Informační management View metadata, citation and similar papers at core.ac.uk brought to you by CORE MANAGEMENT OF BUSINESS INFORMATICSprovided by DSpace at University of West Bohemia MODEL – PRINCIPLES AND PRACTICES

Jiří Voříšek, Jan Pour, Alena Buchalcevová

Introduction currently represents a dominant IS community This paper describes the characteristics within the German-speaking countries (, and principles of the MBI (Management of , ) and is best characterized Business ) model developed at by its strong connection to industry especially the Department of Information Technologies, focused on engineering [7]. University of in Prague. The aim Management of business informatics has of the MBI model is to offer IT professionals been in the spotlight of researchers and IT in charge of practitioners from all over the world for a number management in organizations a comprehensive of decades. However, a rising complexity and methodological support based on industry best heterogeneity of technological infrastructure and practices. An application of this model brings enterprise applications together with the growing along the potential to increase an overall IT possibilities of information service provision effectiveness, improve IT governance and have contributed to a demanding management IT services effi ciency, and furthermore result of business informatics. In particular, diverse in a better business performance. The MBI options of IT service provision, i.e. except model comprises important relationships and standard outsourcing of selected applications attributes relevant to information systems and services also various cloud computing management and in addition provides models such as Software as a Service (SaaS), a suitable methodological basis for university Platform as a Service (PaaS) and Infrastructure courses focused on Business Informatics and as a Service (IaaS), signifi cantly increase IT Project Management. The paper is organized the number of stakeholders and business as follows. Firstly, current issues in Business relationships a company may have. Nowadays, Informatics Management are described in company management expects an improved section 1 followed by an overview of a present effectiveness and reduced costs associated status in the Czech Republic. Section 2 with IT services provision forcing IT executives introduces a concept of the MBI model including to seek better methods for business informatics its principles and meta-model. Further, various management. Such a need to improve quality model types within the MBI area are presented of business informatics management has led to in section 3. Section 4 then outlines a pilot a development of numerous approaches. We application of the MBI model. Lastly, concluding discuss these approaches and the challenges remarks and future research are presented. organizations face in their implementation in the following section. 1. Current Issues in Business Informatics 1.1 Existing Approaches Information Systems (IS) is a scientifi c to Management of Business discipline with a global reach that investigates Informatics a development, use, and impact of information Increasing requirements on the extent and and technologies (ICT). quality of business informatics management Business Informatics (BI) as such constitutes have resulted in a development of various a major scientifi c community within the IS methodologies, models, frameworks and discipline according to [7]. Business Informatics standards and also their further application

