Slide HTTTQL

HỌC VIỆN NGÂN HÀNG
KHOA CÔNG NGHỆ THÔNG TIN VÀ KINH TẾ

SỐ
GIỚI THIỆU MÔN

HỌC
MANAGEMENT INFORMATION
SYSTEMS
Hà Nội – 2024
Giới thiệu môn học
 Số tín chỉ: 3
 Thời gian:
 Giảng lý thuyết trên lớp:
60%
 Thực hành, thảo luận: 40%
 Tự học: 200%
 Giảng viên:
 Email:
 Mobile:
Giới thiệu môn học 2

 Mục tiêu của học phần

 Học phần Hệ thống thông tin quản lý là học phần bắt buộc, thuộc khối kiến
thức cơ sở ngành, đây là môn học trong tuyến các môn học liên quan đến
Năng lực số nhằm đảm bảo cho sinh viên đạt được Năng lực số
cần thiết trong bối cảnh thời đại số hiện nay.
 Học phần này cung cấp cho sinh viên những kiến thức: tổng quan về hệ
thống thông tin quản lý, hệ thống thông tin với chiến lược của tổ
chức, hệ thống kinh doanh thông minh, hệ thống thông tin cộng tác, quy
trình và phát triển hệ thống thông tin trong các tổ chức, doanh nghiệp.
 Sau khi học xong học phần này, sinh viên có các kỹ năng về năng lực số
trong hoạt động chuyên môn và học tập suốt đời. Ngoài ra, sinh
viên còn được rèn luyện kỹ năng về khởi nghiệp và đổi mới sáng tạo.
Giới thiệu môn học (tt)
 Chuẩn đầu ra môn học

STT CLO Kiến thức Kỹ năng Thái độ
CLO1 Lựa chọn các thiết bị, phần mềm, dịch
vụ CNTT phù hợp để khai thác, quản
lý, phân phối dữ liệu phục vụ cho học Phân tích Chính xác Tỏ thái độ
tập, giao tiếp, cộng tác trong môi (Analyze) (Precision) (Valuing)
trường số.
CLO2 Mô phỏng được quy trình nghiệp vụ Tổ chức
Vận dụng Chính xác
trong các HTTT của tổ chức bằng công (Organizat
(Apply) (Precision)
cụ số thích hợp ion)
CLO3 Nhìn nhận vấn đề đa chiều đưa ra các Vận dụng Vận dụng
Tỏ thái độ
ý tưởng mới và cơ hội khởi nghiệp (Apply) (Apply)
(Valuing)
bằng cách sử dụng công cụ số.

 Tài liệu tham khảo
 Slide bài giảng – slide gốc của Pearson
 UsingMIS, 10 th edition, David Kroenke &
Randall J. Boyle, Pearson

Yêu cầu đối với học viên
 Quá trình học tập và tham khảo mở rộng

 Sinh viên phải có mặt trên lớp cũng như các buổi thực
hành, thảo luận.
 Đọc và nghiên cứu giáo trình, tài liệu tham khảo.
 Tham gia thảo luận trên lớp.
 Tham gia các hoạt động:
 Học lý thuyết, thực hành theo bài tập quy định
 Làm bài kiểm tra định kỳ
 Ý thức tổ chức, kỷ luật:
 Có ý thức tổ chức, kỷ luật theo quy định của trường, lớp
và của giảng viên phụ trách.

Nội dung
 Chương 1. Sự cần thiết và vai trò của

Hệ thống thông tin quản lý
 Chương 2. Hệ thống thông tin cộng tác
 Chương 3. Chiến lược và các Hệ thống thông tin
 Chương 7. Quy trình, Tổ chức và Hệ thống thông
tin
 Chương 9. Hệ thống kinh doanh thông minh
 Chương 11. Quản lý Hệ thống thông tin
 Chương 12. Phát triển Hệ thống thông tin

Buổi Nội dung Buổi Nội dung
1
Tiến
Chương trình
1: Sự cần học
thiết và tập
vai trò của
9
Chương 7: Bài tập + Thực hành trải
HTTTQL nghiệm CRM
Chương 1: Sự cần thiết và vai trò Chương 9: Hệ thống kinh doanh
2 10
HTTTQL (tt) thông minh
Chương 2: Hệ thống thông tin Chương 9: Hệ thống kinh doanh

3 11
cộng tác thông minh (tt) + Thực hành Tableau
Chương 3: Chiến lược và các Hệ

4 12 Chương 11: Quản lý HTTT
thống thông tin
Chương 3: Chiến lược và các Hệ Chương 12: Phát triển Hệ thống

5 13
thống thông tin (tt) thông tin
Bài tập Chương 3: Thực hành mô Chương 12: Phát triển Hệ thống
6 14
hình hóa quy trình trên Bizagi thông tin (tt)
Chương 7: Quy trình, Tổ chức và

7 15 Báo cáo Kiểm tra 2
Hệ thống thông tin
Chương 7: Quy trình, Tổ chức và
Hệ thống thông tin (tt) Báo cáo Kiểm tra 2
8 Nộp bài KT1. 16
Ôn tập + Hướng dẫn làm Bài tập lớn
Đánh giá môn học
Thành Hoạt động Phương pháp Trọng số Thời điểm CĐR
phần đánh giá đánh giá đào tạo
đánh giá
Đánh giá A11 – Điểm Mức độ tham dự 10% Từ tuần 1 đến

quá Chuyên cần các buổi học và tuần 16
trình mức độ đóng góp
(40%) của cá nhân vào
các hoạt động học
tập trên lớp.
A12 – KT1 Tự luận 15% Tuần 8 CLO2
A13 – KT2 Tự luận + Thực 15% Tuần 15 CLO1

hành
Đánh giá A21 – Thi cuối Bài tập lớn theo 60% Theo kế hoạch CLO1
tổng kết kỳ hết môn nhóm sinh viên của trường CLO2
(60%) CLO3
9
HỎI/ĐÁP

HỆ THỐNG THÔNG TIN QUẢN
LÝ
Chương 1
Sự cần thiết và vai trò của
Hệ thống thông tin quản lý
1-1
Terminology
1. Management vs Governance
2. Information Technology vs Information System
3. Data vs Information
4. Cooperation (Hợp tác) – Collaboration (Cộng tác)
5. Efficiency – Effectiveness
6. Do thing right – Do right thing
Giải thích và lấy ví dụ
1-2
“But Today, They’re Not Enough.”
• Jennifer Lacks Skills Falcon Security Needs:
1. Abstract reasoning skills.
2. Systems Thinking Skills.
3. Collaboration Skills.
4. Experimentation Skills.
1-3
What Do Employers Want?
• Self starter, Don’t wait to be told what to do.
• Team worker
– Develops ideas with others.
– Asks questions.
– Pulls more than their own weight.
1-4
Study Questions
Q1-1 Why is Introduction to MIS the most important class
in the business school?
Q1-2 How will MIS affect me?
Q1-3 What is MIS?
Q1-4 How can you use the
five-component model?
Q1-5 What is information?
Q1-6 What are necessary data characteristics?
Q1-7 2027?
1-5
The Digital Revolution
Q1-1 Why is Introduction to MIS the most important class in the business school?
• Technology fundamentally changing business.

• Information Age
– Production, distribution, control of information
primary economic drivers.
• Digital Revolution
– From mechanical/analog devices to digital
devices.
1-6
Understanding the Forces Pushing the
Evolution of New Digital Devices
• Bell’s Law
– New class of computers establishes a new industry
each decade.
 New platforms, programming environments,
industries, networks, and information
systems.
• Understand how next digital evolution will affect
businesses.
• What an industry does and how it does it will
change.
1-7
Computer Price/Performance Ratio
Historical Trend
Q1-1 Why is Introduction to MIS the most important class in the business
school?
Figure 1-1 Computer Price / Performance Ratio Decreases
1-8
Metcalfe’s Law
school?
• Network value equal

to square of
number of users
connected to it.
(V=U2)
– Google, Amazon,
eBay exist due to
large numbers of
Internet users.
Figure 1-2 Increasing Value of Networks
1-9
Fundamental Forces Changing Technology
school?
Law Meaning Implications
The number of transistors per Computers are getting exponentially faster.

Moore’s Law square inch on an integrated The cost of data processing is
chip doubles every 18 months. approaching zero.
More digital devices are being connected

The value of a network is equal to
together.
Metcalfe’s Law the square of the number of
The value of digital and social networks
users connected to it.
is increasing exponentially.
Network connection speeds for Network speed is increasing. Higher

Nielsen’s Law high-end users will increase by speeds enable new products, platforms,
50 percent per year. and companies.
Storage capacity is increasing

The storage density on magnetic
exponentially.
Kryder’s Law disks is increasing at an
The cost of storing data is approaching
exponential rate.
zero.
1-10
Price of Storage Capacity per GB
school?
Figure 1-4 Price of Storage Capacity per GB
1-11
This Is the Most Important Class in the
School of Business Because You Will Learn:
• How technology fundamentally changes

businesses.
• Why executives try to find ways to use new
technology to create a sustainable
competitive advantage.
• Assess, evaluate, apply emerging information
technology to business.
• Help you attain knowledge needed by future
business professionals.
1-12
Technological Change is Accelerating
• Bell’s Law
– Today’s highly successful business could be
bankrupt quickly because technology changed and
it didn’t.
• Example: Blockbuster
– In 2004 Blockbuster had $5.9B in revenues
– In 2010 Blockbuster filed for bankruptcy
– High-speed network connections and streaming
video changed the competitive landscape
1-13
How Can I Attain Job Security?
• Moore’s Law, Metcalfe’s Law, and Kryder’s Law

– Driving data processing, storage,
communications costs to essentially zero.
• Any routine skill can, and will, be outsourced to
lowest bidder.
1-14
What Skills Will Be Marketable During
Your Career?
• Rapid technological change and increased

international competition:
– Requires skills and ability to adapt.
– Favors people with strong non-routine cognitive
skills.
– Message: Develop strong non-routine cognitive
skills
1-15
What Is a Marketable Skill?
Jennifer's Problem at Falcon

Skill Example
Security
Hesitancy and uncertainty when

Abstract Reasoning Construct a model or representation. conceptualizing a method for
identifying 3D printable drone
parts.
Model system components and

Inability to model Falcon Security’s
Systems Thinking show how components’ inputs and
operational needs.
outputs relate to one another.
Develop ideas and plans with others.

