Cob 204 Final Exam Review (Tom Dillon)

Job Position Titles

(CIO) - Chief Information Officer (CTO) - Chief Technology Officer (CSO) - Chief Security Officer (CISO) - Chief Information Security Officer

Enterprise Relationship Planning Systems (ERP) - (2 of 3 business models) - Know that ERP is a technology system, business model, and function-focused structure * USES PaaS & SaaS!!!

(Textbook definition:) - A suite of applications called "modules," a database, and a set of inherent processes for consolidating business operations into a single, consistent, computing platform (Video definition:) - A model that integrates business software & management within various functional areas, such as supply chain, manufacturing, CRM, human resources, accounting, etc., to create an efficient & effective database (Class definition:) - A model that integrates organizational functions together * Accounting * Supply Chain * Manufacturing * Inventory * Human resources

Customer Relationship Management (CRM) - (1 of 3 business models) - Know that CRM is a technology system, business model, and customer-focused structure

(Textbook definition:) - A suite of applications, a database, and a set of inherent processes for managing all the interactions with the customer, from lead generation to customer service (Video definition:) - A model designed to increase sales, improve customer relations, connect with prospects, and ensure quality service (Class definition:) - A model that integrates the 4 phases of the customer lifecycle; * Marketing * Customer acquisition * Relationship management * Loss/Churn

Design System Components (SDLC 3 of 5)

* All integrated together (No steps) > Design Hardware Specs. - Networks, desktops, laptops, cloud access, tablets/phones, scanning devices, printers, etc. > Design Software Specs. - Buy COTS, modify, create from scratch > Design Procedures - What steps do people take to interact with the system? > Design Job Definitions for the People - Who will you hire, train, maintain?

Parallel - (System Conversion 3 of 4)

* PARALLEL - (Run old system and new systems together. > Safe, but expensive)

Phased - (System Conversion 2 of 4)

* PHASED - (Convert pieces of the system one or two at a time. Ex: Inventory, payroll)

Pilot - (System Conversion 1 of 4)

* PILOT - (Convert in one location, find problems, fix, go big)

Plunge/Direct - (System conversion 4 of 4)

* PLUNGE/DIRECT - (Turn off old system, turn on new system. > Risky, but inexpensive)

Business Process Modeling/Management - (cont.) - (IS Framework 1 of 3)

- BPs are Dynamic - BPs all have flow, roles to play, activities to do, decisions to make, and data.

Brook's Law

Adding more people to a late project makes the project later

Customer Data Platform

Allows you to further connect customer profiles to their web activity and understand them as people. - Helps create more accurate, TARGETED info. about your customer base - Allows for METRICS like: [Sales cycle length, sales revenue, customer journey, lost leads]

Job Positions for Entry Level

Network Administrator Systems Analyst Programmer Business Analyst, IT Business Intelligence Analyst Consultant, IT

Deliverables

One or more accumulated tasks

Enterprise Processes - (2 of 3 major processes)

Organization-wide (enterprise) or spanning via multiple departments Ex: Customer Relationship Management (CRM) >> attract, sell, support Ex: Enterprise Relationship Planning (ERP) >> manufacture, inventory, distribute

Flow

Sequence Flow: - Directs the order of activities Data Flow: - Shows the movement of data among activities and repositories

Data Integrity Solutions

Shared data enterprise-wide solutions - CRM / ERP

Baseline WBS

Shows the planned tasks, dependencies, durations, and resource assignments Needs to consider: - Coordination - Diseconomies of Scale - Configuration control - Unexpected events

Implementation

Signifies implementing only IS Components, or IS and Business Processes that use the system

Business Analyst

Someone who is well versed in Porter's models, organizational strategies, and ensuring Business Processes/IS meet the organization's competitive strategies.

