Introduction to Information Systems (Full).pdf

Introduction to Information Systems P R E PA R E D B Y: G A P I M E N T E L 30/08/24  1. Introduction 2. Civil Engineering Information Systems Chapter 3. Information Engineering and Architecture Outline 4. Information Strategy Planning 5....

Introduction to Information Systems P R E PA R E D B Y: G A P I M E N T E L 30/08/24  1. Introduction 2. Civil Engineering Information Systems Chapter 3. Information Engineering and Architecture Outline 4. Information Strategy Planning 5. Business Strategy and Information Systems Chapter Objectives At the end of the chapter the students must be able to: Define information system Outline the different functions of information system Correlate inter-disciplinary perspective of information system Design their own model showing their company's own information system Compare each group's work and recommend improvements to their colleagues Introduction Information system - integrated set of components for collecting, storing, and processing data and for providing information, knowledge, and digital products. Business firms and other organizations rely on information systems to carry out and manage their operations, interact with their customers and suppliers, and compete in the marketplace. Introduction Many major companies are built entirely around information systems. Examples: Introduction Many major companies are built entirely around information systems. Examples: Introduction We rely on information systems, generally Internet-based, for conducting much of their personal lives: for socializing, study, shopping, banking, and entertainment. Introduction Organizational Functions process financial accounts manage human resources reach their potential customers with online promotions provide services cost-effectively to citizens (government function) Introduction Personal/ Individual Functions socializing study shopping banking entertainment Introduction Main Levels 1. Operational 2. Management 3. Strategic Introduction Information Systems Prior to the IT Era As major new technologies for recording and processing information were invented over the millennia, new capabilities appeared, and people became empowered. The invention of the printing press by Johannes Gutenberg in the mid-15th century and the invention of a mechanical calculator by Blaise Pascal in the 17th century are but two examples. Introduction Printing Press - A machine by which text and images are transferred from movable type to paper or other media by means of ink. The earliest mention of a mechanized printing press was from Strasbourg (France) in 1439. Constructed for Johannes Gutenberg and his associates. Introduction Mechanical Calculator - A machine for automatically performing arithmetical operations and certain mathematical functions. Modern calculators are descendants of a mechanical arithmetic machine devised by Blaise Pascal in 1642. Introduction Information Systems Prior to the IT Era These inventions led to a profound revolution in the ability to record, process, disseminate, and reach for information and knowledge. This led, in turn, to even deeper changes in individual lives, business organizations, and human governance. Introduction Information Systems Prior to the IT Era The first large-scale mechanical information system was Herman Hollerith’s census tabulator. Invented in time to process the 1890 U.S. census, Hollerith’s machine represented a major step in automation, as well as an inspiration to develop computerized information systems. Introduction Census Tabulator – machines initially developed by Herman Hollerith in the 1890’s to record statistics by electrically reading and sorting punched cards that had been numerically encoded by perforation position. The tabulating machine drew much more attention in Europe, where it was widely adopted for a number of statistical purposes. Introduction As information systems enabled more diverse human activities, they exerted a profound influence over society. These systems quickened the pace of daily activities, enabled people to develop and maintain new and often more-rewarding relationships, affected the structure and mix of organizations, changed the type of products bought, and influenced the nature of work. Introduction Information and knowledge became vital economic resources. Yet, along with new opportunities, the dependence on information systems brought new threats. Intensive industry innovation and academic research continually develop new opportunities while aiming to contain the threats. Introduction Components of Information Systems The main components of information systems are computer hardware and software, telecommunications, databases and data warehouses, human resources, and procedures. The hardware, software, and telecommunications constitute information technology (IT), which is now ingrained in the operations and management of organizations. Introduction Components of Information Systems Computer Hardware - the physical parts of a computer, such as the central processing unit (CPU), random access memory (RAM), motherboard, computer data storage, graphics card, sound card, and computer case. It includes external devices such as a monitor, mouse, keyboard, and speakers. Introduction Components of Information Systems Computer Software – the programming code executed on a computer processor. The principal system software is the operating system. It manages the hardware, data and program files, and other system resources. Application software is programs designed to handle specific tasks for users. Introduction Components of Information Systems Telecommunications – the exchange of information over large distances with immediacy. Used to connect, or network, computer systems and portable and wearable devices and to transmit information. Connections are established via wired or wireless media. Introduction Components of Information Systems Databases and data warehouses – A database is a collection of interrelated data organized so that individual records or groups of records can be retrieved to satisfy various criteria. Databases support the operations and management functions of an enterprise. Data warehouses contain the archival data, collected over time, that can be mined for information in order to develop and