Enterprise IT: Business Processes, Integration, and Security - Prof. K. Jetton, Exams of Computer Science

Download Enterprise IT: Business Processes, Integration, and Security - Prof. K. Jetton and more Exams Computer Science in PDF only on Docsity! Modern Enterprise IT (day1) Integration – AKA Sharing, - Data is available throughout the organization rather than compartmentalized or duplicated - Business processes are integrated to enable actions to feed other actions automatically with less human attention, duplication of labor reentry of date, error. What do/should IT managers worry about? - Hackers - Identity Theft - Security Threats - Employee abuse of info & resources - Compromised Credit/Debit Cards - Keeping up in the mobile app space - Social Media - Partners/Suppliers - Outages - Downtime - Green Computing - Multi-channel - Back ups - Disaster/Recovery - Software Releases Connectivity for enterprise IT is achieved how? - The public internet as the “pipeline” What allows suggestive sells and/or targeted emails? - The information generated is called “business intelligence” or BI - Suggestive sells are based on Data/BI - I.E. Amazon displays products related to your search which have appealed other shoppers/purchases. CH 2.2 (Business Processes) What is a Business Process? - A business process is a standardized set of activities that accomplish a specific task, such as processing a customer’s order - “The best way an organization can satisfy customers and spur profits is by completely understanding all of its business processes.” - Business processes a transform a set of inputs into a set of outputs (goods or services) for another person or process by using people and tools. - I.E. the process begins when a customer steps into line and ends when the customer receives the receipt and leaves the store. The steps are the activities the customer and store personnel do to complete the transaction. Customer vs. business facing processes - Customer facing processes result in a product or service that is received by an organization’s external customer - Business facing processes are invisible to the external customer but essential to the effective management of the business and include goal setting, day-to-day planning, performance feedback, reward, and resource allocation. - I.E. CFP = Customer billing -- (Hotel -- Reservation Handling) -- BFP = Training Business process improvement (5steps) - Business process improvement - attempts to understand and measure the current process and make performance improvements accordingly. - I.E. if customers do not receive what they want from one supplier, the can simply click a mouse and have many other choices. o Step 1.) Document As-Is Process o Step 2.) Establish Measures o Step 3.) Follow Process o Step 4.) Measure Performance o Step 5.) Identify and Implement Improvements Business Process Reengineering BPR (what is it and the steps) - BPR Is the analysis and redesign of workflow within and between enterprises. - Creating value for the customer is the leading factor for instituting a BPR, and IT often plays an important enabling role. o Step 1.) Set Project Scope o Step 2.) Study Competition o Step 3.) Create New Processes o Step 4.) Implement Solution Grid/Cloud Computing - is an aggregation of geographically dispersed computing, storage, and network resources, coordinated to deliver improved performance, higher quality of service, better utilization, and easier access to data. Outside Stuff: Salesforce.com - Ch 8.1 OPS Management Operations Management is? – The management of systems or processes that convert or transform resources (including human resources) into goods and services. Strategic/Tactical Planning & Control - Ops Mgmt Challenges (class discussion): - Forecasting, capacity, scheduling, inventory, quality, employees, facilities o Forecasting – Estimating seat demand for flights, weather and landing conditions, and estimates for growth or reduction in air travel are all included in forecasting. o Capacity Planning – this is the key essential metric for the airline to maintain cash flow and increase revenues. Underestimating or overestimating flights will hurt profits. o Scheduling – the airline operates on tight schedules that must be maintained including flights, pilots, flight attendants, ground crews, baggage handlers, and routine maintenance. o Managing Inventory – inventory of such items as foods, beverages, first-aid equipment, in-flight magazines, pillows, blankets, and life jackets is essential for the airline. o Assuring Quality – quality is indispensable in an airline where safety is the highest priority. Today’s travelers expect high quality customer service during ticketing, check- in, curb service, and unexpected issues where the emphasis is on efficiency and courtesy. o Motivating and training employees – airline companies must be highly trained and continually motivated, especially when dealing with frustrated airline travelers. o Locating facilities – key questions facing airlines include which cities to offer services, where to host maintenance facilities, and where to locate major and minor hubs. Day to Day: Inv, Transportation, Distribution o Transportation planning systems – track and analyze the movement of materials and products to ensure the delivery of materials and finished goods at the right time , the right place and the lowest cost o Distribution management systems – coordinate the process of transporting materials from a manufacturer to distribution centers to the final customers. Competitive Priority on Decisions - Cost/Quality/Delivery/Flexibility/Service\ o Cost - customers use this as the primary determinant in making a purchasing decision (example: as in Produce, no one knows what company is what) o Quality – can be divided into 2 categories--- product quality and process quality o Delivery – the ability of a firm to provide consistent and fast delivery allows it to charges a premium price for its products. o Flexibility – from a strategic perspective, refers to the ability of a company to offer a wide variety of products to its customers. o Service – customer service can add tremendous value to an ordinary product. Measures of Quality o Six Sigma Quality – no more than 3.4 defects per million opportunities. o Malcolm Baldridge National Quality Awards – to qualify a company has to show quality in seven key areas: leadership, strategic planning, customer and market focus, information and analysis, human resource focus, process management, and business results. o ISO 900 – the common name given to quality management and assurance standards. Comes from the International Organization for Standardization (ISO). A nongovernmental organization established in 1947 to promote the development of world standards to facilitate the international exchange of goods and services. o ISO 14000 – this collection of the best practices for managing an organization’s impact on the environment. o CMMI – Capability Maturity Model Integration is a framework of best practices.