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BusBis > Chapter 14: Making the Business Case for Info Systems and Managing Projects > Flashcards

Chapter 14: Making the Business Case for Info Systems and Managing Projects Flashcards

1
Q

Business Case

A

proposal to management seeking approval for an investment

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1
Q

Principle Challenge of IS

A

ensuring they generate genuine business benefits

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2
Q

What is in a business case

A
  • describes problem
  • provides analysis of costs, benefits, and risks
  • describes rationale for proceeding with investment
  • shows how investment supports firm’s strategic goals and business objectives and how it fits in with overall IS plan
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3
Q

Info System Plan

A

roadmap indicating direction of systems development
- purpose –> rationale –> situation –> developments –> management strategy –> implementation plan —> budget

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4
Q

For effective plan

A
  • document existing systems and infrasturcture components
  • identify decision making improvements
  • clear understanding of long term and short term info requirements
  • describes organizational changes required
    when making a new case for IS, must show how proposed system fits into plan
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5
Q

Portfolio Anaysis

A

analysis of potential applications within a firm to determine the risks and benefits and to select among alternatives for info systems
- inventories all IS projects and assets
- firms try to improve return of portfolios

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6
Q

Scoring Model

A

method for deciding among alternative systems based on a system of ratings for selected objectives
- assigns weight to various features of a system
- calculates the weighted totals

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7
Q

Tangible Benefits (IS)

A
  • quantified and assigned a monetary value, include lower operational costs and increase CF
  • save space (displace labor)
  • transaction and clerical system
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8
Q

Intangible benefits

A
  • not easily quantified may lead to quantified gains in long run
  • typically produced by systems that influence decision making
  • more efficient customer service, enhanced decision making
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9
Q

Capital budgeting (for IS)

A

process of analyzing and selecting various proposals for capital expenditures
- rely on measure of cash flows into and out of firm
- measures long term capital investment projects
- Costs > benefits bas

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10
Q

Payback Method

A

how long it takes for cash inflows from a project on investment to cover the initial outlay

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11
Q

Accounting Rate of ROI

A

calculates return expected from an investment relative to initial cost
Accounting profits: net income or operating income

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12
Q

Net Presale Value

A

calculates difference between cash inflows and cash outflower presently over time
- money today is worth more than money in furute

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13
Q

Internal Rate of Return (RII)

A

rate of return that makes the present value of investments cash inflows = to initial investment cost

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14
Q

Limitations of Financial Models

A

-don’t consolidate all factors that affect cost and benefits
- costs from organization disruptions
- costs to train end users
- productivity costs to learn new system

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15
Q

Runaway projects

A

exceed budget, schedule

16
Q

Type of System Failure

A
  • fail to capture essential business requirements
  • fail to provide organizational benefits
  • complicated, poorly organized interface
  • inaccurate or inconsistent data
17
Q

User Interface

A

part of system through which the end user interacts with system

18
Q

Consequences of Poor Management

A
  • cost overruns
  • time slippage
  • technical shortfalls impairing performance
  • failure to obtain anticipated benefits
19
Q

Project

A

planned series of related activities achieving a specific business objective

20
Q

Project Management

A

application of knowldge, skills, tools, and technologies to achieve specific targets within specified budget and time constraints

21
Q

5 Major Variables of Project Management

A

1) scope
2) time
3) cost
4) quality
5) risk

22
Q

Scope

A
  • defines what work is and is not included in a project
  • defines all work required to compute a project successfully
  • does not expand beyond what was originally agreed upon and intended
23
Q

Time

A
  • amount of time to complete the project
  • each component of project is broke down into activities and tasks
  • establish schedule
24
Q

Cost

A
  • based on time required to complete project multiplied by cost of human resources - software, hardware, workspaces
  • develop budget for project and monitor ongoing project expenses
25
Q

Quality

A
  • indicator of how well the result of a project satisfies the objectives specified by management
  • improved organizational performance and decision making
  • accuracy and timeliness of info produced by system
  • ease of use
26
Q

risk

A

potential problems threatienign the success of project
- might increase time/cost, and decrease quality of outputs

27
Q

Project Risk

A
  • stretched resources
  • operational mishaps
  • law performance
  • lack of clarity
  • scope creep
  • high costs time crunch
28
Q

Dimensions of Project Risk

A
  • project size
  • project structure
    CHECK TAHT PAGE THERES MORE IDK
29
Q

Triple Constraint

A

Time: window of oppourtunity project must be completed to provide benefit to org
cost: amount of resources that an organization can commit to completing a project
scope: the work required to complete the project successfully

30
Q

Change Management

A

process, tools, and techniques to manage the people side of change
- ensure project changes are smoothly and successively implemented to achieve desired outcome

31
Q

Change Management Challenges

A

resistance to change, lack of leadership buy in, poor comms, insufficient resources and training

32
Q

Concept of Implementation

A

process of adoption, mangagment, and routinizaiton of an info system
- involves all organization activities that support integration of new system

33
Q

systems analyst

A

catalyst for change, develop technical solutio

34
Q

change agent

A

communicate betwen users
mediate interests
facilitate organizaitonal adjustments

35
Q

End UsersUser-Designed Communications Gap

A

differencers in backgroud, interest, priorities, approachs etc

36
Q

Manag

A

BusBis (9 decks)

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