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| 🇬🇧 | 🇬🇧 |
| Why do we need BDIS? | Because: 1. Technology is the engine but not the answer 2. because individual skills with technology is not sufficient for effective work in organizations. 3. We need to understand the relationship between organizations, structure and strategies and techonology. 4. Understand techonological possibilities and dynamics. |
| What does the information hierarchy consist of? | Data --> Information --> Knowledge --> Wisdom. Everything is connected: "Garbage input, Garbage output" |
| How does emergent technologies and information interconnect? | New Technologies: 5G Internet of things (IOT) AI. Together they form intelligent connectivity. |
| What are uses for Data, information, knowledge and Wisdom? | 1. Communication 2. Supporting business processes 3. Support decision making 4. information as a product or service to consumers 5. Strategic guidance. 6. processing improvements 7. automatisation 8. Control of processes 9. information flow. |
| What is a system? | “A system is a set of interacting components working together to form a complex, integrated whole to achieve some goal by taking inputs and processing them to produce outputs” A system is comprised of components that are interrelated to reach a common goal, by taking inputs and turning them into output. |
| What are the characteristics of a system? | Either open or Closed Gives feedback and control Can have Subsystems that work under the main parts Equifinality - systems reaching the same goal in different ways. |
| What is the information processing cycle? | Input: Collection of data and the conversion in to a form that we can process Processing: manipulation and transformation of the data Storage: Storing data so that it can be accessed later. Output: Transform the data into a formatting that can be used by buyers or users. |
| What Elements do we find in an information system? | Data: Raw facts, text, numbers, images, and the like that serve as the inputs for producing information Hardware Software Communication media: (Networks) Set of devices and protocols (rules) that enable computers to communicate with each other. Procedures: Instructions for the proper use of the information system. People: Individuals who use the information system. |
| How can a good information system help organisations? | Gather large amount of data quickly and reliably Store and organize large amounts of data Edit data quickly, accurately, and consistently Retrieve and output information in a variety of forms, depending on what is useful to the user |
| Levels (scale) of information systems? | Personal Systems Transaction process systems Functional management systems Integrated enterprise systems interorganisational systems. Global systems |
| What is the difference between IT-systems and IS-systems | IT-systems are build around technology alone and not people. IS-systems are build around people and technology. |
| Define the 3-order model of digital innovation. | Automate, Be more efficient Informate, Better inform people Transformate, Redefine effectiveness |
| What is an information system from the perspective of an employee? | The “information systems” Is the ENTIRE system that gives them information. This includes post Its, paper, notes etc. The information system Is constantly improvised to support changing work objectives over time |
| What is an information system from the perspective of a company? | The “information systems” is the system of hardware and software that provides data and information to the organization. The information system is rarely changed, while hoping to support work objectives over time (at low cost) |
| What are some reason behind. the implementation of a new IS system? | Growing pains (ReEv) New strategic direction of the company. New legislation (best motivator) Ecosystem change (best motivator) Isomorphism - Doing the same as everyone else. |
| Which options do we have when talking about system life spand? | Buying it and then not maintaining it Buying it and then maintaining it through out |
| Pro's and con's from Make or buy | Look at the picture |
| What is included in the project life cycle model? | 1.Planning 2. Requirements 3. Design 4. Development 5. Implementation 6. maintenance |
| What is project management? | Completing within the following parameters: 1. Time 2. Budget 3. Scope This is achieved through planning and management |
| What are Projects, Programs and Portfolios? | A portfolio: is a number of projects or programs that an organisation is either in the process of executing or considering executing. They do not necessarily have the same goal. A program: involves several projects that are related to each other and that are designed to o support a common goal, even if they are carried out as individual projects. A project: is the completion of a task |
| What is included in balancing a project? | Risk Strategy Resources |
| Project portfolio management | Motivators, Type, description |
| What is the project triangle? | Each project must be carried out in the best possible quality, subject to limitations in time, cost, scope of the project. |
