Self reflective report
toygikiller
Managing_Complexities.pptx
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Housekeeping
Canvas and Internet Browsers
• Later in semester – virtual tutorial – discussions on Canvas. Please do the work.
Information Systems Management
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TOID 3069
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Unit Coverage & Managing Complexity
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Why study Information Systems Management (ISM)?
Perhaps:
– The unit is Core to your Degree
– As future graduates you are (hopefully) aspiring to be managers
– You would like to further understand the issues you are going to face
• Technical, Social, Organisational, others…
– You want to explore mechanisms to assist you to deal (either reactively or proactively) with the issues you will face
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Information Systems +
Management
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MANAGE this!
Melbourne suffers peak-hour train delays after computer fault
#harsh 5
https://twitter.com/WilkoSam/status/8853929816
36694016/photo/1
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their jobs, helping them out when they run into problems,
where management and business experience is just as
of interdepartmental communication. This clarifies the needs and goals that the IT department
In order to understand if any changes will be beneficial, the manager must understand how that
whether it meets the needs of the company.
good, regular maintenance routine. To stay current against viruses and
recommended upgrades is also necessary.
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What are some inputs to complexity for YOU as an IS manager?
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Management of information systems may be a better unit title
A ‘typical day’ for an IS manager
Coordinate, Organize, and Supervise Staff
– This is basically what it sounds like: making sure people do
and generally overseeing their work. This is one of the areas
important as technical experience.
Communicate with Top Management and Other Departments
– Much of an information systems manager’s time is spent in meetings, conferences, or another form
should meet.
Analyse and Implement New Technology
– One of the major responsibilities of information systems managers is to implement new technology.
technology works, what it does, how it will affect systems already in use, and most importantly,
Upgrade, Maintain, and Analyse Current Technology
– No matter how recently it was installed or how reliably it has been running, all technology needs a
other security threats and to minimize any compatibility issues, installing
http://www.computercertificationcenters.com/a/a-day-in-the-life-of-an-information-systems-manager.htm l
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benchmarking
Managing culture
CIO-CEO relationship
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Considerations
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Takeaways from Week 1
Unit structure
Assessment structure
Top Technology management concerns
Organisations
Management / Roles,
Complexity, Transformation & Business Value
Business Value
IT management trends of significance
IS management success
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Coverage of concepts in INF30018
Business environment IS Management: Complexity, Transformation
Strategy, Information systems strategy & Business Value
Alignment with business operations and Strategy & Dynamic Capabilities
strategy The role of the CIO
Architectures Architectures
Governance Managing Data
Organisation wide IT capability Enterprise Architecture
Structuring the IS function Management Support Systems
Evaluating investment, planning and Emerging Technologies decision making in IS Governance & COBIT
Managing benefits realisation from IS Service Delivery & Vendor Management. ITIL Service delivery Benefits Realisation & Management
IS performance measurement, Risk Management
Change Management
Socio-political & Geo-political
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Assessment structure
Assessment 1 Individual 30% of Final Grade
Assessment 2 Group 40% of Final Grade
Assessment 3 Individual 30% of Final Grade
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Unit structure
12 x 1-1.5hr Lectures, 2 x Guest Lecturers
12 x ~50 minute Tutorials
LOTS of Self-paced learning
“Other Student workload: Other activities including independent study and assessment tasks for a total of approximately 150 hours”
TED talks, YouTube clips, news & industry magazine articles
Improvements from previous semesters
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10 Ten Technology Management Concerns
(2006)
Gray, P 2006, Manager’s Guide to Making Decisions about Information Systems, John Wiley & Sons, pp.32-33.
1. Alignment of IT and business strategies
2. IT strategic planning
3. Security and Privacy
4. The supply of IT professionals
5. Measuring the value of IT investments
6. Measuring the value of IT organisations
7. Creating an information architecture
8. Reducing complexity
9. Speed and agility
10. IT Governance
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What do YOU think is
the main CONCERN
for an IS MANAGER?
