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Definition
| the available data, technology, people, and processes available to perform business processes and tasks. |
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| anything, tangible or intangible, that can be used by a firm in its processes for creating, producing and/or offering its products (IT infrastructure is an asset). |
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| something that is learned or developed over time in order for the firm to create, produce or offer it products. |
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| Logically-related data that is captured, organized and retrievable by the firm |
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| includes data, technology, people, and processes |
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| management activities performed to obtain, enhance relationships with, and retain customers. |
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| better customer service, which leads to competitive advantage for the business. |
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| An approach that improves the way a company finds raw components it needs to make a product or service, manufactures that product or service, and delivers it to customers. |
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| An interorganizational relationship that affords one or more companies in the relationship a strategic advantage |
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| Awakening a sleeping giant; Demonstrating bad timing; Implementing IS poorly; Failing to deliver what users what; Web-based alternative removes advantages; Running afoul of the law |
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Definition
| the business as discrete functions (accounting, sales, production, etc.). |
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| Advantages to Silo Perspective |
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Definition
Allows optimization of expertise.
Group like functions together for learning. |
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| DisAdvantages to Silo Perspective |
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Definition
Significant sub-optimization.
Tend to lose sight of overall organizational objectives. |
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Definition
| Process is defined as an interrelated, sequential set of activities and tasks that turns inputs into outputs |
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| Advantages to Process Perspective |
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Definition
Helps avoid or reduce duplicate work.
Facilitate cross-functional communication.
Optimize business processes. |
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Term
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Definition
| a tool for change that uses small incremental changes |
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Definition
| It seeks to eliminate defects from any process |
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| Business Process Reengineering (BPR) |
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Definition
| Radical answer to TQM. Often not fully accepted by personnel. |
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Term
| The different approaches for radical redesign all include |
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Definition
Begin with a vision of which performance metrics best reflect the success of overall business strategy.
Make changes to the existing process.
Measure the results using the predetermined metrics. |
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| Risks of Radical Redesign |
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Definition
Lack of senior management support.
Lack of a coherent communications program.
Introducing unnecessary complexity into the new process design.
Introducing unnecessary complexity into the new process design.
Combining reengineering with downsizing |
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Definition
| processes that iterate through a constant renewal cycle of design, deliver, evaluate, redesign, and so on |
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Term
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Definition
| term for looking beyond individual business processes and considering the bigger, cross functional picture of the corporation. |
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Definition
| A set of information systems tools used to enable information flow within and between processes. |
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| Characteristics of Enterprise Systems |
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Definition
Integration – seamlessly integrate information flows throughout the company.
Packages – they are commercial packages purchased from software vendors (like SAP, Oracle, Peoplesoft, etc.).
Best practices – reflect industry best practices.
Some assembly required – the systems need to be integrated with the existing hardware, OS’s, databases, and telecommunications.
Evolving – the systems continue to change to fit the needs of the diverse marketplace. |
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| Benefits of Enterprise System |
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Definition
All modules easily communicate together.
Useful tools for centralizing operations and decision making.
Can reinforce the use of standard procedures. |
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Term
| Disadvantages to Enterprise System |
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Definition
Implementation is an enormous amount of work.
Most require some level of redesigning business processes.
Hefty price tag (sold as a suite).
They are risky. |
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