| What is the project charter | Typically prepared by project sponsor or business developer and approved by key stakeholders Defines responsibilities and powers of the project manager Content varies between organisations |
| What is the scope statement? | Prepared by the project manager together with the project team. Detail of the project description, which was developed by the project sponsor before the start of the project Often prepared in the organisation's template. |
| Which roles are in the project organization? | Project sponsor Project manager Project team Other Stakeholders |
| How do we conduct risk management? | • Identify risks (Because (cause).. e.g. a specific resource is no longer available, so can this happen (incident).. e.g. project extension) • Assess risks (Evaluation of risks) • Monitor and control risks (Risk Management) |
| How do we reduce risk? | • Reduce the likelihood of an event happening (for example, find a new resource that doesn't have the same role) • Reduce the impact of the event taking place (e.g. secure knowledge for another team member creating prototypes) • Eliminate risks • Customize the project plan to avoid a risky situation (e.g., purchase implementation support from the vendor) • Transfer risks • Pay to transfer the risk to another party (e.g. insurance or via supplier contract) • Make a conscious decision to accept risks |
| What are Strategic information systems | ”Strategic Information systems that are more specifically meant to provide organizations with competitive advantages.” ”Importantly [… ] to make an initiative strategic; it is how the information systems are used that can provide the added value or strategic advantage organizations seek by implementing such initiatives” |
| What is included in the strategic planning process? | Strategic planning: a structured set of steps; an iterative process. Goal: identification of strategic information systems initiatives. |
| What are the advantages of the IS strategic Planning process? | • Improved Communication • Improved Coordination Shared mental image of initiatives Clear responsibilities agreed upon • Improved Decision Making Clear guidelines and criteria Consistent decisions making over time |
| What is the Business strategy triangle? | Business strategy Organisational strategy Information strategy. |
| What is the virtual value chain framework? | No focus on product or service, but on information associated with the services. We mainly use these when we are dealing with a service company. Essentially, we are working with companies who are selling “knowledge” |
| How do we Evaluate strategic initiatives? | Critical succes factors • Few and fundamental missions and visionary questions. • You can map Information systems initiatives and support the critical success factors. |
| What is Hyper-competition: Sustainability of Competitive Advantage? | D’Aveni’s 7Ss suggest: • Every competitive advantage is eroded • Sustaining an advantage can be a deadly distraction • Goal of advantage should be disruption, not sustainability • Initiatives are achieved through series of small steps |
| What defines Business process management (BPM)? | According to Gartner: BPM is a management discipline that treats business processes as assets to be valued, designed and exploited in their own right BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimise an organisation's processes BPM aims to improve agility and operational performance BPM treats processes as organisational building blocks with as much (if not more) significance as functional areas and geographic territories |
| THE PROCESS MANAGEMENT CYCLE II | Creation of a formal process (design) Ongoing management › Measurement of process performance › Sense customer needs and expectations › Benchmark against the competitors Performance gaps › Faulty execution (occasional error pattern): hard to find the cause, but easy to fix › Faulty design (continuous error pattern): easy to find, but hard to fix Develop plan and fix errors. Re-iterate cycle |
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| THE PROCESS MANAGEMENT CYCLE II | Creation of a formal process (design) Ongoing management › Measurement of process performance › Sense customer needs and expectations › Benchmark against the competitors Performance gaps › Faulty execution (occasional error pattern): hard to find the cause, but easy to fix › Faulty design (continuous error pattern): easy to find, but hard to fix Develop plan and fix errors. Re-iterate cycle |
| THE PROCESS MANAGEMENT CYCLE II | Creation of a formal process (design) Ongoing management › Measurement of process performance › Sense customer needs and expectations › Benchmark against the competitors Performance gaps › Faulty execution (occasional error pattern): hard to find the cause, but easy to fix › Faulty design (continuous error pattern): easy to find, but hard to fix Develop plan and fix errors. Re-iterate cycle |
| THE PROCESS MANAGEMENT CYCLE II | Creation of a formal process (design) Ongoing management › Measurement of process performance › Sense customer needs and expectations › Benchmark against the competitors Performance gaps › Faulty execution (occasional error pattern): hard to find the cause, but easy to fix › Faulty design (continuous error pattern): easy to find, but hard to fix Develop plan and fix errors. Re-iterate cycle |
