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IM4DBM

Nico Firus Inglês 147 flashcards

Model of Info Management

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  1. 1Digital TransformationOrganizational transition of business strategies and org. competencies through introduction and use of digital technologies with the aim to achieve major business improvements.
  2. 24 characteristics of digital transformationInevitable
    Irreversible
    Incredibly fast
    Uncertain in execution
  3. 3SMACSocial Media
    Mobility and Consumerization
    Analytics / Big Data
    Cloud Computing (services for specific problems instead of whole machines)
  4. 42 Critical dimensions of Digital TransformationDigital Capabilities
    Leadership Capabilities
  5. 5Information Theory by ShannonInformation reduce uncertainty resp. surprises
  6. 6Information as an asset in case of......relative scarcity
    ... economic demand
  7. 7Objectives and Tasks of Information management- balancing demand & supply
    - supplying decision makers with relevant info
    - ensuring high info quality
    - application of ICT to support fulifillment of taks
    - timely optimization of info flows
  8. 8Principles of Info LogisticsRight INFORMATION
    at the right TIME
    in the right AMOUNT
    at the right PLACE
    in the required QUALITY
  9. 9Model of Info ManagementModel of Info Management
  10. 10Information Managementsection of business management which is responsible for ensuring the best use of inforamtion regarding business objectives
  11. 11Why models? Characteristicsreduce complexity
    always have an object,
    a target group / recipient,
    a purpose
  12. 12Models in the layers of information managementBusiness Models
    Business Process Models
    Data Models
  13. 13Model elementsMapping rules
    Model subject
    Part of reality to be modelled (object)
    Recipient
  14. 14Model disambiguationACTUAL model: real systems
    --> acquire info about specific system
    TARGET model: future design alternatives
    --> org. and IT structure or enterprises
  15. 15Business Model ElementsBlueprint of how a company creates and captures value
    Customer (WHO)
    Value prop (WHAT)
    Value chain (HOW)
    Profit Mechanism (WHY)
  16. 16Business Model Schools of ThoughtBusiness Model Schools of Thought
  17. 17Business Model Canvasstrat. man. / lean startup template to develop new biz mods
    K. Partners - K. Activities - K. Resources
    Value Proposition
    Customer R/S - Channels - Cust. Segments
    Cost Structure - Revenue Streams
  18. 18Examples of business model innovationCustomer designed: Lego, Spreadshirt)
    Razor&Blade or vv: Gillette, Nespresso, Apple
    Leverage cust. data: Google, FB, Verizon
    P2P: Couchsurfing, Parship, Napster
  19. 19Why is business model innovation complex and challenging?Because it subsumes a vast scope, multiple interdependencies and side effects
  20. 20Waves of digital changeADCSM
    Analogue
    Digital
    Connected
    Social
    Mobile
  21. 21Business model innovation through digital transformation - 5 archetypes1. Reinventing industries
    2. Subst. P&S
    3. Creating new dig. biz.
    4. Reconfiguring value delivery models
    5. Rethinking value prop.
  22. 22Lines and activities of a service blueprintIVIOI
    Interaction
    Visibility (cust. can see)
    Internal Interaction (cust. canot see)
    Order Penetration (support service)
    Implementation (larger ops)
  23. 23Strategic alignmentHow well does my IT strategy (what ssystems I use etc) align with my corporate strategy?
  24. 24Strategic alignment modelfit b/w IT and corp. strat.
    BizStrat
    IT Strat
    Org. Infra. + Processes
    IS Infra. + Processes
    everything linked
  25. 25Information-Intensity-Portfolio (Porter)2x2 matrix: how can we use technology to innovate our products?
    1. Information intensity of P or S - low/high
    2. Information intensity of prod. process - low/high
  26. 26Evidence for high information content in production process- many customers / suppliers
    - many product components
    multiple step creation process
    - long cycles in process
  27. 27Evicende for high information content of P or S- P = information
    - P works through info processing
    - high costs for cust. training
    - P = tool (-like)
  28. 28Importance matrix for applications (McFarlan)help prioritize investments (and divestments) in applications in my IT landscape
    2x2 matrix
    1. Strat. impact of existing system
    2. Strategic impact of future sys.
    low/high
  29. 29Importance matrix content[decision: critical for daily biz | create comp. adv.]
    Support: n/n
    Factory: y/n
    Strategic: y/y
    Turnaround: transit state to 'Strategic'
  30. 30E-Businesselectronic initiation and support, implementation, and maintenance of value exchange processes via electr. networks
    (Wirtz, 2001)
  31. 31eCommercesubset of eBusiness
    electr. execution of the transaction-based side of the supply chain
  32. 32Categories of eBusinessC2C: flea market; C2B: online job forum
    C2A: electr. tax declaration
    B2C: online shops; B2B: e-procurement; B2A: tax decl.
