Case Study for Information Management (資訊管理個案)淡江大學.ppt
Case Study for Information Management 資訊管理個案,1,1011CSIM4B14TLMXB4B Thu 8,9,10(15:10-18:00)B508,Min-Yuh Day戴敏育Assistant Professor專任助理教授 Dept.of Information Management,Tamkang University淡江大學資訊管理學系http:/mail.tku.edu.tw/myday/2012-12-27,Managing Projects:JetBlue and WestJet(Chap.14),週次日期內容（Subject/Topics）1 101/09/13 Introduction to Case Study for Information Management2 101/09/20 Information Systems in Global Business:1.UPS,2.The National Bank of Kuwait(Chap.1)3 101/09/27 Global E-Business and Collaboration:NTUC Income(Chap.2)4 101/10/04 Information Systems,Organization,and Strategy:Soundbuzz(Chap.3)5 101/10/11 IT Infrastructure and Emerging Technologies:S(Chap.5)6 101/10/18 Foundations of Business Intelligence:Lego(Chap.6),課程大綱(Syllabus),2,週次日期 內容（Subject/Topics）7 101/10/25 Telecommunications,the Internet,and Wireless Technology:Google,Apple,and Microsoft(Chap.7)8 101/11/01 Securing Information System:1.Facebook,2.European Network and Information Security Agency(ENISA)(Chap.8)9 101/11/08 Midterm Report(期中報告)10 101/11/15 期中考試週11 101/11/22 Enterprise Application:Border States Industries Inc.(BSE)(Chap.9)12 101/11/29 E-commerce:1.Facebook,2.Amazon vs.Walmart(Chap.10),3,課程大綱(Syllabus),週次日期 內容（Subject/Topics）13 101/12/06 E-commerce:1.Facebook,2.Amazon vs.Walmart(Chap.10)14 101/12/13 Knowledge Management:Tata Consulting Services(Chap.11)15 101/12/20 Enhancing Decision Making:CompStat(Chap.12)16 101/12/27 Managing Projects:JetBlue and WestJet(Chap.14)17 102/01/03 Final Report(期末報告)18 102/01/10 期末考試週,4,課程大綱(Syllabus),Chap.14 Managing Projects:JetBlue and WestJet,5,Case Study:JetBlue and WestJet JetBlue and WestJet:A Tale of Two IS Projects(Chap.14),1.How important is the reservation system at airlines such as WestJet and JetBlue?How does it impact operational activities and decision making?2.Evaluate the key risk factors of the projects to upgrade the reservation systems of WestJet and JetBlue.3.Classify and describe the problems each airline faced in implementing its new reservation system.What management,organization,and technology factors caused those problems?4.Describe the steps you would have taken to control the risk in these projects.,6,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,The Importance of Project Management,CONSEQUENCES OF POOR PROJECT MANAGEMENT,7,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Project Management(PM),Activities include planning work,assessing risk,estimating resources required,organizing the work,assigning tasks,controlling project execution,reporting progress,analyzing results.,8,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Five major variables of project management,ScopeTimeCostQualityRisk,9,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,MANAGEMENT CONTROL OF SYSTEMS PROJECTS,10,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Linking Systems Projects to the Business Plan,Information Systems PlanIdentifies systems projects that will deliver most business value,links development to business planRoad map indicating direction of systems development,includes:Purpose of planStrategic business plan rationaleCurrent systems/situationNew developments to considerManagement strategyImplementation planBudget,11,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Developing Information Systems Plan,In order to plan effectively,firms need to inventory and document existing software,hardware,systemsTo develop effective information systems plan,organization must have clear understanding of both long-term and short-term information requirementsStrategic analysis or critical success factors(CSF)approachSees information requirements as determined by a small number of critical success factorsAuto industry CSFs might include styling,quality,cost,12,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Critical Success Factors(CSFs),Principal method:Interviews with 3-4 top managers to identify goals and resulting CSFsPersonal CSFs aggregated into small number of firm CSFsSystems built to deliver information on CSFsSuitable for top management,building DSS and ESSDisadvantages:No clear methods for aggregation of CSFs into firm CSFsConfusion between individual and organizational CSFsBias towards top managers,13,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,USING CSFs TO DEVELOP SYSTEMS,14,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,A SYSTEM PORTFOLIO,15,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Scoring models,Used to evaluate alternative system projects,especially when many criteria existAssigns weights to various features of system and calculates weighted totals,16,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Establishing the Business Value of Information Systems,Information system costs and benefitsTangible benefits:Can be quantified and assigned monetary valueSystems that displace labor and save space:Transaction and clerical systemsIntangible benefits:Cannot be immediately quantified but may lead to quantifiable gains in the long runE.g.,more efficient customer service,enhanced decision makingSystems that influence decision making:ESS,DSS,collaborative work systems,17,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Capital budgeting for information systems,Capital budgeting models:Measure value of investing in long-term capital investment projectsRely on measures the firmsCash outflowsExpenditures for hardware,software,laborCash inflowsIncreased salesReduced costsThere are various capital budgeting models used for IT projects:Payback method,accounting rate of return on investment,net present value,internal rate of return(IRR),18,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Real Options Pricing Models(ROPM),Can be used when future revenue streams of IT projects are uncertain and up-front costs are highUse concept of options valuation borrowed from financial industryGives managers flexibility to stage IT investment or test the waters with small pilot projects