Professional Documents
Culture Documents
I don’t think
anybody can talk meaningfully about one without the talking about the other. Bill Gates Microsoft
Informacione tehnologije i biznis postaju neraskidivo isprepletene. Ja ne mislim da iko može govoriti
o jednom smisleno bez da govori o drugom. Bill Gates Microsoft
A Business View
Information technology (IT) is a critical resource for today’s businesses. It both supports
and consumes a significant amount of an organization’s resources. Just like the other
three major types of business resources—people, money, and machines—it needs to be
managed wisely. IT spends a significant portion of corporate budgets. Worldwide IT spending
topped $3.7 trillion in 2011, a jump of almost 8% from the previous year. It’s projected
to continue to increase.
Poslovni Pogled
Informaciona tehnologija (IT) je ključni resurs za poslovne subjekte danas. Ona podržava i konzumira
značajne organizacijske resurse. Baš kao i sa druge tri glavne vrste poslovnih resursa - ljudi, novac, i
mašine, i njome se mora mudro upravljati. IT troši značajan dio korporativnih budžeta. Širom svijeta
IT potrošnja je dostigla 37 triliona dolara u 2011 godini, skok od gotovo 8% u odnosu na prethodnu
godinu. I projekcija je da će nastaviti da se povećava.
More than 350 companies each plan to invest more than $1 billion in IT, particularly in cloud, social,
mobile and big data. Companies in a Gartner study reported that cloud services will grow five times
faster than overall IT enterprise spending annually through 2015. These resources must return value,
or they will be invested elsewhere. The business manager, not the IS specialist, decides which
activities receive funding, estimates the risk associated with the investment, and develops metrics for
evaluating the performance of the investment. Therefore, the business manager needs a basic
grounding in managing and using information. On the flip side, IS managers need a business view to
be able to explain how the technology will impact the business and what the tradeoffs are.
People and Technology Work Together In addition to financial issues, a manager must know how to
mesh technology and people to create effective work processes.
Više od 350 kompanija planira investirati više od $ 1 milijarde dolara u IT, posebno u oblaku
(cloud), društvene, mobilne i veliki podatke. Kompanije u Gartner studiji prijavile su da cloud
servisi rastu pet puta brže od ukupne IT potrošnje kompanije godišnje do 2015. Ovi resursi
moraju vratiti vrijednost, ili će biti investirani negdje drugo. Poslovni menadžer, a ne IS
specijalist, odlučuje koje aktivnosti dobivaju sredstva, procjenjuje rizik povezan sa
investicijom, i razvija metriku za procjenu učinka investicije. Stoga, poslovni menadžer treba
osnovno znanje u upravljanju i korištenju informacija. Sa druge strane, IS menadžeri trebaju
poslovni pogled da bi mogli objasniti kako će tehnologija uticati na poslovanje i šta su
kompromisi.
Ljudi i tehnologija rade zajedno i pored finansijskih problema, a menadžer mora znati kako da
uveže tehnologiju i ljude da stvore efektivne radni procese.
Collaboration is increasingly common, especially with the rise of social networking. Companies are
reaching out to individual customers using social technologies such as Facebook, Twitter, YouTube
Saradnja je sve učestalija, a posebno sa porastom društvenog umrežavanja. Kompanije su doprle do
pojedinih klijenata, koristeći društvene tehnologije kao što su Facebook, Twitter, YouTube
and numerous other tools. In fact, the termWeb 2.0describes the use of World Wide Web (the
Internet) applications that facilitate, information sharing, user-centered design, interoperability and
collaboration among users. Technology facilitates the work that people do and the way they interact
with each other. Appropriately incorporating IS into the design of a business model enables people to
focus their time and resources on issues that bear directly on customer satisfaction and other
revenue- and profit-generating activities. Adding a new IS to an existing organization, however,
requires the ability to manage change. The skilled business manager must balance the benefits of
introducing new technology with the costs associated with changing the existing behaviors of people
in the workplace. There may be choices of technology solutions each with different impact and
a decision must incorporate a clear understanding of the consequences. Making this assessment
does not require detailed technical knowledge. It does require an understanding of what the short-
term and long-term consequences are likely to be, how to mitigate the risks associated with and why
adopting new technology may be more appropriate in some instances than in others. Understanding
these issues also helps managers know when it may prove effective to replace people with
technology at certain steps in a process.
i brojni drugi alati. Ustvari, termin Web 2.0 opisuje korištenje World Wide Web (Interneta) aplikacija
koje olakšavaju, razmjenu informacija, korisnički centriran dizjan, interoperabilnost i saradnju među
korisnicima. Tehnologija olakšava posao koji ljudi rade i način na koji su u interakciji jedni s drugima.