Unwilling to work with others on work-
Collaboration Provide and receive critical
in-progress.
feedback.
Create and test promising new

Fear of failure prohibited discussion
Ability to Experiment alternatives, consistent with
of new ideas.
available resources.
Figure 1-5 Examples of Critical Skills for Nonroutine Cognition
1-16
How Can Intro to MIS Help You Learn
Non-Routine Skills?
• Abstract Reason
– Ability to make and manipulate models.
– Learn to use and construct abstract models.
– Ch. 1: Five components of an IS model.
– Ch. 5: How to create data models.
– Ch. 10: How to make process models.
1-17
Non-Routine Skills? (cont’d)
• Systems Thinking
– Ability to model system components, connect inputs
and outputs among components to reflect structure
and dynamics.
– Ability to discuss, illustrate, critique systems;
compare alternative systems; apply different
systems to different situations.
1-18
• Collaboration
– People working together to achieve a common goal,
result, or work product.
– Ch. 2 discusses collaboration skills and illustrates
several collaboration information systems.
1-19
• Ability to Experiment
– Make reasoned analysis of an opportunity; develop
and evaluate possible solutions.
 “I’ve never done this before.”
 “I don’t know how to do it.”
 “But will it work?”
 “Is it too weird for the market?”
• Fear of failure paralyzes many good people
and ideas
1-20
Jobs
• 69% of college graduates need additional training

or education.
• 46% working in jobs not requiring their degree,
underemployed.
• Better success for students with courses related to
information systems.
• Tradable job
– Job not dependent on particular location, can
be offshore outsourced.
1-21
Job Growth By Sector Over the Past
Twenty Years
Figure 1-6 Growth of Jobs by Sector from 1989 to

2009
1-22
BLS Occupational Outlook 2014-2024
2012 Median Pay 2014 Median Pay Job Growth (%) 2014-24 Job Growth (N) 2014-24
Business Managers
Marketing Managers $ 115,750 $ 123,450 9% 19,700
Information Systems Managers $ 120,950 $ 127,640 15% 53,700
Financial Managers $ 109,740 $ 115,320 7% 37,700
Human Resources Managers $ 99,720 $ 102,780 9% 10,800
Sales Managers $ 105,260 $ 110,660 5% 19,000
Computer and Information Technology
Computer Network Architects $ 91,000 $ 98,430 9% 12,700
Computer Systems Analysts $ 79,680 $ 82,710 21% 118,600
Database Administrators $ 118,700 $ 80,280 11% 13,400
Information Security Analysts $ 87,170 $ 88,890 18% 14,800
Network and Systems Admin. $ 72,560 $ 75,790 8% 30,200
Software Developers $ 93,350 $ 97,990 17% 186,600
Web Developers $ 62,500 $ 63,490 27% 39,500
Business Occupations
Accountants and Auditors $ 63,550 $ 65,940 11% 142,400
Financial Analysts $ 76,950 $ 78,620 12% 32,300
Management Analysts $ 78,600 $ 80,880 14% 103,400
Market Research Analysts $ 60,300 $ 61,290 19% 92,300
Logisticians $ 72,780 $ 73,870 2% 2,500
Human Resources Specialists $ 55,640 $ 57,420 5% 22,000
Figure 1-7 Bureau of Labor Statistics Occupational Outlook 2014–

2024
1-23
Bottom Line of MIS Course
Most important course in business school because:

1. Gives background needed to assess, evaluate,
and apply emerging information systems
technology to business.
2. Gives marketable skills by helping you learn
abstraction, systems thinking, collaboration, and
experimentation.
3. Makes you aware of well-paying, high demand
MIS-related jobs.
1-24
Management Information Systems
Q1-3 What is MIS?
• Key elements
1. Management and use
2. Information systems
3. Strategies
• Goal of MIS:
 Managing IS to achieve business strategies.
1-25
Management Information Systems (cont’d)
Q1-3 What is MIS?
• Management and use to:

– Develop, maintain, adapt by:
 Creating an information system that meets your
needs, take an active role in system’s
development. Why?
 Business professionals using cognitive skills to
understand business needs and
requirements.
1-26
Components of an Information System?
Q1-3 What is MIS?
Figure 1-8 Five Components of an Information

System
1-27
Difference Between IT and IS
Q1-3 What is MIS?
• Information technology (IT)

IT People
1. Products
2. Methods IS
3. Inventions
4. Standards
Procedures
– IT drives development of new IS.
– IT components = Hardware +
Software + Data
– IS = IT + Procedures + People
1-28
Development and Use of Information
Systems
Q1-3 What is MIS?
• Business professionals need to:

– Take active role to ensure systems meet their
needs.
– Understand how IS constructed.
– Consider users’ needs during development.
– Learn how to use IS.
– Remember ancillary requirements (security,
backups).
1-29
Achieving Strategies
Q1-3 What is MIS?
• Information systems exist to help people achieve

business strategies.
– “What is the purpose of our Facebook page?”
– “What is it going to do for us?”
– “What is our policy for employees’ contributions?”
– “What should we do about critical customer
reviews?”
– “Are the costs of maintaining the page sufficiently
offset by the benefits?”
1-30
The Five-Component Model
Q1-4 How can you use the five-component model?
1-31
Characteristics of the Five Components
• Most Important Component – YOU!

– Your cognitive skills determine quality of your
thinking, ability to conceive information from data.
– You add value to information and information
systems.
• Only humans produce information.
• All components must work together.
1-32
Why Is the Difference Between IT and IS
Important to You?
• Avoid common mistake: Cannot buy an IS.

– Can buy, rent, lease hardware, software,
and databases, and predesigned
procedures.
• People execute procedures to employ new
IT.
• New systems require training, overcoming
employee resistance, and managing employees as
they use new system.
1-33
Why Is the Difference Between IT and IS
Important to You? (cont’d)
• High-tech vs. low-tech information systems.

– Consider amount of work being moved from people
to computers.
• Understanding scope of new information systems.
– Assess how big an investment new technology
represents.
• Components ordered by difficulty and
disruption.
1-34
A is for Alphabet
So What?
• The Internet has enabled innovation and changed

our lives.
• Google is one of the largest publicly traded
companies in the world with a diverse portfolio of
projects.
• As of August 10, 2015, it was a subsidiary of
an overarching company named Alphabet
Inc.
• Page and Brin manage the overall strategy, but not
daily operations of each company.
1-35
A is for Alphabet (cont’d)
So What?
• The company was restructured to:

– Retain top talent in a highly competitive industry.
– Decrease bureaucratic climate.
– Improve internal career trajectories of industry
superstars.
– Make individual companies more nimble, efficient,
and autonomous.
1-36
Defining Information
Definitions vary:
1. Knowledge derived from data.
2. Meaningful context.
3. Processed data, or data processed by
summing, ordering, averaging, grouping,
comparing, or similar operations.
4. “A difference that makes a difference.”
1-37
Amazon.com Stock Price and Net Income
Figure 1-9 Amazon.com Stock Price and Net

Income
1-38
Where Is Information?
• Graph is not information.

– It’s data people perceive and use to
conceive information.
• Ability to conceive information determined by
cognitive skills.
• People perceive different information from same
data.
• You add value by conceiving information from
data.
1-39
Characteristics of Data
• Accurate
• Timely
• Relevant
– To context
– To subject
• Just sufficient
• Worth its cost
1-40
Ethics and Professional Responsibility
Ethics Guide
Figure 1-3 Measuring growth of units sold using different axis

values
1-41
(cont’d)
Ethics Guide
Immanuel Kant
• Categorical imperative
– One should behave only in a way that one would
want the behavior to be a universal law.
 Are you willing to publish your behavior to the
world?
1-42
(cont’d)
Ethics Guide
• Necessity to act in accordance with categorical

imperative.
– Perfect duty - behavior that must always be
met.
– Imperfect duty - a praiseworthy action, but not
required.
 Giving to charity, developing your business
skills and
abilities.
1-43
Imperfect Duty of Business Professionals
Ethics Guide: Ethics and Professional Responsibility
• Imperfect duties
– Cultivating your talent is a professional
responsibility.
– Obtaining skills necessary to
accomplish your job.
– Continuing to develop business skills and abilities
throughout your career.
1-44
MIS in 2027
Q1-7 2027?
• Most computers won’t look like computers.

• Smartphones
– 1Gbps network connection,
– 1 Exabyte storage,
– Teraflop+ processing power,
– Connect to any electrical device,
– Store/stream every song and movie ever made to
any device,
– Battery life over a month on a single charge.
1-45
Technology in 2027 (cont’d)
Q1-7 2027?
• BYOD common.
• Comprehensive bio-monitoring devices at home,
linked to health care systems.
• Widespread use of Google Glass or Microsoft’s
HoloLens.
• More people work at home or wherever.
• Knowledge and use of business information
systems will be more important, not less.
1-46
Passwords and Password Etiquette
Security Guide
• 10+ characters.
• Does not contain your user name, real name, or
company name.
• Does not contain a complete dictionary word in
any language.
• Different from previous passwords used.
• Contains both upper- and lowercase letters,
numbers, and special characters (such as ˜ ! @;
#
$ % ^; &; * ( ) _ +; – =; { } | [ ] \ : “ ; ’ <; >;? , . /)
1-47
Passwords and Password Etiquette (cont’d)
Security Guide
• Never write down your password.

• Never ask someone for their password.
• Never give your password to someone.
• “do-si-do” move—move away so another person
can enter password privately.
– Common professional practice.
1-48
Five-Component Careers
Career Guide
Hardware Software Data Procedures People

Vendors Vendors Vendors Vendors Recruiters
Sales &
(IBM, Cisco, (Microsoft, (Acxiom, (SAP, Infor, (Robert Half,
Marketing
etc.) Oracle, etc.) Google, etc.) Oracle) Lucas Group)
Vendors and
Database Customer
Vendors Vendors internal
Support administration support
Internal MIS Internal MIS customer
Security Training
support
Business
Application
Computer Data modeler process Training
programmer
Development engineering Database management Internal MIS
Quality test
Internal MIS design Process recruiting
Engineer
reengineering
Data Project Technical

Management Internal MIS Internal MIS
administration management management
Consulting Project management, development, pre- and postsale support
1-49
Active Review
Q1-1 Why is Introduction to MIS the most

important class in the business school?
Q1-3 What is MIS?
Q1-7 2027?
1-50
LÝ
Chapter 2
Các
Hệ
thống
Thôn
g tin
cộng
tác
2-1
“I Got the Email, But I Couldn’t Download
the Attachment.”
• Difficult for everyone to attend meetings.
• Wastes time covering old ground.
• Cell phone calls interrupt meeting.
• Felix not reading meeting minutes.
–“I got the email, but I couldn’t download the
attachment.”
• Poor communication.
• Interpersonal conflicts.
2-2
Study Questions
Q2-1 What are the two key characteristics of collaboration?
Q2-2 What are three criteria for successful collaboration?
Q2-3 What are the four primary purposes of collaboration?
Q2-4 What are the requirements for a collaboration
information system?
Q2-5 How can you use collaboration tools to improve team
communication?
Q2-6 How can you use collaboration tools to manage shared
content?
Q2-7 How can you use collaboration tools to manage tasks?
Q2-8 Which collaboration IS right for your team?
Q2-9 2027?
2-3
Successful Collaboration
1. People working together to achieve a common

goal.
2. Feedback and iteration
 Cooperation lacks feedback and iteration loop.
2-4
Importance of Effective Critical Feedback
• Members learn from each other.