Functional Application

The program component of a functional IS

Critical Path

The sequence of activities that determine the earliest date by which the project can be completed

Diseconomies of Scale

The situation that occurs when adding more resources creates inefficiencies

Velocity

The total number of points of work a team can accomplish each scrum period

Systems Development Life Cycle (SDLC) - (IS Framework 2 of 3)

The traditional process used to develop IS and applications. 1) >> DEFINE the system 2) >> DETERMINE the requirement 3) >> DESIGN system components 4) >> IMPLEMENT 5) >> MAINTAIN system

Work Breakdown Structure (WBS)

A hierarchy of the tasks required to complete a project

Sprint Review

A meeting that occurs after each sprint to show the product or process to stakeholders for approval and to receive feedback.

Sprint Planning Meeting

A negotiation between the team and the product owner about what the team will do during the next sprint. (Pulled from a list)

Business Process

A network of activities, repositories, roles, resources, and flows that interact to accomplish a business function.

Data Silos

A person, department, or enterprise who does not share data

Product Backlog

A prioritized list of user stories, showing both short- and long-term goals of a software development team.

Configuration Control

A set of management policies, practices, and tools that developers use to maintain control over the project's resources

Sprint

A set period of time, normally 2 to 4 weeks, during which specific work must be completed and made ready for review when using scrum methods

Object Management Group (OMG)

A software industry standards organization that created a standard set of terms and graphical notations for documenting business processes.

Business Process Modeling Notation (BPMN)

A standard set of shapes and symbols used to represent events, processes, and workflows in computer-based modeling tools.

Enterprise Application Integration (EAI) - (3 of 3 business models)

A suite of software applications that integrates exisiting systems by providing layers of software that connect applications together. EAI allows one to: - Connect existing software - Enable exisitng application to communicate/share data IMPORTANT 1) Provides INTEGRATED information 2) LEVERAGES existing systems 3) Enables a gradual TRANSITION to ERP

Sprint Retrospective

A team-member meeting that occurs after each sprint to evaluate the product and process to improve efficiency and effectiveness.

Process Blueprints

A term used by ERP vendors as the inherent processes that are defined in the ERP solution

Train the trainer

A term used by ERP vendors as the means by which a vendor trains the organization's employees (Super-users) to become in-house trainers.

ERP & CRM in Business Models

ERP & CRM business models fit into the VALUE CHAINS, BUSINESS PROCESSES, and IS of an organization * With Value Chains: -- Each link in the 9 activiites chain can be a [workgroup] -- All workgroups together help form an [enterprise] -- Inbound & Outbound Logistics connect for [inter-enterprise] processes

Workgroup IS

Exists to support one or more processes within the workgroup

Dynamic Process

Flexible, informal, and adaptive processes that normally involve strategic and less structured managerial (Tactical) decisions and activities.

Structured Process

Formally defined, standardized process that involves day-to-day operations. Ex: Making a return, placing an order, etc.

Problems with Data Silos

- The same data has different definitions or values wherever found - Result? (Data integrity problems are created!)

CRM vs ERP >> (How do you choose?)

1) Based on NEEDS, INVESTMENT, & SCALE a) [CRM] better for SMALL-MEDIUM businesses, while [ERP] is better for LARGER corporations. b) Companies often use a HYBRID of CRM & ERP models 2) Depends on Focus a) CRM focuses on boosting sales - (gazing outward) b) ERP focuses on reducing costs - (gazing inward)

The Challenges of Implementing & Upgrading Enterprise Systems (5 Primary factors)

1) COLLABORATIVE MANAGEMENT - (Multiple functions/Departments) >> ("Who's in charge?") 2) REQUIREMENT GAPS (Requirements) - The needs of a system. >> ("Does a purchased enterprise system fit your organization's needs?") >> ("Do you adjust your needs or the system?") 3) TRANSITION PROBLEMS - (Planning & Training) >> ("How successful is cross-functional planning or cross functional training?") 4) EMPLOYEE RESISTANCE - (People Dislike Change) >> ("Does the change in the system benefit me?") 5) NEW TECHNOLOGY - >> ("Does the tech. [solve the problem]?") >> ("Do we know [how to use] the tech.?") >> ("What's the [cost] of the new tech.")