    A2C: benefits handling; A2B: public tenders; A2A: internal admin processes
  33. 33Potentials of eBusinessImprove existing (e.g. stock exchange, eRecruiting --> LinkedIn)
    Enter new (e.g. AWS)
    Disintermediate existing (Teile überspringen)
  34. 34Adv. f. producer from disintermediation (producer becomes trader, or trading becomes redundant)Margin potential
    - no margin claimed by stores
    Customer data:
    - direct access
  35. 35eMarketsMarkets implemented using ICT, i.e. mechanisms of market concerning trading of G&S that support transaction phase(s)
  36. 36Classification of revenue models in the internetTransaction-dependent or independent
    &
    Direct or indirect revenue generation
  37. 37Positive Network effect Positive Consumption effect Positive Production effectboth the producer & consumer profit from higher dissemination of the good
    utility of one unit of certain good increases, avg. cost decreases --> economies of scale
  38. 38Consequences of network effects- natural monopolies
    - essential to manage cust. expect. to trigger circle of pos. feedback
    - incr. importance of cust. loyalty and lock-in-effects
  39. 39Schumpeter's theory of economic developmentEntrepreneur's function is to innovate by carrying out new combinations:
    - introduce new product
    - intro. new production method
    - create new market
    - create new procurement market
    - implement new org. structure
  40. 40Innovation- lat. innovare (renew)
    - invention that promises econ. success
    product or process innovation (intro to market or appl. of new method)
  41. 41Innovation process1. Idea creation & evaluation
    2. Concept dev. & product planning
    3. Concept prep. & dev.
    4. Prototype dev., pilot appl./test
    5. Production, roll-out, market penetration
  42. 42Attributes of innovation processHigh degree of novelty
    High complexity
    High variability
    Low structuring
  43. 43Closed Innovationcompanies develop and commercialize ideas from internal departments, mainly R&D
    FUNNEL: Research --> Dev. (Boundaries)
  44. 44Open Innovationcomp. commercialize both internal and external innovations and collaborate w. research institutes and startups
    (incl. licensing, techn. acqu. etc.)
  45. 45Open innovation methodsEarly phase: CO: Quality Function Deployment; OI: Idea contest, innovation community, focus groups
    Mid phase: OI: Toolkit approach, lead user method
    Late phase: CO: empathic design, product clinic
  46. 46Motives customer integration (company perspective)- increase innovativeness
    - shorter innovation cycles
    - cost reduction
    - new markets & rev. pos.
    - uncertainty reduction
  47. 47Schumpeter's theory of economic developmentEntrepreneurs innovate by carrying out new combinations --> creative destruction
  48. 48Information as 4th factor of production- result is affected by combination of res.
    - difference b/w competitors because of information
    - competition as a discovery process for new knowledge
    - buisness ideas as a result of linking info.
  49. 49Information lifecycleDemand
    Source
    Resource
    Supply
  50. 50Model of Information behavior (Wilson, 1981)- people have diff. info seeking behavior
    - depends on physiol., affective and cognitive needs
    - depends also on your role (work, performance - how crucial is it?)
    - environment
    - moderators (barriers, e.g. just smartphone no computer)
  51. 51Information usersPotential u. (pot. interested)
    Supposed u. (w. access)
    Actual u. (act. use)
    Users (benefit)
  52. 52Methods to assess info demand1. Subjective (aks people, subj. interpretation of task, e.g. open interview)
    2. Objective (deduced from task, by looking into process, e.g. strategy analysis)
    3. Mixed (interview after research, BSC, CSF)
  53. 53Critical success factors (CSF)limited nr. of decisive factors to contribute to company's success
    Sources: industry strucutre, comp. strategy, macro env.
    Dimensions: ext/int, monitoring/building-adapting, levels (industry, environmental)
  54. 54Balanced Scorecard (BSC)management instrument looking at more criteria than just financials
    Financials, Int. Biz Process, Learning & Growth, Customer
    [objectives, measures, targets, initiatives]
  55. 55Managerial tasks in the information lifecycleSources: detect & assess / collect & capture
    Resources: make reusable, make physically & intellectually accesible; update and maintain
    Supply: provide required info meeting req. (infor. data warehouse, data mining); convert resource content into infor. product
  56. 56MetadataMetadata summarizes basic information about data, which can make finding and working with particular instances of data easier. For example, author, date created and date modified and file size are examples of very basic document metadata.
