Short-range Wireless Networks Medium-range Wireless Networks Bluetooth: industry specification used to create small personal area network UWB (Ultra Wideband): high bandwidth wireless technology with transmissions speeds in excess of 100 mbps NFC (Near Field Communications): has the smallest range of all Personal Area Network: computer network used for communication among computer devices close to 1 person Wireless Mesh Network: use multiple wifi access point to create wide area network Wi-Fi (Wireless Fidelity): a wired LAN without cables (WLAN) such as internet and intranet Realtime, wireless connection between a mobile device & other computing environment ubiquitous computing virtually every object has processing power to wireless/wired connection to a global network Mobile Computing Pervasive Computing Wireless Computer Networks & Internet Access Wide Area Wireless Networks Cellular Telephone: use radio waves to provide 2 way communications 1G, 2G, 3G, & 4G Cellular Radio Wireless Broadband or WIMAX M-commerce EC transaction in wireless environment especially via internet Mobile Commerce Definisi: telekomunikasi dengan gelombang electromagnetic dibandingkan kabel Wireless Chapter 7 Wireless Technologies and The Modern Organization Wireless Security Threats Rogue Access Point War Driving Eaves Dropping RF Jamming WAP (Wireless Applications Protocol): standar yg memungkinkan wireless device untuk mengakses informasi & layanan web-based internet browser with a small file size that can work within the confines of small screen sizes on wireless devices relatively low bandwidths of wireless network Types of orbits: GEO, MEO, LEO GPS (Global Positioning System) IoS (Internet over Satellite Microbrowsers Short Message Device Satellite Transmission memakai radio-wave frequencies untuk kirim data Radio Transmission langsung antara transmitter & receiver sinar merah yg tampak oleh manusia Infrared Transmission Microwave Transmission Wireless Technologies Wireless Devices Wireless Transmission Media
Widespread availability of mobile device No need for a PC Cell phone culture Declining price Bandwidth improvement Mobile banking Wireless electronic payment systems Mobile (wireless) wallets Micropayments Wireless bill payments Mobile portals Voice portals Intrabusiness Application Financial Service Wireless Telemedicine Accessing Information Factor Development of M-commerce Mobile Computing and Mobile Commerce Shopping from wireless device Location-based services Location-based advertising Location-based Information Mobile Commerce Applications Chapter 7 (cont d) Persuasive Computing Radio-Frequency Identification (RFID) technology Allows manufacturers to attach tags with atennas & computer chips on good and track their movement through radio signal Wireless Sensor Networks (WSNs) Networks of interconnected, batery powered, wireless sensors called motes that are placed into the physical environment
Inventory management Quality control HR Maintenance and Development In house logistics and material management Planning product & operation Computer Integrated Manufacturing: an approach that ntegrates various automated factory systems Product life cycle management HR Planning and Management Recruitment For HR For marketing For production/operation management For accounting and finance Benefits administration Employee relationship management Payroll and employee record Functional Area Information System Reports Ad-hoc/on demand report: Drill-down report Key-indicator reports Comparative reports Routing report: produced at schedule intervals Exception reports: include only information that falls outside certain threshold standards : provides information primarily to lower and middle level managers in the various functional areas Financial planning & budgeting Managing financial transaction Investment management Control & auditing Budgeting Global stock exchange Auditing Functional Area Information System (FAIS) Financial & economic forecasting Managing multiple currencies Virtual close Expense management automation Budgetary control Financial ratio analysis Chapter 8 Information Systems that Support Organizations Transaction Processing System Enterprise Resource Planning Systems Process TPS (Figure 8.1) Transactions: any business event that generates data worthy of beng captured & stored in data base Batch processing: firm collects data from transactions as they occur, placing them in groups or batches : take a business process view of the overall organizations to integrate the planning, management, and use of all of an organization s resource, employing a common software platform and database Organizational flexibility and agility ERP I ERP II Evolution Decision support Benefits of ERP Quality and efficiency Decreased costs complex expensive Drawbacks of ERP time consuming to implement Integrates systems by providing layers of software that connect applications together Entreprise Application Integration (EAI)