Odgovarajuće inkorporiranje IS u dizajn poslovnog modela omogućava ljudima da fokusiraju svoje
vrijeme i resurse na pitanja koja nose direktno korisničko zadovoljstvo i ostale prihode i profit-
generisane aktivnosti. Postavljanje novog IS u postojećoj organizaciju, međutim, zahtijeva sposobnost
upravljanja promjenama. Kvalificirani poslovni menadžer mora uravnotežiti prednosti uvođenja nove
tehnologije uz troškove vezane za promjenu postojećeg ponašanja ljudi na radnom mjestu. Može
postojati više izbora tehnoloških rješenja od kojih svako ima različit uticaj i odluka mora uključiti
jasno razumijevanje posljedica. Procjenjivanje ne zahtijeva detaljno tehničko znanje. Zahtijeva
razumijevanje onoga što će biti vjerovatno kratkoročne i dugoročne posljedice, kako za ublažavanje
rizika povezanih sa i za usvajanje novih tehnologija može biti prikladnije u nekim slučajevima nego u
drugim. Razumijevanju tih pitanja također pomažu menadžeri koji znaju kada mogu pokazati
djelotvornim da zamijene ljude s tehnologijom u određenim koracima u procesa.
IS place information in the hands of Walmart associates so that decisions can be made closer to the
customer. IS help simplify organizational activities and processes such as moving goods, stocking
shelves, or communicating with suppliers. For example, handheld scanners provide floor associates
with immediate and real time access to inventory in their store and the ability to locate items in
surrounding stores, if necessary.
IS stavlja informaciju u rukama Walmart saradnika, tako da odluke mogu biti bliže kupcu. IS pomaže
da se pojednostave organizacione aktivnosti i procesi, kao što su kretanje roba, skladištenje, ili
komunikacija sa dobavljačima. Na primjer, ručni skeneri pružaju odjelu saradnika da odmah i u
stvarnom vremenu pristupaju inventaru u prodavnici i sposobnost da pronađu stavke u okolnim
prodavnicama, ako je potrebno.
Konkuretski Izazovi
Customer Pull
With the emergence of social networks such as Facebook and Renren, social microblogs
such as Sina Weibo and Twitter, social media and the Web, businesses have had to
redesign their existing business models to account for the change in power now yielded
by customers and others in their communities. Social media have given powerful voices
to customers and communities and businesses must listen. Redesigning the customer
experience when interacting with a company is top of mind for many managers and the
key driver is IS. Social IT enable new and often deeper relationships with a large number
customers and companies are learning how to integrate and leverage this capability into
existing and new business models.
Korisnički Pull
S pojavom društvenih mreža kao što su Facebook i Renren, socijalni mikroblogovi kao što su Sina
Weibo i Twitter, društvenh medija i web, biznisi su morali redizajnirati svoje postojeće poslovne
modele na račun promjene snage koja je sad data od kupaca i drugih u njihovim zajednicama.
Društveni mediji su dali moćne glasovi klijentima i zajednicama i biznis ih mora slušati. Redizajniranje
klijentskog iskustva kada je u interakciji sa kompanijom je top zadatak za mnoge menadžere, a
ključni pokretač je IS. Društveni IT omogućuje nove i često dublje odnose s velikim brojem
kupaca i kompanije uče kako da se integriraju i iskoriste ovu mogućnost u postojećim i novim
poslovnim modelima.
