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INFORMATION TECHNOLOGY FOR MANAGERS This page intentionally left blank INFORMATION TECHNOLOGY FOR MANAGERS George W. Reynolds University of Cincinnati Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Information Technology for Managers © 2010 Course Technology, Cengage Learning George W. Reynolds ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced, transmitted, stored, or used in any form or by VP/Editorial Director: Jack Calhoun any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, Senior Acquisitions Editor: Charles information networks, or information storage and retrieval systems, except McCormick, Jr. as permitted under Section 107 or 108 of the 1976 United States Copyright Product Manager: Kate Hennessy Mason Act, without the prior written permission of the publisher. Development Editor: Dan Seiter, Mary Pat For product information and technology assistance, contact us at Shaffer Cengage Learning Academic Resource Center, 1-800-354-9706 Editorial Assistant: Bryn Lathrop For permission to use material from this text or product, Marketing Manager: Bryant Chrzan submit all requests online at www.cengage.com/permissions Further permission questions can be emailed to Marketing Coordinator: Suellen Ruttkay [email protected] Content Product Manager: Heather Furrow ISBN-13: 978-1-4239-0169-3 Senior Art Director: Stacy Jenkins Shirley ISBN-10: 1-4239-0169-X Cover Designer: Lou Ann Thesing Course Technology 20 Channel Center Street Cover Image: ©Getty Images/Photodisc Boston, MA 02210 Technology Project Manager: Chris Valentine USA Manufacturing Coordinator: Julio Esperas Cengage Learning is a leading provider of customized learning solutions with office locations around the globe, including Singapore, the United Composition: GEX Publishing Services Kingdom, Australia, Mexico, Brazil, and Japan. Locate your local office at: international.cengage.com/region Cengage Learning products are represented in Canada by Nelson Education, Ltd. For your lifelong learning solutions, visit www.cengage.com/coursetechnology Visit our corporate website at www.cengage.com Microsoft, Windows 95, Windows 98, Windows 2000, Windows XP, and Windows Vista are registered trademarks of Microsoft® Corporation. Some of the product names and company names used in this book have been used for identification purposes only and may be trademarks or registered trademarks of their manufacturers and sellers. Printed in the United States of America 12345671312111009 To my grandchildren: Michael, Jacob, Jared, Fievel, Aubrey, Elijah, Abrielle, Sofia, Elliot —GWR TABLE OF CONTENTS Preface xii Chapter 1 Managers: Key to Information Technology Results 1 Belarusbank JSSB 1 Why Managers Must Get Involved in Information Technology (IT) 1 Why Managers Must Understand IT 4 What Is Information Technology? 4 Function IT 6 Network IT 6 Enterprise IT 8 The Role of Managers Vis-À-Vis IT 11 Identifying Appropriate IT Opportunities 11 Smooth Introduction and Adoption of IT 12 Ensuring that IT Risks Are Mitigated 17 What if Managers Do Not Participate in IT? 19 Overview of Remaining Text 20 Chapter Summary 22 Discussion Questions 22 Action Memos 23 Web-Based Case 23 Case Study 23 Endnotes 28 Chapter 2 Strategic Planning 31 FDA Illustrates Why Managers Must Understand Strategic Planning 31 Why Managers Must Understand the Relationship between Strategic Planning and IT 33 What Is Strategic Planning? 34 Defining Vision and Mission 34 Conducting Internal Assessment 36 Analyzing External Environment 36 Defining Objectives 38 Establishing Goals 39 Setting Strategies 39 Defining Measures 42 Deploying OGSM 42 Identifying Projects and Initiatives 43 Prioritizing Projects and Initiatives 44 Executing Projects and Initiatives 47 Measuring and Evaluating Results 47 Effective Strategic Planning: United Parcel Service (UPS) 47 Defining Vision and Mission 47 Conducting Internal Assessment 48 Conducting External Assessment 50 Defining Objectives 52 Establishing Goals 53 Setting Strategies 53 Defining Measures 53 Deploying OGSM to IT 54 Identifying and Prioritizing Projects and Initiatives 54 Executing Project, Then Measuring and Evaluating Results 56 Chapter Summary 58 Discussion Questions 58 Action Memos 59 Web-Based Case 60 Case Study 60 Endnotes 60 Chapter 3 Project Management 63 Brown-Forman: Good Project Management Process Delivers Outstanding Results 63 Why Managers Must Understand Project Management 66 What Is a Project? 67 Project Variables 67 What Is Project Management? 