Agile/Scrum Essentials

1) Requirements drive the process 2) Short work periods (1-8 weeks >> Sprint) - Team meets daily for 15 minutes (Stand-up) - Minimal Documentation in the process - Work on a project you enjoy - Test software at the end of a sprint (frequently) - Deliver something that works - Evaluate performance 3) Start Over!

Development Processes (3 Frameworks of IS)

1.) Business Process Modeling/Management (BPM) >> Used to understand who does what when 2.) Systems Development Life Cycle (SDLC) >> Used to manage, the DEFINE, DETERMINE, DESIGN, IMPLEMENTATION, & MAINTAIN of new systems 3.) Scrum - (Comes from the rugby term, as everyone works together as a team) >> Used to develop new software, but is a new management framework for managing any project that produces a product.

GOOD LUCK WITH THE FINAL!!! - Hoped this help yall review

:) The End

IT Consulting (Consultants are Outsourcers)

> Outsourcing typically has a negative meaning - 90% of JMU CIS majors' first jobs are as consultants (providing outsourcing services) > Consultants work on projects for short or long periods of time - Usually from 3-10 months > Companies often don't have the [expertise] to do what they NEED to do - (Hiring a consulting firm provides that expertise) > Companies often don't have the [people] to do what they WANT to do

Maintain System (SDLC 5 of 5)

>> Track any failures >> Prioritize any future changes >> Fix any failures

Trade-off

A balancing of three critical factors: requirements, cost, and time

Repository

A collection of something > Inventory is a physical repository > Database is a data repository

Application

A combination of hardware, software, and data components that accomplishes a set of requirements

Stored Procedure - (For organizational databases)

A computer program stored in the database to enforce business rules

Trigger - (For organizational databases)

A computer program stored within the database that runs to ensure consistency, should certain conditions arise

Business Process Management (BPM)

A cyclical process for systematically creating, assessing, and altering business processes

Define the System (SDLC 1 of 5)

Assess Feasibility (Step 1) >> Cost Feasibility - "Is it economically feasible?" >> Schedule Feasibility - "Can the project be done in the time allowed?" >> Technical Feasibility - "Does current technology exist to meet requests?" >> Organizational Feasibility - "Does this request fit our strategic plan, customs, cultures, & legal requirements?" Form a Project Team (Step 2) >> In-house personnel or outside contractors (outsourcers) >> Team size and composition changes based on the need

ERP Benefits and Drawbacks

Benefits: - Higher productivity - More accurate budgeting & forecasting - Improved customer service Drawbacks: - Initial cost (Implementation & Training) - Not always suitable for every business (particularly small businesses)

System Implementation (SDLC 4 of 5)

Build System Components (Step 1) >> 5 IS components Test Components (Step 2) >> Test software & data >> Test software & data with hardware >> Test software & data with hardware & procedures System Conversion (Step 3) * PILOT - (Convert in one location, find problems, fix, go big) * PHASED - (Convert pieces of the system one or two at a time. Ex: Inventory, payroll) * PARALLEL - (Run old system and new systems together. > Safe, but expensive) * PLUNGE/DIRECT - (Turn off old system, turn on new system. > Risky, but inexpensive)

Chapter 11

CIS Roles & Outsourcing

More on CRM

CRM uses (Customer Life-cycle) - marketing to ATTRACT customers - acquires customers to SELL a product - builds a relationship through SUPPORT & RESELL services - CATEGORIZES customers via a loss/churn process a) Helps manage first party data - (Info. customers have provided your company) - Ex: Pages visited, contact info, budget team interactions, sales process, how the customer found your company...

