Program : BACHELOR OF SCIENCE IN ACCOUNTING

INFORMATION SYSTEM

Course Code : MIT 232

Course Title : Managing Information Technology

Course Credit : 3 units Contact Hours : 54

BULACAN POLYTECHNIC COLLEGE

Bulihan, City of Malolos
 Managing Information and Technology

MODULE MATERIALS

List of Modules

MODULE
No. MODULE TITLE
CODE

Introduction and Overview of Management

1 MIT 323-1
Technology

Technology Evolution using the Incremental and

2 MIT 323-2
Breakthrough Innovations

3 Drivers of Technological Change MIT 323-3

4 Linkage Technology to Business Goals MIT 323-4

5 The Technological Innovation Process MIT 323-5

6 Managing Technological Change MIT 323-6

Virtual Enterprise, Ethical and Social Issues in

7 MIT 323-7
Management of Technology

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 MIT 323-4

Linkage
Technology to
Business Goals

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 MODULE CONTENT

COURSE TITLE: Managing Information and Technology

MODULE TITLE Linkage Technology to Business Goals

NOMINAL DURATION: 8 hours

SPECIFIC LEARNING OBJECTIVES:

At the end of this module, you MUST be able to:

1. know the scope of technology management.

2. understand how to design and implement technology strategy.
3. differentiate technology management in high-tech and low-tech
industries.
4. Know the distinctive technological competencies.
5. explain the integration of technology and business strategy.

TOPIC:

1. Scope of Technology Management

2. Designing & Implementing Technology Strategy
3. Technology Management in High- & Low-Tech Industries
4. Distinctive Technological Competencies
5. Integration of Technology and Business Strategy

ASSESSMENT METHOD/S:

1. Online Recitation/Reporting/Discussion
2. Quizzes/Assignment/Written Activities/Case study
3. Written Exam

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REFERENCE/S:

http://gsme.sharif.edu/~gsme2/profs/arasti/wp-
content/uploads/sites/4/2015/11/Linking-Business-Strategy-to-
Technology-Strategies-A-Prerequisite-to-the-RD-Priorities-Determination.pdf

https://www.oksbdc.org/why-is-technology-important-in-business/

Journal of Technology Management in China 20 February 2007

https://www.emerald.com/insight/content/doi/10.1108/jtmc.2007.30202a
aa.001/full/html#:~:text=To%20put%20it%20in%20a,activities%20and%20
produce%20defined%20products.

https://en.wikipedia.org/wiki/Technology_management

Radziwill, Nicole (October 29, 2008). Technology Management.

https://qualityandinnovation.com/2008/10/29/what-is-technology-
management/

Card, Daniel (March 13, 2019). Developing a Winning IT Strategy.

https://www.joetheitguy.com/developing-a-winning-it-strategy/

Jessie (28 August 2013). 7 Reasons Why Strategic Plans Fail (and how you can
avoid them). https://www.tempo.io/blog/2013/7-reasons-why-strategic-
plans-fail-and-how-you-can-avoid-them

Paulraj, A. J., (November 19, 2012). Does India Need a High Technology
Industry? https://casi.sas.upenn.edu/iit/paulraj

Evaluation Engineering (Apr. 28, 2010). Management Strategies for the High-
Tech Industry.
https://www.evaluationengineering.com/home/article/13004540/manage
ment-strategies-for-the-high-tech-industry

Letteri, Vini (September 5, 2019). Building for Growth.

https://www.cio.com/article/3435202/the-simple-way-low-tech-industries-
can-digitally-transform.html

MXOtech, Inc. (May 2, 2019). How technology integration can help your
business flourish. https://www.mxotech.com/2019/05/how-technology-
integration-can-help-your-business-
flourish/#:~:text=Technology%20integration%20is%20the%20process,share
%20data%20back%20and%20forth.

