~ NurShuhana ~

CHAPTER 6 - Valuing Organizational Information ORGANIZATIONAL INFORMATION Information is everywhere in an organization Employees must be able to obtain and analyze the many different levels, formats, and granularities of organizational information to make decisions Successfully collecting, compiling, sorting, and analyzing information can provide tremendous insight into how an organization is performing Levels, formats, and granularities of organizational information Transactional information verses  analytical information THE VALUE OF TIMELY INFORMATION ~  Timeliness is an aspect of information that depends on the situation Real-time information  – immediate, up-to-date information Real-time system  – provides real-time information in response to query requests THE VALUE OF QUALITY INFORMATION Business decisions are only as good as the quality of the information used to make the decisions You never want to find yourself usi

CHAPTER 5 - Organizational Structures that Support Strategic Initiative ORGANIZATIONAL STRUCTURE Organizational employees must work closely together to develop strategic initiatives that create competitive advantages Ethics and security are two fundamental building blocks that organizations must base their businesses upon IT ROLES AND RESPONSIBILITIES Information technology is a relatively new functional area, having only been around formally for around 40 years Recent IT-related strategic positions: ~ Chief Information Officer (CIO)  -   oversees all uses of IT and ensures the strategic alignment of IT with business goals and objectives ~ broad CIO functions include :   Manager - ensuring the delivery of all IT projects, on time, and within budget Leader - ensuring the strategic vision of IT is in line with the strategic vision of the organization Communicator - building and maintaining strong executive relationships                              

CHAPTER 4 - Measuring The Success of Strategic Initiative MEASURING INFORMATION TECHNOLOGY'S SUCCESS Key performance indicator - measures that are tied to business drivers Metric - detailed measured that feed KPIs EFFICIENCY AND EFFECTIVENESS Efficiency IT Metric - measures the performance of the IT system itself including throughput, speed, and availability Effectiveness IT Metric - measures the impact IT has on business processes and activities including customer satisfaction, conversion rates, and sell-through increases BENCHMARKING - BASE LINING METRICS   ~ Benchmarking - a process of continuously measuring system system results, comparing those    results to optimal system performance (benchmark values), and identifying steps and procedures    to improve system performance E-government benchmarks EFFICIENCY IT METRICS ~ Efficiency IT metrics focus on technology and include :  Throughput - The amount of information that

CHAPTER 3   - Strategic Initiatives For Implementing Competitive Advantages STRATEGIC INITIATIVE ~ Organizations can undertake high-profile strategic initiatives including : Supply chain management (SCM) Customer relationship management (CRM) Business process reengineering (BPR) Enterprise resource planning (ERP) SUPPLY CHAIN MANAGEMENT (SCM) ~ involves the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability. ~ Four basic components of supply chain management : Supply chain strategy - strategy for managing all resources to meet customer demand Supply chain partner - partners throughout the supply chain that deliver finished products,   raw materials, and services Supply chain operation - schedule for production activities Supply chain logistics - product delivery process ~ Wal-Mart and Procter & Gamble (P&G) SCM ~ Effective and Efficient S