What are the 3 Business Models? (Mostly only care about the first two)

CRM, ERP, & EAI

Lead Scoring Tool

Helps you prioritize leads in your CRM that are most likely to close

BPMN Notation

Circle = {START} Bolded circle = {END} Oval (w/ verb phrase) = {ACTIVITY} *Must have an "IN" & "OUT" arrow for the bubble Diamond w/ arrows/labels = {DECISION/MERGE} - Decisions have 1 input & 2 outputs - Merges have 2 inputs & 1 output * Both decisions & merges must be present. (One can't exist without the other!) Arrow = {CONTROL FLOW} 1 input arrow/bar to 2 output arrows = {FORK} 2 input arrows/bar to 1 output arrow = {JOIN}

Roles

Collections of activities

Activities

Collections of related tasks that receive inputs and produce outputs

Requirement Analysis

Developers identify the particular features and functions of the new system

Process Effectiveness - (2 of 2 improving processes)

How well a process achieves organizational strategy or goals. > Often QUALITATIVE > Ex: ("Were the laborers good?") > Ex: ("Did the laborers stay with the company for 60 days?")

Agile/Scrum Principles (IS Framework 3 of 3)

I) - Expect and welcome requirement changes II) - Frequently deliver working versions III) - Work close with the customer IV) - Design & Test as you go *Team knows best on how it's going or how it wil change... TRUST* Scrum can overcome problems in ERP!

CRM Functions

I) - Improve response time II) - Pursue new leads III) - Build effective marketing campaigns IV) - Streamline sales processed V) - Analyzing purchasing patterns VI) - Ensure quality customer service VII) - Automate repetitive tasks

Why do we model processes?

I) - To improve process efficiency II) - Change in technology may better the process III) - Change in the business fundamentals may require a change in process

ERP Functions

I) - Track business processes II) - Send alerts across departments III) - Plan enterprise-level strategy IV) - Process orders, update accounts, & trigger alerts V) - Manage manufacturing & supply chains VI) - Track recruiting & hiring VII) - Manage payroll, benefits, & personal information

Chapter 12

IS Development

Systems Analyst

IS professionals who understand both business and information technology

Determine the System (SDLC 2 of 5)

Identify by... (Step 1) >> I) DOCUMENT ANALYSIS - (Diagrams, procedure manuals) >> II) INTERVIEWS - (Senior staff, knowledgeable users) >> III) OBSERVATION - (Watch what others do, validate the written procedures) >> IV) QUESTIONNAIRES - (Little bit of info., from MANY people) >> V) JOINT-APPLICATION DEVELOPMENT - (Structure group interviews - good for 3+ functions) Consider all 5 IS Components (Step 2) >> Hardware, Software, Data, Procedures, People Write out requirements (Step 3) Ex: >> The system shall be available 24/7 >> The system shall allow students to build a class schedule with up to 19 credits

Outsourcing Disadvantages

LOSS OF CONTROL * Rely on vendor * Tech. direction set by vendor * Loss of intellectual capital * Vendor sets wrong priority * Vendor changes/identity - Do you still need a CIO? LONG-TERM COSTS * Consultants are expensive * Possible mismanagement/bad product * Outsourcer may become the sole source NO EASY EXIT * Vendor has critical knowledge * Expensive & risky to change vendors

Outsourcing Advantages

MANAGEMENT ADVANTAGES * Obtain expertise * Avoid management problems * Free management time COST REDUCTIONS * Obtain part-time services * Gain economies of scale RISK REDUCTION * Cap financial exposure * Improve quality * Reduce implementation risk

Outsourcing Alternatives

Outsource the Entire Project (3 options) I) Outsourcer IMPLEMENTS a Commercial off-the-shelf product (COTS) II) Outsourcer MODIFIES a COTS (About 80%, then implemented) >> (COTS customized) III) Outsourcer CREATES software from scratch, then implements IV) Develop In-house Product -- (Your internal IS staff creates the software, then implement) - Buy a COTS (Your staff implements) - Buy a COTS (Your staff modify, then implement)