market new products, serve the existing customers better, or reach out to potential new customers. Introduction Components of Information Systems Human resources and procedures – Technical personnel which include development and operations managers, business analysts, systems analysts and designers, database administrators, programmers, computer security specialists, and computer operators. Procedures for using, operating, and maintaining an information system are part of its documentation. Introduction Main Concept of Information Systems Introduction Inter-disciplinary Perspectives Civil Engineering Information Systems In Building and Construction projects, tasks typically tend to become more routine at the clerical and supervisory levels, but more challenging and demanding at the senior levels. However, computers also permit solutions to problems they cannot be attacked manually, with a consequent increase in job satisfaction at the relevant level. Civil Engineering Information Systems The utilization of on-site Engineering Information Systems (EIS) is becoming more and more common: derives to a series of key outcomes: improved operational process, and increased productivity provides superior project strategy through improved project productivity Civil Engineering Information Systems Various different outcomes of the on-site EIS: Complete Project Information database that will include all the client's contact numbers, personal information, and histories. All of the negotiations and documents will also be integrated within the EIS. Civil Engineering Information Systems Various different outcomes of the on-site EIS: Detailed Project Outline, which includes information such as costing agreements; drawings of related plans including underground sewerage, electricity, storm runoffs, easements, caveats, and other factors which can influence the satisfactory completion of the project. Civil Engineering Information Systems Detailed Project Outline Civil Engineering Information Systems Various different outcomes of the on-site EIS: Stock Control, which includes all transactions that have taken place, receipts letters from suppliers, and letters to suppliers/contractors, are necessary for accurate budgeting. Civil Engineering Information Systems Various different outcomes of the on-site EIS: Payroll, including all the payroll documentation, including payslips and payroll queries, job application forms are also integrated within the EIS. Civil Engineering Information Systems Various different outcomes of the on-site EIS: Other relevant Building and Construction Information, including a list of companies that are taking part in the project, need to be incorporated. Correspondence, including all the information which is unable to be stored as hard copies are stored in digital formats. This information includes drawings and photographs of scanned images or databases of significant information. Miscellaneous Information, which is not part of the other outcomes is incorporated here. Information Engineering and Architecture Information Engineering The methodology for developing an integrated information system based on the sharing of common data, with emphasis on decision support needs as well as transaction- processing (TP) requirements. It assumes logical data representations are relatively stable, as opposed to the frequently changing processes that use the data. Information Engineering and Architecture Information Engineering The logical data model which reflects an organization’s rules and policies should be the basis for systems development. This is intended to unify and combine the different requirements that must be engineered in any complex system or application such as requirements for a database (data engineering), for insuring controlled access (security engineering), and for binding all application components into a single system (software engineering) Information Engineering and Architecture Data engineering focuses on the required information (input and/or output) for a given application, to meet the needs of software engineers (who ‘build’ the system – workers behind the scene) and users (who utilize the system – actors on the scene). Information Engineering and Architecture Software engineering refers to the organized process of producing a software application, from the original idea to the final deliverable product Software engineers utilize the data engineering results (information), and apply methodologies in the design and construction of an application. Information Engineering and Architecture Security engineering refers to the access of information, both by the software engineers and the end user, clearly defining what each individual can do with what information at which times. The key issue is that applications cannot and must not be engineered in a vacuum. Information engineering must span the entire business process, and not be limited to the design and development of an application. Information Engineering and Architecture Stages of Information Engineering Information Engineering is a top-down enterprise information systems development approach which forms a part of the strategy for the overall systems architecture. Information Engineering employs data models and process models for each business function or area, to formulate a basic framework of how an enterprise functions and how information technology can help it to function better. Information Engineering applies structured techniques on an enterprise-wide basis, or to a larger sector of an enterprise, rather than on a project-wide basis. Information Engineering and Architecture Stage 1: Information Strategy Planning Concerned with top management goals and critical success factors Concerned with how technology can be used to create new opportunities or competitive advantages A high level overview is created of the enterprise, its functions, data, and information needs Information Engineering and Architecture Stage 2: Business Area Analysis Concerned with what processes are needed to run a selected business area, how these processes interrelate, and what data is needed Information Engineering and Architecture Stage 3: System Design Concerned with how selected processes in the business area are implemented in procedures and how these procedures work Direct end user involvement