Strategic IS with Mr Mash

Lunch Leap
Lecture - LLL Every Saturday from 11:30 – 14:30
 Lesson Structure
Opening & Welcome
Administration
Part 1: Theme 9, 8 & 7 as Test Prep
Body Break (s)
Q & A – Close out
2
Semester Schedule

WEEK# DATE TUT Schedule Additional Information

12 30 Sep Theme 7 Heritage Day
13 7 Oct Recess TUT Official Recess
14 14- Oct Theme 8 Project 3 issued
15 21 Oct ST3 Prep including Theme 9 Individual AS (AWS) is due @11:59
16 28 Oct Sem Test 3 Test on theme 7-9 &
17 4 Nov Predicate Report & Final Lecture AWS & Project 3 is due on 30/10/23
18 11 Nov Main Exam Invigilated Assessment on theme1-9
19 18 Nov Main Exam Invigilated Assessment on theme1-9
20 24 Nov Main Exam Invigilated Assessment on theme1-9
21 1 Dec Sup Exam Invigilated Assessment on theme1-9
22 8 Dec Sup Exam Invigilated Assessment on theme1-9
11 Dec 2023: Summer Recess

3
AWS Scores
New course created for few
to complete 6 modules
 21 November
2023

Main Exam Soshanguve

South Campus
Date
Ruth First Hall

08:45 AM

5
Theme: 9
Data Science Vs Big Data Vs Data Analytic
 Learning Objectives
Differentiate
• Differentiate the difference between data, information, and
knowledge.
Relate
• Relate knowledge management to IS.

Summarize
• Summarize knowledge management process.
• Intergrade Business Intelligence
Contrast
• Contrast between data science, big data, and data analytic

6
DATA,
INFORMATION,
AND KNOWLEDGE
 Information
Data, information, and knowledge have
significant and discreet meanings within KM

Data are specific, objective facts or

observations.

Data is turned into information by organizing

the data into some unit of analysis (dollars,
dates, customers, etc.).
8
Data Transformation

9
Data transformation
 Knowledge
• Knowledge: is a mix of contextual information,
experiences, rules, and values.

• Richer, deeper, and more valuable.

• Consider knowing –
– What? - based upon assembling information
and eventually
applying it.
– How? – applying knowledge leads to
learning how to do something.
– Why? – casual knowledge of why something
occurs.
– Next slide graphically illustrates these types
of knowing).

11
 Taxonomy of Knowledge

Reasoning
Know-Why
Information Procedure

Know-What Application Know-How

Experience

12
Tacit vs. Explicit Knowledge
• Tacit knowledge is personal, context-specific and hard to formalize and
communicate.

– A [knowledge] developed by the knower over a long period of time .

• Explicit knowledge can be easily collected, organized and transferred

through digital means.

– Is a set of all of the conceptual entities describing classes of objects,

relationships, processes, and behavioral norms. Often referred to as
‘knowing that’, or declarative knowledge.

• See Figure 12.3 for more examples.

13
Why Manage Knowledge?
 Knowledge Management

• KM involves four main processes –

– Generation – all activities that discover “new” knowledge.

– Capture – all continuous processes of scanning, organizing, and

packaging knowledge after it has been generated.

– Codification – the representation of knowledge in a manner that can be

easily accessed and transferred.

– Transfer – transmitting knowledge from one person or group to another,

and the absorption of that knowledge.

15
 Shared Problem
Solving
Buy or Rent Creating (R&D)

KNOWLEDGE
GENERATION

Communities of
Adaptation
Practice
16
17
 Knowledge Capture
• Knowledge capture takes into account the media to be used in the
codification process.

• The 3 main knowledge capture activities are:

➢ Scanning (gather “raw” information) – can be electronic or human.

➢ Organizing (move it into an acceptable form) – must be easy for all

types of users to access.

➢ Designing knowledge maps (providing a guide for navigating the

knowledge base)

18
 Four Basic Principles of
Knowledge Codification*
1. Decide what business goals the codified
knowledge will serve (define strategic intent).

2. Identify existing knowledge necessary to achieve

strategic intent.

3. Evaluate existing knowledge for usefulness and

the ability to be codified.

4. Determine the appropriate medium for

codification and distribution.
*Davenport and Prusak (1998)

19
 Knowledge Transfer
• There are four different modes of knowledge conversion
(transfer):

➢ Socialization: from tacit knowledge to tacit knowledge

➢ Externalization: from tacit knowledge to explicit
knowledge
➢ Combination: from explicit knowledge to explicit
knowledge
➢ Internalization: from explicit knowledge to tacit
knowledge

20
 From Managing
Knowledge to BI
• Business Intelligence (BI) term used
to describe the set of technologies and
processes used to describe business
performance.

