Strategic Planning for Information Systems Third Edition phần 1 pptx

TEAMFLY Team-Fly ® Strategic Planning for Information Systems Third Edition JOHN WARD and JOE PEPPARD Cranfield School of Management, Cranfield, Bedfordshire, UK Copyright # 2002 by John Wiley & Sons Ltd, Baffins Lane, Chichester, West Sussex PO19 1UD, England National 01243 779777 International (þ44) 1243 779777 e-mail (for orders and customer service enquiries): cs-books@wiley.co.uk Visit our Home Page on http://www.wiley.co.uk or http://www.wiley.co.uk All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London, UK W1P 9HE without the permission in writing of the publisher. 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Wiley Series in Information Systems CURRENT VOLUMES IN THE SERIES Currie: The Global Information Society Elliot: Electronic Commerce—B2C Strategies and Models Galliers and Baets: Information Technology & Organizational Transformation—Innovation for the 21st Century Organization Groth: Future Organizational Design—The Scope for the IT-based Enterprise Knights & Murray: Managers Divided Krcmar: EDI in Europe McKeen & Smith: Management Challenges in IS—Successful Strategies and Appropriate Action Remenyi, Sherwood-Smith with White: Achieving Maximum Value from Information Systems—A Process Approach Renkema: The IT Value Quest—How to Capture the Business Value of IT-Based Infrastructure Silver: Systems that Support Decision Makers—Description and Analysis Timmers: Electronic Commerce—Strategies and Models for Business-to-Business Trading Walsham: Making a World of Dierence—IT in a Global Context Wigand: Information, Organization & Management—Expanding Markets Corporate Boundaries Willcocks & Lacity: Strategic Sourcing of Information Systems— Perspectives and Practices Willcocks & Lester: Beyond the IT Productivity Paradox Wiley Series in Information Systems Editors R ICHARD BOLAND Department of Management Information and Decision Systems, Weatherhead School of Management, Case Western Reserve University, 10900 Euclid Avenue, Cleveland, Ohio 44106-7235, USA R UDY HIRSCHHEIM Department of Decision and Information Systems, College of Business Administration, University of Houston, Houston, Texas 77202-6283, USA Advisory Board N IELS BJØRN-ANDERSEN Copenhagen Business School, Denmark D. R OSS JEFFERY University of New South Wales, Australia H EINZ K. KLEIN State University of New York, USA R OB KLING Indiana University, USA B ENN R. KONSYNSKI Emory University, Atlanta, USA T IM J. LINCOLN IBM UK Limited, UK F RANK F. LAND London School of Economics, UK E NID MUMFORD Manchester Business School, UK M IKE NEWMAN University of Manchester, UK D ANIEL ROBEY Georgia State University, USA E. B URTON SWANSON University of California, USA R OBERT TRICKER Warwick Business School, UK G EOFF WALSHAM University of Cambridge, UK R OBERT W. ZMUD University of Oklahoma, USA Contents Series Preface ix Preface to the Third Edition x Acknowledgements xvi 1 The Evolving Role of Information Systems and Technology in Organizations: A Strategic Perspective 1 Information Systems (IS) and Information Technology (IT) 2 Early Views and Models of IS/IT in Organizations 8 Early Views and Models: up to 1980 14 The DP and MIS Eras: The Lessons Learned 17 The Three-era Model 22 The Strategic Information Systems Era 25 Strategic Uses of IS/IT: classification, factors for success and management implications 26 Success Factors in Strategic Information Systems 35 The Management Implications 38 What Is an IS/IT Strategy? 44 The Context for IS/IT Strategy 48 Toward a Fourth Era: An Organizational IS Capability 52 2 An Overview of Business Strategy Concepts and the IS/IT Strategy Implications 64 The Evolving Nature of Strategy and Strategic Planning in Organizations 65 The Strategic Framework 70 Strategy Implementation 85 Strategy Tools and Techniques 86 A Resource-based View of Strategy 111 3 Developing an IS/IT Strategy: Establishing Effective Processes 118 The Evolution of the IS/IT Strategy Process: from Technology Focus to Strategic Focus 120 Approaches to IS/IT Strategy Development 122 Problems and Barriers 125 The Environment of the IS/IT Strategy 129 The Challenges of Planning Strategically for IS/IT Today 130 Establishing an IS/IT Strategy Process 135 Purpose and Stimuli Driving IS/IT Strategy Development 141 Scope, Objectives and Expectations 144 An IS/IT Strategy Framework and Approach 151 Deliverables from the IS/IT Strategy Process 162 4 IS/IT Strategic Analysis: Assessing and Understanding the Current Situation 179 Business Re-engineering and IS Strategy 180 Understanding the Current Situation 182 Interpreting the Business Strategy 187 Examining the Current IS/IT Environment 197 Techniques for Interpretation and Analysis 204 Information Requirements to Meet the Current Business Objectives: the Use of Critical Success Factors and Balanced Scorecards 204 Business Process Analysis 213 Organizational