Odluke o IS direktno utiču na profite poslovanja. Osnovna formula Profit ¼ Prihoda, Rashoda se može
koristiti za procjenu uticaja tih odluka. Usvajanje pogrešnih tehnologija može uzrokovati kompaniji da
propustiti poslovne mogućnosti i sve prihode tih mogućnosti koje bi bile generisane. Neadekvatan IS
može uzrokovati zastoj u servisiranju klijenata, što negativno uitče na prodaju. Loše raspoređeni
socijalni IT resursi mogu jako oštetiti ugled jakog brenda.
On the expense side, a miscalculated investment in offensive or unsecure sites. But that decision also
means that employees can’t access social networking sites, which may be useful for collaboration, or
other Web-based applications that may offer functionality to make the business more efficient.
The general manager, who, after all, is charged with ensuring that company resources are used
effectively, must guarantee that the company’s IS support its organizational systems and that
changes made in one system are reflected in the other. For example, a company that plans to allow
workers to work remotely needs an information system strategy compatible with its organization
strategy. Desktop PCs located within the corporate office are not the right solution for a
telecommuting organization. Instead, laptop computers, applications that are accessible online
anywhere and anytime, and networks that facilitate information sharing are needed. Workers may
want to use tablets or smart phones remotely, too, and those entail a different set of IS processes. If
the organization only allows the purchase of desktop PCs and only builds systems accessible
from desks within the office, the telecommuting program is doomed to failure.
Na troškovnoj strani, loše proračunata ulaganja u ofanzivnim ili nesigurnim mjestima. Ali ta
odluka također znači da zaposleni ne mogu pristupiti društvenim mrežama, što može biti
korisno za saradnju, ili drugim web-baziranim aplikacijama koje mogu ponuditi
funkcionalnost kako bi se poslovanje učinilo efikasnijim.
Generalni menadžer, koji je, na kraju krajeva, plaćen da osigurati da se kompanijski resursi se
koriste učinkovito, mora garantirati da kompanijski IS podržava njegove organizacione
sistemima, te da se promjene napravljene u jednom sistemu refčektuju i u drugom. Na
primjer, kompanija koja planira da omogući radnicima da rade na daljinu treba informacionu
sistem strategiju kompatibilnu sa njenom organizacijskom strategijom. Desktop PC-i locirani
u sklopu korporativnih ureda nisu pravo rješenje za telekomunikacijsku organizaciju. Umjesto
toga, prijenosni računari, aplikacije koje su dostupne online bilo gdje i bilo kada, i mreže koje
olakšavaju razmjenu informacija su potrebni. Radnici mogu želiti da koriste tablete ili
pametne telefoea na daljinu, također, a oni podrazumijevaju različit skup IS procesa. Ako
organizacija samo omogućava kupovinu desktop PC-a i samo gradi desktop sisteme dostupne
iz kancelarije, telekomunikacijski program je osuđen na propast.
Učestvovanje u IT odlukama znači dovođenje jasnog skup vještina za sto. Od svih menadžera
se traži da preuzmu zadatke koji zahtijevaju različite vještine u različito vrijeme. Ti zadaci se
mogu podijeliti u vizionarske zadatake ili zadatake koje pružaju vodstvo i smjer za grupu;
informacione/međuljudske zadatke ili zadatke koji pružaju informacije i znanje grupi trebaju
da budu uspješni, i strukturni zadaci, zadaci koji organiziraju grupu . Slika I-2 liste osnovnih
vještina potrebnih za menadžere koji žele da učestvuju uspješno u ključnim IT odlukama. Ne
samo da ovaj popis naglašava razumijevanje,
Managerial Role Skills Visionary Creativity—the ability to transform resources and create something
newto the organization. Curiosity—the ability to question and learn about new ideas, applications,
technologies and business models. Confidence—the ability to believe in oneself and assert one’s
ideas at the proper time. Focus on business solutions—the ability to bring experience and insight
to bear on current business opportunities and challenges. Flexibility—the ability to change rapidly
and effectively, such as by adapting processes, shifting perspectives, or adjusting a plan to achieve a
new goal. Informational and Interpersonal Communication—the ability to share thoughts through
speech, writing, text and images. Listening—the ability to hear and reflect back what others are
saying. Information gathering—the ability to gather thoughts of others through listening, reading,
and observing. Interpersonal skills—the ability to cooperate and collaborate with others on
a team, among groups, or across a change of command to achieve results. Structural Project
management—the ability to plan, organize, direct and control company resources to effectively
complete a project. Analytical skills—the ability to break down a problem into its elements
for ease of understanding and analysis. Organizational skills—the ability to bring together distinct
elements and combine them into an effective whole. Planning skills—the ability to develop objectives
and to allocate resources to ensure objectives are met.