| THE PROCESS MANAGEMENT CYCLE II | Creation of a formal process (design) Ongoing management › Measurement of process performance › Sense customer needs and expectations › Benchmark against the competitors Performance gaps › Faulty execution (occasional error pattern): hard to find the cause, but easy to fix › Faulty design (continuous error pattern): easy to find, but hard to fix Develop plan and fix errors. Re-iterate cycle |
| THE PROCESS MANAGEMENT CYCLE II | Creation of a formal process (design) Ongoing management › Measurement of process performance › Sense customer needs and expectations › Benchmark against the competitors Performance gaps › Faulty execution (occasional error pattern): hard to find the cause, but easy to fix › Faulty design (continuous error pattern): easy to find, but hard to fix Develop plan and fix errors. Re-iterate cycle |
| What defines Business process management (BPM)? | According to Gartner: BPM is a management discipline that treats business processes as assets to be valued, designed and exploited in their own right BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimise an organisation's processes BPM aims to improve agility and operational performance BPM treats processes as organisational building blocks with as much (if not more) significance as functional areas and geographic territories |
| What is a process? | A process is a series of steps or tasks required to achieve a specific goal All steps in the process needs to be completed to create value. A process can be broken down into subprocesses, and are cross functional. |
| What is the process model? | Explains what a process ‘contains/consist of’ A description of status quo (As-Is) Multiple processes/sub-processes can be included = multiple levels of processes |
| What defines a functional silo perspective? | A typical organisation structure is arranged by function Self-contained functional units: › Optimize expertise knowhow and learning › Avoid redundancy within functional area › Are easier to benchmark with outside organisations › Make it easier to understand the role of each function |
| What are some disadvantages of the function silo perspective? | The functional perspective can introduce challenges when handing over tasks between departments Communication gaps between departments → duplication of work → or forgotten work Loss of information in business processes → execution errors The functional perspective invites to sub-optimization Each department tends to lose sight of the organizations overall objective and operate in a way that maximizes their local goals Losing the big picture means losing business effectiveness Customers and Stakeholders are not well served |
| Process perspective to organisations | Allows focus on the work that ensures optimal value creation › Avoid or reduce duplicate work, facilitate cross-functional communication, optimize business processes, and best serve the Customers and Stakeholders |
| What is a well defined process? | A well-defined process has: 1. A start and an end 2. Input and output 3. A set of activities (or sub-processes) that transform the input into output 4. A set of metrics for measuring effectiveness and efficiency 5. A set of associated roles and responsibilities |
| Effectiveness vs Efficiency? | Effectiveness: Doing the right thing. The relationship between output and goal The extent to which output of the process are obtained as expected. Quality measure. Efficiency: Doing things right. The relationship between output and input The average time it takes for the process to be completed. Productivity measure |
| Functional silo vs. business process perspective | Look at the picture |
| How do we conduct process improvements? | Redesign of business processes with the aim of improving how work is done Four key areas for process improvement: Effectiveness – does the process output contribute to achieve the objective? Efficiency – how fast/cheap/resource minimizing can the process be executed? Internal control – e.g., possibility to change data by during execution of the process? (Accident/Illegal) Ex: if stock status is kep manually, there is a greater risk of typing errors and thus lack of internal control. Compliance – does the process comply with organizational rules and government regulations? Ex: GDPR legislations and certifications. KYC |
| Complexity of a process | Picture |
| What defines Business process management (BPM)? | According to Gartner: BPM is a management discipline that treats business processes as assets to be valued, designed and exploited in their own right BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimise an organisation's processes BPM aims to improve agility and operational performance BPM treats processes as organisational building blocks with as much (if not more) significance as functional areas and geographic territories |
| What are Radical vs Incremental Changes? | Incremental - small changes over time - (business process improvements) (BPI) Radical - Few large changes - (Business Process Reengineering)(BPR) |
