Project Focus :)

Norzulaiha Bt. Alias

Noor Asniza Bt. Asmaddin

Ayuliza Bt. Kasim

Nurul Aisyah Bt. Ahmanul

Nur Atila Bt. Abdul Rahman

Putri Azizuhainee Bt. Mohd. Khalid

Question :

We know that people use information technology to work with information. Knowing this, how could these types of errors occur? What could happen if you decided to use Facebook to collect information intelligence for a research paper? What could Facebook do to help prevent these types of errors?

Here are some references to determine whether the information obtain is a good or bad; 

Problems that may occur:

Facebook is a website that is generally open to all.  The information can be easily falsify and does not need to be filtered. Thus, why the information is not credible for the use of a research. The information obtain may not be true or valid and may not be based on facts. Furthermore, the information at facebook may be biased as it is based on ones opinion and perception. Lastly, we have no way to insure that the information that is posted on facebook is valid as for we do not know the sources of information and its credibility.

Prevention that Facebook may do to prevent these problems:

Facebook should filter the information posted on their website or increase its security by valuating its information and sources.

CHAPTER 6 : VALUING ORGANIZATIONAL INFORMATION.

ORGANIZATIONAL INFORMATION

Organizational information comes at different levels and in different formats and "granularities".

• Information granularity - the extent of detail within the information (fine and detailed or coarse) and abstract.The organizational must know what kind of information that they want to know. We must ensure the information gives the best quality for that organizational itself.
• Employees must be able to differentiate the levels of the information, formats and granularities of information when making a decision. If the employees can knows how to use the information with different levels of information or format then, the information can be a values to the sender or receiver of the information.
• Successfully collecting, compiling, sorting and finally analyzing information from multiple levels, in varied formats, exhibiting different granularity can provide tremendous insight how an organization is performing.

                                          figure 6.1 show the levels, formats and granularities of                                                                                   organizational information.

THE VALUE OF TRANSACTIONAL AND ANALYTICAL INFORMATION.

• Transactional information - encompases all of the information contained within a single business process or unit of work, and its primary purpose is to support the performing of daily operational tasks.For example is include withdrawing cash from ATM.
• Analytically information - encompasses all organizational information, and its primary purpose is to support the performing of managerial analysis tasks. Organizations capture and store transactional informations in databases, and use it when performing operational tasks and repetitive decissions such as analyzing daily reports and production schedules.

POOR INFORMATION

- happened when some of the information are not completed or missing and this make the information are not accurate, inability to track customers. With the poor information, its difficult for he organizational to make aright decissions because of poor information happened.

HIGH INFORMATION

-can significantly improve the chances of making a good decision and directly increase an organization's bottom line.So, if the organizational have ahigh quality of information but the people in the organizational do not use the information accurately, it will be nothing.

CHAPTER 5 :  ORGANIZATIONAL STRUCTURES THAT SUPPORT STRATEGIC INITIATIVES 

ORGANIZATIONAL STRUCTURES 

• Employees across the organization must work closely together to develop strategic initiatives that create competitive advantages.
• Understanding the basic structure of a typical IT department including titles, roles, and responsibilities will help an organization build a cohesive enterprise wide team.

IT ROLES AND RESPONSIBILITIES

• CEO (Chief Executive Officer) - is the highest-ranking corporate officer (executive) or administrator in charge of total management of an organization.
• CIO (Chief Information Officer) - responsible overseeing all uses of information technology and and ensuring the strategic alignment of IT with business goals and objectives.
• CTO (Chief Technology Officer) - responsible for ensuring the throughput, speed, accuracy, availability, reliability of an organization's information technology.
• CSO (Chief Security Officer) - responsible for ensuring the security of IT systems and developing strategies and IT safeguards against attacks from hackers and viruses.
• CPO (Chief Privacy Officer) - responsible for ensuring the ethical and legal use of information within an organization.
• CKO (Chief Knowledge Officer) - responsible for collecting, maintaining and distributing the organization's knowledge.

                                          figure 4.1 show the skills pivotal for success in Executive It

                                          Roles.

