NURSYAKILA SHAUFFI

                           CHAPTER 6 : VALUING ORGANIZATIONAL INFORMATION O rganizational Information Information is everywhere in an organization Employees must be able to obtain and analyze the many different levels, formats and granularities of organizational information to make decisions successfully collecting, compiling, sorting and analyzing information can provide tremendous insight into how an organization is performing The Value of Timely Information Timeless is an aspect of information that depends on the situation           - Real-time information - Immediate, up-to-date information           - Real-time system - provides real-time information in response to query requests The Value of Quality Information Business decision are only as good as the quality of the information used to make the decisions You never want to find yourself using technology to help you make a bad decision faster Characteristics of high-quality information include :        

         CHAPTER 5 : ORGANIZATIONAL STRUCTURES THAT SUPPORT STRATEGIC INITIATIVES Organizational Structures Organizational employees must work closely together to develop strategic initiatives that create competitive advantages Ethics and security are two fundamental building blocks that organizations must base their businesses upon IT Roles and responsibilities Information technology is a relatively new functional area, having only been around formally for around 40 years Recent IT-related strategic positions :           -Chief Information Officer (CIO )           - Chief Technology Officer ( CTO)           - Chief Security Officer (CSO )           - Chief Privacy Officer (CPO )           - Chief Knowledge Office ( CKO ) 1. Chief Information Officer ( CIO ) Chief Information Officer ( CIO ) - oversees all uses of IT and ensures that strategic alignment of IT with business goal and objectives Broad CIO functions include :           - Manager - ensuring the deli

               CHAPTER 4 : MEASURING THE SUCCESS OF STRATEGIC INITIATIVES Measuring Information Technology's Success Key Performance Indicator (KPI) - measures that are tied to business drivers Metrics are detailed measures that feed KPIs Performance metrics fall into the nebulous area of business intelligent that is neither technology, nor business centered, but it requires input from both IT and business professionals Efficiency and Effectiveness Efficiency IT metrics - measures the performances of the IT system itself including throughput, speed and availability Effectiness IT metrics - measures the impact IT has on business process and activities including customer satisfaction, conversation rates, and sell-through increases Benchmarking - Base lining metrics Regardless of what is measured, how it is measured, and weather it is for the sake efficiency or effectiveness, there must be benchmarks - baseline values the system seeks to attain Benchmarking - a p

CHAPTER 3 : STRATEGIC INITIATIVES FOR IMPLEMENTING COMPETITIVE            ADVANTAGES.   Strategic Intiatives    Organizations can undertake high-profile strategic intiative including :          -Supply chain management (SCM)          - Customer relationship management (CRM)          - Business process reengineering (BPR)          - Enterprise resource planning (ERP)     Supply Chain Management (SCM)           - Supply Chain Management (SCM) : involves the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability.            -Four basic component of supply chain management include : supply chain strategy - strategy for managing all resources to meet customer demand supply change partner - partner throughout the supply chain that deliver finished products, raw material and services supply chain operation - schedule for production activitities supply chain logis