or prototypes to gain more knowledge about risks before investing in entire implementation,19,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Limitations of financial models,Do not take into account social and organizational dimensions that may affect costs and benefits,20,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Managing Project Risk,Dimensions of project riskLevel of project risk influenced by:Project sizeIndicated by cost,time,number of organizational units affectedOrganizational complexity also an issueProject structureStructured,defined requirements run lower riskExperience with technology,21,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Change management,Required for successful system buildingNew information systems have powerful behavioral and organizational impactChanges in how information is used often lead to new distributions of authority and powerInternal organizational change breeds resistance and opposition,22,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,The Concept of Implementation,ImplementationAll organizational activities working toward adoption,management,and routinization of an innovationChange agent:One role of systems analyst Redefines the configurations,interactions,job activities,and power relationships of organizational groupsCatalyst for entire change process Responsible for ensuring that all parties involved accept changes created by new system,23,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,The Role of End Users,Role of end users With high levels of user involvementSystem more likely to conform to requirementsUsers more likely to accept systemUser-designer communication gap:Users and information systems specialistsDifferent backgrounds,interests,and prioritiesDifferent loyalties,priorities,vocabulariesDifferent concerns regarding a new system,24,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Management support and commitment,Positive perception by both users and technical staffEnsures sufficient funding and resourcesEnforcement of required organizational changes,25,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Change Management Challenges,Very high failure rate among enterprise application and BPR projects(up to 70%for BPR)Poor implementation and change management practicesEmployees concerns about changeResistance by key managersChanging job functions,career paths,recruitment practicesMergers and acquisitionsSimilarly high failure rate of integration projectsMerging of systems of two companies requires:Considerable organizational change Complex systems projects,26,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Controlling Risk Factors,First step in managing project risk involves identifying nature and level of risk of projectEach project can then be managed with tools and risk-management approaches geared to level of riskManaging technical complexityInternal integration toolsProject leaders with technical and administrative experienceHighly experienced team membersFrequent team meetingsSecuring of technical experience outside firm if necessary,27,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,A GANTT CHART,28,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,A GANTT CHART(cont.),29,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,A PERT CHART,30,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Increasing user involvement and overcoming user resistance,External integration tools consist of ways to link work of implementation team to users at all organizational levelsActive involvement of usersImplementation teams responsiveness to usersUser resistance to organizational changeUsers may believe change is detrimental to their interestsCounterimplementation:Deliberate strategy to thwart implementation of an information system or an innovation in an organizationE.g.,increased error rates,disruptions,turnover,sabotage,31,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Strategies to overcome user resistance,User participationUser education and trainingManagement edicts and policiesIncentives for cooperationImprovement of end-user interfaceResolution of organizational problems prior to introduction of new system,32,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Designing for the Organization,Information system projects must address ways in which organization changes with new systemProcedural changesJob functionsOrganizational structurePower relationshipsWork structureErgonomics:Interaction of people and machines in work environmentDesign of jobsHealth issuesEnd-user interfaces,33,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Designing for the Organization,Organizational impact analysis How system will affect organizational structure,attitudes,decision making,operationsSociotechnical designAddresses human and organizational issuesSeparate sets of technical and social design solutionsFinal design is solution that best meets both technical and social objectives,34,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,Project Management Software,Can automate many aspects of project managementCapabilities forDefining,ordering,editing tasksAssigning resources to tasksTracking progressMicrosoft Project 2010Most widely used project management softwarePERT,Gantt Charts,critical path analysisIncrease in SaaS,open-source project management software,35,Source:Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.,102/01/03 Final Report(期末報告),請各組組長整理期末報告資料檔案，於2013/01/03(週四)下午 2:00 前，完成Email 寄出以下兩個壓縮檔的下載連結，給所有組員和老師(正本to:老師，副本cc:所有組員)。1.整組各次簡報的 ppt(含整組期末報告目錄 ppt)壓縮檔(例如：MI4B_資訊管理個案_第1組_學期各次簡報.zip)。2.整組各組員的(1)個人期末報告.ppt(2)個人整學期的書面報告.pdf(3)個人學期總心得.doc 之壓縮檔(例如：MI4B_資訊管理個案_第1組_組員個人期末報告.zip)。,36,資訊管理個案(Case Study for Information Management),1.請同學於資訊管理個案討論前應詳細研讀個案，並思考個案研究問題。2.請同學於上課前複習相關資訊管理相關理論，以作為個案分析及擬定管理對策的依據。3.請同學於上課前先繳交個案研究問題書面報告。,37,References,Kenneth C.Laudon&Jane P.Laudon(2012),Management Information Systems:Managing the Digital Firm,Twelfth Edition,Pearson.周宣光譯(2011)，資訊管理系統管理數位化公司，第12版，東華書局,38,