Finally, information is often costly to produce, Things Information Wear out Doesn’t wear out, can
become obsolete or untrue Are replicated at the expense of the manufacturer Is replicated at almost
zero cost without limit Exist in a tangible location Does not physically exist When sold, possession
changes hands When sold, seller may still possess and sell again Price based on production costs
Price based on value to consumer FIGURE I-9 Comparison of the economics of things with the
economics of information. but cheap to reproduce. Rather than pricing it to recover the sunk cost of
its initial production, its price is typically based on the value to the consumer. Figure I-9 summarizes
the major differences between the economics of goods and the economics of information. Evans and
Wurster suggest that traditionally the economics of information has been bundled with the
economics of things. However, in this Information Age, firms are vulnerable if they do not separate
the two. The Encyclopedia Britannica story serves as an example. Bundling the economics of things
with the economics of information made it difficult for Encyclopedia Britannica to gauge the threat
posed by Encarta, the encyclopedia on CD-ROM that was given away to promote the sale of
computers and peripherals. Britannica focused on its centuries-old tradition of providing information
in richly bound tomes sold to the public through a well-trained sales force. Only when it was
threatened with its very survival did Encyclopedia Britannica grasp the need to separate the
economics of information from economics of things and sell bits of information online. Clearly,
Encyclopedia Britannica’s business strategy, like that of many other companies, needed to reflect the
difference between the economics of things from the economics of information.
Na kraju, informaciju je često skupo proizvesti, Stvari Informacije ne idu vani iz upotrebe, mogu
postati zastarjele ili neistinite te da se repliciraju na trošak proizvođača i zamijene gotovo bez troška i
bez limita postoje u opipljivoj lokaciji ne postoje fizički kada su prodane, posjedovanje promjena
vlasnika Kada su prodate, prodavac može još uvijek imati i prodavati opet cijenovno bazirane
troškove proizvodnje. Cijena na bazi vrijednosti za potrošača SLIKA i-9 Usporedba ekonomije stvari sa
ekonomijom informacija. ali jeftine za reprodukciju. Umjesto određivanja cijena za oporavak potonuo
troškove svoje početne proizvodnje, njegova cijena je obično na osnovu vrijednosti za potrošača.
Slika I-9 rezimira glavne razlike između ekonomije stvari i ekonomije informacija. Evans i Wurster
ukazuju da tradicionalno ekonomije informacija su u paketu sa ekonomijom stvari. Međutim, u ovom
Informčkom Doba, kompanije su ranjive ako ne razdvajaju ove dvije ekonomije. The Encyclopedia
Britannica priča služi kao primjer. Povezivanje ekonomija stvari sa ekonomijom informacija otežaolo
je Enciklopediji Britannica da procijeni prijetnju Encarta-e, enciklopedije na CD-ROM-u koji je dat vani
da promovira prodaju računara i periferije. Britannica se fokusirala na svojoj stoljetnoj tradiciji
pružanja informacija u bogato uvezanim knjigama prodavane javnosti kroz dobro obučene prodajnu
snagu. Tek kada je prijetinju samog opstanka Enciklopedija Britannica doživjela, shvatila je potrebu
da odvoji ekonomiju informacija od ekonomije stvari i prodaje bit informacija na internetu. Jasno,
poslovne strategije Enciklopedija Britannica su, kao i mnogih drugih kompanija, potrebno da
odražava razliku između ekonomije stvari od ekonomije informacija.