search and comparison capabilities technical & other information and services customized product and services personalized web pages FAQs email & automated response loyalty programs efficient, personalized marketing, sales and services a 360-degree view of each customer Ability of sales and service employees to access a complete history of customer interaction with the organization, regardless of the touch point. providing input int decisions relating to products and service (e.g. pricing and product development) increasing customer acquisition, cross selling, and up selling designing and executing targeted marketing campaigns increasing customer acquisition, cross selling and up selling Customer Touching Applications Benefits analyze consumer behavior & perception Describe Analytical CRM 2 Major Component of Operational CRM Chapter 9 IS, Management, & Decision Making Customer Facing Applications : application actually interact with customer CIC (Customer Interaction Center) Sales Force Automization Marketing Campaign Management where organizational representives use multiple communication channel to support communication preferences to customers outbound telesales inbound teleservices contact management system sales lead tracking system sales forecasting system product knowledge system purchasing profile 3 marketing ways right messages are sent to the right people Cross Selling: based on previous purchase Up Selling: offer higher value and prices first to customers Bundling: group of product combined together
On-Demand CRM Host by external vendors Negative side: vendor could prove to be unreliable hosted software is difficult or impossible to modify giving strategic customer data to vendors carries risk smartphone it may be difficult to integrate vendor-hosted CRM software with the organization s existing software Mobile CRM, ondemand CRM, open-source CRM Mobile CRM own portable services interact direct to customer no cost Chapter 9 IS, Management, and Decision Making (cont d) Open Source CRM favorable pricing and a wide variety of applications very easy to use benefits attractive feature for organizations updates and bug (software error) fixes occur rapidly extensive support information is available free of charge involves quality control drawbacks lack of central authority Organizational strategy that is customer focused and customer driven CRM help company: acquire new customer retain existing profitable customer Customer Relationship Management CRM process: grow relationship with existing customer marketing effort customer acquisition traditional support and resell telephone contract actual physical interaction with customer segment customer touch point additional popular personal technologies: email website smartphone 2 basic elements of CRM: 360-degree view data consolidation Collaborative CRM: effective&efficient interactive communication with customer throughout entire organization
Supply Chain Segments of supply chain Organization and processes that create and deliver products, information, and services to end customer. Upstream à sourcing or procurement from external suppliers occurs Internal à where packaging, assembly, or manufacturing takes place Downstream à where distribution takes place, frequently by external distribution Generic supply chain Tiers of supplier à a supplier may have 1/more subsuppliers and the subsupplier may have its own subsupplier(s) Flows in the supply chain Material flows Information flows Financial flows Also include reverse flows Provide supporting information Replaces material flows Chapter 10 Planning for, Acquiring, and Maintaining Information Systems Function IOS (Interorganizational Information Systems) Plan, organize & optimize the various activities performed along the supply chain Eliminate paper processing and its associated inefficiencies & costs Improve the quality of the information flow à reducing/eliminating errors Compress the cycle time Reduce the cost of routine business transactions Make the transfer & processing of information easier for users Supply Chain Management Push Model VS Pull Model Push model Make-to-stock Production process begins with a forecast Have uncertainty Pull model Make-to-order Begins with a customer order sources Uncertainties Need coordination Bullwhip effect à erratic shifts in orders up & down the supply chain Problems along the supply chain solution Vertical integration à company buys its upstream suppliers to ensure that its essential suppliers are available as soon as they are needed Using inventory systems Information sharing JIT systems Vendor-managed inventory (VMI) à retailer doesn t manage the inventory for a particular product / group of products
