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IS 110 Final Exam
| Term | Definition |
|---|---|
| Enterprise Systems | provide enterprise wide support and data access for a firm's operations and business processes |
| Enterprise Application Integration (EAI) | connects the plans, methods, and tools aimed at integrating separate enterprise systems |
| effective and efficient scam systems can enable an organization to: | -decrease the power of its buyers -increase its own supplier power -increase switching costs to reduce the threat of substitute products or services -create entry barriers thereby reducing the threat of new entrants -increase efficiency |
| Integration | allows separate systems to communicate with each other, eliminating the need for manual entry |
| types of integration | Application integration Data integration Forward integration Backward integration |
| 5 basic supply chain activities | Plan, Source, Make, deliver, return |
| Supply Chain Management | the management of information flows between and among activities in a supply chain to maximize total supply chain effectiveness and corporate profitability |
| Supply Chain 3 Main Links | 1. Materials flow from suppliers 2. Transformation of materials into semifinished and finished products through the organization's own production process 3. Distribution of products to customers and their "downstream" customers at all levels |
| 3 supply chain optimization models | 1-supply chain optimization 2-inventory optimization 3-transportation and logistics optimization |
| supply chain visibility | the ability to view all areas up and down the supply chain in real time |
| block chain and supply chain | -fraud and counterfeits -immutability and interoperability -provenance -recalls -scalability and security -smart contacts -traceability |
| 3 components of supply chain management | 1- procurement: 2- logistics: 3- materials management: |
| technologies reinventing the supply chain | 3D printing, RFID, drones, robotics |
| Customer Relationship Management (CRM) | involves managing all aspects of a customer's relationship with an organization to increase customer loyalty and retention and an organization's profitability |
| CRM key players | 1-lead: 2-contact: 3-account: 4-sales opportunity: |
| rfm | recency, frequency, monetary value |
| CRM reporting technology | help organizations identify their customers across other applications & segment their customers into categories such as best and worst customers |
| CRM predicting technologies | Help organizations make predictions regarding customer behavior such as which customers are at risk of leaving |
| Operational CRM | supports traditional transactional processing for day-to-day front-office operations or systems that deal directly with the customers |
| Analytical CRM | supports back-office operations and strategic analysis and includes all systems that do not deal directly with the customers |
| Marketing | list generator, campaign management, cross/up selling |
| sales | sales, contact and opportunity management |
| customer service | contact center, web-based self-service, call scripting |
| 3 marketing operational CRM technologies | 1. List generator 2. Campaign management system 3. Cross-selling and up-selling |
| Sales and operational CRM technology | 1. sales management 2. contact management 3. opportunity management |
| customer service operational crm technologies | 1. Contact center (call center) 2. Web-based self-service system 3. Call scripting system |
| common features included in contact centers | Automatic call distribution Interactive voice response Predictive dialing |
| website personalization | occurs when a website has stored enough data about a person's likes and dislikes to fashion offers more likely to appeal to that person |
| analytical crm relies heavily on | Data warehousing/Business Intelligence/Business Analytics to gain insights into customer behavior |
| current trends include | Supplier relationship management (SRM) Partner relationship management (PRM) Employee relationship management (ERM) |
| Enterprise Resource Planning (ERP) | integrates all departments and functions throughout an organization into a single IT system so that employees can make decisions by viewing enterprise-wide information on all business operations |
| Reasons ERP systems are powerful tools | - logical solution to incompatible applications - addresses global information sharing and reporting - avoids the pain and expense of fixing legacy systems |
| Core ERP components | the traditional components included in most ERP systems and primarily focus on internal operations |
| Extended ERP components | Extra components that meet the organizational needs not covered by the core components and primarily focus on external operations |
| 3 most common core ERP components | 1. Accounting and finance 2. Production and materials management 3. Human resource |
| accounting and finance ERP components | Manages accounting data and financial processes within the enterprise with functions such as general ledger, accounts payable, accounts receivable, budgeting, and asset management |
| Production and materials management ERP components | handle production planning and execution tasks such as demand forecasting, production scheduling, job cost accounting, and quality control |
| human resource erp component | Tracks employee information including payroll, benefits, compensation, performance assessment, and assumes compliance with the legal requirements of multiple jurisdictions and tax authorities |
| Extended ERP components include | Business intelligence Customer relationship management Supply chain management Ebusiness components include Elogistics Eprocurement |
| Costs for ERP systems | Software Consulting fees Process rework Customization Integration Testing/Training |
| Balanced Scorecard | Enables organizations to clarify their vision and strategy and translate them into action |
| 4 perspectives of balanced scorecard | 1. financial 2. customer 3. internal business process 4. learning and growth |
| on-premise systems | include a server at a physical location using an internal network for internal access and firewalls for remote users' access |
| legacy system | an old system that is fast approaching or beyond the end of its useful life within an organization |
| Cloud Computing | Offers new ways to store, access, process and analyze info and connect people and resources from any location in the world where an internet connection is available |
| Advantages of Cloud Computing | accessibility, cost savings, flexibility, reliability, portable, capacity on demand, backup/recovery, scalability and availability |
| hybrid ERP | splits the ERP functions between an on-premises ERP system and one or more functions handled as Software as a Service (SaaS) in the cloud |
| common examples of hybrid erp | -business w/very specific local focus: -business w/operations geared strongly toward a specific industry -newly acquired operation w/a mismatch of multiple outdated/unsupported erps -small company w/no formal erp in place |
| software that is built correctly can | transform as the organization and its business transforms |
| software that effectively meets employee needs will | help an organization become more productive and enhance decision making |
| software that does not meet employee needs may | have a damaging effect on productivity and can even cause a business to fail |