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in practice. To such methodological base informatics management, and also their primarily belong COBIT [11], CMMI [20], integration with IT performance management ISO/IEC 20000 [9], [10], ITIL [24] and methods. According to [2] and [26], performance TOGAF [15] that are mostly process-oriented management of business informatics approaches. These methodological sources represents one of the most important areas represent current best practices and include where business informatics and performance recommendations addressing various IT management principles are applied in practice. management issues encountered in practice. However, we need to differentiate between Their detailed comparison is presented in performance management in organizations that [5], [21], [25], [26]. However, their application provide IT services (i.e. IT service providers) in practice brings along numerous problems. and performance management in organizations A recent survey among Czech organizations that are not service providers (i.e. consumers of [28] has indicated a relatively low adoption IT services) [25], [26]. IT service providers tend level of methodologies applied within business to focus on an effective delivery of IT services informatics management, and also an overall that maximize their profi t, while IT departments their benefi ts are signifi cantly of organizations consuming IT services are limited. Considering ITIL being the most focused rather on securing the availability of broadly applied methodology worldwide, it is all IT services used by various business units. utilized by 53% of Czech companies. However, Thus, it is important to consider a relevant only approximately 6% of them have ITIL fully composition of indicators for measuring and implemented. In the case of COBIT, 53% of evaluating process performance quality, as respondents do not utilize COBIT within their Šimonová [23] points out. organizations at all. On the other hand, 12% The role of IT executives such as Chief of Czech companies apply this methodology Information Offi cers (CIOs) in ensuring exclusively for strategic IT management. a continuous development and innovation of both According to survey respondents, to the IT applications and IT infrastructure represents most signifi cant for the low level quite an important issue of business informatics of methodology utilization belong their related to a harmonization of technology complexity, excessive cost associated with innovation with organization’s business needs. their implementation, and considerable IT leadership issues comprising a suitable requirements on IT practitioners and their allocation of responsibility and authority in professional qualifi cation even in the case of relation to IT, effective use of human resources, SMEs (Small and Medium-sized Enterprises). and IT effectiveness monitoring and evaluating A current trend in business informatics is are extensively covered in [3], [8], [14], [21], to strengthen the use of strategic applications, [22], [26], [27]. i.e., enterprise applications that have A key challenge of business informatics a potential to deliver a competitive advantage. management consists in a creation of a single Such strategic applications include Business universal model applicable across different (BI), Competitive Intelligence (CI), types of organizations. Many researchers and Customer Relationship Management (CRM) practitioners argue that each organization (in particular social CRM), and various forms needs to develop its own model for management of electronic and mobile business applications of business informatics that meets its specifi c [12]. Their implementation is quite common in requirements. Our surveys (see section 1.2) multinational corporations. However, SMEs as well as international studies, e.g. Weill face signifi cant problems while implementing and Ross [27], confi rm such statements such applications because of limited fi nancial since IT executives tend to develop specifi c and human resources, as stated e.g. by Molnár management models adapted to a particular [13]. On top of that, IT management in these environment an organization operates in. enterprises is distinguished by a number of Among factors infl uencing the organization’s specifi c features which are in detail described environment are industry sector, organization by Antlová et al. [1] size, corporate culture, employees’ skills and Further, IT professionals discuss the knowledge, legislative environment, and IT application of metrics in business informatics services available at acceptable quality and especially in relation to the processes of business price.

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Overall, business informatics management largest group of respondents. On the contrary, is affected by a number of issues, including e.g. mining industry comprised only a negligible potential risks associated with IT operation and group of respondents reaching 0.5%. All innovation as stated by Kozel et al. [12], other sectors were represented quite evenly An identifi cation and further analysis of the ranging from 3 to 8%. The vast majority (81%) above mentioned issues and other challenges of respondents constituted Czech companies related to management of business informatics followed by companies within multinational determine the objectives and principles of the corporations (13%). Czech enterprises Management of Business Informatics (MBI) with foreign subsidiaries accounted for the model. The MBI model was designed on the remaining 5.5%. A broad description of these basis of several surveys conducted among survey results is presented in [18]. Below we Czech organizations during the period of summarize just the most important conclusions 2010–2012. A thorough analysis of obtained that were used as inputs into the MBI model: results is described in the following section. main objectives of business informatics management were confi rmed, i.e. 1.2 Results of IT Management Surveys a maximum support for business activities, in the Czech Republic the highest possible alignment level of Business informatics in Czech enterprises as business needs and business informatics well as in institutions of public administration has functions (Business/IT alignment), undergone a very dynamic development in recent company’s approach to business years, in particular in terms of technological informatics management needs to consider innovation. However, international comparisons all external and internal factors affecting an show that in the Czech Republic business organization, informatics performance suffers from a number management of business informatics of unresolved issues and unexploited potential should follow appropriate standards, [14], [25]. According to international statistics, methodologies and methods and apply the Czech Republic ranges still under the suitable metrics to determine the quality and EU-27 average in the application of e-business performance of management processes; and e-government, and also in the use of necessary documentation and expertise electronic information resources [28]. While should be ensured, there exist a number of factors contributing information systems need to be developed to such status, quality of information systems and operated at reasonable costs that management plays a key role. To substantiate correspond to the role of IT within an this assertion, we conducted several major enterprise; e.g. minimizing IT costs may not surveys involving 1,400 respondents from be the best long-term strategy, Czech enterprises as well as institutions of public monitoring existing applications’ and administration during the period of 20102012. new projects’ potential and real effects is Detailed analyses of the survey results were essential for an organization especially published in [6], [14], [18], [25], [26]. with a primary focus on strategic impact The most important survey was conducted delivering a competitive advantage, in 2010 among 600 respondents in the Czech company’s strategic applications that are Republic. This survey was primarily focused critical for increasing its competitiveness on business informatics management, different need to be identifi ed and given an approaches to its innovation and economic investment priority, issues related to business informatics. innovation in business informatics should Regarding the composition of respondents, follow IT market development and also medium-sized companies constituted with current IT status of business partners and 63% the largest group of respondents, while competitors, small and large enterprises participated in cooperation between user departments, IT the survey practically equally (17, resp. 20%). departments and external providers should To classify the respondents into particular be based on service contracts and service sectors, we applied the Industrial Classifi cation level agreements (SLAs), of Economic Activities (OKEČ). Institutions of while ensuring necessary resources, it is public administration represented with 19% the essential to choose such an operational