| What is Business Process Re-engineering (BPR) | Fundamental change of business processe Used when the current process objective is to be changed e.g., when implementing a new strategy or a new IS Appropriate for addressing cross-functional processes The goal is to make a rapid breakthrough impact on key metrics Radical change typically face greater internal resistance compared with incremental change Requires careful planning Used only when major change is needed in a short time. |
| Business Process Improvement (BPI) | Business processes are improved through small incremental changes › Choose a business process to improve › Choose a metric by which to measure the business process › Get input from the employees on how to improve the process based on the metric Employees often react favorably to incremental change › Gain control and ownership of improvements › Render change less threatening |
| Business process management (BPM) | Both Business process Re-engineering and Improvement “an integrated system for managing business performance by managing end-to-end business processes” |
| The business process management cycle 1 | Is focus on the customers. And target performance. We continue to go around the circle until we meet the performance target(s) |
| THE PROCESS MANAGEMENT CYCLE II | Creation of a formal process (design) Ongoing management › Measurement of process performance › Sense customer needs and expectations › Benchmark against the competitors Performance gaps › Faulty execution (occasional error pattern): hard to find the cause, but easy to fix › Faulty design (continuous error pattern): easy to find, but hard to fix Develop plan and fix errors. Re-iterate cycle |
| Hierarchical perspectives on information systems | • Time frame • Hierarchical levels • Characteristics |
| What is Enterprise Resource Planning | An Enterprise Resource Planning system (ERP) is a cross-functional information system comprising an integrated suite of software modules supporting the basic, internal business processes. ”ERP software allows organizations to manage resources throughout the organization, independently of which business function controls the resource" Focus on creating effectiveness in the organization’s internal production-, distribution- and financial processes |
| What are the benefits of Enterprise Resource Planning? | Designed to integrate information flows seamlessly in cross-functional business processes Based on modules, which enable prioritised acquisition, we can basically pick modules which fits out needs. (Fx. Purchase, sales, inventory.) Centralised database, reducing redundant data Reflect (industry) best practices, but can be adapted to the needs of the organisation Continuously evolving to fit the needs of the market Long-term relationships with the software vendor enabling partnerships instead of customer/supplier-perspective |
| What are some of the challenges of ERP? | Price Challenging integration Challenging implementation (the CIO Death) Continuously evolving … This can damage stability, fx. Updates that doesn’t work 100%. Vendor lock-in… its so expensive that you have to chose one provider. An implementation of ERP represent a third order change: transformations. |
| What is Supply chain management? (SCM) | The supply chain extends the value chain of an organization Three flows in a supply chain • Material/Product flow • Information flow • Financial flow • Importance of syncronization The Value chain covers one organization but the supply chain spand the value chains of several chains through several organizations. ”SCM software helps organizations manage the movement of materials or products from provision to production to consumption” Focus on developing the most effective buying process with suppliers of the products and services, the organization needs. |
| What are the benefits of SCM? | Integrating the supply chain by linking processes across organisations Network technology links customers and suppliers through a single network Costs and opportunities are optimized for all companies in the supply chain (Globalization has enabled businesses to integrate customers and suppliers from the supply chain from almost anywhere in the world with more varied supply and lower prices) Streamlining the supply processes thereby increasing efficiency(input to output) and effectiveness (output to goal) New business models can be developed through integration Will allow us to use Just in time production. Better communication with suppliers |
| What are the challenges of SCM? | Integration of information between organisations requires agreement on the type of information to share, the format, the technological standards, and the security they will use to ensure that only authorised partners can access the information but also trust, so the partners can solve issues that may arise Synchronised planning: A joint design of planning, forecasting, and replenishment Workflow coordination: Coordination, integration, and automation of key business processes Integrated supply chains are global in nature – but the delivery costs may rise Might cause bullwhip effect |