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 Information Sheet MIT 323-4

Linkage Technology to Business Goals

Technology has important effects on business operations. No matter the
size of your enterprise, technology has both tangible and intangible benefits
that will help you make money and produce the results your customer
demand. Technological infrastructure affects the culture, efficiency, and
relationships of a business. It also affects the security of confidential
information and trade advantages.

First and foremost, technology affects a firm’s ability to communicate

with customers. In today’s busy business environment, it is necessary for
employees to interact with clients quickly and clearly. Websites allow
customers to find answers to their questions after hours. Fast shipment
options allow businesses to move products over a large geographic area. When
customers use technology to interact with a business, the business benefits
because better communication creates a stronger public image.

Technology also helps a business understand its cash flow needs and
preserve precious resources such as time and physical space. Warehouse
inventory technologies let business owners understand how best to manage
the storage costs of holding a product. With proper technology in place,
executives can save time and money by holding meetings over the Internet
instead of at corporate headquarters.

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 Technology creates a team
dynamic within a business because
employees at different locations
have better interactions. If factory
managers can communicate with
shipment coordinators at a different
location, tensions and distrust are
less likely to evolve. Cliques and
social tensions can become a
nightmare for a business;
technology often helps workers put
their different backgrounds aside.

Most businesses of the modern era are subject to security threats and
vandalism. Technology can be used to protect financial data, confidential
executive decisions, and other proprietary information that leads to
competitive advantages. Simply put, technology helps businesses keep their
ideas away from their competition. By having computers with passwords, a
business can ensure none of its forthcoming projects will be copied by the
competition.

A business that has the technological capacity to research new

opportunities will stay a step ahead of its competition. For a business to
survive, it must grow and acquire new opportunities. The Internet allows a
business to virtually travel into new markets without the cost of an executive
jet or the risks of creating a factory abroad.

Scope of Technology Management

Technology management is a set of management disciplines that allows
organizations to manage their technological fundamentals to create customer
advantage. Typical concepts used in technology management are:
• Technology strategy (a logic or role of technology in an organization),
• Technology forecasting (identification of possible relevant technologies
for the organization, possibly through technology scouting),
• Technology roadmap (mapping technologies to business and market
needs), and
• Technology project portfolio (a set of projects under development) and
technology portfolio (a set of technologies in use).

The role of the technology management function in an organization is

to understand the value of certain technology for the organization.
Continuous development of technology is valuable as long as there is value
for the customer and therefore the technology management function in an
organization should be able to argue when to invest in technology
development and when to withdraw.

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 Typical concepts used in
technology management are
technology strategy, technology
forecasting, technology
roadmap, technology project
portfolio, and technology
portfolio. The role of the
technology management
function in an organization is to
understand the value of certain
technology for the organization.
Continuous development of
technology is valuable as long as there is value for the customer and therefore
the technology management function in an organization should be able to
argue when to invest in technology development and when to withdraw.
Technology management can also be defined as the integrated planning,
design, optimization, operation, and control of technological products,
processes, and services, a better definition would be the management of the
use of technology for human advantage.

Technology management is the combination of science, engineering,

and management knowledge and practice, with technology as the central
means of wealth and value creation.

Kearns et al. (2005) has attempted to make the connections between

general management and technology management more explicit, by
developing a model to describe the spheres of influence of the technology
manager. The “Six Facets Model” illustrates that technology management is
an integrative, multidisciplinary field, focused on effective problem solving:

• Product and Process Integration through systems thinking, quality

management system development, and benchmarking.
• Evaluation (at the organizational, technical, and personal levels)
• Planning (including strategic plans, work plans, and environmental
assessment)
• Implementation of quality systems, documentation systems,
organizational processes, software, project execution, project planning,
and control
• Change Management involving both management and leadership of
change
• Training and Engagement to cultivate individual and organizational
capabilities, and promote workforce development

Additionally, in all of these areas, technology managers must remember

that communications and networking have been identified as important
mechanisms for actively implementing change.

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Designing & Implementing Technology Strategy
An IT strategy should set out a vision for the future, and a direction of
travel – to help guide and steer decision-making that will enable business
outcomes supported through technology. It should consider the business’
demands, how IT will govern strategic execution, and how IT services can be
supplied to meet the business’ needs.