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model (outsourcing, cloud computing, etc.) availability, security and effectiveness of IT that delivers cost savings at an acceptable services, and indirectly the overall business level of risk, performance [19]. required level of technology security To address such requirements, the following and reliability needs to be assured at key principles of the MBI model were defi ned: a reasonable cost, required qualifi cation of users and 1. The model supports an organization’s IT practitioners should be developed business strategy in defi ning strategic systematically, applications of business informatics as well company’s management should take as in monitoring IT investment profi tability into account a probable shortage of IT [11], [24], [25]. specialists over the next few years. 2. The model allows a control of all key features of enterprise 2. Management of Business [21], [25]: Informatics Model Required functionality inclusion, Availability, Timeliness, Accuracy and The Management of Business Informatics Trustworthiness of required functions (MBI) model was developed at the Department and information, of Information Technologies, University of Compliance with legislations, Economics in Prague and described in detail Reliability, in [23]. The MBI model was defi ned based User-friendliness, on the results of IT management surveys, an Security, extensive literature review, analysis of existing Flexibility, standards, methods and frameworks as well as Openness, generalized knowledge gained from numerous Integrity, consulting projects across a wide spectrum of Standardization, organizations. Performance, Effectiveness. 2.1 MBI Model Objectives and 3. The model records all responsibilities and Principles authorities within an organization in the The primary objective of the MBI model is context of business informatics [27]. to provide a support for IT management 4. Business informatics management is activities in companies that fi gure as users based on a coherent system of metrics of IT services. The MBI model provides that evaluate all important IT services, IT a consistent and fl exible business informatics processes and IT resources [16], [25]. management methodology that incorporates 5. The model provides various levels of detail the best practice guidelines for specifi c (granularity) of management tasks and industry domains. The model helps IT metrics that correspond to the requirements practitioners to: of different organization types. document and analyze an existing system 6. The model rapidly responds to changing of business informatics management, needs of business informatics, its content design and implement a new (improved) and functionality is easily extendable and management system, upgradable. obtain an advice and best practice solutions 7. The application of MBI model in practice for specifi c IT management issues such as: offers a high fl exibility. Implementation of How to develop an information strategy? individual model components (tasks) is How to prepare IT budget? What is the supported without having to implement concrete structure and content of SLA for the entire model. Considering a signifi cant application services delivered in the form of effort involved in a comprehensive business Software as a Service? informatics system implementation, it is often more effective to address only those The MBI model helps organizations areas identifi ed as the most problematic, to improve the performance of enterprise or with the highest impact on an enterprise IT systems more specifi cally the quality, performance and its success.

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8. The model is effectively deployable in the MBI meta-model was defi ned. Figure 1 organizations of a different size and shows the meta-model that represents the MBI operating in different industry sectors. classes of objects and types of relationships Model implementation respects specifi c between them. The MBI meta-model is conditions under which an organization presented in the UML 2.0 class diagram operates including its fi nancial and human notation. resources allowing a successful application A task is a key MBI component that represents of the model in SMEs that typically have a basic business informatics management limited fi nancial and human resources. unit. Task describes how to proceed in solving 9. An integral part of the model contains a particular management problem. Concrete recommendations summarizing relevant tasks represent e.g. Proposal for Enterprise IT practical experiences. System Sourcing, IT Service Implementation, IT Service Activation, Security Audit Implementation 2.2 MBI Model Concept etc. The MBI model defi nes a large number of With the aim of a clear defi nition, uniform tasks that are organized in a three-level hierarchy understanding and possibility of enhancement, as illustrated in Figure 2.