THE GAP BETWEEN BUSINESS PERSONNEL AND IT PERSONNEL

• Business Personnel - possess expertise in functional areas such as marketing, accounting, sales.
• IT Personnel - have the technological expertise.
• Their gaps is business personnel have their own vocabularies based on their experience and expertise.IT Personnel have their own vocabularies consisting of acronyms and technical terms.

ETHICS AND SECURITY

• ETHICS - the principles and standards that guide our behaviour toward other people.
• PRIVACY - the right to be left alone when you want to be, to have control over your own personal possessions, and to not be observed without your consent.

 

Chapter 4 – Measuring the Success of Strategic Initiatives

Chapter 4 – Measuring the Success of Strategic Initiatives

MEASURING INFORMATION TECHNOLOGY’S SUCCESS

• -          Key performance indicator – measures that are tied to business drivers
• -          Metrics are detailed measures that feed KPIs
• -          Performance metrics fall into the nebulous area of business intelligence that is neither technology, nor business centered, but requires input from both IT and business professionals

EFFICIENCY AND EFFECTIVENESS

• -          Efficiency IT metric – measures the performance of the IT system itself including throughput, speed, and availability
• -          Effectiveness IT metric – measures the impact IT has on business processes and activities including customer satisfaction, conversion rates, and sell-through increases

BENCHMARKING – BASELINE METRICS

• -          Regardless of what is measured, how it is measured, and whether it is for the sake of efficiency or effectiveness, there must be benchmarks – baseline values the system seeks to attain
• -          Benchmarking – a process of continuously measuring system results, comparing those results to optimal system performance (benchmark values), and identifying steps and producers to improve system performance

-          Comparing efficiency IT and effectiveness IT metrics for the government initiatives 

THE INTERRELATIONSHIPS OF EFFICIENCY AND EFFECTIVESS IT METRICS

-          Common types of efficiency IT metrics

	Efficiency IT Metrics
Throughput	The amount of information that can travel through a system at any point.
Transaction speed	The amount of time a system takes to perform a transaction.
System availability	The number of hours at system is available for users.
Information accuracy	The extent to which a system generates the correct results when executing the same transaction numerous times.
Web traffic	Includes a host of benchmarks such as the number of page views, the number of unique visitors, and the average time spent viewing a web page.
Response time	The time it takes to respond to user interactions such as a mouse click.

-          Effectiveness IT metrics focus on an organization’s goals, strategies, and objectives and include…

	Effectiveness IT Metrics
Usability	The ease with which people perform transactions and/or find information. A popular usability metric on the Internet is degrees of freedom, which measures the number of clicks required to find desired information.
Customers satisfaction	Measured by such benchmarks as satisfaction surveys, percentage of existing customers retained, and increases in revenue dollars per customer.
Conversion rates	The number of customers an organization “touches” for the first time and persuades to purchase its products or services. This is a popular metric for evaluating the effectiveness of banner, pop-up, and pop-under ads on the Internet.
Financial	Such as return on investment (the earning power of an organization’s assets), cost-benefit analysis (the comparison of projected revenues and costs including development, maintenance, fixed and variable), and break-even analysis (the point at which content revenues equal ongoing costs).

-          Security is an issue for any organization offering products or services over the Internet.

-          It is inefficient for an organization to implement Internet security, since it slows down processing.

·         However, to be effective it must implement Internet security.

·         Secure Internet connections must offer encryption and Secure Sockets Layers (SSL denoted by the lock symbol in the lower right corner of browser)

-          Interrelationships between efficiency and effectiveness. 

METRICS FOR STRATEGIC INITIATIVES

-          Metrics for measuring and managing strategic initiatives include;

·         Website metrics.

·         Supply chain management (SCM) metrics

·         Customer relationship management (CRM) metrics

·         Business process reengineering (BPR) metrics

·         Enterprise resource planning (ERP) metrics 

WEBSITE METRICS

SUPPLY CHAIN MANAGEMENT METRICS 

CUSTOMER RELATIONSHIP MANAGEMENT METRICS

BPR and ERP Metrics

-          The balanced scorecard enables organizations to measure and manage strategic initiatives.