definition Communication standard that enables business partners to exchange routine documents Electronic Data Interchange (EDI) Benefits Minimize data entry errors Length of the message can be shorter Messages are secured Reduces cycle time Increases productivity Enhances customer services Minimizes paper usage & storage Drawback Involves a significant initial investments à ongoing operating costs are high Difficult to make quick changes Chapter 10 Planning for, Acquiring, and Maintaining Information Systems IT Support for Supply Chain Management Extranets Problematic for small business Benefits Business process must sometimes be restructured to fit EDI requirements Required support from specialized IT experts Lose significant business partners Overall improvement in business effectiveness Lower costs Improved order entry & customer service Faster processes & information flow Types of extranets A company & its dealer, customers, or suppliers An industry s extranet Joint ventura & other business partnership Portals & Exchange Procurement portals à automate the business process involved in purchasing/procuring products between a single buyer & multiple suppliers Distribution portals à automate the business process involved in selling/distributing products from a single supplier to multiple buyers
Manager s job & decision making 3 basic roles of managers (Mintzberg, 1973) Decision making process Interpersonal roles à figurehead, leader, liaison Information roles à monitor, disseminator, spokesperson, analyzer Decision rules à entrepreneur, disturbance handler, resource allocator, negotiator Intelligence phase Design phase Choice phase Chapter 11 Managerial Support Systems Managers & Decision Making Why managers need IT support? 2 major dimensions of decisions Number of alternatives to be considered Decision must be made under time pressure Necessity to conduct a sophisticated analysis Decision makers & info can be in different locations. Bringing them all together quickly & inexpensively can be a difficult task Problem structure Nature of decisions Semistructured Unstructured decisions Structured decisions Operational control Management control Strategic planning Applications & technologies for consolidating, analyzing & providing access to vast amounts of data to help users make better business & strategic decisions 2 basic types of BI applications Those that provide data analysis tools (multidimentional data analysis/online analytical processing, data mining &decision support systems) Those that provide easily accessible information in a structured format ( digital dashboards) Corporate Performance Management (CPM) à the area of BI involved in monitoring & managing an organization s performance according to key performance indicator (revenue, ROI) Business Intelligence (BI) Multidimentional Data Analysis / Online Analytical Processing (OLAP) Benefits Process of performing complex, multidimentional analyses of data stored in a database/data warehouse Ability to analyze the data in a way that allows users to quickly answers business questions Allow users to slice and dice data Provides users with excellent view Process of searching for valuable business info in large database, data warehouse/data mart 2 basic operations Predicting trends & behaviors Identifiying previously unknown patterns Data mining Predictive problem Retailing & sales, banking, manufacturing & production Insurance, policework, health care, marketing
Business Intelligence (BI) Decision Support Systems (DSS) Related issues Combine models & data in an attempt to solve semistructured & some unstructured problems with extensive user involvement Sensitivity analysis What-if analysis Goal-seeking analysis Group decision support system Organizational decision support system Digital dashboard à provides rapid access to timely information & direct access to management reports. Data Visualization Technologies Geographic Information Systems (GIS) à computer-based system for capturing, integrating, manipulating & displaying data using digitized map Virtual Reality à interactive, computer-generated, three-dimensional graphics delivered to the users through a head-mounted display Chapter 11 Managerial Support Systems Artificial Intelligence (AI) Term that describes the various commercial applications of artificial intelligence à subfield of computer science that is concerned with studying the thought processes of humans & re-creating the effects of those processes via machines, such as computers & robots Turing test à proposes that a person & a computer both pretend to be a women (or men) & the human interviewer has to decide which is which Computer systems that attempt to mimic human experts by applying expertise in a specific domain Knowledge acquisition à acquired from experts / from documented sources Intelligent Systems Expert systems Transfer of expertise involves 4 activities Knowledge representation à acquired knowledge is organized as rules/ frames (object oriented) & stored electronically in a knowledge base Knowledge inferencing à computer is programmed so that it can make inferences based on the stored knowledge Knowledge transfer à transferred to the user in the form of a recommendation Knowledge base Components Inference engine User interface blackboard Explanation subsystem/justifier Knowledge-refining