Daniel Card (March 2019) listed some simple points in the table below
(please notice the word “simple,” a common theme that needs to communicate
simply without ignoring the underlying complexity.)

Where are we today? Where do we want to How are we going to

be? get there?

• What are the goals • What capabilities • What resources do

and aspirations of and benefits do we we need?
the business? want to achieve in
the future to support • How will the future
• What does the the business? state be operated?
current technology
service portfolio look • What does the • What partners do we
like? future-state need?
landscape need to
• What are the look like?
challenges that we
need to overcome? • What are the gaps
between now and
then?

So quite simply, the IT strategy should explain the:

• Why
• What
• Who
• When
• Where

So now that we have an understanding of what we’re creating and why

we’re creating it, we need to plan our strategic development approach. Daniel
Card suggests that the following phases and activities should suit general use
cases:

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 Analyze and Playback,
Plan Discover
envision agree, execute

• Develop a • Engage with • Map the • Create output

high-level business future-state artifacts
strategy stakeholders (reports,
development • Conduct a roadmaps,
plan • Engage with IT current-state presentations,
stakeholders to future-state posters, etc.)
• Define roles GAP analysis
and • Map out the • Playback
responsibilities current-state • Develop an IT strategy
IT landscape roadmap internally
• Create a from several linked to (review and
strategy board perspectives business adjust with
(financial, outcomes (it’s the team)
• Define board customer, useful to use
roles, application, benefit • Playback
reporting, and data, dependency strategy to
communication infrastructure, mapping, etc.) business
protocols IT
organization, • Create a • Agree and
• Agree and etc.) program plan approve a
commit and financial strategy
resources • Run a series of model of the
interviews and transition • Move onto the
• Agree on the workshops activities execution of
strategy the strategy
approval • Review these
process in line with
market forces
• Agree on
output
artifacts

• Agree on target
dates (and
associated
activity
schedules, etc.)

Reasons why strategic initiatives or strategic planning often fail

There’s an old saying that if you fail to plan you plan to fail. With so
many factors, it can certainly be difficult to estimate plans accurately. There
are plenty of reasons why bona fide project plans can and do fail. The good

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news is that these can be addressed preemptively with project management
tools that help you reduce the likelihood of a nuclear meltdown.

Here are some reasons why strategic initiatives and plans fail:

1. Unrealistic goals or lack of focus and resources.

Strategic plans must be
focused and include a
manageable, clearly defined
number of goals, objectives,
and programs. Adequate
resources to accomplish
those goals and objectives
outlined in the plan must
be adequately allocated.

2. Plans are overly complex

We all know someone who is a plan over-engineering extraordinaire.
They write pages and pages of text, mix in complex, overly detailed
charts and diagrams, and create a schedule with so many contingencies
and restrictions that it becomes virtually impossible to follow — let
alone implement — by the project team.

3. Financial estimates are significantly inaccurate

Cost estimating: art or science? All too often, projects proceed with little
more than a general estimation of what sorts of resources are needed
(this holds true for estimating required people-power, too). The further
along a project is allowed to proceed without adequate financial controls
and checks in place, the higher the overall costs involved. This can
include more than just bottom-line financial costs, but can also extend
to customer satisfaction and your perceived reliability as a business
and team.

4. Plans are based on insufficient data

If plans are based on wrong
assumptions due to insufficient
— or misunderstood — data,
they drive the project towards
disaster from the outset,
particularly if there is no Plan B
in place and no means with
which to easily modify the plan
before the project slides out of
control.

Oftentimes, project managers and team members are considered

primarily delivery (wo)men. They’re handed a project plan and informed

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 that their performance will be measured based on how well the project
delivers against that designated plan. If they question the assumptions,
estimates, or the general approach set forth in the plan, they’re
instructed to “just get on with it,” as expectations have already been
set. Guess who will likely be blamed if plans fail?