  57. 57Information structuringTaxonomy: hierarch. classification
    Thesaurus: indexing w. keywords
    Semantic Web: assoc. representation using graphs (model of terms and their relations)
  58. 58Perspectives on info quality (Eppler, 2003)Relevance
    Soundness
    Optimized Process
    Reliable infrastructure
  59. 59Model of information quality management (Eppler, 2003)different management principles in regard to the diff. perspectives
    trade-offs/potential conflicts exist b/w several principles, e.g. consise vs. accurate, timely vs. correct, accessable vs. secure
  60. 60User Modelingmechanisms that allow a computer to adjust to a human in the best possible way. They are used by application systems to adjust problem solving strategies and dialog behaviors individually to the receiver
  61. 61Data warehousea subject-oriented, integrated, time-variant and non-volatile collection of data in support of management's decision making process
    (e.g. SAP Hana, in-memory DB, much faster)
  62. 62Features of portalsPersonalization (content, layout)
    User admin & security services
    Push-technology
    Search & Navigation
    Collaboration
    Integration of applications
    Workflow components
    Integration of information sources
  63. 63Technology Acceptance ModelTechnology Acceptance Model
  64. 64Information value typesNormative
    Realistic
    Subjective
  65. 65Normative Information valuecomparison b/w rational decision with or without the additional information
    Opportunity cost principle
  66. 66Realistic information valueempirically measurable profit
    value of actions induced by information
  67. 67Subjective information valuebound to individual
    uncertainty and dynamic
  68. 68Enterprise Resource Planning (ERP) software companiesSAP
    Oracle
    Sage
    Infor
    Microsoft
  69. 69ARISArchitecture of Integrated Information Systems is an approach to enterprise modeling. It offers methods for analyzing processes and taking a holistic view of process design, management, work flow, and application processing. The ARIS approach provides a generic methodological framework and a business process modeling tool.
  70. 70ARIS comprises...... 4 views: Data, Function, Organization, Control
    ... 3 description layers: concept (e.g. concept car in brochure), data processing concept (e.g. blueprint, UML), implementation (e.g. manuf. of car)
  71. 71Definition ProcessA process is sth that transforms an input into an output with some steps in b/w
  72. 72EPCEvent-driven process chain
    Describe the time and logic dependencies of events and functions
  73. 73Properties of EPC- start / end event
    - event and function alternating
    - fork/join
    - parallel flows possible
  74. 74Design options for process modellingPIBS
    Parallelization
    Iteration
    Branching
    Sequential execution
  75. 75Run-time reduction approachesOMAROP
    Omitting
    Merging
    Accelerating
    Relocating
    Outsourcing
    Parallelization
  76. 76Enterprise Modelling Data ModellingEM: combi of Ent. Funct. Model and Ent. Data Model
    DM: objective is to formally describe enterprise data in a model
  77. 77ERM (elements)Entity Relationship Model
    Entity: obj. about which info needs to be stored
    Relationship: b/w ent. (1-n, 1-1, n-m)
    Attributes (underlined: id attr w unique nr.)
  78. 78Cardinalities (diff. notations)1-n
    Chen: 1-n
    Schlageter/Stucky (& TUM): n-1 (how many incoming lines do we have?)
  79. 79Database system (elements)1. DB: permanent, physical storage for data; related information units
    2. DBMS: applications for admin, usage, modification; internal organization
  80. 80ICTentirety of the available resources for storage, processing, and communication & how they are organized
    --> basic functionalities
  81. 81Infrastructure (components)Technical infrastructure
    (e.g. computing power becomes less important b/c apps run on all devices)
    Org. infrastructure (HR, services)
  82. 82Technology bundlesapp-independent combinations of basic technology for the realization of specific (data processing) concepts
    e.g. Webservices, Client/Server architecture
  83. 83Objectives & Tasks of ICTO: use ICT for increasing efficiency and profitablity
    T: plan ICT as infrastructure; supervise implementation, usage, development
  84. 84ICT Trends1. Increase in computing capacity
    2. Incr. in storage density and decr. in cost
    3. Inc. in # of global internet users
  85. 85Moore's law (+ implications)increasing computing capacity
    every 12-18 months, # of transistors on one chip doubles OR size of chip can be halved
    I: need for flexible system; introduce parallel processing
  86. 86leap froggingskip certain steps in development of infrastructure, b/c a threshold is immediately surpassed
  87. 87System (+ differentiators)set of interrelated elements
    open vs. closed
    dynamic vs. static
    complex vs. simple
  88. 88Information systemsconsist of humans and/or machines,
    that create and/or use information,
    interconnected through communication relationships
    e.g. computers, ecommerce platforms
  89. 89Why IS?optimal provision of information and communication considering economic criteria (similar to principles of information logistics)
  90. 90ERP System- seamless integration of all information (financial, HR, supply chain, customer)
    - configurable IS that integrate information within and accross functional areas
    - computer-based
    - facilitate planning, production and customer response
  91. 91What are ERP systems for?- management of processes
    - need to be configured
    - support all key corporate functions
  92. 92Advantages of ERP systems- Reliable information access
    - avoiding redundancy
    - cost & time reduction
    - simple adaptability
    - improved scalability
    - improved maintenance
    - global outreach
    - eCommerce, eBusiness
  93. 93Disadvantages of ERP systems- time-consuming
    - expensive
    - conformity of modules to biz processes
    - vendor dependence
    - too many features / too complex
  94. 94Objectives & Tasks of management of IS- design basic components
    - design lifecycle of single application
    - support and execute corp. strategy
    - coordination and integration of IS
  95. 95Data Management (def + obj + tasks)- concerning synching, backups, accessability, protection etc.