• Provide constructive criticism – both positive
and negative advice given to improve an
outcome
• Be willing to express different, even unpopular,
ideas. (Important)
• Avoid groupthink – the desire for group
cohesion.
• Collaborator business experience not
important.
2-5
•
Important Characteristics of a Collaborator
Figure 2-1 Important Characteristics of a Collaborator
2-6
Guidelines for Giving and Receiving
Constructive Criticism
Guideline Example
Giving Constructive Criticism
Unconstructive: "The whole thing is a disorganized mess."
Be specific.
Constructive criticism: "I was confused until I got to Section
2."
Unconstructive: "I don’t know what to do with this."
Offer suggestions.
Constructive criticism: "Consider moving Section 2 to the beginning of the document."
Avoid personal Unconstructive: "Only an idiot would put the analysis section last."
comments. Constructive criticism: "The analysis section might need to be moved
forward."
Unconstructive: "You have to stop missing deadlines."
Set positive goals. Constructive criticism: "In the future, try to budget your time so you can meet
the deadline."
Accepting Constructive Criticism
Unconstructive: "He’s such a jerk. Why is he picking apart my work?"
Question your emotions.
Constructive criticism: "Why do I feel so angry about the comment he just
made?"
Unconstructive: You talk over others and use up half the time.
Do not dominate.
Constructive criticism: If there are four group members, you get one fourth of the time.
Unconstructive: "I’ve done my part. I’m not rewriting my work. It’s good enough."
Demonstrate a
Constructive criticism: "Ouch, I really didn’t want to have to redo that section, but if you
commitment
Figure to the group.
2-2 Guidelines for Giving
all and
thinkReceiving Constructive
it’s important, I’ll do it."
Criticism
2-7
Successful Collaboration
Criteria for judging team success:

1. Successful outcome. (Achieved objectives)
2. Improve team capability over time.
3. Meaningful and satisfying experience.
2-8
Why Collaborate?
1. Become informed.
– Share data & communicate interpretations.
– Develop & document shared understandings.
2. Make decisions.
3. Solve problems.
4. Manage projects.
2-9
Collaboration Needs for Decision Making
Figure 2-3 Collaboration Needs for Decision Making
2-10
Solving Problems (Phases)
• Define the problem.

• Identify alternative solutions.
• Specify evaluation criteria.
• Evaluate alternatives.
• Select an alternative.
• Implement solution.
2-11
Managing Projects
Phase Tasks Shared Data
Set team authority.
Set project scope and initial
budget. Form team. Team member personal data
Starting Establish team roles, responsibilities, Startup documents
and authorities.
Establish team rules.
Determine tasks and dependencies.

Assign tasks. Project plan, budget, and
Planning Determine schedule. other documents
Revise budget.
Perform project tasks. Work in process
Manage tasks and budget. Updated tasks
Doing Solve problems. Updated project schedule
Reschedule tasks, as Updated project budget
necessary. Document and report Project status documents
progress.
Determine completion.
Finalizing Prepare archival documents. Archival documents
Disband team.
Figure 2-5 Project Management Tasks and Data
2-12
Collaboration Information Systems
Q2-4 What are the requirements for a collaboration information system?
1. Hardware
2. Software
3. Data and metadata
4. Procedures
5. People
– Know when and how to use.
2-13
Requirements for Successful Collaboration
Q2-5 How can you use collaboration tools to improve team communication?
Criterion for Team

Success Requirement
Communicate (feedback), Manage many
Complete the work, on
versions of content (iteration), Manage
time, on budget
tasks (on time, on budget)
Record lessons learned, Document

Growth in team
definitions, concepts, and other knowledge,
capability
Support intra–team training
Meaningful and Build team esprit, Reward accomplishment,

satisfying experience Create sense of importance
Figure 2-6 Requirements for a Collaboration IS
2-14
Requirements for Different Collaboration
Purposes
Team Purpose Requirement
Share data
Support group communication
Become informed Manage project tasks
Store history
Share decision criteria, alternative descriptions, evaluation tools, evaluation results,
and implementation plan
Make decisions Manage project tasks
Publish decision, as needed
Store analysis and results
Share problem definitions, solution alternatives, costs and benefits, alternative

evaluations, and solution implementation plan
Solve problems Manage project tasks
Publish problem and solution, as needed
Store problem definition, alternatives, analysis, and plan
Support starting, planning, doing, and finalizing project phases (Figure 2–5)
Manage projects Support group communication
Manage project tasks
Figure 2-7 Requirements for Different Collaboration Purposes
2-15
Collaboration Tools to Improve Team
Communication
Figure 2-8 Collaboration Tools for Communication
2-16
Office 365 Lync Whiteboard Showing
Simultaneous Contributions
Figure 2-9 Skype for Business Whiteboard Showing Simultaneous Contributions Source: Used by permission from
Skype Corporation.
2-17
Virtual Meetings
• Multiparty text chat

– Microsoft Skype for Business, Google Hangouts.
– Search Google for “multiparty text chat.”
• Screen-sharing applications
• Webinar (webex.com)
• Videoconferencing
– Google Hangouts, WebEx, Skype for Business.
2-18
Discussion Forums
Figure 2-11 Example Discussion Forum Source: Microsoft Corporation
2-19
Team Surveys
Figure 2-12 Example Survey Report
2-20
Using Collaboration Tools to Manage
Shared Content
Q2-6 How can you use collaboration tools to manage shared content?
Content Type Desktop Application Web Application Cloud Drive

Google Docs (Import/Export Google Drive
Office documents Microsoft Office
non–Google Docs) Microsoft OneDrive
(Word, Excel, LibreOffice
Microsoft Office Online Microsoft SharePoint
PowerPoint) OpenOffice
(Microsoft Office only) Dropbox
Google Drive
Viewers in Google Drive,
Microsoft OneDrive
PDFs Adobe Acrobat Microsoft OneDrive, and
Microsoft SharePoint
Dropbox
Google Drive
Adobe Photoshop, Microsoft OneDrive
Photos, videos Camtasia, and Google Picasa Microsoft SharePoint
numerous others Apple iCloud
Dropbox
Google Drive
Other (engineering Specific application Microsoft OneDrive
Rare Microsoft SharePoint
drawings) (Google SketchUp)
Dropbox
Figure 2-13 Content Applications and Storage Alternatives
2-21
Collaboration Tools for Sharing Content
Figure 2-14 Collaboration Tools for Sharing Content
2-22
Shared Content with Version Management
on Google Drive
Figure 2-15 Form for Creating a Google Drive Account Source: Google and the Google logo are registered trademarks
of Alphabet Inc., Used with permission.
2-23
Available Types of Documents on Google
Drive
Figure 2-16 Available Types of Documents on Google Drive Source: Google and the Google logo are
registered trademarks of Alphabet Inc., Used with permission.
2-24
Document Sharing on Google Drive
Figure 2-17 Document Sharing on Google Drive Source: Google and the Google logo are registered trademarks
2-25
Example of Editing a Shared Document on
Google Drive
Figure 2-18 Example of Editing a Shared Document on Google Drive Source: Google and the Google logo are
registered trademarks of Alphabet Inc., Used with permission.
2-26
Shared Content with Version Control
• Version control involves one or more capabilities.

– User activity limited by permissions.
– Document checkout.
– Version histories.
– Workflow control.
2-27
• Large, complex, very robust application for all

types of collaboration.
• Used by thousands of businesses.
– SharePoint skills in high demand.
• Install on company Windows servers or access it
over Internet using SharePoint Online.
2-28
Checking Out a Document
Figure 2-19 Checking Out a Document Source: Microsoft Corporation
2-29
Example of Workflow
Figure 2-20 Example Workflow Source: Microsoft Corporation
2-30
Big Brother Wearables
Ethics Guide
• Richie agrees to wear a biological profiling and

health tracking device.
• Paid a $150 bonus as part of an incentive program
at work to help employees be more healthy.
• Sal, his boss, tells him his performance is
unacceptable.
• Richie is over-fatigued from too much
cycling.
2-31
Big Brother Wearables (cont’d)
Ethics Guide
• How would you feel if your employer began

monitoring your computer activity and
physiological state?
• Is monitoring the physiology and computer
behavior of employees ethical?
 Categorical imperative - What you ought to
do,
independent of your own wants.
 Utilitarianism - Morality of an act is determined by its
outcome.
2-32
Big Brother Wearables (cont’d)
Ethics Guide
• Would this type of monitoring change your

behavior both inside and outside of
work?
• Would you consider this an invasion of your
privacy?
• Patient data collected by healthcare providers is
one of the most sensitive types of data.
– What are some of the risks and liabilities
facing companies if they decide to use
wearable technologies to monitor employees?
2-33
Using Collaboration Tools to Manage Tasks
Figure 2-21 Sample Task List Using Google Drive Source: Google and the Google logo are registered trademarks
2-34
UMIS Production Task List in SharePoint
Figure 2-22 UMIS Production Task List in SharePoint Source: Microsoft Corporation
2-35
UMIS To-Do List in SharePoint (cont'd)
Figure 2-23 UMIS To-Do List in SharePoint Source: Microsoft Corporation
2-36
UMIS Completed Tasks in SharePoint
Figure 2-24 UMIS Completed Tasks in SharePoint Source: Microsoft Corporation
2-37
Augmented Collaboration
So What?
• How can HoloLens change collaboration and

business?
• Identifying industries that might benefit from
augmented reality technology. How so?
• What is the difference between the Oculus Rift and
the Microsoft HoloLens?
• How could this type of technology benefit
students?
• What about privacy concerns?
2-38
Collaboration Tool Sets
Figure 2-25 Three Collaboration Tool Sets
2-39
Office 365 Features You Need for the
Comprehensive Toolset
Component Features
Multiparty text chat
Audio- and videoconferencing
Skype for Business Online content sharing
Webinars with PowerPoint
Content management and control using libraries and lists
Discussion forums
SharePoint Online Surveys
Wikis
Blogs
Exchange Email integrated with Skype for Business and SharePoint Online
Office 2013 Concurrent editing for Word, Excel, PowerPoint, and OneNote
Hosted Integration Infrastructure built, managed, and operated by Microsoft
Figure 2-26 Office 365 Features You Need for the Comprehensive Tool Set
2-40
Evaluating Learning Time
Figure 2-27 Product Power Curve
2-41
Don’t Forget Procedures and People!
• Data component up to you.