5. Staffing requirements are not fully understood

Resource planning is a crucial part of the project planning process, and,
if not carefully implemented, incorrect assumptions and estimates
made regarding human resource
requirements, including the
number, role, skill, and timing
perspectives can impact project
timeframe and overall bottom-line
costs. After all, plans depend on
the resources that deliver them.
Data and information are crucial
both at the planning stages, and
throughout the project process, to monitor availability and project
status, and to make any necessary course corrections.

6. Project scope inflexible to changes

Experience tells us that simply because a plan has been implemented
and everyone has agreed to it doesn’t mean that all will go as expected.
It’s never a good thing when the scope of a project changes and it can
usually be avoided through proper planning. But being adaptable and
having a “Plan B” in case it does happen along the way is imperative to
help attain the overall project goal.

Considering there are so many reasons why plans can fail, one might
wonder why ever plan at all. For one, mapping out a plan before embarking
on its implementation has plenty of benefits. It enables better organization. It
allows for a better understanding of objectives and their alignment with
broader organizational goals, but it also helps identify and take into account
any impediments that exist in reaching those objectives.

Planning helps reduce, and even eliminate, uncertainty, improve the

efficiency of operations, and find smarter ways to complete project tasks and
deliverables. Studies have shown that organizations that have
adopted project portfolio management (PPM) solutions, including effective
project management tools to help manage projects and the portfolio, and also
conduct ongoing reviews of these projects see an increased likelihood of
portfolios that meet schedules, scope, quality, budget, time, and business
benefits.

Well-defined project planning also provides a basis for monitoring and

controlling work on the project, which is crucial to staying on top of schedules,
milestones, costs, risks, and issues.

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 Employing effective software measurement tools, therefore, becomes
essential, not only for early forecasting and estimates but for measuring
compliance and identifying trends and deviations along the way.

Characteristics of Good IT Strategies

• They describe the business demand
• They describe the current state, the
challenges of the current state, and
the rationale as to why these need to
be overcome
• They provide guiding principles
• They describe the target state and
provide a series of actions that will
be taken to reach the target based on a recognition of the current-state
position (i.e. ensuring that the transition from current to the future
state is based on a solid understanding of the current position, its
complexities, and the resources it would require to change it)
• They’re data-driven, and by this, I mean that they consider the realities
of the current-state landscape, the market forces, and take a level of
pragmatism
• They’re specific and relevant to the business contexts they support
• They provide a financial plan as to how the benefits they promise will
be realized
• They’re developed with the people who will execute activity against the
strategic aims
• They should guide and help the organization from a daily perspective
(principles play a big part in this)

Template Headings of an IT Strategy Plan

• Executive Summary
• Business Context
• Today’s Challenges
• IT Vision for the Future
• The Benefits
• The Transition Plans
• IT Governance
• Metrics and Measurements
• IT Principles
• Financial Plan Summary
• IT Service Portfolio Summary
• IT Architecture Summary
• IT Organization
• IT Partners and Suppliers

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Technology Management in High- & Low-Tech Industries

High-Tech Industries

Innovative technologies and ways of doing business are creating growth

in certain industries.

In article of Paulraj (November 19, 2012)

What is a high-tech industry? While there are several definitions, good

examples of high technology are telecom and networking, computing and
automation, modern pharmaceuticals, commercial jet aircraft, and advanced
instrumentation like MRI machines. Emerging high-tech areas include genetic
engineering and nanotechnology. High technology industries have some
common elements, as they:

(a) need highly skilled scientific and engineering personnel,

(b) require high recurring R&D investments, typically a tenth to a third

of annual sales,

(c) demand large initial investments that are often orders of magnitude
of the unit sale price, and

(d) need very large global markets and are therefore often near-
monopolies. All of this makes breaking into the high-tech industry very
difficult.