71 Project Management Knowledge Areas 72 Scope Management 72 Time Management 73 Cost Management 74 Quality Management 76 Human Resource Management 76 Communications Management 78 Risk Management 80 Procurement Management 83 Project Integration Management 85 Chapter Summary 88 Discussion Questions 88 Action Memos 89 Web-Based Case 89 Case Study 89 Endnotes 94 Chapter 4 Business Process and IT Outsourcing 97 Eli Lilly: Why Managers Get Involved in Outsourcing 97 What Are Outsourcing and Offshore Outsourcing? 99 Why Do Organizations Outsource? 102 Issues Associated with Outsourcing 103 Planning an Effective Outsourcing Process 106 Chapter Summary 117 Discussion Questions 117 Action Memos 118 Web-Based Case 119 Case Study 119 Endnotes 123 Chapter 5 Corporate Governance and IT 127 Harley-Davidson 127 Why Managers Must Get Involved in IT Governance 127 What Is IT Governance? 131 Ensuring that an Organization Achieves Good Value From its Investments in IT 132 Mitigating IT-Related Risks 133 Why Managers Must Understand IT Governance 135 Table of Contents vii IT Governance Frameworks 135 IT Infrastructure Library (ITIL) 136 Control OBjectives for Information and Related Technology (COBIT) 136 Using PDCA and an IT Governance Framework 139 Business Continuity Planning 142 Process for Developing a Business Continuity Plan 145 Chapter Summary 149 Discussion Questions 149 Action Memos 150 Web-Based Case 150 Case Study 150 Endnotes 154 Chapter 6 Collaboration Tools and Wireless Networks 157 IBM’s Innovation Factory 157 Why Managers Must Understand Networking and Collaboration Tools 159 Collaboration Tools 159 Bulletin Board 160 Blog 160 Calendaring 161 Desktop Sharing 162 Instant Messaging (IM) 162 Podcast 163 Really Simple Syndication (RSS) 163 Shared Workspace 164 Web Conferencing 164 Wikis 165 Wireless Communications 167 Communications Fundamentals 168 Cell Phone Services 170 Wi-Fi Solution for Local Area Networks 173 WiMAX, a Solution for Metropolitan Area Networks 175 Chapter Summary 178 Discussion Questions 179 Action Memos 179 Web-Based Case 179 Case Study 179 Endnotes 182 Chapter 7 E-business 185 Edmunds.com Inc. 185 Why Managers Must Get Involved in E-business 185 Why Managers Must Understand E-business 187 Business-to-Business (B2B) E-business 187 Business-to-Consumer (B2C) E-business 190 Consumer-to-Consumer (C2C) E-business 192 E-government Applications 193 Mobile Commerce 194 E-business Critical Success Factors 197 Advantages of E-business 206 Issues Associated with E-business 207 Chapter Summary 209 Discussion Questions 210 Action Memos 210 Web-based Case 211 viii Information Technology for Managers Case Study 211 Endnotes 215 Chapter 8 Enterprise Resource Planning 219 BWA Water Additives 219 Why Managers Must Understand ERP 219 What Is ERP? 221 ERP and Customer Relationship Management (CRM) 225 ERP and Supply Chain Management (SCM) 226 Benefits of Implementing ERP 227 Establish Standardized Business Processes 227 Lower Cost of Doing Business 228 Improve Overall Customer Experience 229 Facilitate Consolidation of Financial Data 229 Support Global Expansion 230 Provide Fully Compliant Systems 230 ERP Issues 231 Post Start-Up Problems 231 High Costs 232 Lengthy Implementation 234 Difficulty in Measuring a Return on an ERP Investment 234 Organizational Resistance 234 ERP System Implementation Process 235 Best Practices to Ensure Successful ERP Implementation 237 Ensure Senior Management Commitment and Involvement 237 Choose the Right Business Partners 237 Assess Level of Customization Needed 238 Avoid Increases in Project Scope 239 Plan for Effective Knowledge Transfer 239 Test Thoroughly 240 Plan for a High Level of Initial Support 240 ERP Trends 242 ERP Solutions Targeted for SMBs 242 ERP as a Service 242 Open Source ERP Software 243 Chapter Summary 245 Discussion Questions 246 Action Memos 246 Web-based Case 247 Case Study 247 Endnotes 249 Chapter 9 Business Intelligence 251 Papa Gino’s Illustrates Why Managers Must Understand Business Intelligence 251 What Is Business Intelligence? 253 Data Warehouse/Data Marts 255 Business Intelligence Tools 256 Business Performance Management 261 Balanced Scorecard 262 Dashboards 264 BPM Software 265 Employing the BPM Process 266 Chapter Summary 270 Discussion Questions 270 Action Memos 271 Table of Contents ix Web-Based Case 271 Case Study 271 Endnotes 275 Chapter 10 Knowledge Management 279 Goodwin Procter Illustrates Why Managers Must Understand Knowledge Management 279 What Is Knowledge Management? 281 Knowledge Management Applications and Associated Benefits 282 Best Practices for Selling and Implementing a KM Project 285 Technologies That Support KM 287 Chapter Summary 294 Discussion Questions 294 Action Memos 295 Web-Based Case 295 Case Study 295 Endnotes 297 Chapter 11 Enterprise Architecture 301 Enterprise Architecture Gives Google a Competitive Edge 301 What Is Enterprise Architecture?
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