Term
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Definition
| Conceptual model of the interaction of technology and people within organization |
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Term
| Organizational Information System |
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Definition
| An interaction between people, technology and rules within a business |
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Term
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Definition
Process of matching organizational objectives with IT architecture
Measured as the degree to which the IT department's missions, objectives and plans overlapped with the overall business missions, objectives and plans |
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Term
| Importance of IT Alignment |
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Definition
Ongoing - fitting IT architecture to business objectives is a continuous challenge
Necessary to achieve biggest profits for the IT investments
IT can be bottleneck if it is not managed properly |
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Term
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Definition
| Job is to create a blueprint of an organization's information systems and the management of these systems |
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Term
| External Factors to disruptions in business practices |
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Definition
Globalization
- Heightened Competitveness
= Cost structures
= Customer Expectations
= Shortened Product/Service/Process Life Cycles
- Nature of work
= Knowledge-intensive
= Specialized and broad
= Virtual work
- Heightened Threat Incidences |
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Term
| Internal Factors of disruptions in IT services and practices |
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Definition
- Declines in IT cost structures
- Increase in numbers of IT products and services
- IT enabled Business Solutions [IT App and Business Processes]
- IT management changes and turnover
- Functional business units tend to become like 'silos'
- Each silo has its own business objective that many not match with another silo
- Political and organizational realities |
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Term
| Architect's Key challenge |
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Definition
Must balance three different objectives that may have complementary or complementary or competing objectives
1. Business Strategies: alignment with business strategy
2. Operations: Increase efficiency of business processes
3. Platforms: requirement for linking departments and outside organizations through IT |
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Term
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Definition
Provides an overview of the set of activities and important to the organization across the entire organizational structure
2 dimensions:
1. 6 reasons for communication (5 W's and 1 H)
2. Stakeholders' group |
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Term
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Definition
Requires those responsible (executives + IS officers) to make sure that the oranization uses required IS while extracting the most from them
To improve the benefits of an organization's IT investment over time
- IS reporting structures
- Review processes
- Improve quality
- Reduce service costs and delivery time
- Reduce IT risks
- Support business processes better |
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Term
| Structure for IS Governance |
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Definition
1. Centralization
- MIS staff reports to central unit
- Corporate standards - setting is easier
- Econimes of scale
- Quicker response to routine business needs
2. Decentralization
- MIS staff reports to functional business unit
- Challenging to follow corporate standards
- Diseconomies of scale
- Quicker response to non-routine business needs |
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Term
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Definition
Examination and verification of a company's procedure to collect, store, process and retrieve information
- audit includes organization's IS policies and procedures |
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Term
| Budget Measures Act (Canada) |
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Definition
| Its regulations increase the level of responsibility and accountability of execs of publicly helf Canadian companies traded on TSX |
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Term
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Definition
Governs the reporting requirements of publicly held companies
To prevent corporate frauds |
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Term
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Definition
means using IT resources to better support the triple bottom line for organizations
-TBL - concept that expands the notion of traditional financial reports to take into account ecological and social performance |
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Term
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Definition
Considers the effects of choices on people and the environment
- Primary goals:
1. Improve energy efficiency
2. Promote recycling
3. Reduce use of hazardous materials
4. Promote sustainability |
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