Fig. 1: The MBI Meta-model

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Fig. 2: Hierarchical structure of tasks in the MBI model

Source: own

The Management Domains level constitutes Relationships to other classes represent the highest level of the MBI hierarchy and the additional task content. These relationships consists of the following domains: Strategic enable to refer to the content used in multiple Management, Management of IT Services, tasks or to multiple occurrences in the Management of IT Resources, Management of relationship. To the most important task related IT Economics, Management of IT Development, classes belong the following: and Management of IT Operations. Within each Documents  this class includes printed or management domain Groups of Tasks are electronic documents used as task inputs defi ned, which represent a set of related tasks. or outputs. A document is either a tool of Each task has several attributes. Some of business informatics management (e.g. them, i.e. ID, ID of a task variant, author and project plan, project objectives), or provides update date are used for identifi cation purposes. a solution to a particular problem (e.g. test Task can be defi ned in variants. A variant of the scenario, tender document for selection of task describes specifi cs of a task realization in an IT service provider). various conditions according to an organization Scenarios  this class represents typical size, industry sector or organization type. issues that need to be addressed in Besides the identifi cation attributes, there exist a business life. For example considering also other attributes which represent a specifi c IT cost reduction to be the requirement, the content of the task, i.e. goal, purpose, content. MBI model identifi es tasks, documents and Task comprises activities that are expressed metrics that relate to IT costs and provides in the form of activity scheme at various levels recommendations to achieve such cost of granularity (i.e. only core activities, high- reduction. level process diagram, or detailed process Applications  this class comprises diagram) depending on the requirements application software that can be utilized for a particular problem demands. On one hand, a given task [25]. this enables a precise description of the task, Metrics  this class includes metrics and on the other hand, it leaves an initiative expressed on the basis of dimensional on IT staff as recommended by the Knowledge modeling, i.e. as indicators and their Based Process Reengineering Method [26]. analytical dimensions. Metrics determine Overall, tasks constitute the basis for a metric the Key Performance Indicators (KPI) or Key specifi cation as described in [15]. Goal Indicator (KGI) of tasks. Considering

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Fig. 3: ”Doors” into the MBI model for a specifi c issue

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for example “IT operating costs” that have to individual tasks using the responsibility the dimension of IT services, IT applications, assignment matrix (RACI) format applying or individual business units, metrics can the four key responsibilities: Responsible, provide information such as “What are the Accountable, Consulted, and Informed. operating costs of a particular service for Factors  this class has a signifi cant impact individual business units.” Matching metrics on the way a particular task is performed. to their individual business processes in the To the most important factors belong: context of tasks ensures that only metrics Organization Size, Industry Sector (in which that are useful in practice are defi ned. Data an organization operates) and Organization sources for metrics measurement need to be Type (i.e. private company or public available and accessible within a company, institution). Considering the example of the so that costs of obtaining such data do not factor Organization Type together with the exceed the benefi ts of their use [26]. task Preparation of a Tender for the Supply Methods  this class describes formalized of IT Services, the solution of the problem processes and guidelines to fulfi lling for a public institution is completely different the goal of the task. Practices represent than in the case of a private company. The recommended management practices that is the legislation which has to be can be used to accomplish particular tasks. followed in the case of public institution. Roles − this class expresses specifi c responsibilities of a role holder. Such roles These seven classes related to the task include: CIO, Operations Manager, Project represent the so called “doors” in the MBI Manager, IT Architect etc. Roles are linked model (Fig. 3). Such doors allow a direct access

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to information. Thus, a user does not need to go Trustworthiness of required functions and through the entire model, but is able to select information, a particular role or some other path relevant to Compliance with legislations, an issue he is working on. Reliability, In order to assure that key features of User-friendliness, business informatics are considered within Security, the model, a concept of Business Informatics Flexibility, Features was introduced. For each task an Openness, impact on business informatics features is Integrity, recorded in the form of yes/no answer. This Standardization, way it is possible to discover all tasks that affect Performance, a particular business informatics feature. In the Effectiveness. initial settings of the MBI model the following Business Informatics Features are defi ned: 3. MBI Model Types Functionality, As noted in section 1, it is not possible to use Availability, Timeliness, Accuracy and a single optimal model of business informatics