System Hierarchy
An information system comprises three main elements: technology, people, and process (see Figure
I-10). When most people use the term information system, they actually refer only to the technology
element as defined by the organization’s infrastructure. In this text the term infrastructure refers to
everything that supports the flow and processing of information in an organization, including
hardware, software, data, and network components, whereasarchitecturerefers to the strategy
implicit in these components. These ideas will be discussed in greater detail in Chapter 6.Information
system (IS)is defined more broadly as the combinationof technology (the “what”), people (the
“who”), and process (the “how”) that an organization uses to produce and manage information. In
contrast, information technology (IT) focuses only on the technical devices and tools used in the
system. We define information technology as all forms of technology used to create, store, exchange,
and use information. Above the information system itself is management, which oversees the design
and structure of the system and monitors its overall performance. Management develops the
business requirements and the business strategy that the information system is meant to satisfy. The
system’s architecture provides a blueprint that translates this strategy into components, or
infrastructure.
Hijerarhija Sistema
Informacioni sistem se sastoji od tri glavna elementa: tehnologije, ljudi i procesa (slika I-10). Kada
većina ljudi koristi termin informacionih sistema, oni se zapravo referišu samo na tehnološki element
kao što je definisano od strane organizacijske infrastrukture. U ovom tekstu termin infrastruktura se
odnosi na sve što podržava da protok i obrada informacija u organizaciji, uključujući hardver, softver,
podatke, i mrežne komponente, a arhitektura se odnosi na strategiju implicitnu u ovim
komponentama. Ove ideje će se raspravljati podrobnije u poglavlju godine 6. Informacioni sistem (IS)
se definira šire kao kombinacija tehnologije ("šta"), ljudi ( "ko"), i procesa ("kako") koje organizacija
koristi za proizvodnju i upravljanje informacijama. Za razliku od toga, Informacijske tehnologija (IT)
se fokusira samo na tehničke uređaje i alate koji se koriste u sistemu. Mi definiramo informacione
tehnologije kao i sve forme tehnologije koje se koristi za stvaranje, skladištenje, razmjenu i korištenje
informacija. Iznad informacioni sistem sam po sebi je menadžment, koji nadgleda dizajn i strukturu
sistema i prati njegove ukupne performanse. Upravljanje razvija poslovne zahtjeve i poslovne
strategije koje informacioni sistem treba da zadovolji. Sistemska arhitektura pruža plan koji prevodi
ovu strategiju u komponente ili infrastrukturu.
SUMMARY
Aligning information systems and business decisions is no longer an option; it’s an imperative for
business. Every business operates as an information-based enterprise. In addition, the explosive
growth of smart phones, tablets, social tools and Web-based businesses provides all managers with
some experience in information systems, and some idea of the complexity involved in providing
enterprise-level systems. This highlights the need for all managers to be skilled in managing and
using IS. It is no longer acceptable to delegate IS decisions to the management information systems
(MIS) department alone. The general manager must be involved to both execute business plans
and protect options for future business vision. IS and business maturity must be aligned to provide
the right level of information resources to the business. This chapter makes the case for general
managers’ full participation in strategic business decisions concerning IS. It outlines the skills required
for such participation, and it makes explicit
SAŽETAK
Usklađivanje informacionih sistema i poslovnih odluka više nije opcija, to je imperativ za
poslovanje. Svaki posao djeluje kao informaciono bazirana kompanija. Pored toga, eksplozivne
rast pametnih telefona, tablete, socijalnih alata i web-baziranih biznisa pruža svim menadžerima
neko iskustvo sa informacionim sistemima, i neke ideje kompleksnosti uključenih u pružanje
enterprise – level sistema. Ovo ukazuje na potrebu za sve menadžere da budu vješti u upravljanju i
korištenju IS. Više nije prihvatljivo da se delegiraju IS odluke samo odjelima menadžment
informacionih sistema (MIS). Generalni menadžer mora biti uključen u oba izvršna poslovna plana
i da štite opcije za buduće poslovne vizije. IS i poslovna zrelost moraju biti usklađeni da pruže
pravi nivo informacionih resursa za poslovanje. Ovo poglavlje čini slučaj za generalne direktore 'puno