| What is customer relationship management? (CRM) | CRM system: Software that helps an organization-wide strategy for managing an organization’s multiple interactions with customers. Focus on attracting and retaining profitable customers through marketing, sales- and service processes |
| What are the 3 components of a CRM-system | Operational Collaborative Analytical |
| What are the benefits of CRM? | Improved customer satisfaction due to better service and products, faster response rate, and more efficient transactions Better customer relations, which can increase the number of transactions, cross-sales, customer retention, and increased customer loyalty Increased sales due to the above Can improve Cross selling and Up-selling |
| What are some challenges with CRM? | Implementation of CRM is not just technical but also organisational and requires buy-in from all participants All channels for interaction must be identified and supported, requiring buy-in from all participants Technological challenges – scalable architecture, match the organisation Important: handling of customer data Required a customer-centric perspective |
| What are some Enterprise Systems Benefits? | All modules easily communicate together efficiently (same vendor) Centralized operations and decision-making – even with different geographical locations Reinforce the use of standard procedures across different geographical locations Redundant data entry and duplicate data may be eliminated Standards for numbering, naming, and coding enforced Increased data quality through standardization Cross-functional-view of the company |
| What are some Enterprise Systems Challenges? | Implementation requires an enormous effort Requires redesigning business processes to achieve optimal effectiveness and efficiency in the integrated modules Organizations are expected to conform to the approach used in the enterprise system (e.g., change organization structure, tasks) A hefty price tag: additional costs for project management, user training, and IT support Enterprise system projects are risky |
| When is it appropriate for an organization to let the enterprise systems drive a redesign of the business processes? | It is appropriate when: The organisation is just starting, and processes do not yet exist Operational business processes are not a source of competitive advantage Current systems are in crisis and there is not enough time, resources, or knowledge in the firm to fix them (such as Covid19 or Y2K) |
| When is it inappropriate for an organisation to let the enterprise system drive business process change? | It is inappropriate when: Changing processes that are relied upon for strategic advantage The features of available packages do not fit the needs of the business There is a lack of top management support |
| What are some benefits of good IT-Governance? | Alignment of business and technology initiatives. Make sure decision follows the overall strategy of the company. Decide between stability vs innovation. Defines expectation and priorities in a company. Assign authority to relevant parties Ensure performance through follow-ups and enforcement. Align behavior with business goals Consistency between Business and IT |
| What are the 4 objectives of IT-Governance? | 1. Cost-effective use of IT 2. Effective use of IT for asset utilization 3. Effective use of IT for growth (scalability) 4. Effective use of IT for business flexibility (agility) |
| What are the 5 Major decisions in IT-Governance? | 1. IT principles: high-level decisions about the strategic role of IT in the business. 2. IT architecture: an integrated set of technical choices to guide the organization in satisfying business needs. 3. IT infrastructure: centrally coordinated, shared IT services providing the foundation for the enterprise’s IT capability and typically created before precise usage needs are known. 4. Business application needs: business requirements for purchased or internally developed IT applications. 5. Prioritization and investment: decisions about how much and where to invest in IT, including project approval and justification techniques. |
| What are the decision making archetypes in IT-Governance? | 1. Business monarchy: A senior business executive or a group of senior executives, sometimes including the CIO. 2. IT monarchy: Individuals or groups of IT executives. 3. Federal: C-level executives and business representatives of all the operating groups—may include IT involvement (the equivalent of the central government and the states working together). 4. IT duopoly: Two-party decision-making involving IT executives and one group of business leaders. 5. Feudal: Business unit or process leaders making separate decisions based on the needs of their entities. 6. Anarchy: Each individual user or small group. |
| What is abstraction? | Handling of complexity: Focus on relevant details and downplaying irrelevant details Zoom between highlevel probems/solution and detailed (scoped) problems/solutions (General – Detail) If the complexity is too high: zoom out (abstract), solve the problem at a high level decompose the problem into smaller problems Solve the smaller problems Combine the solutions |