Modelling 226 Evaluating the Gap between Current and Required IS/IT Environments 233 5 IS/IT Strategic Analysis: Determining the Future Potential 237 Aligning the IS/IT Investment Strategy to the Business 239 Value Chain Analysis 244 The External Value Chain (Industry Value Chain or Value System) 245 Information Systems and the Value Chain 248 The Internal Value Chain 262 Alternative Value ‘Configuration’ Models 265 The Use of Value Chain Analysis 268 ‘Natural’ and ‘Contrived’ Value Chains 271 Business Re-engineering and the Value Chain 272 6 Determining the Business Information Systems Strategy 276 Strategic Planning Techniques and Their Relationships 277 Framework in which the Tools and Techniques Can Be Used Effectively 279 Identifying How IS/IT Could Impact the Strategy 283 Establishing the Relative Priorities for IS/IT Investments 289 Large Organizations, Multiple SBUs and their Consolidation 295 7 Managing the Applications Portfolio 299 Conclusions from Various Matrices and Models 300 Classifying the Applications in the Portfolio 305 Generic Application Management Strategies 311 Portfolio Management Principles Applied to the Application Portfolio 323 Managing Application Portfolios in Multi-unit Organizations 334 vi Contents 8 Strategic Management of IS/IT: Organizing and Resourcing 339 The Strategic Management Requirement 340 Organizing Strategies for IS/IT Management 345 Framework Guiding Action 354 Provisioning of IS/IT Resources 359 Who Should Manage IS/IT and Where Should It Report? 364 Coordinating Mechanisms for the Strategic Management of IS/IT 370 Managing the IS Function as a Bundle of Resources 384 IS/IT Competency: The Criticality of the Human Resource 391 Managing Relationships 396 Bridging the Gap: Improving the Contribution of the IS Function 405 9 Managing Investments in Information Systems and Technology 420 Introduction 420 Investment and Priority-setting Policies 421 Evaluating IS/IT Investments 422 Setting Priorities for Applications 430 Benefits Management 436 The Benefits Management Process 440 Assessing and Managing Investment Risks 455 10 Strategies for Information Management: Towards Knowledge Management 466 Information as an Asset: The Senior Management Agenda 467 An Information Culture 470 Implementing Business-wide Information Management 472 The Practice of Managing the Information Asset 486 Activities of IAM 492 Policies and Implementation Issues 497 Managing Knowledge Resources 502 11 Managing the Supply of IT Services, Applications and Infrastructure 522 Introduction 522 IT Service Strategies 523 Types of IS/IT Service 524 Application Development and Provisioning Strategies 534 Aligning the Development Approach to the Application Portfolio 536 The Special Case of ‘Enterprise Systems’ 542 Strategies for Managing the IT Infrastructure 547 Linking the IT Infrastructure with the Business Strategy 549 Justification of Infrastructure Investments 554 Technology Strategies in a Multi-business Unit Organization 559 Outsourcing Strategies 563 Guidelines for outsourcing decisions 566 Applications Service Providers 573 Contents vii 12 Strategic Planning for Information Systems: Quo Vadis? 581 Introduction 581 A Brief Resume of Some Key Ideas 583 IS Strategy Formulation and Planning in the 1990s 587 Organization Development Based on IS/IT 589 The Organizational Competencies to Manage IS/IT Strategically 593 A Business Change Perspective of IS/IT 598 A Fourth Era: The IS Capability 603 A Model Linking the IS Capability with IS Competencies and Resources 608 Index 618 viii Contents Series Preface The Information Sy stems community has grown considerably since 1984, when we began publishing the Wiley Series in Information Systems. We are pleased to be a part of the growth of the field, and believe that this series of books is playing an important role in the intellectual develop- ment of the the discipline. The primary objective of the series is to publish scholarly works that reflect the best of the research in the Information Systems community. We are also interested in publishing pieces that cannot only help practitioners but also advanced students to understand the myriad issues surrounding IS and, in particular, the management of IS. To this end, the third ed ition of Strategic Planning for Information Systems by John Ward and Joe Peppard is an excellent example. Previous editions have been highly successful, and we believe the third edition will be even more so. The book adds new material on the latest developments in Informa- tion Systems, in particular ‘e’ (e-business and e-commerce), knowledge management, customer relationship management, enterprise resource planning and outsourc ing. But, fundamentally, the book is not simply about technology or techniques but rather the strategic issues of how such technology can be used successfully in organizations. Ward and Peppard focus their attention on why and how to develop a strategy to use IS effectively. Such a treatment is important, and we believe this book will be of interest to practitioners, students and academics alike. Rudy Hirschheim [...]