Chapter 11 Managerial Support Systems Intelligent Systems Neutral Networks Natural Language Processing (NLP) & Voice Technologies 2 types of NLP Communicating with a computer in the user s native language. Natural Language Understanding Advantages Disadvantages Easy to use Faster than typing Manual freedom Inability to recognize long sentences Natural Language Generation à technology that enables computers to produce everyday language either by voice or on the screen so that people can understand computers more easily. à a system of programs & data structures that stimulates the underlying concepts of the human brain Fuzzy Logic à a branch of mathematics that deals with uncertainties by stimulating the process of human reasoning
IS Project Management à directed effort to plan, organize & manage resources to bring about the successful achievement of specific IS goals Information Technology Project Manager Triple constraint of project management Scope Cost Time Project Management Process Project initiation Project planning Project execution Project monitoring & control Project completion Lack of sufficient planning at the start of a project Why IS projects don t deliver their potential value? Difficulties with technology compatibility (new tech may not work with the existing tech) Lack of commitment by management providing the necessary resources Chapter 12 Acquiring Information Systems and Applications Planning for & Justifying IT Applications IT Planning Application portfolio Planning process Poorly defined project scope Lack of sufficient time to complete the project Generates a prioritized list of both existing & potential IT applications Begin with organizational strategic plan IT Architecture States firm s overall mission à a set of long-range goals that describe the IT infrastructure & identify the major IT initiatives needed to achieve the organization s goals Must be aligned with the organization s strategic plan IT strategic plan 3 objectives IT steering committee Must provide for an IT architecture that enables users, applications & database to be seamlessly networked & integrated Must efficiently allocate IS development resources among competing projects so the projects can be completed on time & within budget & have the required functionality A group of managers & staff representing various organizational units, is set up to establish IT priorities & to ensure that the MIS function is meeting the needs of enterprise Mission à the mission of the IS function (derived from IT strategy) IS environment à a summary of the info needs of the functional areas & of the organization as a whole IS operational plan Objectives of IS function à the best current estimate of the goals of IS function Constraint on IS function à technological, financial, personnel, & other resource limitations on IS function Application portfolio à a prioritized inventory of present applications & a detailed plan of projects to be developed/continued during the current year Resource allocation & project management à a listing of who is going to do what, how, and when
Planning for & Justifying IT Applications Evaluating & justifying IT investments Assessing the cots Assessing the benefits Conducting cost-benefit analysis Buy the application Lease the application Using NPV ROI Breakeven analysis Business approach Strategies for Acquiring IT Applications 6 common options Software-as-a-Service Use open-source software Outsourcing Develop the applications in-house Chapter 12 Acquiring Information Systems & Applications The Traditional Systems Development Llife Cycle Alternative Methods & Tools for Systems Development à the traditional systems development method that organizations use for large-scale IT projects 6 processes Systems investigation Systems analysis Systems design Programming & testing Implementation Operation & maintenance Prototyping à defines an initial list of user requirements, builds a model of the system & then improves the system in several literations based on user s feedback. Joint application design (JAD) à a group-based tool for collecting user requirements & creating systems design Integrated Computer-Assisted Software Engineering Tools (CASE) àa development approach that uses specialized tools to automate many of the tasks in the SDLC Rapid Application Development (RAD) à a system development method that can combine JAD, prototyping & ICASE tools to rapidly produce a high-quality system. Agile Development à a software methodology that delivers functionality in rapid literations, which are usually measured in weeks. End-user Development à Organization s end users developing their own applications with little / no formal assistance from IT department. Component-Based Development à uses standard components to build applications. Identify potential vendors Vendor & Software Selection 6 steps in selecting a software vendor Determine the evaluation criteria Evaluate vendors & packages Choose the vendor & package Negotiate a contract Establish a service level agreement