IT and Management Introduction 21 st January 2016 Xenia - - PowerPoint PPT Presentation

INF5890 IT and Management Introduction 21st January 2016

Xenia Vassilakopoulou – IFI xvasil@ifi.uio.no Espen Skorve – IFI espesko@ifi.uio.no

About the course

• Practicalities

– Course overview (format, important dates etc.) – About the project

• Course content

Course Overview

Lectures Reading Seminars Project Deliverables 21.01 Introduction

• 28.01

IT Governance 04.02 II Governance 11.02 IT Governance in Public 18.02 IT Sourcing 25.02 Project Management I 03.03 Project Management II 4.03 (deliverable no. 1) 10.03 Complexity in Project Management 17.03 Enterprise Architecture 01.04 (deliverable no. 2) 31.03 Service-Oriented Architectures 07.04 Architectures in large projects: e-resept 14.04 Open source – open community 28.04 Critical Perspectives 21.04 (deliverable, no. 3) 12.05 Wrap-up

Home Exam between May 16-27

Discuss: Readings Project Work Present: Group Project Deliverables As per reading list

(matching literature to lectures to be found in website next week) Thursday 12:15–14:00 in Prolog Friday 10:15–12:00 in Prolog

Projects

• Mandatory participation
• Have to be completed to take exam - not graded
• Each project group has 4-5 participants
• Project groups find cases
• Staged approach for deliverables

– Two group deliverables – One individual deliverable

• Groups need to be formed and cases selected by Feb 12th
• More in seminar tomorrow (10:15–12:00 in Prolog)

Projects’ Overall Description

• Study the “as-is” situation related to IT management/governance in
• ne selected organization

– Map – Analyse (using concepts and frameworks taught in the course) – Recommend – Compare and contrast across cases

• At least two interviews (during a month’s time) and secondary

sources (organization’s documentation or from public sources)

• Deliverables

– To be presented and discussed in seminars

• Detailed guidelines for project work to be found in the web page

What is the course about?

• Course content

The course offers an overview over central managerial challenges related to development, implementation and management of IT solutions in current organizations.

• Learning outcome

Through the course you will gain knowledge on these topics:

– IT Governance – approaches, models and frameworks – Vendor relations, contracts and purchases - sourcing – Project Management – Enterprise Architectures – Management of complex systems and infrastructures

INF5890 in a nutshell

IT Governance IT Development & Maintenance INF5890 IT Management

Strategic level (giving overall direction) Operational level (ongoing management)

Reading Material

• Book:

– not textbook, written for a professional audience, less structured - more narrative – easy to read, include a lot of practical examples

• Papers and manuscripts:

– written for a scientific audience, presuppose some background knowledge of the topics, to read after the relevant lectures – contain useful references

• Lecture presentations will be available in the web page

after each lecture

Simple models of complex phenomena

“all models are wrong, but some are useful” (George Box, 1978)

• A model with all the complexity of the original does not help us

understand the original.

• The whole purpose of a model is to eliminate details that are not

essential to the problem at hand.

• So, purposeful simplifications! What to foreground and what to

send to background…

Model types

• SenseMaking vs Predictive vs Normative models

– SenseMaking Models help us: – Focus attention - filter incoming information – Short-out which further information to collect – Communicate

Decision on what Decision by whom

A Matrixed Approach to IT Governance

A matrix that juxtaposes five IT decision domains against different decision taking modes

• P. Weill and J. Ross, “IT Governance: How Top Performers Manage IT Decision Rights for Superior Results” (Boston: Harvard Business

School Press, 2004).

Beyond the book…

• Some technological trends not covered by

Weill and Ross:

– Cloud computing, virtualization – Loose application integration (e.g. web services) – Process tools (advanced BPM, BPEL) – Platforms/ecologies – Open source sw/commons-based peer production

• -> Complexity as explicit theme

Cloud Computing

“Cloud computing is a model for enabling ubiquitous, convenient, on–demand network access to a shared pool of configurable computing resources (e.g. networks, servers, storage, applications and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction” U.S. National Institute for Standards and Technology (NIST)

Cloud Delivery Models

• Infrastructure as a Service (IaaS)

– Virtual server instances that can deploy and run software e.g. Amazon Web Services provide resizable computing capacity.

• Platform as a Service (PaaS)

– Virtual development environment e.g. Microsoft Azure provides a wide selection of operating systems, programming languages, frameworks, tools, databases and devices.

• Software as a Service (SaaS)

– Run applications e.g. SAP on-demand ERP system

Web Services

• Web Services allow loose coupling among

applications.

• Tight coupling is appropriate when a well-

defined relationship exists between applications.

• Loose coupling is appropriate for exposing

business logic when the partner system is not necessarily specified.

• Polycentric decision making for

applications is facilitated by loose coupling

• Governing architecture and infrastructures

becomes more important

Advanced Process Tools

• Work tasks that span systems. Processes

documented in documents and regulations.

• Process deployment on the basis of events

monitored locally.

• Information exchanges by bricolage and with

room for local autonomy.

• A new layer to connect work tasks and systems.

Processes modeled in the new layer.

• Formal models for process deployment and

monitoring.

• Global management of human to human, human

to machine, machine to machine interactions.

Before BPM After BPM

New layers to be governed

Governance arrangements are related to key decisions within

• rganisations on

standardisation and integration. Whenever issues of integration and standardization arise BPM and SOA are becoming important.

Platforms

• Platforms beyond organizations

– how Apple balanced control (over platform) with

• penness for third party development)
• … and within organizations

– enterprise systems as platforms: vendor + third party + in house components. E.g. Microsoft Sharepoint for HelseNorge (evolution, customization, migrations between versions…)

Open Source Software – Commons-based Peer Production

Important governance decisions related to IT principles. New way of sourcing. New way of conceptualizing projects.

IT development, implementation & management in current organizations is complex

• Great number of

components (technological and organisational)

• Great heterogeneity

among components

• Great number of

connections (formal and informal, managed and unmanaged)

• Great heterogeneity of

connections (tight/loose)

• Great speed of change

Complexity Science(s)

• Explains e.g.:

– Zoological phenomena (bird flocks, ant ommunities etc) – Biosphere, eco systems – Body: brain, immune system – Social phenomenon (behaviour)

• One definition:

– “complexity is dependent on the number of different types

• f components, the number of types of links, and the

speed of change of the system”

• Scott L. Schneberger og Ephraim R. McLean (2003): The Complexity

Cross – Implications for Practice. Communications of the ACM, vol. 66, no. 9, s. 216-225.

• Complex Adaptive Systems theory:

– How complex systems develop through participants’ ”adaptive” behaviour (i.e learning) – Managment philosophy (enable self organisation and learning)

• Axelrod and Cohen (2001): “Harnessing Complexity:

Organizational Implications of a Scientific Frontier”

(”The Cynefin framework”)

Further readings…

Managerial vs. technology-centered accounts:

Ciborra and associates (2000): “From Control to Drift. The dynamics of corporate information infrastructures” Hanseth and Ciborra (eds) (2007): “Risk, Complexity and ICT”