is needed in the design of procedures Information Engineering and Architecture Stage 4: Construction Implementation of the procedures using code generators, fourth generation languages, and end user tools Desire is link to construction by means of prototyping  Information Engineering and Architecture Phases of Information Engineering Strategic Business Planning The business directions that senior managers set for the future are defined in strategic business plans, with their greater definition in tactical business plans and implementation in operational business plans. Most organizations acknowledge today a vital need to develop such business plans, but it has often been difficult for these plans, expressed in terms that are relevant to senior management, to provide clear direction also at the tactical and operational levels of organizations. Feedback is needed, so that any problems that occur due to miscommunication and misinterpretation of business plans can be corrected early. Information Engineering and Architecture Phases of Information Engineering Data Modelling Data models should ideally be based on directions set by management for the future which are defined in business plans. If the business plans are not available or are out-of-date, or the reasons why business processes exist are lost in the dark recesses of history, data models of business information provide clear insight into future needs. Data models can be developed from any statement, whether it is a narrative description of a process, or a statement of a policy, goal, objective or strategy. Information Engineering and Architecture Phases of Information Engineering Data Modelling (Cont.) Redundant data versions that typically have evolved over time in different areas of an organization (each defining its own version of the same data) can be consolidated into integrated data models so that common data can be shared by all areas that need access to it. Regardless of whichever area updates the common data, that updated data is then available to all other areas that are authorized to use it. Information Engineering and Architecture Phases of Information Engineering Process Modelling A business event is the essential link between a business plan and a business process which initiates strategies and tactics. In the plan, an event is defined as a narrative statement; physically, it may be a transaction that invokes a business process, or it may represent a change of state. The process invoked by each event should be clearly indicated Without a link to the plan, the business reason/s why the process exists may not be clear which may be carried out only because “we have always done it that way”. Information Engineering and Architecture Phases of Information Engineering Process Modelling (Cont.-1) If the process cannot be seen to support or implement relevant plans at a strategic, tactical or operational level of the business, or provide information needed for decision-making, then it has no reason to remain. To implement these processes without first determining whether they are needed also for the future, is an exercise in futility If the process is essential, then the strategies or tactics implemented by the process must be clearly defined. Information Engineering and Architecture Phases of Information Engineering Process Modelling (Cont.-2) Associated goals or objectives must be quantified for those strategies and tactics. Relevant policies that define the boundaries of responsibility for the process and its planning statements must be clarified. Missing components of the plan can thus be completed, with clear management direction for the process and the business. Information Engineering and Architecture Phases of Information Engineering Process Modelling (Cont.-3) Process modelling documents processes using a variety of diagrams which include data flow diagrams, state transition diagrams and object oriented process and class hierarchy diagrams. These documented processes are used to provide input to systems design and systems implementation. Information Engineering and Architecture Phases of Information Engineering Systems Design and Implementation The Business Model comprised of data models and process models which are developed from business plans, indicate the business needs to be addressed by relevant information systems and data bases. These define the systems requirements from a business perspective which is one part of systems design. The other part considers available technologies to be used for design and implementation which may be used for the design of client/server systems using relational data base management systems and object-oriented development tools. Information Engineering and Architecture Phases Business-Driven Information Engineering Information Engineering and Architecture Phases Business-Driven Information Engineering (Cont.) Information Engineering and Architecture Information Engineering Sample Model Information Strategy Planning Information Strategy Refers to a long-term plan designed to achieve the organization’s objectives in the management of knowledge, information, or data. Information Strategy is one of the outcomes of strategic management, and it is an integral part of the strategy of the organization. It is usually a formalized document that contains a description of the strategic objectives information and data management, and a timetable for their implementation. Information Strategy Planning Information Strategy The information strategy of the organization must be always consistent with its other strategies. The purpose of an information strategy is to highlight the extent to which a modern, complex organization depends on information, in all of its guises, and to consider how this strategic asset should be managed. Information Strategy Planning Information Strategy in Practice Information Strategy is used to determine what information is crucial for the functioning and decision-making in the organization and how to build it and maintain it. Information strategy is particularly important for those types of organizations or enterprises, for which business information is essential. Information strategy is used for transferring the priorities from global strategy to the IT field. Information Strategy Planning Information Strategy in Practice Information strategy should be superior to the ICT strategy, because not all information in the organization is dependent on the data in the information system - its meaning is therefore wider. Information Strategy is focused more on the content (what), while ICT strategy is focused more on the technology (how, with what). Information Strategy Planning Reading Assignment Read the Planning Process, in Topic 1.4 of Module 1.0, Prepare for a discussion/activity regarding the topic in our Canvas Class. Business Strategy and Information Systems Systems Planning Activity Determines which projects are started according to the needs of the enterprise. The systems planning function enables business plans to be translated into developed computer systems to meet business goals. Typical business goals might be related to profit, or growth, or market share, but could also focus on customer services, safety or staff development. Business goals lead to the identification of key result areas (KRAs) which specify in turn the need for new systems. Information systems management is therefore concerned with the development of new systems to contribute to the achievement of the business’s key result areas. Business Strategy and Information Systems Systems Planning Process The planning process can produce a range of possible systems projects. Business Strategy and Information Systems Strategy is the pattern or plan that integrates an organisation’s major goals, policies and actions into a cohesive whole. In other words, it pulls together and gives meaning to everything an organisation does. A well formulated strategy helps to organize resources into a unique and viable force based on the competences and shortcoming of the organisation, on anticipated changes in the environment and activities by competitors. James Quinn American academic and writer Business Strategy and Information Systems Strategy Strategy is the result of a careful analysis and it is purposeful; it is a plan for achieving something. Business Strategy and Information Systems Strategies can emerge: they are not all formulated by strategic planners in quiet offices on the top floor but are formed by events that fall into patterns that are then recognized and developed. Henry Mintzberg, American academic and writer Business Strategy and Information Systems Characteristics of a Good Strategy Clear - The overriding goals for all units of the enterprise are clear enough to give continuity and cohesion to all of the tactical choices made during the lifetime of the strategy. Keeps the initiative - A good strategy preserves freedom of action, supports empowerment and enhances commitment. It sets the pace and determines the course of action. Consequently people feel in charge and motivated to achieve. Business Strategy and Information Systems Characteristics of a Good Strategy (Cont.-1) Concentrated - A good strategy concentrates resources at the place where, and the time when, they will generate maximum advantage. A good strategy defines what will make the enterprise superior to its opponents and organizes the resources to achieve that advantage. Flexible – not necessarily about changing the strategy but about being able to take advantage of changes that occur. Business Strategy and Information Systems Characteristics of a Good Strategy (Cont.-2) Well lead - Successful strategies require commitment, not just acceptance. Good leadership is needed to turn a strategy into competitive advantage.. Full of Surprises– Our strategy is seeking to gain an advantage for us. We are in competition with other organizations, other ideas, other projects. We gain advantage out of proportion to the effort expended by doing the unexpected. Business Strategy and Information Systems Strategy can be view as – according to Mintzberg: A plan - People talk about having ‘a strategy’ for this sales visit, or for this meeting or for this game. Really it is just a plan or a consciously intended course of action to deal with a situation.. A pattern - This is different from a consciously intended course of action. Strategy as a pattern means that, intended or not, we consistently behave in a certain way and that leads us to formalize this pattern of behaviour into a strategy. Business Strategy and Information Systems Strategy can be view as – according to Mintzberg (Cont.-1): A position - Our strategy describes how we position ourselves in our market. It therefore enables us to exclude areas of possible activity: ‘Our position is here and we do this kind of thing, so we can’t consider doing that’; ‘We intend to be active in the public sector but not in local government’; ‘Our position is that we do business analysis, project management and high-level design; even though we could do a lot of programming on this project, we don’t, so we subcontract it out’. Business Strategy and Information Systems Strategy can be view as – according to Mintzberg (Cont.-2): A perspective - This is really attempting to describe strategy as a set of values. Strategy in this respect is the organization’s character or culture and it means that individuals are united by common thinking or behaviour. Strategy as a perspective can easily be applied to a project team which can create a shared vision of how the project team will behave and work together. So, in spite of the rather grand overtones that strategy formulation may have, you can use it directly on a project yourself. Business Strategy and Information Systems Developing a Strategy Knowing about strategy is useful only if we need to understand the strategy of the organization for which we are developing new systems. To understand that strategy, it is helpful if we are clear, at least in outline, about how strategies are developed. Business Strategy and Information Systems Stages of Decision Making 1. Investigate the situation to collect as much data about the facts of a case, and people’s views and feelings about it. 2. Develop some alternative courses of action based on what is known about the situation under review. Business Strategy and Information Systems Stages of Decision Making 3. Evaluate decisions in terms of the likely outcomes and consequences. 4. Choose the decision to be implemented on the basis of the outcomes or consequences. Accounting the likely risks associated with our choice. 5. Implement our decision or solution and follow it up Business Strategy and Information Systems Greenley’s Decision Making Strategy Model Explains a range of five fundamental decisions that need to be addressed when formulating strategies within a company. Business Strategy and Information Systems Greenley’s Decision Making Strategy Model 1. Analyzing the environment - concerned with investigating the internal and external environments and developing a comprehensive understanding of our business, its strengths and weaknesses, our competitors and the market within which we all operate. Business Strategy and Information Systems Greenley’s Decision Making Strategy Model 2. Planning the direction - determines the future that we want for our business. We might create a vision for the kind of business we want to be, our overall philosophy for doing business and the range of activities that are to be considered. This planning might be done at the corporate level, the division level and even at lower levels. Business Strategy and Information Systems Greenley’s Decision Making Strategy Model 3. Planning the strategy - designing the means for going in our planned direction. It addresses the issue of how we will achieve our goal. We might have several alternative approaches and we might pursue more than one of them at the same time. Organizational structures influence decisions taken here and, equally, organizational structures may be changed to speed up moves towards the planned direction. Business Strategy and Information Systems Greenley’s Decision Making Strategy Model 4. Implementing the strategy - putting it all into action and monitoring and controlling the implementation. Business Strategy and Information Systems Business Strategy and Information Systems There are many analytical tools to help in this strategic management process, but most are concerned with offering ways of analysing the current situation. SWOT Analysis PESTEL Analysis Balanced Business Scorecard Boston Consulting Group Matrix Business Strategy and Information Systems SWOT Analysis - identifies the strengths, weaknesses, opportunities and threats that face an organization. Strengths and weaknesses are an assessment of internal factors, whilst opportunities and threats are ways of defining the external environment. Business Strategy and Information Systems SWOT Analysis Business Strategy and Information Systems PESTEL Analysis - is popular method for examining the external factors that affect an organization now or may affect it in the future time period within which strategic options are being considered, and the possible external trends that could be significant in the future. Business Strategy and Information Systems PESTEL Analysis Political - affect all businesses. Government attitudes towards private and state- owned enterprises; international politics; the impact of conflicts and variations in the price of oil and raw material supplies are among the many factors that can alter the future performance of an organization. Business Strategy and Information Systems PESTEL Analysis Economic - closely related to the political influences. Interest rates and currency exchange rates will affect home and international markets. Consumer expenditure is related to inflation and the amount of disposable income present within the different economic groups within a society. This too affects long-term planning. The profitability of the organization, its market share and the predictions about these will also influence the planning process. Business Strategy and Information Systems PESTEL Analysis Socio-cultural - may include demographic changes and the changing perceptions of the population; lifestyle changes and changes in working conditions. Education, transport and family responsibilities are all examples of social issues that can impact on an organization. An ageing population offers an opportunity to the healthcare sector yet threatens the capability of economies’ welfare structures. Business Strategy and Information Systems PESTEL Analysis Technological - include the availability of new ways of delivering a service through the use of technology; the use of technology to obtain and exploit marketing information; and the ability to extend choice and communicate readily with suppliers, customers and other agencies through the use of internet technology. Business Strategy and Information Systems PESTEL Analysis Environmental - climate change and the impact of pollution come under the environmental heading. Sustainability of raw material supplies, the use of energy, regional variations of climate and the impact of the environment on the individual’s lifestyle will also affect the way the organization plans its growth. Business Strategy and Information Systems PESTEL Analysis Legal - linked closely with the political, social and environmental aspects of the PESTEL analysis since the constraints that occur under these headings are enforced through law. Anti- trust and monopoly legislation can be viewed as a political issue or as a legal issue, and similarly laws aimed at the reduction of pollution may be cited as environmental issues or may appear under the legal heading. Specific legislation may impact upon an organization on account of its location. Planning restrictions may apply to organizations in green-belt areas and specific taxation legislation and controls may be applied to financial institutions. Business Strategy and Information Systems How might all this affect a project manager’s work? It can change the view that organizations have about their strategy and where they will invest. Changing the investment pattern will lead to different systems being developed, developments being given different priorities and projects being curtailed. It means that you need to be aware of the external factors affecting your organization and how they might change IS developments so that you can inform yourself about new applications that might be useful. Business Strategy and Information Systems Balanced Business Scorecard - Gives of an organization, the financial view, the customer perspective, the internal business perspective and the employee perspective. Each of them has goals and measured achievements. Business Strategy and Information Systems Balanced Business Scorecard Financial