– BI is a component of KM.

21
22
23
Leveraging Big Data for BI

24
The Morden BI

25
26
27
28
29
Review of Theme:7

The Governance of IS
 Understood the CIO is a high-level IS officer.

Differentiated the variety of key job titles in

the IS organization.
LO
Summary Demonstrated that IS organizations can be
expected to anticipate new technologies, set
strategic direction, etc.

Justified that business managers must work

with IT leaders to develop a lean, competitive
enterprise, where IT acts as a strategic
enabler.

2022/10/01 31
UNDERSTANDING
THE
IS ORGANIZATION

2022/10/01 32
 CIO
• The CIO (Chief Information Officer) is
at the helm of the IS organization.
• CIO’s primary goal is to manage IT
resources to implement enterprise
strategy.
• Provide technology vision and
leadership for developing and
implementing IT initiatives to help the
enterprise maintain a competitive
advantage.
• As the importance of technology has
increased so has the position of the
CIO.
• Must work effectively with ALL units
of the company, not just IS.

2023/10/21 33
 Twelve Main CIO
Responsibilities
The following responsibilities often define the role of the CIO:
1. Championing the organization.
2. Architecture management.
3. Business strategy consultant.
4. Business technology planning.
5. Application development.
6. IT infrastructure management.
7. Sourcing.
8. Partnership developer.
9. Technology transfer agent.
10. Customer satisfaction management.
11. Training.
12. Business discontinuity/disaster recovery planning.

2023/10/21 34
 Eight Core
Activities
• Anticipating new technologies.
– IT must keep an eye on emerging
technologies.
– Work closely with management on
decisions.
– Weigh risks and benefits of new
technologies.
• Participating in setting strategic direction.
– IS can act as consultants to management.
– Educate managers about current
technologies/trends.
• Innovating current processes.
– Review business processes to innovate.
– Survey best practices.
• Developing and maintaining systems.
– Build or buy software.

2023/10/21 35
Eight Core Activities
(continued)
Supplier management.

• Carefully manage outsourced IT.

Architecture and standards.

• Be aware of incompatibilities.
• Inconsistent data undermines integrity.

Enterprise Security

• Important to all general managers.

• Much more than a technical problem.

Business continuity planning

• Disaster recovery.
• “What if” scenarios.

2022/10/01 36
 User
Management
Activities

2022/10/01 37
 • Centralized – bring together all staff, hardware, software,
data, and processing into a single location.
Centralized vs. • Decentralized – the components in the centralized
Decentralized structure are scattered in different locations to address
local business needs.
Organizational • Federalism – a combination of centralized and
decentralized structures.
Structures – Figure 8.3 shows the continuum of where these
structures fall.

2022/10/01 38
 Five major categories of IT decisions

Examples of Affected IS Activities

Category Description
2022/10/01

High-level statements about how IT is used in the business Participating in Setting Strategic Direction
IT Principles
An integrated set of technical choices to guide the Establishing architecture and standards
IT Architecture organization in satisfying business needs. The architecture is a
set of policies and rules for the use of IT and plots a migration
path to the way business will be done
IT Infrastructure Strategies Strategies for the base foundation of budgeted-for IT Managing internet and network services;
capability (both technical and human) shared throughout the providing general support; Managing data;
firm as reliable services, and centrally coordinated Managing human resources
Business Application Needs Specification of the business need for purchased or internally Developing and maintaining information
developed IT applications systems
IT Investment & Prioritization Decision about how much and where to invest in IT including Anticipating new technologies
project approvals and justification techniques

39
Global Considerations for the MIS Organization

Issue Global IT Perspective Example

Political Stability How risky is investment in a country India, a country that faces conflict
with an unstable government ? with Pakistan

Transparency Domestically, an IT network can be SAP-R3 can be used to support

end-to-end with little effort compared production processes but only if
to global networks installed

Business When crossing borders, it is Concern when crossing boarders is

important to make sure that will data center be available when/if
Continuity contingency plans are in place needed
Planning
Cultural IT systems must not offend or insult Using images or artifacts may be
those of a different culture insulting to another culture
Differences
Sourcing Some technologies cannot be Exporting it to some countries,
exported or imported into specific especially those who are not
countries political allies is not possible

Data Flow across Data, especially private or personal For example: Brazil
data, is not allowed to cross some
Borders borders.