Fig. 4: MBI model types

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management across all organizations. The MBI Completion of additional tasks and related model includes several model types that differ in objects that are required by a concrete the level of adaptation to specifi c circumstances company but not contained in the MBI of a given organization type. Specifi c model (i.e. capturing specifi c know- The most comprehensive and general how of an organization). model represents the MBI Generic model. Defi nition of IT department roles. The The Generic model is intended for all types of MBI Generic model assumes a core organizations and includes generalized best set of roles for an organization and its practice guidelines for business informatics IT department. Each role is assigned management and their specifi c variants of particular responsibilities for individual MBI different business informatics management tasks using the RACI matrix. However, factors. The MBI Generic model captures also these roles can be defi ned in a specifi c proven management practices and practical organization differently, or they may be experiences in the form of tasks, documents, characterized by different responsibilities methods, metrics and other objects as or authorities. described in section 2.2. Assignment of roles to individual tasks The second type of the MBI model, i.e. the by modifying the RACI matrix for these MBI Specifi c model, is aimed at organizations tasks (determined by responsibilities that belong to a particular sector of the economy and authorities of particular IT roles in an (automotive, banking, public administration, organization  employees with a given role etc.). The content of the Specifi c model is are assigned tasks they are fully responsible adapted to particular industry, business, for, and tasks they cooperate on). legislative and other conditions that apply A model application in an organization to a given sector of the economy. The MBI involves a use of individual tasks and their Specifi c model is created during the profi ling implementation by individual actors. Task process, when certain variants of MBI tasks and outputs may be saved into the model as documents relevant for a specifi c sector of the document templates (variants). economy are selected (see Figure 4). The third type of the MBI model, i.e. the 4. MBI Model Application and Future Model of IT Management of Enterprise “X” is Development intended for a concrete organization. The model There exist two alternatives of a MBI model is created by customizing the MBI Specifi c application in practice. Firstly, IT executives can model when taking into account particular utilize the model to create a comprehensive aspects of an organization. The customization system of business informatics management process includes: based on best practices in IT management (as Selection of object occurrences from the illustrated in Fig. 4). This way the MBI model MBI Specifi c model (i.e. tasks, documents, helps to describe all tasks, roles and their metrics, etc.) relevant to a concrete responsibilities, and other objects included organization. This further reduces the number within IT management. MBI then becomes of each object occurrence in comparison a company regulation that determines who, with the Specifi c model eliminating those when and how solves various IT issues in an occurrences that IT management considers organization. as irrelevant for its organization or a given Secondly, the MBI model offers IT situation, i.e. those that are not in line with executives a solution to issues occurring at the implementation goals of MBI. strategic, tactical and operational level. The Modifi cation of objects that do not fully model includes template solutions to current correspond to specifi c conditions of an issues that can be found through a MBI organization. Such specifi c conditions navigation mechanism based on “doors”, or by may arise as a result of various business searching for a specifi c scenario. informatics factors (section 2.2), but also Example 1: A user needs to create an as a result of management efforts to set information strategy for his organization. If the a different (from the MBI model) level of user is only interested in the structure of an business and IT process standardization information strategy document, he locates the and its enforcement. relevant document in the MBI system and uses