Resources

People or computer applications that are assigned to roles

Inherent Processes

Pre-designed procedures for using the software products and assessments calculated from business process reengineering

Workgroup processes - (1 of 3 major processes)

Procedures that enable workgroups to fulfill the charter, purpose, and goals of a particular group or department * These are "common processes" also known as "functions" regularly found in a department *

Chapter 8

Processes and Organizations

Agile Scrum/Roles People Play

Product Owner: - Knows the requirements, (needs) engages the customers Scrum Master: - Leads the scrum teams - Removes impediments Team members: - Best team range is from 5-9 people - People who chose to work on the project - People who want to be part of the team

Business Process Reengineering

Projects implemented by businesses to best change processes to take advantage of new capabilities

Inter-Enterprise Processes - (3 of 3 major processes)

Spans 2 or more organizations - All organizations have an inter-locking process - Class Ex: Coronavirus test kits

Industry Specific Solutions

Starter kits provided by ERP vendors to reduce work

Structured vs. Dynamic

Structured: - Formally defined with a written procedure - Often written into a doc, such as a procedures manual - Often done for years ("This is the way we do it") Dynamic: - Flexible, informative, adaptive - Often come from less structured strategic/managerial (tactical decisions) - Requires human judgment

Enterprise IS

Supports one or more enterprise processes

Inter-Enterprise IS

Supports one or more inter-enterprise processes

Changing Process Resources

Technology changes because of resource changes 1) Ex: Typing a 2 page paper a) Typewriter costs [$99]; Computer/word processing costs [$399]; b) Need for more lengthy, detailed work leads to PC switch, thus fewer errors and less hassle 2) Ex: Laying a brick for a building a) Renting a wooden plank scaffold for [$200] per week; purchase hydraulic scaffold for [$48,000] b) While initially costly, tasks become completed in a more timely manner in the long run 3) Ex: Purchasing an article of clothing a) Online purchases substitute in-store purchases b) Individuals shop via computer which leads to more online web services/support

Outsourcing Example

The Affordable Care Act (ACA) -->> "Healthcare.gov"

COBIT (Control Objectives for Information and related Technology)

The IS Audit and Control Association's set of standard practices often used in the assessment stage of the BPM cycle

Process Efficiency - (1 of 2 improving processes)

The amount of effort or input required to do the process. > The ratio of process OUTPUTS to INPUTS (output : input) > Mostly QUANTITATIVE ; speed without errors > Ex: ("We hired 32 laborers in 14 days")

Agile Development

The combined address of techniques that address problems in SDLC in the development process.

Sprint Backlog

The highest-priority items from the product backlog to be completed in a sprint

Paired Programming

Two team members share the same computer to write a computer program together

Changing Process Structure

Using technology to change structure 1) Ex: Typing a 2 page paper a) Replacing typewriters with computer/word processing software b) Result? - Easy to correct mistakes, no whiteout necessary, no stopping to correct (just backspace) 2) Ex: Laying a brick for a building a) Replacing wooden plank scaffold with a hydraulic scaffold b) {Lay 10 courses of brick, stop, raise the scaffold... (ETA 8 hours)} VS. {Pressing a button & the scaffold rises} 3) Ex: Purchasing an article of clothing a) Replacing in-store purchase with online purchase b) {Get in a car, drive to the mall, walk to the store, pick-up item, return to the shelf...} VS { 3 clicks on a website}

Waterfall Method

When progress goes in a linear sequence from requirements to design to implementation

Functional IS

When workgroup IS uses 2 or 3 different IS to support processes Ex: Operations management, General ledger, & Cost accounting systems

Functional Information Systems

Workgroup information systems that support a particular business function. (Cash register that records all transactions) Example: Sales & Marketing >> Brand management Operations >> Order entry Manufacturing >> Inventory Customer Service >> Customer support Human Resources >> Recruiting Accounting >> Budgeting