• Metadata for project management demonstrates
your team practiced iteration and feedback.
• Team needs to agree on tools to use.
• Train team members in the use of tools.
• Create special jobs or roles needed.
2-42
Collaboration Information Systems in 2027
Q2-9 2027?
• Collaboration systems cheaper, easier to use, run

on portable devices.
• Face-to-face meetings rare.
• Employees work at home, full time or part time.
• Corporate training online & asynchronous.
• Much less business travel.
• Travel industry focused on recreational travel.
• Conventions become virtual.
2-43
Evolving Information Security
Security Guide
• Old castle model

 Create barrier between internal information systems
and hackers.
 Firewalls and intrusion detection systems (IDS)
• Physical barriers gone
 Smartphones, laptops, network-enabled devices
completely transformed organization
network architecture.
 Access corporate servers remotely and store
corporate data locally.
2-44
Evolving Information Security (cont’d)
Security Guide
• City model
 Authorized users and visitors free to roam digital city
with any device.
 Access to individual buildings, servers, and data
restricted to authorized users.
 More challenging due to diversity of devices, operating
systems, and applications.
 Must monitor user behavior more closely.
–Reduce the risk of rogue employees.
2-45
Evolving Information Security (cont’d)
Security Guide
• Collaborative projects with other firms.

 Granting network access to outside collaborators can
pose considerable risks.
• Employers increasingly monitoring
 Internet usage, tracking GPS information on vehicles
and mobile devices, recording keystrokes,
monitoring social media activity, and reviewing
emails.
2-46
Software Product Manager
Career Guide
Christi Wruck at Instructure

Q. What attracted you to this field?
A. “I was working in a different field but was regularly considered
the resident techie. I built websites and databases and set up
networks and systems for the nonprofits that employed me. I was
good at it, and I enjoyed it. So I decided to move into this field.”
Q. What advice would you give to someone who is
considering working in your field?
A. “Study Agile, UX/UI design, project management, and SCRUM,
and learn how to write at least a little bit of code.”
2-47
Active Review
Q2-4 What are the requirements for a collaboration
information system?
Q2-5 How can you use collaboration tools to improve team
communication?
Q2-6 How can you use collaboration tools to manage shared
content?
Q2-9 2027?
2-48
Eating Our Own Dog Food
Case Study 2
Figure 2-28 Chapter Development Process
2-49
Case Study 2:
Eating Our Own Dog Food (cont’d)
Case Study 2
Figure 2-29 Google Hangout Group Conversation Source: Google and the Google logo are registered trademarks
2-50
Using MIS 10th Edition SharePoint
Development Site
Case Study 2
Figure 2-30 Using MIS 10th Edition SharePoint Development Site Source: Microsoft
Corporation
2-51
Example Email from SharePoint
Case Study 2
Figure 2-31 Example Email from SharePoint Source: Microsoft Corporation
2-52
First Draft Document Library Contents
Case Study 2
Figure 2-32 First Draft Documents Library Contents Source: Microsoft Corporation
2-53
Version History
Case Study 2
Figure 2-33 Version History Source: Microsoft Corporation
2-54
HỆ THỐNG THÔNG TIN QUẢN LÝ
Chapter 3
Chiến
lược và
các Hệ
thống
thông
tin
2-1
“We Can't Be Everything to Everybody.”
• Known for providing security monitoring.
• Current focus on security contracts.
• Mateo wants to focus on law enforcement
agencies, search & rescue, federal government.
• Good money in agricultural surveying, industrial
inspection, real estate videos, and wedding
videos too.
3-2
Study Questions
Q3-1 How does organizational strategy determine information
systems structure?
Q3-2 What five forces determine industry structure?
Q3-3 How does analysis of industry structure determine
competitive
strategy?
Q3-4 How does competitive strategy determine value chain
structure?
Q3-5 How do business processes generate value?
Q3-6 How does competitive strategy determine business processes
and the structure of information systems?
Q3-7 How do information systems provide competitive advantages?
Q3-8 2027?
3-3
Chiến lược là gì?
• Không phải là các hành động, các bước đi cụ thể
• Không phải là mục tiêu, hy vọng
• Không phải là tầm nhìn
• Không phải là khẩu hiệu Marketing đao to búa lớn
• Hãy đưa ra các ví dụ cụ thể mà các em biết về
chiến lược của một công ty
– Công ty AMD: Giá thành rẻ hơn và Chất lượng tốt
hơn
– Chiến lược của Ovaltine: là đưa slogan, poster và giá
thành rẻ hơn của Milo
3-4
Strategy Determines Information Systems
Q3-1 How does organizational strategy determine information systems
structure?
Giá Khác biệt

Toàn
ngành
Thị
trường
ngách
Figure 3-1 Organizational Strategy Determines Information

Systems
3-5
Five Forces Determine Industry Structure
• Competitive Forces
– Competition from vendors who manufacture
substitutes.
– Competition from new competitors.
– Competition from existing rivals.
• Bargaining Power Forces
– Bargaining power of suppliers.
– Bargaining power of customers.
3-6
Use Five-forces Model to Identify Sources of
Strong Competition
Force Example of Strong Force Example of Weak Force

Toyota’s purchase of auto paint (because Your power over the
Bargaining power of
Toyota is a huge customer that will procedures and policies of
customers
purchase paint in large volume) your university
Threat of Patients using the only drug
Frequent traveler’s choice of auto rental
substitutions effective for their type of cancer
New car dealers (because they control Grain farmers in a surplus
Bargaining power of what the “true price” of a vehicle is and year (an oversupply makes the
suppliers the customer cannot reliably verify the product less valuable and less
accuracy of that price) profitable)
Professional football team
Threat of new Corner latte stand (because it is an
(because the number of teams
entrants easy business to replicate)
is tightly controlled by the
NFL)
Google or Bing (expensive
Used car dealers (because there are
Rivalry to develop and market a
many to choose from)
search engine)
Figure 3-3 Examples of Five Forces
3-7
Assessing the Five Forces at Falcon Security
Force
Force Falcon Security Example Strength Falcon Security's Response
Bargaining power of A large account wants more Lower prices, or diversify
Strong
customers services at a lower price into other markets
Offer differentiating services,
Threat of Replace drones with wireless IP
Medium like LiDAR, that cameras can't
substitutions Web cameras
provide
Bargaining power of We're increasing the cost of the
Weak We'll make our own drones
suppliers drones we sell
Amazon begins offering
Threat of new Offer differentiating services
package delivery and Medium
entrants and enter other markets
surveillance via drones
Offer additional features like
A new drone company expands
Rivalry Weak direct streaming video to
its operations into the state
the customer
Figure 3-4 Five Forces at Falcon Security
3-8
Porter's Four Generic Competitive
Strategies
Q3-3 How does analysis of industry structure determine competitive
strategy?
Figure 3-5 Porter's Four Competitive Strategies
3-9
The Lure of Love Bots
Ethics Guide
• The problem: 15 percent of the total subscribers

were female, while 85 percent were male
• “The key to maintaining subscribers on this type of
site is keeping them interested”
• To keep subscribers paying, “all we have to do is
send them some messages from a dummy
account”
• All interactions can be handled with AI bots
• Are the owner’s actions illegal? Unethical?
3-10
Drone Manufacturer’s Value Chain
Q3-4 How does competitive strategy determine value chain structure?
Figure 3-6 Drone Manufacturer's Value Chain
3-11
Task Descriptions for Primary Activities of
the Value Chain
Q3-4 How does competitive strategy determine value chain structure?
Figure 3-7 Task Descriptions for Primary Activities of the Value Chain
Source: Based on Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance (The
Free Press, a Division of Simon & Schuster Adult Publishing Group). Copyright © 1985, 1998 by Michael E. Porter.
3-12
Three Examples of Business Processes for
Material Ordering Process
Figure 3-8 Three Examples of Business Processes
3-13
Improved Material Ordering Process Using
Integrated Databases
Figure 3-9 Improved Material Ordering Process
3-14
Low-Cost Rental Operations Value Chain
Q3-6 How does competitive strategy determine business processes and the structure of information
systems?
Figure 3-10 Operations Value Chains for Bicycle Rental Companies
3-15
High-Service Rental Value Chain
Q3-6 How does competitive strategy determine business processes and the structure of information
systems?
Figure 3-10 Operations Value Chains for Bicycle Rental Companies
3-16
Business Process and Information Systems
for High-Service Bike Rental
Figure 3-11 Business Process and Information Systems for High-Service Bike Rental
3-17
Principles of Competitive Advantage
Figure 3-12 Principles of Competitive Advantage
3-18
The Autonomous Race
So What?
• Nearly all major automakers are investing in and

have already been testing their own self-
driving cars.
• Nearly 93 percent of crashes have been attributed
to operator error being the “definite or probable”
cause.
• Identify some implications of driverless vehicles.
• What legal obstacles face producers of driverless
vehicles?
3-19
The Autonomous Race (cont’d)
So What?
• What vulnerabilities could be exploited by

equipping self-driving vehicles with
Internet access?
• What are some logistical issues that could arise
from a delivery vehicle without a human
operator?
• What impact will the widespread use of driverless
vehicles have on other industries related to the
automotive industry?
3-20
Using IS to Create Competitive Advantages
• Enhances existing products.

• Differentiates products.
• Locks in customers.
• Raises barriers to market entry.
• Increases profit margins by decreasing costs and
decreasing errors.
3-21
Using IS to Create Competitive Advantages
(cont’d)
• Maintains customer account data

– IS collects information for ABC (adds value).
– IS saves customers time by automatically filling in
part of form (adds value for customer).
• Package & information delivery system
– IS helps customer to select delivery address and
generate shipping labels.
– What value does shipper get?
3-22
Two Roles for Information Systems
Regarding Products
Figure 3-13 Two Roles for Information Systems Regarding Products
3-23
Web Page to Select a Contact from the
Customer’s Records
Figure 3-14 ABC, Inc., Web Page to Select a Recipient from the Customer's
Records
3-24
ABC Web Page to Select a Contact from
Customer’s Records
Figure 3-15 ABC, Inc., Web Page to Select a Contact from the Customer's
Records
3-25
Web Page to Specify Email Notification
Figure 3-16 ABC, Inc., Web Page to Specify Email Notification
3-26
Web Page to Print Shipping Label
Figure 3-17 ABC, Inc., Web Page to Print a Shipping

Label
3-27
Strategy and Information Systems in 2027
Q3-8 2027?
• Pace of change and integration of new technology

fast and increasing.
• Augmented reality devices, like Google Glass and
Microsoft's HoloLens, will change competitive
landscape.
• New businesses based on advances in self-driving
cars, drones, 3D printing.
• New products constructed in someone’s garage.
3-28
Innovations by Technology Companies
Q3-8 2027?
Market
Self-driving
Company Cap. In Search Smartphone AI Smartwatch AR/VR Drones
Car
Billions
iPhone Siri Apple Watch ? ?

