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52 Cards in this Set
- Front
- Back
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Enterprise analysis - 3 things |
problem solving skills, business process reengineering, unified modelling language |
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Business process management |
- process optimization process
- continuous improvement process - an approach that integrates both human and technology |
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Mr. BMD - problem and solution |
problem: Mr. BMD is the only person who can use software solution: train another person or get a new software that everyone can use |
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Business process definition |
collection of related activities, resources and information |
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business process reengineering - 2 principles |
1. organization's activities that do not add value should be removed, not accelerated through automation 2. in 3 years, 60% of the Fortune 500 companies claimed to either have initiated BPR efforts or to have plans to do so |
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BPR similar concepts |
Process innovation business core process redesign business process transformation |
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BPR and Information Technology |
IT provides many solutions to organizations' issues ERP packages such as SAP have been vehicles for BPR |
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BPR 7 principles |
1. Organize around outcomes, not tasks 2. Ink parallel activities in the workflow instead of just integrating their results 3. Put the decision point where the work is performed, and build control into the process 4. Treat geographically dispersed resources as though they were centralized 5. Integrate information processing work into real work that produces the information 6. Capture information once and at the source 7. Identify all the organization's processes and prioritize them in order of redesign urgency |
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unified modelling technology definition |
standard set of diagramming techniques (visual language) for object-oriented systems - LOOK AT DIAGRAM |
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Sustaining innovation |
- maintains or rejuvenates the current rate of performance improvement of the products and services that use them - facilitates replacement of previous generation |
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Disruptive innovation |
- different set of attributes than the current technology - initially not as good on current performance - performance improvement rate (slope) is higher than the rate demanded by the market |
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Sustaining vs. Disruptive information |
- disruptive technology must meet market needs on critical performance dimensions in time - novel attributes of the disruptive technology may become a source of positive differentiation - many disruptive innovations come from outside the established industry - continued attention towards the most aggressive customers' needs induces |
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innovation is enabled by: |
strategy, process, structure, capability |
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innovative enterprises achieve... |
stronger growth and success |
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what remains the culture of an organization? |
critical enabler or significant barrier to its ability to innovate |
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4 things to create space for innovation |
1. Connections: give people dedicated time, forums and physical space 2. Ownership: establish processes and feedback loops 3. Confidence 4. Management examples: start at the top and get accelerated and amplified by middle management |
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Project management - 4 feasibility studies |
1. Technical feasibility: familiarity with technology, project size, compatibility 2. Organization feasibility: strategic alignment, senior management's support, project champion's support, users, other stakeholders 3. Economic feasibility: benefits, development costs, operating costs, intangible costs 4. Schedule feasibility: factors that affect schedule feasibility, risks |
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Project charter |
project scope, objectives, constraints, assumptions |
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project scope |
set by defining the work that must be competed to deliver a product with the specific features and functions - SMART criteria |
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Project manager |
communication + people management = change management |
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System development project: 4 methods |
waterfall, iterative, agile, incremental |
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Change management - attitudes towards usage |
1. Avoidance: use it only when I'm forced 2. Acceptance: tell me what to do and i'll do it 3. Enthusiasm |
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Web 1.0 vs. 2.0 |
web 1.0 = one-way communication - passive, companies publish, company-centric web 2.0 = multi-way communication - active, people participate, community/interest-centric |
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mashup |
website that uses content/service from more than one source |
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PIPEDA |
Personal Information Protection and Electronic Documents Act |
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PIPEDA 10 principles |
accountability, identify purposes, consent, limiting collection, limiting use/disclosure/retention, accuracy, safeguards, openness, individual access, challenging compliance |
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PIPEDA types of businesses |
2001: international trade information, federally-regulated businesses 2002: health-related information 2004: everyone including private sector |
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story of security |
first only a few experts used computers because they were expensive, physical controls were needed to limit access to authorized personnel, computer security evolved from physical security into complex, multifaceted environment called info security |
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information security |
protection of information and its critical elements that use, store and transmit information |
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elements of information security |
software - application and operating system hardware people data procedures |
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successful security process has: |
1) people 2) policy 3) technology |
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Social engineering |
tricking people into revealing their passwords by pretending to legitimate users or members of a company in need of information |
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Encryption |
sender --> encrypt with public key --> scrambled message--> decrypt with private key --> recipient |
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Encryption: do's and not do's |
do: protect data from people with unauthorized access, protect data in transit, deter and detect changes to data, authenticate the author of data dont: prevent deletion of data, be a complete defence, be completely secure, protect files before encryption |
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Corporate governance definition |
mechanisms, processes and relations by whichcorporations are controlled and directed |
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COBIT 5.0 5 principles |
1. Meeting stakeholder needs 2. Covering the enterpriseend-to-end 3. Applying a single integratedframework 4. Enabling a holistic approach 5. Separating governance frommanagement |
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2 things governance does |
1) negotiates and decides amongst different stakeholders' value interests 2) integrates governance of enterprise IT into enterprise governance |
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Sarbanes-Oxley definition |
intended to prevent similarsituation by creating and strengthening corporate (internal) controls |
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Internal control report (4 things) |
1) state the responsibility ofmanagement for establishing and maintaining an adequate internal controlstructure and procedures for financial reporting 2) contain an assessment of theeffectiveness of the internal control structure and procedures of the issuerfor financial reporting 3) most expensive and timeconsuming section 4) includes documentation ofcontrol procedures related to IT |
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operational risk |
risk of loss resulting from inadequateor failed interal processes, people and systems or from external events |
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BASEL III |
- international regularotyframework for banks - comprehensive set of reformmeasures, developed by BASEL committee to strengthen regulation, supervisionand risk management of the banking sector |
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BASEL II vs. BASEL III |
BASEL II: major focus on credit and operational risks BASEL III: cover a wider range of topic areas includingbanks’ capital, liquidity, and risk management |
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Funding IS 3 approaches |
chargeback, allocation, showback |
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Outsourcing definition |
process of acquiring products or services that used to be created internally by the organization from an outside provider |
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information systems outsourcing definition |
process of contracting with an outside firm to obtain information systems services |
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Outsourcing drivers |
improve strategic focus access to superior talent reduce cost financial appeal |
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Risks of outsourcing |
deceptive role of IS outsourcing paradox hidden coordination costs changing requirements |
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offshoring definition |
process of engaging a foreign provider to supply the products or services the firm no longer intends to produce internally |
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4 ways to convert old systems to new systems |
parallel, pilot, phased, plunge |
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waterfall model |
analysis--> design--> coding--> testing and whole functionality |
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iterative model |
analysis and design before coding and testing within the same iteration |
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agile |
analysis, design, code, testing and delivery of small functional pieces in iterations with short durations |