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it directly. If the user needs to know the entire changes the MBI implementation brings process of strategic management, he uses will be enforced. The second member of the these two task groups: “Strategic Analysis of team should be a business representative Business Informatics” and “Strategic Proposal that together with the CIO participates in for Business Informatics”. defi ning IT governance rules and other Example 2: A user needs to prepare rules determining the relationship between SLA for new IT services. Using the MBI business and informatics. The third member navigation mechanism the user locates the of the team should be technology oriented, task “Preparation and Approving of SLAs”, responsible for defi ning technology- follows the task recommendations and applies oriented tasks and technological aspects SLA templates stored in the MBI system for of the business. In the case of larger inspiration. organizations, it is appropriate to add Example 3: A user identifi es a problem a fi nance department representative that in enterprise applications performance, i.e. will address cost and revenue aspects of applications have poor availability and slow the MBI implementation. response time. Using the MBI navigation 3. Identifying areas (groups of tasks) that mechanism the user identifi es tasks that business informatics needs to address impact enterprise applications performance, including their priorities. The MBI in this case the task “Ensuring Operational implementation objectives defi ned in the Performance and Scalability of IT Services”. fi rst step constitute the input into this The authors expect the second alternative step. Its output represents a set of tasks of model application to be primarily used by IT implemented in the organization including practitioners in SMEs, and the combination of their priority. The implementation team is both alternatives then in large enterprises. recommended to use the MBI task catalog The content of the MBI model is still under during this step. development and currently contains data 4. Creating the MBI implementation plan gained from various consulting assignments (stage, schedule, budget). and derived from literature on this topic. 5. Selecting the MBI tasks and other MBI objects (documents, metrics, etc.) that suit 4.1 Process of MBI Model the list of tasks defi ned in the previous step. Implementation 6. Completing or modifying those tasks To ensure the implementation of that were not successfully resolved in a comprehensive system of business informatics the previous step. IT practitioners are management brings the desired effect (i.e. IT/ recommended to comply with the rules business alignment, competitiveness increase, appropriate for process description and etc.), the MBI implementation must be well process maturity when modifying the tasks. managed and controlled. The MBI authors 7. Approving the new system of business thus recommend the following implementation informatics management (top enterprise steps: executives). 1. Defi ning the MBI implementation objectives 8. Providing training to all company employees of an organization and determining the that possess roles described in the MBI metrics for their measurement (senior model. Each employee is trained in those management). Defi nition of the objectives tasks that relate to his/her role(s). will vary depending on the current business 9. Starting up with the new system of business situation and anticipated role of business informatics management. informatics over the next two to three years. 2. Establishing the MBI implementation team. The team should have at least three 4.2 MBI Model Further Development members. The team leader has to be the CIO Considering the lack of a proven content of or another IT executive whose responsibility the MBI model leading to possible erroneous includes business informatics management. practices or poor decisions of the MBI model This executive needs to possess necessary users, it is essential for the MBI model competencies, but also have a natural development to perform all the practices authority to ensure that the fundamental according to given rules that ensure its high

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quality. The quality of the model is guaranteed by concept of “doors”. In addition, the MBI model the MBI Steering Committee that decides about: metrics and analytical applications monitor IT Inclusion of new object occurrences (tasks, investment effectiveness, which follows the documents, etc.) into MBI. To ensure model objectives. On top of that, the MBI model the quality of MBI content, the Steering addresses the issue of harmonizing business Committee reviews each new object goals with information technology by defi ning occurrence. Two reviewers are asked to the group of tasks “Business/IT Alignment” present their opinion on such a new object and also by determining metrics that measure occurrence. The Steering Committee such goal achievement. Overall, an indirect then decides on its own considering the benefi t of the MBI model lies in the clarifi cation reviewers’ opinion. of concepts, principles and methods used in Content of various MBI versions. business informatics management. Date of a new MBI version release. The MBI model is primarily intended for In general, all tasks and other objects of SMEs, as several studies confi rmed that for the MBI Generic model should be regarded these organizations the application of available as recommendations that can be modifi ed by large-scale methodologies (e.g. ITIL, COBIT, the user organization to suit its needs. Further etc.) is too expensive and time consuming. rule specifi cation forming the MBI Specifi c In its present form the MBI model is an model needs to be defi ned by the CIO and his ongoing project and represents a starting team and be part of corporate IT Governance. point for further development, aiming to When modifying the MBI model, the authors provide a comprehensive platform for business recommend to take into account factors informatics management based on precise affecting business informatics management metrics. Such trend towards more effective IT in an organization and to choose the level of management based on measurable outcomes process and component description according is evident from our recent surveys embracing to the KBPR (Knowledge Based Process a large number of Czech organizations. Reengineering) method [26]. These studies identify the need for effective methods and tools that enable IT executives Conclusions to make informed decisions based on reliable The MBI model aims to provide a business information. informatics management method that The MBI model was presented at the incorporates all relevant international Business Informatics Management Conference experiences and at the same time respects arranged by the Czech Society for Systems specifi c conditions and customs in Czech Integration in January 2014 and enjoyed organizations. The MBI model represents an a major success. The MBI model is available as original solution that brings along essential a web application (at website mbi.vse.cz) and advantages over existing business informatics the MBI community participates on its further management methodologies. To such development. Also the association ITSMF advantages primarily belong monitoring links expressed its interest in cooperation on the MBI between individual objects and the possibility model development. to utilize these links as search criteria. Moreover, the model captures an infl uence This research was supported by the GACR of various business informatics factors on the (Grant Agency, Czech Republic) grant No. MBI tasks and enables to adjust its context P403/11/0574 and the Research Centre for according to these factors. A fl exible access to Human Centered Technology Design at the necessary information is provided through the University of Technology, Sydney.