| What is a modeling language? | Notation for describing a (future) reality at a certain Abstraction level and certain Viewpoint Says something about the subject, but not everything, as a consequence, different types of models illustrate different things (Viewpoints) |
| What can Modeling help us do? | 1. Provides an overview of something - that might be - complex 2. Helps us communicate our understanding to others 3. Form basis for discussions with stakeholders 4. Ensure congruence 5. Forces us to ask questions 6. Impose structure on the jumble of a spoken or written specifications 7. Highlights omissions and contradictions 8. Helps us reason about our current state of understanding 9. Bridge the gap between business and IT |
| Which modeling languages are there? | Process Modelling: Most common, and in this course: Business Process Modelling Notation (BPMN) Other: Flow chart, Event-driven process chains (EPCs), UML Activity diagrams Information/Data Modelling Most common: UML Class diagram, Entity Relation Diagram (ERD) In this course: ERD |
| What are the AS-IS and TO-BE models? | The ”AS IS”-process is descriptive – it shows how work is done currently The ”TO BE” process is a design of the future process – based on the analysis and improvement of the ”AS IS” process The goal is to design the process to be more effective, efficient, provide increased internal control, or compliance The new process still has to be implemented and applied in practice |
| Process types | Picture |
| What is the best practise when doing BPMN modeling? | 1. Start high level 2. Take one highlevel activity/sub-process at a time 3. Concentrate on the normal process (not the outliers that might happen. 4. Quality assurance of the Normal Process 5. Add KPI’s and SLA’s 6. Create the exception processes Remember there is usable and non-usable BPMN definitions, not just one correct BPMN solution! |
| What are the benefits of business process modeling? | 1. increased visibility and knowledge of company’s activities. 2. Increased ability to identify bottlenecks. 3. Increased identification of potential areas of optimization. 4. Reduced lead-times. 5. Better definition of duties and roles in company. 6. Good tool for fraud prevention, auditing, and assessment of regulation compliance. 7. Good tool for organizing the IT architetcure to best support the process 8. Starting point for Digitalization |
| Which levels of Data modeling are there? | Conceptual Logical Physical Implementation |
| What is meant by "Modeling the world"? | We want to create a virtual world (IT-system) that is one-to-one with the (future) physical world. • The physical world has a structure • An event in the real world might have an effect on our virtual world We want to model the “world” that is in scope: • Model the Entities we want to manage • Model the data (Attributes) we need for our purpose • Model the Relationships between the Entities is scope |
| Why do we want to do data modeling? | Organizations need to understand the structure and flow of data Data models facilitate clarification of … • the data the systems need to store and manage • the most efficient way of organizing the data • potential risks and challenges related to data within the organization Think about how many systems of our everyday-life that depends on data: banking, traffic, social networks… |
| In relation to Entity relation diagrams - how do we use Entities and attributes? | • Something that has identity and properties • Lecturer, Car, Location, Chair, Organizational unit, |
| What is atomic attributes? | All attributes within an entity should be atomic, meaning we split them out into different sections. f.x with a name being split into: First_name: Christian Middel_name: Møller Last_name: Rasmussen |
| Which attributes should be assigned to an entity? | Entities have attributes, which are characteristics that are important to the system e.g. a customers name, phone number, product name, price etc. a record is a specific instance of an entity. |
| What are entity ID's? | • Every entity must have an identity i.e. in ERD a primary key • The primary key is an attribute or combination of attributes that uniquely identify an instance of the entity • In other words, no two instances of an entity may have the same value for the primary key (think MID) |
| What are entity relations? | Entities can be in a relationships with each other: Entity Relationships Diagram › E.g. A Customer places an Order or a Student attend a School › Relationships are modeled by straight lines between entities |
| Which cardinalities can we use? | E.x: One ADVISOR can be related to many STUDENTS One STUDENT can be related to only one ADVISOR It is a 1:n relationship Important: • Business logic/rules drives the model • It is NOT the model that defines the business logic/rules |
| What is Dark Data? | Data that is not used to derive decision-making. This account for around 80% of the total data in the society. Dark data ia about linkage something that ties all the data together to reveal what’s truly going on with the brand. |
| What is included in the process of shaping a model? | 1. Identify entities and attributed 2. Chose a Primary Key(quantity 3. Models relationships 4. Decide on business rules 5. Check the model. |