Apple $539
(2007) (2011) (2015) (dev.) (dev.)
Daydream VR
Google Nexus Now Wear (os) Wing Self-driving Car
Alphabet $480 & Magic Leap
(1998) (2013) (2012) (2014) (dev.) (dev.)
(dev.)
Bing Lumia Cortana Band Hololens

Microsoft $395
(2009) (2011) (2014) (2014) (2016)
Facebook FAIR Oculus Rift Ascenta

Facebook $306
(2004) (dev.) (2016) (dev.)
Galaxy S S Voice Gear S2 Gear VR

Samsung $162
(2010) (2012) (2013) (2015)
Figure 3-18 Innovations by Technology Companies
3-29
Hacking Smart Things
Security Guide
• Internet of Things (IoT)

– Internet-enabled devices.
– Outfitting every object with Internet access
hazardous, even dangerous, proposition.
• Unintended risks associated with incorporating this
capability into things.
3-30
Internet of Threats
Security Guide
• What about securing data stored on Internet-

enabled smart devices?
– How to protect 10, 20, or 30 different Internet-
enabled devices in your home?
– Could hacker hijack webcam in your living room, or
actually hijack your car?
– What businesses and government agencies
could benefit?
3-31
Internet of Threats (cont’d)
Security Guide
• What are some benefits or risks for businesses

adopting new Internet-enabled devices?
• How about supply chain, customer service? What
else?
3-32
Director of Architecture
Career Guide
Gabe Chino in Financial Services

A. “I have always been interested in how technology can enhance
our lives. After getting some exposure to programming in college, I
was hooked. I realize there is no end to innovation and creativity
in this field, so I am never bored.”
A. “My advice would be to always watch where the tech field is
going. If this field is really for you, stay current with the latest
IT trends.”
3-33
Active Review
Q3-1 How does organizational strategy determine information
systems structure?
Q3-3 How does analysis of industry structure determine
competitive strategy?
Q3-4 How does competitive strategy determine value chain
structure?
Q3-6 How does competitive strategy determine business
processes and the structure of information systems?
Q3-7 How do information systems provide competitive
advantages?
Q3-8 2027?
3-34
The Amazon of Innovation
Case Study 3
Figure 3-19 Innovation at Amazon

Source: Data from Amazon.com: http://phx.corporate-ir.net/phoenix.zhtml?p=irolcorporateTimeline&c=176060, accessed
April 2016.
3-35
The Amazon of Innovation (cont'd)
Case Study 3
• Amazon’s business lines have three categories:

• Online retailing
– Own inventory
– Associates program
– Consignment
• Order fulfillment
• Cloud services
3-36
Fulfillment Fees for Regular-Sized Goods
for a Company Like Falcon Security
Case Study 3
3-37
LÝ
Chương 7
Quy trình, Tổ chức
và các Hệ thống thông tin
7-1
“We could also sell virtual spinning
classes”
• How is ARES going to make money?
– Selling an app to consumers
– Revenue sharing with instructors
– In-app advertising revenue
– Celebrity rides
• Corporate wellness programs?
– Healthy employees might have fewer health issues,
be more energetic, and have fewer sick days.
7-2
Who Will Pay?
• Health clubs.
• Employers.
• Selling ad space to health clubs and
manufacturers.
• Social media–driven.
• Can ARES support 30 people in a virtual
group ride at the same time?
7-3
Study Questions
Q7-1 What are the basic types of processes?
Q7-2 How can information systems improve process quality?
Q7-3 How do information systems eliminate the problems of
information silos?
Q7-4 How do CRM, ERP, and EAI support enterprise
processes?
Q7-5 What are the elements of an ERP system?
Q7-6 What are the challenges of implementing and
upgrading enterprise information systems?
Q7-7 How do inter-enterprise IS solve the problems of
enterprise silos?
Q7-8 2027?
7-4
Business Process with Three Activities
• Figure 7-1 Business Process with Three Activities

How Do Structured Processes Differ from
Dynamic Processes?
Structured Dynamic
Support operational and structured managerial Support strategic and less structured
decisions and activities managerial decision and activities
Standardized Less specific, fluid
Usually formally defined and documented Usually informal
Exceptions rare and not (well) tolerated Exceptions frequent and expected
Process structure changes slowly and with Adaptive processes that change
organizational agony structure rapidly and readily
Example: Collaboration; social
Example: Customer returns, order entry,
networking; ill-defined, ambiguous
purchasing, payroll, etc.
situations
• Figure 7-2 Structured Versus Dynamic Processes
How Do Processes Vary by Organizational
Scope?
Workgroup Workgroup Example Processes

• Lead generation (tạo mối)
• Lead tracking (theo dõi mối)
Sales and marketing • Customer management
• Sales forecasting
• Product and brand management
• Order entry
Operations • Order management
• Finished goods inventory management
• Inventory (raw materials, goods-in-process)
• Planning
Manufacturing • Scheduling
• Operations
• Figure 7-3 Common Workgroup Processes

How Do Processes Vary by Organizational
Scope? (cont’d)
Workgroup Workgroup Example Processes

• Order tracking
Customer service • Account tracking
• Customer support
• Recruiting
• Compensation
Human resources • Assessment
• HR planning
• General ledger
• Financial reporting
• Cost accounting
• Accounts receivable
Accounting • Accounts payable
• Cash management
• Budgeting
• Figure 7-3 mon Workgroup Processes
• Treasury management
Com
Characteristics of Information Systems
Scope Example Characteristics
Support one or more workgroup processes. 10–100 users;

Doctor's
procedures often formalized; problem solutions within
Workgroup office/medical
group; workgroups can duplicate data; somewhat difficult
practice
to change
Support one or more enterprise processes. 100–1,000+

users; procedures formalized; problem solutions affect
Enterprise Hospital enterprise; eliminate workgroup data duplication; difficult
to change
Support one or more inter-enterprise processes.

1,000+ users; systems procedures formalized;
Inter- Healthcare problem solutions affect multiple organizations; can
enterprise exchange resolve problems of duplicated enterprise data; very
difficult to change
• Figure 7-4 Characteristics of Information Systems

Improving Process Quality
• Process efficiency
– Ratio of outputs to inputs.
• Process effectiveness
– How well a process achieves organizational
strategy.
• How can processes be improved?
– Change process structure.
– Change process resources.
– Change both.
7-10
Improving Process Quality (cont’d)
• Performing an activity.
– Partially automated, completely automated.
• Augmenting human performing activity.
– Ex: Common reservation system.
• Controlling data quality.
– Ensure data complete and correct before continuing
process activities.
7-11
Eliminating Information Silos
Q7-3 How do information systems eliminate the problems of information silos?
• What are the problems of information silos?

– Data duplicated.
– Data inconsistency.
– Data isolated.
– Disjointed processes.
– Lack of integrated enterprise information.
– Inefficiency: decisions made in isolation.
– Increased cost for organization.
7-12
Problems Created by Information Silos
Q7-3 How do information systems eliminate the problems of information
silos?
• Figure 7-5 Problems Created by Information Silos

Solving the Problems of Information Silos
Q7-3 How do information systems eliminate the problems of information silos?
• Integrate into single database.

• Revise applications.
• Allow isolation, manage to avoid problems.
7-14
Solving the Problems of Information Silos
(cont’d)
silos?
Scope Example Example Information Silo Enabling Technology
Doctor's
Physicians and hospitals store
office/
Workgroup medical separated data about patients. Functional applications.
Unnecessarily duplicate tests and
practice
procedures.
Enterprise applications (CRM,
ERP, EAI) on enterprise networks.
Hospital and local drug store

Enterprise Hospital pharmacy have different prescription
data for the same patient.
Distributed systems using Web

service technologies in the cloud.
No silo: Doctors, hospitals,

Inter- Healthcare
pharmacies share patients’
enterprise exchange
• e 7-6 Information Silos as
prescription and other
data.
ivers
Figur D
r
An Enterprise System for Patient Discharge
silos?
• Figure 7-7 Example Enterprise Process and

Information System
Business Process Reengineering
Q7-4 How do CRM, ERP, and EAI support enterprise processes?
• Business Process Reengineering (BPR)

– Integrated data, enterprise systems create stronger,
faster, more effective linkages in value chains.
– Difficult, slow, exceedingly expensive.
– Key personnel determine how best to use new
technology.
– Requires high-level and expensive skills and
considerable time.
7-17
Emergence of Enterprise Application
Solutions
• Inherent processes
– Predesigned processes for using application.
– “Industry best practices.”
• Customer relationship management (CRM).
• Enterprise resource planning (ERP).
• Enterprise application integration (EAI).
7-18
Customer Relationship Management
(CRM)
• Suite of applications, database, set of inherent

processes.
• Manage all interactions with customer through four
phases of customer life cycle.
– Marketing, customer acquisition,
relationship management, loss/churn.
• Supports customer-centric organization.
7-19
Customer Life Cycle
• Figure 7-8 The Customer Life Cycle

• Source: Used with permission from Professor Douglas MacLachlan,
Foster School of Business, University of Washington.
CRM Applications
• Figure 7-9 CRM Applications

ERP Applications
• ERP is a suite of
applications
• The primary
purpose of an ERP
system is
integration
• Integration allows
real-time
updates
Figure 7-10 ERP Applications
7-22
Who Fixes a Workflow Problem?
So What?
• Computer programmer? No.

• Network engineer? No.
• Database administrator? No.
• Someone with knowledge of business. Yes!
– If workflow involves information system, someone
knowledgeable and comfortable working with
technical people.
– You with help of a business analyst.
7-23
Pre-ERP Information System: Bicycle
Manufacturer
• Figure 7-11 Pre-ERP Information Systems

ERP Information Systems
• Figure 7-12 ERP Information Systems

Paid Deletion
Ethics Guide
• A company experiences negative press.

– Manufacturing company dealing with environmental
protection violations.
– A popular chain of restaurants had a long list
of health-code violations.
• Companies offer Eric money to tweak the results
of Web searches using key terms relevant to
these negative incidents.
• Eric buries or deletes negative results without his
employer knowing.
7-26
Paid Deletion (cont’d)
Ethics Guide
• What happens if someone finds out search results

are being manipulated?
– Eric could be fired
– Company could be severely harmed
– Robin could lose her job too
• How might have Eric rationalized his fraudulent
behavior?
• Even if Eric were caught, would he be guilty of a
crime?
7-27
ERP Enabled Sales Dashboard
• Figure 7-13 Sales Dashboard

• Source: Microsoft Corporation
Enterprise Application Integration (EAI)
• Connects system “islands.”