    - ensure optimal supply and use
    - improve quality
    - use of DBs and modelling
  96. 96Process management (def + obj + tasks)design, execution and evaluation of function sequences (=processes)
    - mgmt of value chain
    - alignment to strategic objectives
    - increasing innovation potential
  97. 97CIO success factors1. Personal characteristics
    2. Org. context (company attitude)
    3. IS Management Process (e.g. R/S)
    4. Behavior (credibility)
  98. 98IT COntrolling (obj + tasks)- monitors and coordinates IM
    - ensures that information processing satisfies economic obj (efficiency + effect.) as well as performance obj (quality, functionality)
  99. 99Why e3 value modelling?- many eCommerce ideas are not successful (not profitable/sustainable, small value prop)
    --> facilitates exploration of eCommerce ideas by modelling exchange of econ. valuable objects in multi-actor networks
  100. 100Characterization of ITCapacity: store, process, transmit
    Quality: preserve accuracy
    Cost
  101. 101Diffusionprocess of spatial and temporal spread of innovation in social system through adoption by individuals
    (... over time, through certain channels (Rogers, 2003))
  102. 102Innovation characteristics --> influencing rate of adoption (TROCC)- compatibility (also mindset)
    - trialability (reduces uncertainty)
    - relative advantage
    - complexity
    - observability within social system
  103. 103Adopter CategoriesInnovators
    Early Adopters
    Early Majority
    Late Majority
    Laggards
  104. 104Gartner's Hype CyclesAxes: expectations | time
    Phases: Innovation tigger | Peak of inflated exp. | Trough of disillusionment | SLope of enlightenment | Plateau of productivity
  105. 105Hypy cycle 2017 trendsAI everywhere (DL, AV)
    Transparently immersive experiences (AR, connected home)
    Digital platforms (5G, Blockchain)
  106. 106Distribution options of client-server architecturesto distribute b/w C & S: UI, App, Data
    Mainframe
    Remote windowing
    Cooperative processing
    Remote Database
    Distributed database
    Rightsizing
  107. 107SOAService-oriented Architecture
    Service provider
    publishes to
    Service broker
    searches / can be found by requester
    binds provider
  108. 108Perspectives of cloud computing (architecture)Cloud app (SaaS)
    Cloud software (Platform aaS)
    Infrastructure + Data Storage
    Software kernel (operating system)
    Hardware
  109. 109Value Network: actors in cloud computingConsumer (value receiver)
    App provider (Saas)
    Platform Prov. (NEW, runtime environment)
    Infrastr. Prov (HW, network, storage)
    Market Platform (NEW, central access)
    Aggregator (NEW, value-adding solutions)
    Integrator
    Consulting
  110. 110Task typesIndividual (e.g. product introduction)
    Subject-related (project, regular)
    Repetitive (e.g. travel expense)
  111. 111Formal characteristics of tasksComplexity
    Dynamic
    Determination
    Scope
    Emotionality
  112. 112Task classificationMSPS
    Managerial
    Specialist
    Processing
    Support
  113. 113Content of spcialist & managerial tasks- create and provide info
    - link, structure, aggregate info
    - search & find
    - transfer & receive
  114. 114Management information systems- to provide mgmt-related info
    - to automate routine tasks
    --> automation of decision possible
  115. 115Business Intelligence (definition)The process of transforming data into information and, through discovery, into knowledge. (Behme)
    Integrated, enterprise-specific, IT-based holistic approach for corporate decision support. (Kemper)
  116. 116Portal (definition)Central starting and navigation point that provides users with access to a virtual offer room and leads them to further information. (Fricke)
  117. 117Data warehouse (characteristics)subject-oriented
    integrated (data from mult. sources)
    time-variant
    non-volatile
  118. 118Data warehouse conceptSource systems
    --> ETL
    --> Data Warehouse
    --> Online Analytical Processing (OLAP)
    --> BI
  119. 119Enterprise Data TypesOLTP
    OLAP
  120. 120Terms in multi-dimensionalityMeasures (econ. key figures)
    Dimensions (diff. views for analysis)
    Hierarchies (aggr. of measures with dimension)
    Attributes (singles instances of hierarchy layer)
  121. 121Operations in Data WarehouseSlicing
    Dicing
    Drill down
    Roll up
  122. 122Knowledge typespractical vs tactical
    tacit vs explicit
    implicit vs explicit
    shared vs available
    static vs dynamic
    ...