09/23/2022 40
Cost Recovery of Information Systems Review

Theme 8 :
 Learning
Objectives

• Understand the business of IT and the

customers it serves.
• Describe a maturity model.
• Understand the balancing act between IS
supply and business demand.
• Describe key IT organization activities and
how the leadership within the IT
organization ensures that the various
activities are conducted efficiently and
effectively.
• List the business processes within the IT
department including building a business
case, managing an IT portfolio, and
valuing and monitoring IT investments.
• Describe funding models and total cost of
ownership.
Organizing to Respond to Business
Demand: A Maturity Model
• A misalignment between the demands on the
business side and the IT offerings on the supply
side.
• IT and the business are at different levels of
maturity in their growth and development.
• Maturity Model framework is a useful tool for
understanding the differences in capabilities
(Figure 7.1).
• When the capabilities of the IT organization
are in balance with the demand of the
business, both are at the same level.
• Responding to the demands of business
requires that the IT department organize to
supply the services and products that are
needed.
Capability Maturity Model
Business-IT maturity model.
 What a Manager
Can Expect From
the IT Organization
• Level 1 – The functional view predominates.
– The IT organization is focused on the basic
services needed to:
• generate cost savings.
• provide operational information needed.
• Level 2 – Makes the business effective.
– The IT organization adopts a process view to
provide services of an integrated nature across
the organization.
– Information delivered by IS supports managerial
decision making.
– Enables business partnerships.
• Level 3 - Focuses on innovation.
– Provides support for strategic initiatives.
– Helps spur innovation.
Components of a business case.
Classification framework for benefits in a
business case
Asset Classes
of IT
Investments
Professor Peter Weill and colleagues at
MIT’s Center for Information Systems
Research (CISR) describe four asset
classes of IT investments:
1. Transactional Systems - Systems that
streamline or cut costs.
2. Infrastructure Systems - Shared IT
services used for multiple
applications such as servers,
networks, databases, or laptops.
3. Informational Systems - Systems
that provide information used to
control, manage, communicate,
analyze, or collaborate.
4. Strategic Systems - Systems used to
gain a competitive advantage in
the marketplace.
Average company’s IT portfolio
profile.
Valuation methods.
 The Balanced Scorecard
perspectives.
• Companies use it to assess the full impact of their corporate strategies
 Types of IT
Dashboards
1. Portfolio dashboards.
– Show senior IT leaders the status,
problems, milestones, progress,
expenses, and other metrics
related to specific projects.
2. Business-IT dashboards.
– Show relevant business metrics
and link them to the IT systems
that support them.
3. Service dashboards.
– Show the important metrics about
the IS such as up-time, throughput,
service tickets, progress on bug
fixes, help desk satisfaction, etc.
4. Improvement dashboards.
– Monitor the three to five key
improvement goals for the IT
group.
Comparison
of IT funding
methods.
TCO
component
evaluation.
Soft costs
considerations.
 • The CIO is a high-level IS
officer.
• There are a variety of key job
titles in the IS organization.
• IS organizations can be
Theme 7 expected to anticipate new
technologies, set strategic
Summary direction, etc.
• Managers must work with IT
leaders to develop a lean,
competitive enterprise, where
IT acts as a strategic enabler.

57
 Theme 8 Summary
• Discussed the business of IT and the
customers it serves.
• Described a maturity model.
• Explained the balancing act between IS
supply and business demand.
• Described key IT organization activities and
how the leadership within the IT organization
ensures that the various activities are
conducted efficiently and effectively.
• Pointed out the business processes within
the IT department including building a
business case, managing an IT portfolio, and
valuing and monitoring IT investments.
• Described funding models and total cost of
ownership.
 the difference between data, information, and
Differentiated
knowledge.

Related knowledge management to IS.

Theme 8
Summary
knowledge management process and
Summarized
integrated BI

between data science, big data, and data

Contrasted
analytic

59
 28 October Soshanguve
Semester 2023 South Campus

Test 3
Date Room 13-G40 12:30 PM

60
 Semester Test 3
• Total 60 Marks
• 10 Questions for 120 minutes
• Scope: Theme 7, 8, 9 & GP3
• 10% Low Order of Thinking
• 40% Middle Order of Thinking
• 5% High Level Order of thinking
 6
2

Q&A
Thank you