• Enables communicating and sharing data.
• Provides integrated information.
• Provides integrated layer on top of existing
systems while leaving functional applications “as
is.”
• Enables gradual move to ERP.
7-29
Design and Implementation for the Five
Components
• Figure 7-14 Design and Implementation for the

Five Components
Elements of an ERP System
• Hardware
• ERP Application programs
• ERP Databases
• Business process procedures
• Training and consulting
7-31
ERP Applications
• True ERP Have Application that Integrate:

– Supply chain
– Manufacturing
– CRM
– Human resources
– Accounting
• (http://www.erpsoftware360.com/erp-101.htm)
7-32
ERP Solution Components
• ERP Application Programs

– Configurable vendor applications.
• ERP Databases
– Trigger
 Computer program within database to keep database
consistent when certain conditions arise.
– Stored Procedure
 Enforces business rules.
7-33
ERP Solution Components (cont’d)
• Business Processes and Procedures

– Adapt to inherent processes and procedures, or
design new ones?
• Training & Consulting
– Training to implement.
– Top management support, preparing for change,
dealing with resistance.
– Training to use.
• Industry-Specific Solutions
7-34
Example of SAP Ordering Business Process
Blueprint
• Figure 7-15 SAP Ordering Process

• Source: Based on Thomas A. Curran,
Andrew Ladd, and Dennis Ladd, SAP/R/3
Example of SAP Ordering Business Process
Blueprint (cont’d)
• Figure 7-15 SAP Ordering Process

• Source: Based on Thomas A. Curran, Andrew Ladd, and Dennis
Ladd, SAP/R/3 Reporting Business and Intelligence, 1st ed.
copyright 2000.
Characteristics of Top ERP Vendors
ERP Market
Company Remarks Future
Rank
Led ERP success with client- Technology older, but SAP is adapting to mobility and cloud trends. Expensive
server hardware. Largest vendor, and seriously challenged by less expensive alternatives. Huge customer base.
SAP 1 most comprehensive solution. Future depends on effectively migrating traditional customers to the cloud.
Largest customers. Expensive. Claims number 1 in CRM.
Intensely competitive company with strong technology base. Large customer

Combination of in-house and
base. Flexible SOA architecture. Will leverage strong technology base into
Oracle 2 acquired (PeopleSoft, Siebel)
innovative and effective cloud-based solutions. Strong challenge to SAP market
products. Expensive.
leadership. Claims number 1 in CRM.
Privately held corporation that

acquired an ERP product named Many solutions, not integrated, particularly specialized for manufacturing and
Infor ERP 3 Baan, along with more than 20 supply chain management. Evolving with revolution in 3D printing practices.
others.
Four products acquired: AX, Nav, Products not well integrated with Office. Not integrated at all with Microsoft
Microsoft GP, and SL. AX and Nav more development languages. Solutions not integrated and product direction
4
Dynamics comprehensive. SL on the way uncertain. Microsoft Azure hosts Oracle and SAP products. Conflict with Azure
out? Large VAR channel. hosting of Microsoft ERP products.
Offers ERP, CRM, and financial- Sage adapted many of its legacy applications and solutions for the cloud and
Sage 5 oriented functional system for mobile computing. Offers inexpensive, cloud-based solutions for startups
solutions. and small businesses. Broad product suite.
• Figure 7-16 Characteristics of Top ERP Vendors

• Source: Panorama Consulting Solutions, “Clash of the Titans 2016,” Panoramaconsulting.com, November 2015,
http://go.panoramaconsulting.com/rs/603-UJX-107/images/Clash-ofthe-Titans-2016.pdf; Gartner, “ERP Software, Worldwide, 2015,”
Gartner.com, April 29, 2016, www.gartner.com/doc/3300322/market-shareanalysis-erp-software.
Challenges of Implementing and Upgrading
Q7-6 What are the challenges of implementing and upgrading enterprise information
systems?
• Figure 7-17 Five Primary Factors

Enterprise IS Solve the Problems of
Information Silos
Q7-7 How do inter-enterprise IS solve the problems of enterprise silos?
• Figure 7-18 Information Silos Without ARES

Inter-enterprise ARES System
Q7-7 How do inter-enterprise IS solve the problems of enterprise silos?
• Figure 7-19 Inter-enterprise ARES System

Processes, Organizations, and Information
Systems in 2027
Q7-8 2027?
• ERP vendors and customers resolved problems of cloud-

based ERP.
• Hybrid model
 ERP customers store most of their data on cloud servers
managed by cloud vendors and store sensitive data on
their own servers.
• Gov’t, accounting, financial standards for monitoring
organizations for appropriate compliance.
• Machines able to employ ERP system to schedule own
maintenance.
7-41
It’s Not Me, It’s You
Security Guide
• Employees leaving a job may take advantage of

their last moments with their employers.
• A survey of 945 adults who had been laid off,
fired, or changed jobs:
– Sixty percent reported stealing data
– Seventy-nine percent knew that taking company
data was wrong
– They took email lists, customer contact lists,
employee records, and financial information
– Damage was $5,000 to $3 million per
incident
7-42
It’s Not Me, It’s You (cont’d)
Security Guide
• The fraud triangle contends that pressure,

opportunity, and rationalization are the three key
factors in white-collar crime.
• Organizations are working to develop predictive
tools that will help identify employees who may be
preparing to steal data.
• Encryption and continual monitoring of data can be
used to thwart data theft.
• Employee access to internal systems must be
revoked when an employee leaves.
7-43
IT Technical Manager
Career Guide
Andrew Yenchik at USAA

A. “I wanted to find a field that mixed business and technical
skills and that requires a problem-solving mind-set. I spent time
with professors and professionals in fields that interested me.
This included job shadowing, lunch meetings, phone calls, and
private meetings.”
A. “Stretch yourself to gain a broad range of skills and experiences
while in school and in the early years of your career. Take a difficult
class in an area outside your comfort zone that will require a
commitment of learning, work, and sacrifice on your part.”
7-44
Active Review
Q7-3 How do information systems eliminate the problems of
information silos?
Q7-4 How do CRM, ERP, and EAI support enterprise
processes?
Q7-6 What are the challenges of implementing and
upgrading enterprise information systems?
Q7-7 How do inter-enterprise IS solve the problems of
enterprise silos?
Q7-8 2027?
7-45
A Tale of Two Inter-organizational IS
Case Study 7
• Access CT
– Enrolled 208,301 and model for state-run
exchanges.
• Cover Oregon
– Spent $250 million for system clearly
inoperable.
– Exchange’s board of directors decided to stop
development and utilize the federal exchange.
7-46
Healthcare Exchange Interorganizational IS
Case Study 7
• Figure 7-23 Healthcare Exchange

Interorganizational IS
Access CT
Case Study 7
• Exchange went live in only 12 months.

• Counihan
– More than 30 years of experience working in
insurance industry.
– Key player in development of Massachusetts
healthcare system.
• Hired senior staff with deep experience in
insurance.
7-48
Access CT (cont’d)
Case Study 7
• Wadleigh, director of application development for

CIGNA, a health services organization.
• Primary assignment
– Hire and manage an outside contractor to
develop exchange website and supporting
backend code, and manage implementation of
exchange information system.
• Created project plan and began search for
contractor to develop the site.
7-49
Cover Oregon
Case Study 7
• Did not hire a supervising contractor for project,

instead took an active role in software’s
development.
• Agency suffered high employee turnover, and had
difficulty hiring and keeping qualified personnel.
7-50
Cover Oregon (cont’d)
Case Study 7
• OHA hired software development company

to create major software components.
– Two of three finalists dropped out at last minute,
leaving Oracle Corporation a sole source vendor.
– Oracle negotiated time and materials contracts
instead of contract for specific deliverables at
specific prices.
– When problems developed, Oracle was paid tens of
millions of additional money for change orders on
same time and materials basis.
7-51
Cover Oregon (cont’d)
Case Study 7
• Oregon legislature required state to hire a quality

assurance contractor, Maximus Corporation, to oversee
project.
• Maximus reported significant problems involving divided
control, lack of clear requirements, inappropriate
contracting methodology, lack of project planning, and lack
of progress.
• Unclear who got those reports or what was done with
them.
• Head of OHA project threatened to withhold Maximus’
payment.
• End result: Exchange development failed.
7-52
LÝ
Chương 11
Quản lý Hệ thống thông tin
"Outsourcing the development of a strategic
application seems risky. "
• Team discuss outsourcing ARES development to
India.
• Raj’s friend in India (Sandeep) is a developer.
• Successfully developed C# app for him.
• Risks: What if he doesn’t finish? Takes code?
Loses interest?
• Will cost 4 to 6 times as much to develop in
US.
• Bite the bullet and hire own programmers.
Study Questions
Q11-1 What are the functions and organization of the IS
department?
Q11-2 How do organizations plan the use of IS?
Q11-3 What are the advantages and disadvantages of
outsourcing?
Q11-4 What are your user rights and responsibilities?
Q11-5 2027?
The Major Functions of the IS Department
Q11-1 What are the functions and organization of the IS department?
• Plan use of IS to accomplish organizational goals

and strategy.
• Manage outsourcing relationships.
• Protect information assets.
• Develop, operate, maintain computing
infrastructure.
• Develop, operate, maintain
applications.
How Is the IS Department Organized?
Figure 11-1 Typical Senior-Level Reporting Relationships

What IS-Related Job Positions Exist?
Knowledge, Skill, and Characteristics

Title Responsibilities
Requirements
Business analyst, IT Work with business leaders and Knowledge of business planning, strategy,
planners to develop processes process management, and technology.
and systems that implement Can deal with complexity. See big picture
business strategy and goals. but work with details. Strong interpersonal
and communications skills needed.
Systems analyst Work with users to determine system Strong interpersonal and communications
requirements, design and develop skills. Knowledge of both business and
job descriptions and procedures, technology. Adaptable.
help determine system test plans.
Programmer Design and write computer Logical thinking and design skills,
programs. knowledge of one or more programming
languages.
Test QA engineer Develop test plans, design and Logical thinking, basic programming,
write automated test scripts, superb organizational skills, eye for
perform testing. detail.
Figure 11-2 Job Positions in the Information Systems Industry

(cont’d)
Title Responsibilities Knowledge, Skill, and Characteristics

Requirements
Technical writer Write program documentation, Quick learner, clear writing skills, high
help text, procedures, job verbal communications skills.
descriptions, training materials.
Tech support Help users solve problems, Communications and people skills.
engineer provide training. Product knowledge. Patience.
Network Monitor, maintain, fix, and tune Diagnostic skills, in-depth knowledge of
administrator computer networks. communications technologies and products.
Consultant, IT Wide range of activities: Quick learner, entrepreneurial attitude,

programming, testing, database communication and people skills.
design, communications and Respond well to pressure. Particular
networks, project management, knowledge depends on work.
security and risk management,
social media, strategic planning.