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According to the author of Evaluation Engineering (an online magazine):

Success is measured in many ways especially when it comes to a high-

tech company. In part, the success of a company depends on the
differentiating factors and the value of the technology, goods, or services that
it offers. Just as critically though, it relies on the company’s management
practices—how well its executives manage lower-level managers and
employees as well as partnerships and customer relationships. This is a
lesson that managers at Agilent Technologies have learned over its many years
of successful operation, and it’s one that has yielded valuable management
strategies which can be used by any engineering, section, or program manager
to do a better job.

Some of the management strategies that Agilent has found to be

especially successful include the following:
• Stay close to your customer.
• Make a differentiated contribution.
• Leverage the global ecosystem.
• Execute effectively.
• Demonstrate leadership at all levels.
• Use emerging communications technology effectively.

These strategies may seem straightforward and sound overly simple.

But when used effectively, they can help you realize success.

Low-Tech Industries

The biggest challenge in low-tech

industries is getting people to understand
the value of technology. It’s around
allaying their fears of being replaced. CIOs
need to demonstrate how technology will
complement human capabilities, make people’s lives easier and allow them to
do more meaningful work.

In fact, as use cases are validated and processes reinvented through

technology, the learnings are oftentimes counter to longstanding approaches.
Suddenly, the realization is that the way things have been done forever isn’t
the right way any longer. That can be a scary proposition, and employees
won’t be the only ones wary of change.

The outcome for customers, consumers, and partners must also be

considered. It’s important to get the constituencies involved upfront in
decision-making. Assessing each user’s experience is also key. Making
technology adoption collaborative and clearly showing and communicating

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the benefits will create advocates instead of detractors while softening the
perceived risk of change.

Digital transformation in any industry doesn’t happen overnight. In

lower-tech industries, change typically takes regression before progression.
The application of technology throws a wrench into the existing methods.
Along with technology, people, processes, and, ultimately, culture must
change. A new approach requires a new mindset, framework, and training. All
take time and perseverance.

Frustrations can run rampant during the

transition period. Additionally, in lower-tech
industries, the starting amount of data tends to be
low. The data that does exist is mistrusted,
mischaracterized, or misunderstood. When full
data access is finally enabled, the information frequently flies in the face of
convention causing disregard or denial instead of recognition of its power.

As high tech as many manufacturing environments is in terms of

production, much is still lost when it comes to maintenance, repair, and
operations. Again, it’s simple: if a machine breaks, it’s useless. Waiting for
parts and people to fix equipment damages sales and potentially hurts the
customer experience, whereas technology like machine learning can identify
problems before they happen. A proactive operation overcomes margins and
manual issues.

Distinctive Technological Competencies

A distinctive competency is a competency
unique to a business organization, a competency
superior in some aspect to the competencies of other
organizations, which enables the production of a
unique value proposition in the function of the
business. A distinctive competency is a basis for the
development of an unassailable competitive
advantage. The uniqueness differentiates this competency from all others,
whether a core competency or simply a competency.

Distinctive competencies, the basis for competitive advantage, can come

from technology, industry position, market relations, cost, business
processes, manufacturing processes, people, customer satisfaction, or just
being first.

Technology is a term that is frequently used in the business world. It is

a term habitually related to science. But there is a significant difference
between the two. Science comprises of outcomes of basic academic studies
whereas technology infers to the relevant application of science. This
difference is critical when it is to be understood about the manner in which
businesses attain new technologies.

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 The significance of technology to an organization is positioned in the
reality that having of technology can provide a competitive advantage.
Consequently, technology can be considered as an asset of strategic
importance. In addition, it can be said that an organization’s capacity to
handle and take advantage of technology can symbolize a core competence.

Technology Competence Features

Technology competence can improve an organization’s product
portfolio. This is possible in different ways as below:

• New Functions
A novel product can be built which permits the customer to execute
activities that were earlier not doable or else extremely hard. For
instance, consider the growth of mobile technology. It permits
customers to converse with the least difficult around the world. There
are users who are ready to compensate high values to have products of
the latest technology. These products are expected to be extremely
pioneering needing good investments in new technology.