| as an organizations reliance on software grows, so doe the business-related consequences of software successes and failures including | increase or decrease revenue, repair or damage to brand reputation, prevent or incur liabilities, increase or decrease productivity |
| Systems Development Life Cycle (SDLC) | The overall process for developing information systems from planning and analysis through implementation and maintenance |
| Planning Phase of SDLC | establishes a high-level plan of the intended project and determines project goals |
| Analysis Phase of SDLC | Involves analyzing end-user business requirements and refining project goals into defined functions and operations of the intended system |
| Design Phase (SDLC) | Establishes descriptions of the desired features and operations of the system including screen layouts, business rules, process diagrams, pseudo code, and other documentation |
| Development Phase (SDLC) | Involves taking all of the detailed design documents from the design phase and transforming them into the actual system |
| Testing Phase of SDLC | Involves bringing all the project pieces together into a special testing environment to eliminate errors and bugs, and verify that the system meets all of the business requirements defined in the analysis phase |
| implementation phase (sdlc) | Involves placing the system into production so users can begin to perform actual business operations with it |
| Parallel Implementation | uses both the legacy system and new system until all users verify that the new system functions correctly |
| Outsourcing challenges include | -Length of contract 1. Difficulties in getting out of a contract 2. Problems in foreseeing future needs 3. Problems in reforming an internal IT department after the contract is finished -Threat to competitive advantage -Loss of confidentiality |
| Outsourcing benefits include | Increased quality & efficiency of processes Reduced operating expenses for head count & exposure to risk largel investments Access to outsourcing service provider's expertise, economies of scale, best practices, & advanced tech Increased flexibility |
| outsourcing projects | Factors driving outsourcing growth include: -Core competencies -Financial savings -Rapid growth -The Internet and globalization onshore outsourcing, nearshore outsourcing, offshore outsourcing |
| outsourcing | an arrangement by which one organization provides a service or services for another organization that chooses not to perform them in-house |
| in-sourcing (in-house-development) | uses the professional expertise within an organization to develop and maintain its information technology systems |
| Work Breakdown Structure (WBS) | a plan that breaks down a project's goals into the many deliverables required to achieve it |
| 2 primary diagrams used in project planning | PERT and Gantt charts |
| A well-defined project plan should be | Easy to understand and read Communicated to all key participants Appropriate to the project's size, complexity, and criticality Prepared by the team, rather than by the individual project manager |
| project plan | A formal, approved document that manages and controls project execution |
| S - Specific M - Measurable A - Agreed upon R - Realistic T - Time frame | criteria are useful reminders on how to ensure that the project has created understandable and measurable objectives |
| Executive sponsor | The person or group who provides the financial resources for the project |
| Project stakeholder | Individuals and organizations actively involved in the project or whose interests might be affected as a result of project execution or project completion |
| project management (pmo) | an internal department that oversees all organizational projects |
| Project Milestone | Represents key dates when a certain group of activities must be performed |
| Project deliverable | Any measurable, tangible, verifiable outcome, result, or item that is produced to complete a project or part of a project |
| project manager | An individual who is an expert in project planning and management, defines and develops the project plan, and tracks the plan to ensure the project is completed on time and on budget |
| Project Management | The application of knowledge, skills, tools, and techniques to project activities to meet project requirements |
| project | A temporary activity a company undertakes to create a unique product, service, or result |
| the Hackett group analyzed 2000 companies and discovered | -three in ten major IT projects fail -21% of the companies state that they cannot adjust rapidly to market changes -one in four validates a business case for IT projects after completion |
| the project management institute (phi) develops procedures and concepts necessary to support the profession of project management and has 3 areas of focus: | 1- the distinguishing characteristics of a practicing professional (ethics) 2- the content and structure of the profession's body of knowledge (standards) 3- recognition of professional attainment (accreditation) |
| the consequences of failed projects include | Damaged brand Lost goodwill Dissolution of partnerships Lost investment opportunities Low morale |
| types of feasibility | economic, operational, schedule, technical, political, legal |
| Primary reasons for project failure | -unclear or missing business requirements -skipping SDLC phases -failure to manage project scope -failure to manage project plan -changing technology |
| scrum | Uses small teams to produce small pieces of deliverable software using sprints, or 30-day intervals, to achieve an appointed goal under this methodology, each day ends or begins with a stand up meeting to monitor and control the development effort |
| Rational Unified Process (RUP) | Provides a framework for breaking down the development of software into four gates |
| Extreme Programming (XP) | Breaks a project into tiny phases, and developers cannot continue on to the next phase until the first phase is complete |
| prototype | A smaller-scale representation or working model of the users' requirements or a proposed design for an information system |
| Rapid Application Development (RAD) | Emphasizes extensive user involvement in the rapid and evolutionary construction of working prototypes of a system to accelerate the systems development process |
| Agile Methodology | Aims for customer satisfaction through early and continuous delivery of useful software components developed by an iterative process using the bare minimum requirements |
| Iterative Methodology | consists of a series of tiny projects |
| waterfall methodology | A sequence of phases in which the output of each phase becomes the input for the next |
| maintenance phase (sdlc) | involves performing changes, corrections, additions, and upgrades to ensure the system continues to meet the business goals |
| phased implementation | installs the new system in phases (for example, by department) until it is verified that it works correctly |
| Plunge Implementation | discards the legacy system and immediately migrates all users to the new system |
| Pilot Implementation | assigns a small group of people to use the new system until it is verified that it works correctly, then the remaining users migrate to the new system |
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