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Projected for 2017…
Society for Information Management (SIM) report in Forbes
1. Business productivity and cost reduction
2. IT and business alignment 1st in 2006
3. Business agility and speed to market
4. Business process re-engineering
5. IT cost reduction
6. IT reliability and cost efficiency
7. IT Strategic planning 2nd in 2006
8. Revenue generating IT innovations
9. Security and Privacy 3rd in 2006
10. CIO Leadership Roles
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Did these emerge as issues?
Is it too early to tell?
In 2010…
1. Business productivity and cost reduction
2. IT and business alignment 1st in 2006
3. Business agility and speed to market
4. Business process re-engineering
5. IT cost reduction
6. IT reliability and cost efficiency
7. IT Strategic planning 2nd in 2006 Speed/agility/flexibility not here
8. Revenue generating IT innovations
9. Security and Privacy 3rd in 2006
10. CIO Leadership Roles
15 Luftman & Ben-Zvi 2010, Key IT Issues, MIS Quarterly Executive, 9 (1)
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Managers work in organisation
– So what are organisations?
ORGANISATIONS
What are the characteristics of an organisation?
– Collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.
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Projected for 2019…
https://www.cio.com/article/3245772/the-12-biggest-issues-it- faces-today.html
1. New security threats
2. Data protection
3. Skills gap
4. Multi-cloud security
5. Innovation and digital transformation
6. Finding new revenue streams
7. Lack of agility
8. Outsourcing risks
9. Business results
10. Tools for a digital native workforce
11. Rebuilding trust
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Did these emerge as issues?
Is it too early to tell?
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Managers
Managers are responsible for:
– Supervising the use of an organisation’s human and other resources to achieve its goals
– The planning, organising, leading and controlling of human and other resources to achieve organisational goals effectively and efficiently.
When you think of a manager, what kind of person comes to mind?
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Organisational environment…
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Mintzberg’s Management roles
According to Mintzberg, each organization can consist of a maximum of six basic parts:
1. Strategic Apex (top management)
2. Middle Line (middle management)
3. Operating Core (operations, operational processes)
4. Technostructure (analysts that design systems, processes, etc.)
5. Support Staff (support outside of operating workflow)
6. Ideology (halo of beliefs and traditions; norms, values, culture)
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https://www.youtube.com/watch?v=NgkQYRqxKTs
Managers
Your turn
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How should we define technology?
The application of scientific knowledge for practical purposes, especially in industry.
Machinery and devices developed from scientific knowledge. The branch of knowledge dealing with engineering or applied
sciences
OECD?
– Technology refers to the state of knowledge concerning ways of converting resources into outputs.
What does Bill Gates have to say about technology?
What about Elon musk?
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Management roles
Let’s stop and think
Mintzberg vs. Zuckerberg?
Google, Seek etc. vs. IBM?
Looking at the future…..........
ISM
Let’s start with the Technology
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Managing ‘promises’ (expectations)
In most industries, unachievable promises
are a sign of bad leadership. But in tech,
where companies are built on
impossible ideas, unreasonable pledges
are just a part of doing business. It’s
even written into the Valley's unofficial
motto: Fail fast, fail often.
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https://www.wired.com/story/techs-most-dubious-promises-from-bill-gates-to-elon-musk/
A ‘sketchy’ history of technology
Impact of each of these technologies on individuals and society?
Fire, wheel, writing, tools, metal
Agriculture and husbandry (the horse)
Wind, water, steam power
Printing
Microbes and medicine ... Scientific method
Railways, electricity, car, the modern city
IT, Internet, mastery of matter, gene technologies
Nanotechnology
Advances in technology are powered by war
and political power/advantage 25
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A tectonic shift
Google was just starting
Apple was struggling to survive
Music was largely played on CDs
China was virtually unconnected
India was emerging as a focus for software development
Social media was barely mentioned
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Exploiting Technology through Management
Organizations are constantly trying to improve internal processes, products, and services. Exploiting technology is an obvious way of doing this.