(cont’d)

Requirements
Sell software, network,

Quick learner, knowledge of product,
Technical sales communications, and consulting
superb professional sales skills.
services.
Project Initiate, plan, manage, monitor, and Management and people skills, technology
manager, IT close down projects. knowledge. Highly organized.
Manage teams of technical

Management and people skills, critical
Manager, IT workers and manage the
thinking, very strong.
implementation of new systems.
Database Diplomatic skills, database technology

Manage and protect database.
administrator knowledge.

(cont’d)

Requirements
Business Collaborate with cross-functional Excellent analytical, presentation,
intelligence teams on projects, analyze collaboration, database, and decision-
analyst organizational data. making skills.
Advise CIO, executive group, Quick learner, good communications skills,
Chief technology
and project managers on business background, deep knowledge of
officer (CTO)
emerging technologies. IT.
Manage IT departments, Superb management skills, deep
Chief information communicate with executive staff knowledge of business and technology, and
officer (CIO) on IT- and IS-related matters. good business judgment. Good
Member of the executive group. communicator. Balanced and unflappable.
Manage IS security program, protect Deep knowledge of security threats,

Chief information
the organization’s information protections, and emerging security
security officer
systems and information, manage threat trends. Excellent communication
(CISO)
IS security personnel. and diplomacy skills. Good manager.

Salaries for Information Systems Jobs
Figure 11-3 Salaries for Information Systems Jobs

Planning the Use of IS/IT
Figure 11-4 Planning the Use of IS/IT

Managing the IS Department
So What?
• Know factors driving IS standards and policies.

• Know user responsibilities and organization of
your future profession.
• Help guide employees IS-related behavior.
Training Your Replacement
Ethics Guide
• Scott must cut his team of software developers

by 75 percent.
• They are going to be replaced with new
outsourced employees— working on the other side
of the planet.
• Employees who are being released will train the
new outsourced employees.
• Training the replacements will be a condition of
departing employees’ severance package.
Training Your Replacement (cont’d)
Ethics Guide
• How is it fair to ask someone to train the person

taking his or her job?
• Scott wondered how long it would be before he
was training his own replacement.
• Do you think that forcing an employee to train his
or her replacement is ethical according to the
categorical imperative? The utilitarian
perspective?
What is Outsourcing?
Q11-3 What are the advantages and disadvantages of outsourcing?
• Process of hiring another organization to perform

services.
– Save costs, gain expertise.
– Save direct/indirect management time and
attention.
• Any value chain business activity can
be outsourced.
• “Your back room is someone else’s front
room.” (Drucker)
Popular Reasons for Outsourcing IS
Services
Figure 11-5 Popular Reasons for Outsourcing IS Services

Top-10 Highest-Paid Tech Skills
Rank
Skill or Experience Salary 2015 2014 2013 2012
HANA (High Performance Analytical
Appliance) $ 154,749 1 - - -
Cassandra $ 147,811 2 2 5 -
Cloudera $ 142,835 3 4 19 -
PaaS (Platform as a Service) $ 140,894 4 1 - -
OpenStack $ 138,579 5 20 14 -
CloudStack $ 138,095 6 23 - -
Chef $ 136,850 7 8 - -
Pig $ 132,850 8 6 7 -
MapReduce $ 131,563 9 3 3 -
Puppet $ 131,121 10 12 24 -
Figure 11-6 Top-10 Tech Skills

Top 10 Tech Job Skills Predicted To Grow
The Fastest In 2021
Risk Reduction
• Caps financial risk.

• Ensures quality or avoids substandard quality.
• Less likely to pick wrong hardware, software,
network protocol, or implement tax law changes
incorrectly.
• Vendor’s responsible for managing risks.
International Outsourcing
• India
– Large, well-educated, English-speaking, labor
cost 70-80% less than US.
• China and other countries, too.
• Modern telephone technology and Internet-
enabled service databases.
• Customer support and other functions operational
24/7.
IS/IT Outsourcing Alternatives
Figure 11-7 IS/IT Outsourcing Alternatives

What Are the Risks of Outsourcing?
Figure 11-8 Outsourcing Risks

Benefits Outweighed by Long-Term Costs
• Dangers
– Unit fixed cost contract prevents economies of
scale.
– Vendor de facto sole source.
– Changing pricing strategy.
– No easy exit (tightly integrated vendor).
– Difficult to know if vendor well managed.
Q4: What are Your IS Rights and
Responsibilities?
Figure 11-9 User Information Systems Rights and Responsibilities

Information Systems Management in 2027
Q11-5 2027?
• Internal hardware infrastructure moved to the

cloud.
• Ubiquitous mobile devices at work.
• BYOD policies meet employer needs and
strategies.
• Use of social media in true Enterprise 2.0
style.
• Social media support project
management.
• IoT provides opportunity for innovation within
Information Systems Management in 2027
(cont’d)
Q11-5 2027?
• IS departments lose control of devices.

• IS department cultural change.
– CIO full-fledged member of executive suite.
– Key player for gaining competitive advantage.
Watching The Watchers
Security Guide
• What would you be willing to do to get $14.3

million?
• The director of information security for the state of
Iowa lottery installed a rootkit on the computer
that chooses the winning numbers.
• Bought winning tickets in advance.
• Wiped hard drives to destroy evidence.
• Audits and better access control might have
prevented the theft.
Watching The Watchers (cont’d)
Security Guide
• IT security workers often manage and have

access to log files.
• IT security workers have the access,
opportunity, and skill to potentially tamper
with these log files.
• Other strategies include:
– Ensure that employees understand what behaviors
are permitted
– Separation of knowledge and duties
– External monitoring
Senior Data Analyst
Career Guide
Chris Treasure at Boncom

A. “Data is an amazing journey. You can begin with an unstructured
mess of numbers that has no meaning. By taking steps to clean
and enrich that data, it can lead to findings that have real power.”
A. “Study subjects related to data, take steps to understand
business, and become an effective communicator. Look for
opportunities to learn from others. Gaining experience with
tools and real data sets can be difficult, but an internship can be
an opportunity to do both.”
Active Review
Q11-1 What are the functions and organization of the IS
department?
Q11-3 What are the advantages and disadvantages of
outsourcing?
Q11-5 2027?
Automating Labor
Case Study 11
• McDonald’s former CEO Ed Rensia stated that a

single $35,000 robotic worker would cost less
and be more productive than a $15-an-hour
human worker.
– The hamburger-making robot can make 400 burgers
per hour, every hour, without a break.
– It can completely replace three human fast-food
workers.
Automating Labor (cont’d)
Case Study 11
• In 2016, Foxconn (supplier to Apple) replaced

60,000 factory workers with robots.
• Airbus is going to use HRP-2 and HRP-4
humanoid robots to assemble its
airplanes.
• Amazon.com is using 30,000 Kiva robots at 13
fulfillment centers to help process customer
orders.
Automated Versus Human Labor
Case Study 11
Benefits of Automated Labor Benefits of Human Labor
1. No healthcare expenses. 1. Unique problem solving
2. No time off, breaks, sick days, or vacations. 2. Create new products

3. No accidents, injuries, workman’s compensation 3. Adaptable to rapidly
claims. changing environment
4. No unions, arguments, complaints, bad

4. Integrative systems thinking
attitudes, layoffs, severance packages.
5. No smoke breaks, drinking on the job, sexual

5. Question poorly made decisions
harassment, lawsuits.
6. No minimum wage, raises, or paychecks. 6. Prior experience to predict future events
7. Work 24 hours a day, 365 days a year. 7. Ethical decision making (hopefully)
8. More safe, accurate, and consistent work
8. Interact well with humans (i.e. sales)
than humans.
Figure 11.10 Automated Versus Human Labor

Automating Labor (cont’d)
Case Study 11
• By 2025, nearly 100 million workers may be taken

out of the current labor force (146 million
workers). – Robots will have IQs higher than 90
percent of the
U.S. population.
• They will likely take jobs that involve routine
physical and mental tasks.
• How might the automation of labor provide a
competitive advantage for forward-looking
companies?
LÝ
Chương 12
Phát triển
Hệ thống thông tin
“Augmented reality is a dream come true.”
• Example of decision making in small company.
– Zev owner and source of investment funds.
– Team presents options; he listens and makes a
decision.
• Team is nervous, not really sure what will
happen.
• “The ad possibilities are huge. We could sell new
kinds of ads that people have never seen
before.”
• Will focus on building a HoloLens prototype.
Bottom Line
• Startups fun and interesting places to work.
• Time and budgets limited.
• Decisions made more quickly, but risky if not well
managed.
• Prototypes used to reduce front-end risk.
• Scrum ideal process for creating prototypes.
Study Questions
Q12-1 How are business processes, IS, and applications
developed?
Q12-2 How do organizations use business process
management (BPM)?
Q12-3 How is business process modeling notation (BPMN)
used to model processes?
Q12-4 What are the phases in the systems development life
cycle (SDLC)?
Q12-5 What are the keys for successful SDLC projects?
Q12-6 How can scrum overcome the problems of the SDLC?
Q12-7 2027?
Business Processes and Information Systems
Q12-1 How are business processes, IS, and applications developed?
Offline process
Figure 12-1 Activities in a Business Process and the Correlating Information

Systems
Relationship of Business Processes and
Information Systems
• Every information system has at least one

application (software).
Figure 12-2 Relationship of Business Processes and Information

Systems
How Do Business Processes, Information
Systems, and Applications Differ and Relate?
1. Different characteristics and components.

2. Business processes to information systems -
N:M.
– Business process need not relate to any
information system, but an information system
relates to at least one business process.
3. At least one application in every IS due to
software component.
How Is Scope Related to Development
Processes?
Development Process
BPM SDLC Scrum
Business Processes  
Scope Information Systems  
Applications  
Figure 12-3 Scope of Development Processes

Role of Development Personnel
Figure 12-4 Role of Development Personnel

Business Process Management (BPM)
Q12-2 How do organizations use business process management (BPM)?
• Business process
– Network of activities, repositories, roles, resources,
and flows
– Interact to accomplish a business function.
Properties of Processes
• Roles
– Collections of activities.
• Resources
– People or computer applications assigned to roles.
• Flow
– Control flow - directs order of activities.
– Data flow - movement of data among activities &
repositories.
Why Do Processes Need Management?
1. Improve process quality.

