outside vendor.
effectively, obtain benefits while controlling costs.

Front 16

Potential Outsourcing Benefits

Back 16

Financial, Technical, Management, Human Resources, Quality, Flexibility (see table pg. 508)

Front 17

risks associated with outsourcing

Back 17

Shirking, poaching, opportunistic repricing ("holdup"), contract breach, inability to deliver, loss of control over IT decisions, loss of critical IT skills, vendor lock-in, loss of control over data. p507-508.