učešće u strateške poslovne odluke koje se tiču IS. On naglašava vještine potrebne za takvo učešće, i
čini eksplicitnim
certain key assumptions about the nature of business, management, and IS that will underlie the
remaining discussions. Subsequent chapters are designed to build on these concepts by addressing
the following questions
određene ključne pretpostavke o prirodi poslovanja, upravljanja i IS, koji će biti u osnovi
preostali rasprave. Narednim poglavljima su dizajnirani da gradi na ove koncepte obraćanjem
na sljedeća pitanja
that deliver their portion of the process and “throwing it over the wall” to the next group on the
value chain. Thesesilos, or selfcontained functional units, are useful for several reasons. First, they
allow an organization to optimize expertise and their training. For example, instead of having
marketing people in a number of different groups, all the marketing people belong to the same
department, which allows them to informally network and learn from each other and allows the
business to leverage its resources. Second, the silos allow the organization to avoid redundancy in
expertise by hiring one person who can be assigned to projects across functions on an as-needed
basis instead of hiring an expert in each function. Third, with a functional organization, it is easier to
benchmark with outside organizations, utilize bodies of knowledge created for each function, and
easily understand the role of each silo. For example, it is clear that the marketing department
produces and executes marketing plans, but it may not be clear what a customer-relationship
department does. (It typically has some marketing, some sales, some services, and some accounting
processes.) On the other hand, silo organizations can experience significant sub-optimization.
da isporuče svoj dio procesa i "bacajući ga preko zida" na sljedeću grupu u lancu vrijednosti. Ove silos
ili samo-sadržajne funkcionalne cjeline, su korisne iz nekoliko razloga. Prvo, one omogućavaju
organizaciji da optimiziraju stručnost i njihovu obuku. Na primjer, umjesto da imate ljude iz
marketinga u nekoliko različitih grupa, svi marketinški ljudi pripadaju istom odjelu, što im omogućava
da se neformalno umreže i uče jedni od drugih i omogućava biznisu da iskoristi svoje resurse. Drugo,
silosi omogućava organizaciji da se izbjegne redundancija u stručnosti za zapošljavanje jedne osobe
koja može biti dodijeljena projektima kroz funkcije na osnovi koncepta po potrebi umjesto
zapošljavanja stručnjaka za svaku funkciju. Treće, s funkcionalnom organizacijom, lakši je benchmark-
poređenje sa vanjskim organizacijama, koriste tijela znanja kreirana za svaku funkciju, i lako razumiju
ulogu svakog silosa. Na primjer, jasno je da marketing odjel kreira i izvršava marketinške planove, ali
ne može biti jasno šta odjel za odnose sa klijentima radi. (To obično ima određeni marketing,
određena prodaje, određeni servisi, a određeni računovodstvene procesi.) S druge strane, silos
organizacije mogu doživjeti značajnu pod-optimizaciju.
First, individual departments often recreate information maintained by other departments. Second,
communication gaps between departments are often wide. Third, handoffs between silos are often a
source of problems, such as finger-pointing and lost information, in business processes. Finally, silos
Prvo, individualni odjeli često rekreiraju informacije održavane od drugih odjela. Drugo,
komunikacijski jaz između odjela su često široki. Treće, nesklad između silosa je često izvor problema,
kao što je upiranje prstom i gubljene podatak, u poslovnim procesima. Konačno, silosi
tend to lose sight of the objective of the overall organization and operate in a way that maximizes
their local goals. A firm’s work changes over time. In a functionally organized silo business, each
group is primarily concerned with its own set of objectives. The executive officers jointly
seek to ensure that these functions work together to create value, but the task of providing the “big
picture” to so many functionally oriented personnel can prove Typical Hierarchical Organization
Structure Operations Marketing Accounting Finance Administration Executive Offices CEO
President FIGURE 5.1 Hierarchical structure.
Thomas Davenport and John Beck,The Attention Economy(Boston, MA: Harvard Business School
Press, 2001), 173. 138cChapter 5 Information Systems for Managing Business Processes extremely
challenging. As time passes and business circumstances change, new work is created that relies on
more than one of the old functional departments. