IS09
Management of Information Technology
Assignment No.I
Assignment Code: 2013IS09B1 Last Date of Submission: 15th October 2013
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 People are usually not comfortable adapting to new technologies and systems. In light
of this statement, what would be your recommendation to ease and quicken adoption
of a new computerized IS in an organization whose executives have never worked on a
computer earlier? Support your recommendations with an explanation of the benefits
each of them is expected to provide.
Ques. 2 a) What are the steps involved in design and development of an information system?
Explain each step in detail.
b) What are the pros and cons of developing an information system in-house as
compared to customizing a similar system procured from the market?
Ques. 3 What do you understand by an information system? How many types of information
systems are used at various levels of an organization? Describe in detail.
Ques. 4 How can information technology support a company’s business operations & decision
making, and give them competitive advantage? Elaborate with suitable examples
Section-B
Case Study
Microsoft, whose fortune has been built around a computer operating system, is gaining influence on how things get down in hospital operating rooms by hiring doctors, nurses, and other health care professionals in an effort to establish internal expertise about the medical industry’s IT needs. Microsoft has customized sales & support teams for industry segment in the past. Now Microsoft is expanding the number of industries it targets, injecting industry-specific codes directly into its core software platforms & hiring business technology professionals steeped in the sector at which it’s aiming. CEO describes a two-pronged of selling customizable applications directly to small & medium-sized companies via Microsoft’s business solution division, while serving larger companies through partnership with other technology companies.
Microsoft engineers are creating soft-ware add-ons, called accelerators, aimed at business processes common to companies in a given industry. And Microsoft Business Solutions has begun inserting what it calls “Industry-enabling layers”-software that serves the needs of broad base companies in a particular sector-into its enterprise application. Microsoft has a major edge in extending its strategy: Call it Microsoft Foot in the Door advantage. Cooper Tier & Rubber Co., a 90 years-old maker of aftermarket tires, for designing & building new products, it assessed software from PLM specialist, custom software and Microsoft. Cooper Tire choose a Microsoft approach, using the company’s Share Point portal software, Project project-management application & Visio diagramming program
Another industry in which Microsoft has well-established customers is retail-it estimates 70% of the computing infrastructure in stores runs on Microsoft software.
Microsoft is moving quickly, expanding industry-specific sales & support teams, developing application accelerators & industry-enabling layers, & seeking more partnership with vendors that have deep industry roots. The big question for Microsoft is whether customer’s familiarity breeds comfort-or contempt.
Questions:
a) How successful will Microsoft be in competing with software vendors who specialize in vertical market?
b) Do you agree with Microsoft strategy to develop industry-specific partners to capitalize on opportunities in both large & small business sectors? Is there an advantage or a disadvantage to being one of Microsoft’s partners in this type of relationship? Explain.
IS09
Management of Information Technology
Assignment No.II
Assignment Code: 2013IS09B2 Last Date of Submission: 15th Nov 2013
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 Explain the 10 underlying principles of Group support Systems and expert systems.
Ques. 2 Information System (IS) development is an iterative process and it consists of many
identifiable stages. What stages define ‘ the way things are’ and ‘the way things
should be’. Describe these stages with appropriate examples.
Ques. 3 Write short notes on:
a) Group Support system
b) Executive Information Systems
c) Open System
d) Forward Chaining
Ques. 4 Why is a Distributed Support System (DSS) insufficient by itself and how did the
addition of the EIS make it effective.
Section-B
Case Study
Raashi Manufacturing is a medium-sized manufacturer with annual sales of Rs. 50 million per year. It is primarily a job-shop manufacturer, known for its ability in custom manufacturing projects primarily involving metal fabrication .In an effort to improve Raashi information systems, D S Vasu, vice president of information systems, recently brought in a new systems development manager, K K Raina from a competitor. Mr. Raina had a reputation for doing innovative things in the area of information systems development. The general and top management of his previous employer was extremely pleased with the types of information systems support that they had received. Mr. Raina had been particularly successful in implementing a prototyping development in the systems analysis design process as a way to more accurately refine end-user requirements and cut short the systems development process. Having joined Raashi Manufacturing, Mr Raina wanted to implement the technologies and techniques that he had been so successful with prior to joining Raashi Manufacturing, but he ran into a serious problem. The systems analysis and design staff has recently gone through a revamping of their systems development methodologies. They had a rather substantial systems development methodology that had evolved over the years, and in their most recent revision, they had incorporated the latest structured techniques into their old methodology. Having been involved in its development, the staff had a strong commitment to the methodology. In assessing the methodology, Raina quickly decided that it was entirely too procedure and rule-oriented and was exceptionally time consuming to use as a systems development guide. The staff also had made no provision for incorporating heuristic or prototyping techniques into their systems development methodology. In a staff meeting, Mr. Raina raised prototyping concepts with the staff, but their response was immediate defensive. Most of them had not heard of a prototyping technique, but felt it was a way to develop systems for sloppy designers who did not have enough discipline to do it right. They stated that if a sloppy approach to systems development, such as prototyping, was to be used, you would have to be willing to give up the rigor and discipline of good formal procedures and good structured techniques. Overall, their general response was quite negative.
Mr. Raina feels he has a tricky situation on his hands. He knows a better way to approach systems development, but he does not want to get cross-wise with the systems analysts and design staff, many of whom are senior to him in experience in systems development. He knows that if he tries the heuristic approach and it fails, there’s going to be a lot of “I told you so”. He’s also concerned that if he pulls the young designers off to the side and works with the methodology, it might cause a division among the staff and some serious hard feelings that could be detrimental to the two young analysts.
Questions:
a) Identify the problem in this case study.
b) Comment on the proposal of Mr. Raina for developing an information system using prototyping methodologies.
c) How would you manage the situation at Raashi Manufacturing?
d) Assume Raashi Manufacturing is to make a digital company. How differently would you go about selecting development methods for developing MIS? Discuss.
Management of Information Technology
Assignment No.I
Assignment Code: 2013IS09B1 Last Date of Submission: 15th October 2013
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 People are usually not comfortable adapting to new technologies and systems. In light
of this statement, what would be your recommendation to ease and quicken adoption
of a new computerized IS in an organization whose executives have never worked on a
computer earlier? Support your recommendations with an explanation of the benefits
each of them is expected to provide.
Ques. 2 a) What are the steps involved in design and development of an information system?
Explain each step in detail.
b) What are the pros and cons of developing an information system in-house as
compared to customizing a similar system procured from the market?
Ques. 3 What do you understand by an information system? How many types of information
systems are used at various levels of an organization? Describe in detail.
Ques. 4 How can information technology support a company’s business operations & decision
making, and give them competitive advantage? Elaborate with suitable examples
Section-B
Case Study
Microsoft, whose fortune has been built around a computer operating system, is gaining influence on how things get down in hospital operating rooms by hiring doctors, nurses, and other health care professionals in an effort to establish internal expertise about the medical industry’s IT needs. Microsoft has customized sales & support teams for industry segment in the past. Now Microsoft is expanding the number of industries it targets, injecting industry-specific codes directly into its core software platforms & hiring business technology professionals steeped in the sector at which it’s aiming. CEO describes a two-pronged of selling customizable applications directly to small & medium-sized companies via Microsoft’s business solution division, while serving larger companies through partnership with other technology companies.
Microsoft engineers are creating soft-ware add-ons, called accelerators, aimed at business processes common to companies in a given industry. And Microsoft Business Solutions has begun inserting what it calls “Industry-enabling layers”-software that serves the needs of broad base companies in a particular sector-into its enterprise application. Microsoft has a major edge in extending its strategy: Call it Microsoft Foot in the Door advantage. Cooper Tier & Rubber Co., a 90 years-old maker of aftermarket tires, for designing & building new products, it assessed software from PLM specialist, custom software and Microsoft. Cooper Tire choose a Microsoft approach, using the company’s Share Point portal software, Project project-management application & Visio diagramming program
Another industry in which Microsoft has well-established customers is retail-it estimates 70% of the computing infrastructure in stores runs on Microsoft software.
Microsoft is moving quickly, expanding industry-specific sales & support teams, developing application accelerators & industry-enabling layers, & seeking more partnership with vendors that have deep industry roots. The big question for Microsoft is whether customer’s familiarity breeds comfort-or contempt.
Questions:
a) How successful will Microsoft be in competing with software vendors who specialize in vertical market?
b) Do you agree with Microsoft strategy to develop industry-specific partners to capitalize on opportunities in both large & small business sectors? Is there an advantage or a disadvantage to being one of Microsoft’s partners in this type of relationship? Explain.
IS09
Management of Information Technology
Assignment No.II
Assignment Code: 2013IS09B2 Last Date of Submission: 15th Nov 2013
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 Explain the 10 underlying principles of Group support Systems and expert systems.
Ques. 2 Information System (IS) development is an iterative process and it consists of many
identifiable stages. What stages define ‘ the way things are’ and ‘the way things
should be’. Describe these stages with appropriate examples.
Ques. 3 Write short notes on:
a) Group Support system
b) Executive Information Systems
c) Open System
d) Forward Chaining
Ques. 4 Why is a Distributed Support System (DSS) insufficient by itself and how did the
addition of the EIS make it effective.
Section-B
Case Study
Raashi Manufacturing is a medium-sized manufacturer with annual sales of Rs. 50 million per year. It is primarily a job-shop manufacturer, known for its ability in custom manufacturing projects primarily involving metal fabrication .In an effort to improve Raashi information systems, D S Vasu, vice president of information systems, recently brought in a new systems development manager, K K Raina from a competitor. Mr. Raina had a reputation for doing innovative things in the area of information systems development. The general and top management of his previous employer was extremely pleased with the types of information systems support that they had received. Mr. Raina had been particularly successful in implementing a prototyping development in the systems analysis design process as a way to more accurately refine end-user requirements and cut short the systems development process. Having joined Raashi Manufacturing, Mr Raina wanted to implement the technologies and techniques that he had been so successful with prior to joining Raashi Manufacturing, but he ran into a serious problem. The systems analysis and design staff has recently gone through a revamping of their systems development methodologies. They had a rather substantial systems development methodology that had evolved over the years, and in their most recent revision, they had incorporated the latest structured techniques into their old methodology. Having been involved in its development, the staff had a strong commitment to the methodology. In assessing the methodology, Raina quickly decided that it was entirely too procedure and rule-oriented and was exceptionally time consuming to use as a systems development guide. The staff also had made no provision for incorporating heuristic or prototyping techniques into their systems development methodology. In a staff meeting, Mr. Raina raised prototyping concepts with the staff, but their response was immediate defensive. Most of them had not heard of a prototyping technique, but felt it was a way to develop systems for sloppy designers who did not have enough discipline to do it right. They stated that if a sloppy approach to systems development, such as prototyping, was to be used, you would have to be willing to give up the rigor and discipline of good formal procedures and good structured techniques. Overall, their general response was quite negative.
Mr. Raina feels he has a tricky situation on his hands. He knows a better way to approach systems development, but he does not want to get cross-wise with the systems analysts and design staff, many of whom are senior to him in experience in systems development. He knows that if he tries the heuristic approach and it fails, there’s going to be a lot of “I told you so”. He’s also concerned that if he pulls the young designers off to the side and works with the methodology, it might cause a division among the staff and some serious hard feelings that could be detrimental to the two young analysts.
Questions:
a) Identify the problem in this case study.
b) Comment on the proposal of Mr. Raina for developing an information system using prototyping methodologies.
c) How would you manage the situation at Raashi Manufacturing?
d) Assume Raashi Manufacturing is to make a digital company. How differently would you go about selecting development methods for developing MIS? Discuss.
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