... technology, planning, etc.—but, in this chapter, these various perspectives will be brought together, as much as possible INFORMATION SYSTEMS (IS) AND INFORMATION TECHNOLOGY (IT) Before providing any strategic perspective, it is important that there is a clear understanding of the distinction between the terms information Information Systems (IS) and Information Technology (IT) 3 systems (IS) and information. .. organized its overall information resource It can be concluded that, from the 19 60s to the early 19 80s, IS/IT and its deployment in organizations passed through a major transition, which linked two eras These two eras can be summarized as: 1 2 data processing from the 19 60s onwards—the DP era; management information systems (MIS) from the 19 70s onwards— the MIS era 16 Information Systems and Technology... three-tier structural approach to defining organizational systems and the ‘Nolan’ stage model inhibited the strategic use of IS/IT He stated that, ‘up to 19 83 at least, Nolan’s general purpose approach to information systems (based in part on the Anthony model) is clearly incomplete, for it offers no guidelines for identifying or explaining strategic information systems opportunities.’ Friedman, 36 in analysing... storing, delivery and sharing of information and other digital content In the European Union, the term Information and Communication Technologies or ICT is generally used instead of IT to recognize the convergence of traditional information technology and telecommunications, which were once seen as distinct areas The UK Academy of Information Systems (UKAIS) defines information systems as the means by which... Organizations Table 1. 1 Differences between DP and MIS Operational and control systems (data processing) Control and planning systems (management information systems) Objectives Efficient transaction handling and effective resource control Effective problem resolution and support for decision making Life cycles 3 12 years, depending on rate of change From hours to months and occasionally recurring Information time... and information Here, application needs are not predefinable, and often the applications changed rapidly during a short but useful life They therefore tend to be characteristic of some control and planning systems, rather than operational systems These applications essentially provide information to managers and professionals who require it and the ability to process/ transform it to satisfy their information. .. Chapter 10 focuses on information as a strategic asset and the requirements and activities involved in the development of an information xvi Preface to the Third Edition management strategy It also explores the requirements, issues and options associated with the increasingly important role IS/IT needs to play in the management of organizational knowledge Chapter 11 considers some of the key strategic. .. transforming the information so that planning systems could be developed to help senior management define the future of the business The control and planning systems forced improvements to be made lower down the portfolio structure, in order to realign information and its processing for planning and control purposes By the mid -19 70s, approaches to developing successful operational systems, either centrally or... opportunities that provide them with a source of competitive advantage In order to manage information systems and information technology (IS/IT) strategically, it is helpful to understand how the role of technology-based information systems has evolved in organizations While organizations today want to develop a more strategic approach to managing IS/IT, many have probably arrived at their current situation... work!) of Justine Cullen, who prepared the bulk of the text and figures 1 The Evolving Role of Information Systems and Technology in Organizations: A Strategic Perspective Today, most organizations in all sectors of industry, commerce and government are fundamentally dependent on their information systems In the words of Rockart 1 ‘[i]nformation technology has become inextricably intertwined with business’ . ix Preface to the Third Edition x Acknowledgements xvi 1 The Evolving Role of Information Systems and Technology in Organizations: A Strategic Perspective 1 Information Systems (IS) and Information Technology. 455 10 Strategies for Information Management: Towards Knowledge Management 466 Information as an Asset: The Senior Management Agenda 467 An Information Culture 470 Implementing Business-wide Information. Strategies 563 Guidelines for outsourcing decisions 566 Applications Service Providers 573 Contents vii 12 Strategic Planning for Information Systems: Quo Vadis? 5 81 Introduction 5 81 A Brief Resume of