Deck 2: Analysis and Value Chain Analysis As Tools for Developing an Information Systems Strategy

Question 1

Discuss the role which Michael Porter's Five Forces Model and Value Chain Analysis can play when developing an Information Systems Strategy.

Answer 1

The Five Forces model looks at competitive forces affecting the organisation. (e.g. supplier power, customer power, rivalry) . Having identified the nature of the forces facing the organization, the purpose of the model is to help the identification of ways in which IT can be strategically used to protect the organisation against these threats Value chain analysis looks at the flow of information and activities required in producing products or services. For example: Inward logistics, manufacturing process, outward logistics,marketing and support. For each of these, IT underpinning of the process can be investigated.Thus the role of both models is to tease out IT opportunities

Question 2

Critically review Luftman's Strategic Alignment Maturity Model as a tool for assisting organisations to achieve an alignment between the strategic goals of the organisation and the current and future IT infrastructure of the organisation.

Answer 2

a description of Luftman's SAM approach (communication, governance, skills, etc)why organisations would use it for alignment etc.
some issues/challenges using it would bring.

Question 3

Discuss why Public Sector Organisations may experience difficulties in developing an Information Systems Strategy. As part of your answer you should suggest solutions to the difficulties you discuss.

Answer 3

Perhaps start with a brief discussion (with examples) of 'what is a public sector organisation'?
stating issues relating to the public sector such as:
• Role and changes in the public sector as a result of information, digital and modernisation, etc:
• Service not 'profit' agenda
• Strategic relevance/impact
• Organisational culture
• Contingency
• Assimilating emerging technologies
o Technology transfer
o Integrating Changing Technology Platforms
• Sourcing policies
• Application development process
• Partnership of IT team, users, and general management
better students who consider 'But there is something unusual about the
Public Sector'. Guy [2000] states:
• Public agencies usually have a larger number of competing goals
• Public agencies operate under public scrutiny
• Public managers operate under fragmented authority structures
• Public organisations have more legal restrictions on their actions
• Public organisations have more restrictions on their staffing
o They cannot hire, fire, or promote as flexibly
10 marks for comparing and contrasting the points above, or others, with mainstream private sector examples. Where appropriate, the discussion should be related to the public sector examples as such as NHS, probation service, etc. Needs to relate to, and focus on, 'developing an ISS' and not only general differences between public/private sectors.
5 Marks for clearly (and appropriately) taking and 'tweaking' existing private sector dominated frameworks; benchmarking, use of consultants, etc. Need to suggest solutions for difficulties discussed.

Question 4

Critically review the properties of a Strategic Information System (SIS), and discuss how a SIS might remain strategic. Give examples where appropriate.

Question 5

Write a briefing paper for an audience of senior business managers regarding the state of Strategic Information Systems Planning within the IT/IS/IM profession.

Question 6

Describe the concept of 'business value'. In your attempt, you should illustrate how IT/IS can help to deliver business value.

Question 7

Despite the widely held perception that IT/IS systems can 'add value' to business, there have been a number of well published IT/IS failures (for example, the London Ambulance Service, the London Stock Exchange's Project Taurus, the Federal Bureau of Investigation's Project Trilogy and Nike's Project Integrated Enterprise Software).
Discuss what may lead to the dramatic failure of strategic information systems planning efforts, and suggest what mechanisms should be part of any strategic information systems planning effort to minimise the risk of failure.

Question 8

Compare and contrast Geographical Information Systems (GIS) with Radio Frequency Identification (RFID). Your answer should discuss the advantages and disadvantages of each technology, as well as issues which you regard as important when attempting to consider deploying these technologies as strategic weapons in business today.

Question 9

Choose Geographical Information Systems (GIS) OR Radio Frequency Identification (RFID), as a strategic option. Critically discuss how you (as the Director of IT/IS of a large house building firm) would manage the strategic option you have chosen.

Question 10

Distinguish between an Information Systems (IS) Strategy and an Information Technology (IT) Strategy, and explain why such strategies are needed as part of the overall organisational strategy.

Question 11

Critically evaluate whether or not an IS Strategy may help an organisation to achieve a competitive advantage. If an IS Strategy can help an organisation achieve a competitive advantage - how might an organisation sustain such an advantage?

Question 12

With reference to your studies on Information Systems failures, analyse the typical problems that might be expected to arise within Information Systems projects. Illustrate your answer with reference to literature and any relevant examples. Suggest remedies to the problems you have identified.

Question 13

Discuss why SMEs may experience difficulties in developing an Information Systems Strategy. As part of your answer you should suggest solutions to the difficulties you discuss.

Question 14

Critically contrast the classical (e.g. John Ward's BISS Approach) and evolutionary approaches (e.g. Michael Earl's Multiple Methodology) to developing an Information Systems Strategy following SISP principles and guidance.

Question 15

What approaches could an organisation adopt when attempting to develop innovative uses of IT/IS?