View - organizations’ operational and management control systems are built around the achievement of financial targets and, whilst this is essential, it is not enough to give a complete picture. the balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long term capabilities and customer relationships were not critical for success. Business Strategy and Information Systems Balanced Business Scorecard Customer Perspective - looks at how customers see the organization. The measures might include growth in market share, customer profitability, response and delivery times, defect rates and so on. Customers are surveyed to find out what it is like to be a customer of our organization. Are we achieving our service levels, are we responsive, do we have a ‘can do’ attitude, are we positive in the advice we give? Business Strategy and Information Systems Balanced Business Scorecard Internal Business Perspective - looks at how well our business is running. How efficient are we at creating new courses to meet client demands? Is there always confusion about getting the notes, handouts, visuals, exercises and lecturers in the same – and right – place at the same time? What processes must work excellently if we are to exceed our customers’ expectations? Business Strategy and Information Systems Balanced Business Scorecard Employee Perspective - often called the ‘learning and growth’ or ‘organizational growth’ perspective – is the foundation for working smarter and not harder. It is about the constant development of employees and is much more than just training. It includes the provision of learning support mechanisms – human and technological, mentors and e-learning and the ease with which individuals can communicate and cooperate with each other to meet new customer demands. Business Strategy and Information Systems Boston Consulting Group Matrix - models the relationship between a product or service’s current and future potential and how management wants to deal with it. It is therefore a marketing analysis tool, with market growth along one axis and market share along the other, and it shows the products that are cash generators and cash consumers. Each of these will need to be managed differently and supported by different kinds of systems. Business Strategy and Information Systems Boston Consulting Group Matrix Business Strategy and Information Systems Competition and Strategy - Micheal Porter’s view is that ‘the essence of strategy formulation is dealing with competition’. He sees the competitive world as a violent environment within which the business position of an organization is determined by five forces acting on it. Business Strategy and Information Systems Competition and Strategy The first force is the rivalry between existing competitors. This rivalry can be intense if there are many organizations of a similar size and there is often fierce price competition. Business Strategy and Information Systems Competition and Strategy New entrants also pose a threat. If the marketplace looks good and competition is weak, new entrants will want to enter the market. The seriousness of the threat they pose depends on the barriers that prevent them from joining, their determination to get over those barriers and the potential retaliation from the existing competitors in the marketplace. Business Strategy and Information Systems Competition and Strategy Substitute products or services also threaten the existing competition. The advent of the word processor and then the powerful word-processing packages on the latest- technology personal computers wiped out the typewriter industry. Technological change is often the driving force behind the arrival of substitute products. Business Strategy and Information Systems Competition and Strategy Suppliers can exert pressure on participants in an industry by reducing the supply of the product and by increasing prices. Suppliers are powerful if there are few of them and if they are bigger and stronger than the enterprises in the industry to which they sell. Business Strategy and Information Systems Competition and Strategy Buyers can also influence competition if they purchase in large volumes. We see this particularly with large supermarket chains and major retailers such as Marks and Spencer which are able to put competitive pressure on the suppliers competing for their business. Business Strategy and Information Systems Competition and Strategy This five forces model of industry competitiveness offers a way of asking general questions about the role that information systems could play in generating competitive advantage. Wendy Robson has modified Porter’s five forces model to show the opportunities for information systems. Business Strategy and Information Systems Competition and Strategy The Porter analysis would identify the major threats and then an analysis could be made of how information systems could be used to minimize these threats. Business Strategy and Information Systems Competition and Strategy Taking the Porter analysis further, Robson identified three generic business strategies to respond to the five competitive forces: Business Strategy and Information Systems Competition and Strategy To go for a low-cost strategy and seek to be the overall cost leader and use ISs to reduce overall costs. To distinguish or differentiate products and services from the competition’s offerings and aim to use ISs to enhance this differentiation and add additional features to the product or service. Business Strategy and Information Systems Competition and Strategy To concentrate on a particular market segment and to use ISs to identify and support activity in these market segments or niches References: Gillenson, M. (2012). Fundamentals of Database Management Systems (2nd Ed.). John Wiley and Sons. Elmasri, N. (2011). Fundamentals of Database Systems (6th Ed.) McGraw Hill Companies, Inc. Cadle, J., Yeates, D (2008). Project Management for Information Systems (5th Ed.). Pearson Education Limited Finkelstein, C. (1998). Information Engineering Methodology. In: Bernus, P., Mertins, K., Schmidt, G. (eds) Handbook on Architectures of Information Systems. International Handbooks on Information Systems. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-03526-9_18 Thank You LinkedIn Canvas Email [email protected] Phone