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EEM_3_2015.inddM_3_2015.indd 170170 225.8.20155.8.2015 10:51:4110:51:41 Information Management References [14] NOVOTNÝ, O., VOŘÍŠEK, J., et al. [1] ANTLOVÁ, K., POPELÍNSKÝ, L., Digitální cesta k prosperitě. Praha: Professional TANDLER, J. Long Term Growth of SME from Publishing, 2011. ISBN 978-80-7431-047-8. ICT Competencies and Web Presentations. [15] OPEN GROUP. TOGAF Version 9. The E+M Ekonomie a Management. 2011, Vol. 14, Open Group Architecture Framework. The Iss. 4, pp. 125-139. ISSN 1212-3609. Open Group, 2009. 778 p. ISBN 978-90-8753- [2] BACAL, R. Manager´s Guide to Performance 230-7. Management. New York: McGraw-Hill, 2012. [16] PALADINO, B. Innovative Corporate ISBN 978-0-07-177225-9. Performance Management: Five Key Principles [3] DOHNAL, J., PŘÍKLENK, O. CIO a podpora to Accelerate Results. Indianopolis: Wiley byznysu. Praha: Grada, 2011. ISBN 978-80- Publishing, 2011. ISBN 978-0-470-62773-0. 247-4050-8. [17] POUR, J. Business intelligence řešení [4] DOLEJŠOVÁ, M. Rizika v informačních v modelu MBI. Systémová integrace. 2012, Vol. systémech a jejich vyhodnocování. E+M 19, Iss. 2, pp. 19-31. ISSN 1210-9479. Ekonomie a Management. 2007, Vol. 10, Iss. 4. [18] POUR, J., VOŘÍŠEK, J. K výsledkům ISSN 1212-3609. průzkumu české informatiky. Systémová [5] DOUCEK, P., NOVOTNÝ, O. Standardy integrace. 2011, Vol. 18, Iss. 1, pp. 15-34. ISSN řízení podnikové informatiky. E+M Ekonomie 1210-9479. a Management. 2007, Vol. 10, Iss. 3. ISSN [19] POUR, J., VOŘÍŠEK, J., FEUERLICHT, 1212-3609. G. Model for management of enterprise [6] DOUCEK, P., NOVOTNÝ, O., PECÁKOVÁ, IT: considerations of the impact of Cloud I., VOŘÍŠEK, J. Lidské zdroje v ICT – Analýza computing. In: Confenis – 2013. Linz: Trauner nabídky a poptávky po IT odbornících v ČR. Verlag, 2013. pp. 157-168. ISBN 978-3-99033- Praha: Professional Publishing, 2007. 201 s. 081-4. ISBN 978-80-86946-51-1. [20] SEI. CMMI for Development, Version [7] HEINRICH, L.J., RIEDL, R. Understanding 1.3. Pittsburgh: Software Engineering Institute the dominance and advocacy of the design- Carnegie Mellon, 2010. oriented research approach in the business [21] SCHIESSER, R. IT Systems Management. informatics community: a history-based New York: Prentice Hall, 2010. ISBN 978-0-13- examination. Journal of Information Technology. 702506-0. 2013, Vol. 28, Iss. 1, pp. 34-49. ISSN 0268- [22] SCHNIEDERJANS, M.J., HAMAKER, 3962. DOI: 10.1057/jit.2013.1. J.L., SCHNIEDERJANS, A.M. Information [8] HOLTSNIDER, B., JAFFE, B.D. IT Technology Investment: Decision-Making Managener´s Handbook. Amsterdam: Elsevier, Methodology. New Jersey: World Scientifi c, 2012. ISBN 978-0-12-415949-5. 2005. ISBN 9812386955. [9] ISO/IEC 20000-1:2011. Information [23] ŠIMONOVÁ, S. Identifi cation of Data technology -- Service management -- Part 1: Content Based on Measurement of Quality of Service management system requirements. Performance. E+M Ekonomie a Management. [10] ISO/IEC 20000-2:2012. Information 2012, Vol. 15, Iss. 1, pp. 128-138. ISSN 1212- technology -- Service management -- Part 3609. 2: Guidance on the application of service [24] TSO. ITIL: Introduction to the ITIL Service management systems. Lifecycle. London: The Stationery Offi ce, 2007. [11] IT GOVERNANCE INSTITUTE. Cobit 5: ISBN 978-0113310616. Enabling Processes. Rolling Meadows: ISACA, [25] VOŘÍŠEK, J., POUR, J., et al. Management 2012. ISBN 978-1-60420-241-0. podnikové informatiky. Praha: Professional [12] KOZEL, T., MOHELSKÁ, H. Modely fi rem Publishing, 2012. ISBN 978-80-7431-102-4. s mobilně orientovanou architekturou. E+M [26] VOŘÍŠEK, J., et al. Principy a modely řízení Ekonomie a Management. 2010, Vol. 13, Iss. 4, podnikové informatiky. Praha: Oeconomia, pp. 135-142. ISSN 1212-3609. 2008. ISBN 978-80-245-1440-6. [13] MOLNÁR, Z., STŘELKA, J. Competitive [27] WEILL, P., ROSS, W.J. IT Governance: intelligence v malých a středních podnicích. How top performers manage IT decision rights E+M Ekonomie a Management. 2012, Vol. 15, for superior results. Working Paper No.326. Iss. 3, pp. 156-170. ISSN 1212-3609. Boston: Harward Business School Press, 2004.