2. Adapt to change in technology.
3. Adapt to change in business fundamentals.
Examples of Change in Business
Fundamentals
• Market (new customer category, change in customer

characteristics)
• Product lines
• Supply chain
• Company policy
• Company organization (merger, acquisition)
• Internationalization
• Business environment (new priority on credit
checking)
Four Stages of BPM Cycle
Q12-2 How do organizations use business process management
(BPM)?
Figure 12-5 Four Stages of BPM

COBIT (Control Objectives for Information and related
Technology)
Business Process Modeling Notation (BPMN)
Q12-3 How is business process modeling notation (BPMN) used to model
processes?
Figure 12-6 Business Process Management Notation (BPMN)

Symbols
Existing Order Process (BPMN)
processes?
Figure 12-7 Existing Order Process

Check Customer Credit Process
processes?
Figure 12-8 Check Customer Credit Process

Systems Development Life Cycle (SDLC)
Q12-4 What are the phases in the systems development life cycle
(SDLC)?
Figure 12-9 Five Phases of the Systems Development Life Cycle

(SDLC)
SDLC Definition Phase
(SDLC)?
Figure 12-10 SDLC: System Definition Phase

Role of a Prototype
Q12-4 What are the phases in the systems development life cycle (SDLC)?
• Direct user experience.

• Assess technical and organizational feasibility.
• Define requirements and functions.
• Parts often reused.
 Code for ARES prototype reused in other digital reality
devices?
• Prototype-funding dilemma. Which comes first?
SDLC Requirements Analysis Phase
(SDLC)?
Figure 12-11 SDLC: Requirements Analysis Phase

SDLC Component Design Phase
(SDLC)?
Figure 12-12 SDLC: Component Design Phase

SDLC System Implementation Phase
(SDLC)?
Figure 12-13 SDLC: Implementation Phase

System Conversion Approaches
(SDLC)?
• Implement entire system in limited portion of business

Pilot • Limits exposure to business if system fails
• System installed in phases or modules
Phased • Each piece installed and tested
• Complete new and old systems run simultaneously
Parallel • Very safe, but expensive
• High risk if new system fails
Plunge • Only used if new system not vital to company operations
Design and Implementation for the Five
Components
(SDLC)?
Figure 12-14 Design and Implementation for the Five Components

SDLC System Maintenance Phase
(SDLC)?
Figure 12-15 SDLC: System Maintenance Phase

Successful SDLC Projects
• Create work-breakdown structure (WBS).

• Estimate time and costs.
• Create project plan.
• Adjust plan via trade-offs.
• Manage development challenges.
Work Breakdown Structure (WBS)
Figure 12-16 Example Work Breakdown Structure (WBS)

Partial Gantt Chart for Definition Phase of
Project
Figure 12-17 Gantt Chart of the WBS for the Definition Phase of a
Project Microsoft Corporation
Source:
Partial Gantt Chart with Resources (People)
Assigned
Figure 12-18 Gantt Chart with Resources (People) Assigned

Source: Microsoft Corporation
Primary Drivers of Systems Development
Figure 12-19 Primary Drivers of Systems Development

Manage Development Challenges
Four critical factors

1. Coordination
2. Diseconomies of scale
 Brooks’ Law
3. Configuration control
4. Unexpected events
Diseconomies of Scale
Brooks’ Law
• “Adding more people to a late project makes
the project later.”
• Productive workers train new people, and
productivity decreases.
• Schedules compress only so far.
• Once late and over budget, no good
choice exists.
Configuration Control and Unexpected
Events
• Configuration control
– Set of management policies, practices, and tools.
– Used to maintain control over project resources.
• Unexpected events
– New management
– Technology, competitor changes
– Disasters
– Loss of critical people
– Team morale fades
Banking on IoT
So What?
• Immediate access to analytics allows for

– Better strategic decision making
– New strategic competitive opportunities
• Sensor technologies and the ability to rapidly
transmit, store, and analyze large data sets have
redefined operations and industries.
• As more smart devices (IoT) are connected to the
Internet, increasing amounts of data are
captured and transmitted by these devices.
Banking on IoT (cont’d)
So What?
• IoT is generally defined as the proliferation of

Internet-connected devices.
– By 2020 there will be roughly 25 billion Internet-
connected devices.
• Banks want to manage automated transactions
conducted by IoT devices.
– Huge potential for loyalty programs paired with
these transactions.
– Debit card charged several times a day when your
refrigerator orders groceries for you.
Estimation Ethics
Ethics Guide
• Estimating just a “theory.”

– Average of many people’s guesses.
• Buy-in game.
• Projects start with overly optimistic schedules and
cost estimates.
• When is a buy-in within accepted boundaries of
conduct?
Estimation Ethics (cont’d)
Ethics Guide
• Be aware of “buy-ins” – some vendors make a

practice of it.
– Carefully scrutinize unbelievably low bids.
• No substitute for experience.
– Hire expertise to evaluate bids.
• Consider your position on buy-ins.
– Can you ever justify a buy-in? If so, when?
Alternatives to SDL
• Alternatives to SDLC
– Rapid Application Development (RAD
)
– Unified Process (UP)
– Extreme programming (XP)
– Scrum
– Other agile methods
Principles of Agile (Scrum) Development
Q12-6 How can scrum overcome the problems of the
SDLC?
Figure 12-20 Principles of Agile (Scrum) Development

Scrum Essentials
SDLC?
Figure 12-21 Scrum Essentials

Scrum Process
SDLC?
Figure 12-22 Scrum Process

When Are We Done?
• Scrum periods continue until:

1. Customer satisfied and accepts it.
2. Project runs out of time.
3. Project runs out of money.
How Do Requirements Drive the Scrum
Process?
SDLC?
Figure 12-23 Example Requirement and

Tasks
Summary of Scrum Estimation Techniques
SDLC?
Figure 12-24 Summary of Scrum Estimation Techniques

Hocus-Pocus?
• Incorporates team iteration and feedback for

scheduling and tasking.
– Team exceeds what members can do
individually.
• Framework for team learning.
– Learns how to assign points and what team’s true
velocity is.
Information Systems Development in 2027
Q12-7 2027?
• AI, machine learning, and deep neural networks

are reshaping the way systems are
developed.
– Systems will be “trained” rather than “created.”
– Developers will become more like architects rather
than builders
• Nature of IT industry changes—more agile using
SOA and Web services.
• New systems will come online fast, the limiting
factor will be humans’ ability to cope.
Psst. There’s Another Way, You Know . . .
Security Guide
• Code sent copies of engineering drawings on host

machine to one of several email servers in
China.
• Original infection on server of a Peruvian
manufacturer whose suppliers needed
manufacturer’s engineering designs to create
component parts.
• Tens of thousands of engineering drawings were
leaked.
Developing Your Personal Brand
Career Guide
• Professionals use social media, such as LinkedIn,

to build their personal brand.
• Personal brand is the means by which you
conduct authentic relationships with the market for
your talents and abilities.
• That market might be your professional
colleagues, your employer, your fellow employees,
your competition, or anyone who cares about
what you care about.
Developing Your Personal Brand (cont’d)
Career Guide
• What is your personal competitive advantage?

• Why would someone choose you, your expertise,
or your work products over others?
• How could you use social media (like LinkedIn) to
make an existing professional contact more
personal in nature while still maintaining your
privacy?
Active Review
Q12-1 How are business processes, IS, and applications
developed?
Q12-2 How do organizations use business process
management (BPM)?
Q12-3 How is business process modeling notation (BPMN)
used to model processes?
Q12-4 What are the phases in the systems development life
cycle (SDLC)?
Q12-7 2027?
When Will We Learn?
Case Study 12
• 1974: Cause of failure

– Lack of user involvement in creating and managing
system requirements.
• Access CT project (2013) successful.
– If schedule fixed, funding fixed, what factors can be
traded off to reduce project difficulty and risk?
 Requirements. Reduce to bare minimum, get
system running, add to it.
When Will We Learn? (cont’d)
Case Study 12
• Failure: State of Oregon wasted $248+ million

attempting to develop an information system
to support healthcare exchange.
• Very early in project, consulting firm hired to
provide quality assurance, warned requirements
were vague, changing, and inconsistent.
• Warnings made no difference. Why?
• Software and systems made of “pure thought-
stuff.”

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HỌC VIỆN NGÂN HÀNG

KHOA CÔNG NGHỆ THÔNG TIN VÀ KINH TẾ

GIỚI THIỆU MÔN

Giới thiệu môn học 2

 Mục tiêu của học phần

 Chuẩn đầu ra môn học

Giới thiệu môn học 4

Giới thiệu môn học 5

 Quá trình học tập và tham khảo mở rộng

Giới thiệu môn học 6

 Chương 1. Sự cần thiết và vai trò của

Giới thiệu môn học 7

Chương 2: Hệ thống thông tin Chương 9: Hệ thống kinh doanh

Chương 3: Chiến lược và các Hệ

Chương 3: Chiến lược và các Hệ Chương 12: Phát triển Hệ thống

Chương 7: Quy trình, Tổ chức và

Đánh giá A11 – Điểm Mức độ tham dự 10% Từ tuần 1 đến

A12 – KT1 Tự luận 15% Tuần 8 CLO2

A13 – KT2 Tự luận + Thực 15% Tuần 15 CLO1

Giới thiệu môn học 10

• Technology fundamentally changing business.

Figure 1-1 Computer Price / Performance Ratio Decreases

• Network value equal

Law Meaning Implications

The number of transistors per Computers are getting exponentially faster.

More digital devices are being connected

Network connection speeds for Network speed is increasing. Higher

Storage capacity is increasing

Figure 1-4 Price of Storage Capacity per GB

• How technology fundamentally changes

• Moore’s Law, Metcalfe’s Law, and Kryder’s Law

• Rapid technological change and increased

Jennifer's Problem at Falcon

Hesitancy and uncertainty when

Model system components and

Develop ideas and plans with others.

Create and test promising new

Figure 1-5 Examples of Critical Skills for Nonroutine Cognition

• 69% of college graduates need additional training

Figure 1-6 Growth of Jobs by Sector from 1989 to

Figure 1-7 Bureau of Labor Statistics Occupational Outlook 2014–

Most important course in business school because:

• Management and use to:

Figure 1-8 Five Components of an Information

• Information technology (IT)

• Business professionals need to:

• Information systems exist to help people achieve

Q1-4 How can you use the five-component model?

• Most Important Component – YOU!

• Avoid common mistake: Cannot buy an IS.

• High-tech vs. low-tech information systems.

• The Internet has enabled innovation and changed

• The company was restructured to:

Figure 1-9 Amazon.com Stock Price and Net

• Graph is not information.

Figure 1-3 Measuring growth of units sold using different axis

• Necessity to act in accordance with categorical

• Most computers won’t look like computers.

• Never write down your password.

Hardware Software Data Procedures People

Data Project Technical

Q1-1 Why is Introduction to MIS the most

1. People working together to achieve a common