  123. 123Social Computing- not only documenting knowledge but associating it with people
    - information is distributed accross social collectives
  124. 124Web 2.0 (vs. 1.0)- socio-technical change in internet usage
    - participation of users in the web
    - generation of additional value (rather than only providing information)
    (1.0: DoubleClick, Personal sites, CMS;
    2.0: AdSense, Spotify, Wikipedia)
  125. 125Information vs IT securityI.S.: practice of defending information from unauthorized access, use, modification etc. Regardless of the form of the data.
    IT S.: part of I.S. concerned w/ protection of electronically stored info and its processing
  126. 126Abuses can be......deterred
    ...prevented
    ...detected
    (...undetected)
  127. 127fundamental values of information securityconfidentiality (through encryption --> accessible only to certain people)
    Integrity (through hash functions --> completeness, authenticity and consistency must be ensured)
    Availability (through redundancy --> right time, right amount)
  128. 128Cost-benefit ration for information securityoften 80-20 rule
    diagram: security vs effort
    --> baseline security, heightened, maximum effort
  129. 129Information Security Management Systems- Definition of security strategy, -objectives, and -policies, as well as requirements
    - creating and evaluating countermeasures
    - promoting security awareness
  130. 130IT baseline protection documentsBSI standard: recommendations on methods, processes, approaches relating to info security
    IT baseline protection catalogues: technical protection and org. measures
  131. 131Types of privacyConstitutional (decisional): make own decisions w/o interference by others
    Informational: exercise control over access to personal data
  132. 132Privacy issuesCollection
    Processing
    Dissemination
    Invasion
  133. 133Personal Data (as described in GDPR)any information relating to an identified or identifyable natural person by reference to certain specific factors describing that subject
  134. 134Key Implications of GDPRTransparency, fairness and lawfulness
    Limiting data processing to specified, explicit and legitimate purposes
    Minimizing collection + storage
    Ensuring accuracy, confidentiality, security
  135. 135IT Service Managementsum of all specialized org. skills of IT that deliver customer value in a cost-otimized way
  136. 136ITILIT Infrastructure Library
    worldwide defacto standard for service mgmt
    --> guidelines on how to plan, deliver and support IT services
  137. 137Service Management: Eventchange of state that is significant to Service mgmt
  138. 138Service management: Incidentunplanned interruption of an IT service, reduction in quality
  139. 139Service mgmt: Problemcause of one or more incidents
  140. 140Control Objectives for Information and related Technology (COBIT)reference frameweork for governance and mgmt of enterprise IT
  141. 141Bimodal ITpractice of managing two separate but coherent modes of IT delivery (predictability + exploration)
  142. 142Reasons for outsourcing- costs
    - personnel
    - risks
    - focus
    - finances
    - technical know-how
  143. 143Risks of outsourcing- costs (switching, no transparency)
    - employees
    - fixed commitment to vendor's tech
    - privacy
    - know-how
    - return to own IT difficult
  144. 144Continuum in outsourcingmake - joint service units - investments in service comp - LT contracts - ST contracts - buy on spont. markets (AWS)
  145. 145Total Cost of Ownership (TCO)method by Gartner to determine actual expenses from a DP investment (often beyond budgeted costs)
    --> holistic approach considering entire lifecycle
  146. 146Types of ICT costsBudgeted, e.g. SW dev, communication, support, HW/SW
    Non-budgeted, e.g. negative productivity effects, failure, end user
  147. 147—

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FlashCards sobre IM4DBM, criado por Nico Firus em 07-07-2018.
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Nico Firus
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