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[28] ŽÁK, M., et al. Konkurenční schopnost doc. Ing. Jan Pour, CSc. České republiky 2011-2012. Praha: Linde, University of Economics, Prague 2013. ISBN 978-80-7201-910-6. Faculty of Informatics and Statistics Department of Information Technologies prof. Ing. Jiří Voříšek, CSc. [email protected] University of Economics, Prague Faculty of Informatics and Statistics doc. Ing. Alena Buchalcevová, Ph.D. Department of Information Technologies University of Economics, Prague Pan-European University, Bratislava Faculty of Informatics and Statistics Faculty of Informatics Department of Information Technologies [email protected] [email protected]

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Abstract

MANAGEMENT OF BUSINESS INFORMATICS MODEL – PRINCIPLES AND PRACTICES Jiří Voříšek, Jan Pour, Alena Buchalcevová

Increasing requirements on the extent and quality of business informatics management have resulted in a development of various methodologies, models, frameworks and standards (e.g. ITIL, COBIT, ISO 20000, etc.). These methodological sources represent current best practices and include recommendations addressing various IT management issues encountered in practice. However, their application in practice brings along numerous problems as showed by the results of recent surveys conducted among Czech organizations. Moreover, their use, in particular in small and medium sized enterprises, is still very limited. In this paper we discuss existing IT management approaches and their limitations with a particular focus on Czech organizations. We base our discussion on available literature, our surveys of Czech organizations and our experiences gained from practical assignments. The MBI (Management of Business Informatics) model developed at the Department of Information Technologies, University of Economics in Prague attempts to overcome such limitations of existing methodologies and models. We describe the basic concepts and features of the MBI model. The MBI model represents an original solution that brings along essential advantages over existing business informatics management methodologies. To such advantages primarily belong monitoring links between individual objects and the possibility to utilize these links as search criteria. Furthermore, the model captures an infl uence of various business informatics factors on the MBI tasks and enables to adjust its context according to these factors. In addition, the MBI model metrics and analytical applications monitor IT investment effectiveness. The MBI model is available as a web application (at website mbi.vse.cz) and the MBI community participates on its further development.

Key Words: Management of business informatics, methodologies and frameworks, cloud computing, performance measurement.

JEL Classifi cation: M15, L10, L86.

DOI: 10.15240/tul/001/2015-3-014

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