• New Features
An available product can be transformed to turn it into more functional
while the fundamental utility continues to be the same. For instance,
take the case of mobile phones having cameras. Organizations
incessantly search for innovations to make their products distinctive
from those of their competitors. Even if such innovations can be small,
over a period of time these can combine to denote a major leap forward
in technology.

• Superior Dependability
With the technology developing into a more advanced stage, product
dependability turns out to be a major feature in product differentiation.
For instance, improved utilization of specific integrated circuits can
result in the easiness of product assembly. Enhancements in designs
and diverse techniques of construction will concentrate on performance
and quality.

• Reduced Costs
With the product developing into matured stage technology
advancement can concentrate more on cost lessening. For instance,
consider the utilization of specialized integrated circuits as referred
previously. They are costly to conceive but in mass production present
massive cost benefits over separate components. They can present a
magnificent improvement to the business that can take control of this
technology.

Technology is one of the fundamental causes for the existence of a

product life cycle. When the technology is in a novel phase, enhancements are
fast and product functioning ascents rapidly. As the technology becomes
established, the speed of transformation of functioning becomes reach
stability since the technological threshold is attained. At a certain point,
another new technology is developed and integrated in the product. The cycle
will start again.

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Integration of Technology and Business Strategy
Modern businesses rely on various technologies to keep their
companies up and running. Today, most of them need an internet connection
and multiple apps and software to help their staff get things done.

At first glance, all the different technologies you use may seem
unrelated to one another — after all, the software your accounting department
uses is different from what your research and development team has, and so
on. But all the technology in your company serves the same purpose: to help
you achieve your goals. Technology integration is the process of aligning
business and technology must be aligned so that business strategies can be
successfully implemented. It means that systems and devices are able to work
harmoniously with one another and share data back and forth.

The Benefits of Technology Integration to Business

• Better productivity and efficiency

Integrated technologies allow you to
organize and share your business data
across departments, drastically saving
the time and energy needed to look up
and verify the information. Syncing
your systems and sharing the same
database means there’s no more need
to (re-)enter data manually every time,
minimizing the window for error.

Imagine how seamless everything will Being on the same page makes it easier to
achieve goals.
be when everyone has access to critical
information like product prices. By allowing inter-department access to
real-time information regarding rates, vendor managers, stock keepers,

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 and accounting will be on the same page: they will know the current
number of items in stock and whether there have been any price
changes. In case a customer asks for a product price, the staff assigned
to be the point of contact (customer service, salesperson) can
immediately look up the necessary information without calling another
department. Not only is this process more efficient, but it’s also more
customer-oriented.

• More effective communications

When devices are
integrated, they share the same
information and can “talk to
each other” while working or
analyzing information. Much in
the same manner, people using
these devices can also “talk to
each other” in much quicker
ways. They can collaborate on
documents and spreadsheets
virtually without having to meet
face to face. What’s more,
because team members can work together in real-time, they can make
quick and informed decisions which reduces turnaround time and
ensure that projects are finished promptly.

Technology integration also empowers staff who work remotely. For

example, someone working out of the office can send client notes to the
business email as soon as the client meeting is over, again saving time.

• Potential for growth

When small- and medium-sized
businesses (SMBs) integrate their
technology, they should see positive
results such as improved
communications, streamlined
workflows, and higher customer
satisfaction. Together, these changes
can propel enterprises to grow in
unprecedented ways.

But it doesn’t stop there. Integrated technology gives leaders better

insights into their data by conveniently keeping relevant and related
information in one place, so one can see patterns and discrepancies in data
easily. They can also pinpoint the business's bottlenecks and find
opportunities for growth. Marketing teams who have access to sales figures
and customer records, for instance, may be able to identify certain
demographics or trends they can capitalize on.

Subject: Date Developed:

MIT 323 - January 2021 Page 19 of 19
MANAGING INFORMATION AND
TECHNOLOGY
Document No.: Developed by:
Revision # 01
Mr. Edgardo C. Villafuerte