– Streamline, Refresh, Redesign, Reboot, Re-engineer
Your work, products and services you sell or provide, the skills you need, and even the structure of the organisation can be affected
by the introduction of new technologies.
Poor management/decision making can have negative impact
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A tectonic shift /2
So what does it mean to be an Information Systems Manager in today’s world?
What does this mean in terms of:
• Information management?
• Managing risk?
• Managing change?
• Working in a global world?
• Ethical choices?
How will YOU manage the technology (HW/SW), Data, Processes, PEOPLE?
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A tectonic shift /2
Google also reported a profit of $74.5 billion in 2015
Apple is the world’s most popular online music, TV and movie store.
– “Apple has killed off the iPod Nano and the iPod shuffle, the remaining music players in its line-up that were solely dedicated to playing music”.
China has more Internet users than any other country with only
43% penetration
India has a $80 billion + global tech industry
Social media: Facebook has more than 1.23 billion active users each month
So What Does this all Mean?
The Workforce is Changing rapidly - How Will You Manage? 29
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Moore's Law ends while quantum computing is
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of-economic-stagnation-looms.html
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A decade of economic stagnation looms as
developed
http://philosophyworkout.blogspot.com.au/2016/01/a-decade-
IT trends of managerial significance
IT is the enabler of new strategy, initiatives, and effective management
Processing power, storage capacity, and battery life continue to increase rapidly
IT costs continue to decline rapidly
IT continues to improve in user friendliness, thus becoming accessible to more and more people
- Data storage cost continues to decline
- More and more devices are networked
- Intelligent devices are now mainstream
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Why do we study the management of IS?
Huge investment in IS/IT but, executives often voice disappointment & frustration with performance of IS in organisations
– “Where’s the value?”
– Benefits Management lecture
Management of IS/IT is very complex
– Making good decisions about IS/IT investments and how to deliver the required IS services is challenging and essential to organisational sustainability
– Service Delivery lecture
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IS (Management) success
Has the system delivered expected results?
What are some of the unintended results?
– Positive?
– Negative?
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“There are many different
ways to ruin a company.
Speculation is the fastest, IT is
the most reliable.”
(Kempis et al. 1999)
18+ years later, Kempis is still correct!
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Information Systems (Management) success
Every organisation is unique
Even fierce competitors often have a different:
– Firm strategy: The manner in which the organisation intends to achieve its objectives.
– Firm culture: The collection of beliefs, expectations, and values shared by the members of an organisation.
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Information Systems (Management) success
IS (management) success is often elusive. Why?
Resistance to change
Lack of skills
Management of implementation
Management of post-implementation
Politics
…?
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Tutes start this week
More discussion and videos next week – promise!
Look ahead for readings and videos
Discussion boards for cohort communication
Form your team early for assignment 2
Reach out quickly, knock on the door, drop an email
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Information Systems (Management) success
Infrastructure:
– The technological backbone of the firm. It constrains and enables opportunities for future information systems projects.
External Environment:
– The legal and regulatory context
– The competitive landscape
– The general business and social trends surrounding the org
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References
Boddy, D, Boonstra, A & Kennedy, G 2008, Managing Information Systems: Strategy and Organisation, Prentice-Hall/Financial Times.
Gray, P 2006, Manager’s Guide to Making Decisions about Information
Systems, John Wiley & Sons, pp.32-33
Kempis, R & Ringbeck, J 1999, Do IT Smart: Seven Rules for Superior
Information Technology Performance, Free Press, New York.
Reynolds, G 2016, Information Technology for Managers, Cengage: Boston, MA.
Mintzberg, H., 1989, Mintzberg on Management: Inside our Strange World of Organisations, reprinted by permission of The Free Press, a division of Simon,& Schuster, Inc., NY.
https://www.linkedin.com/pulse/20140812032324-129725054-strategy- development-and-complexity-new-roles-for-strategy-developers-and- managers
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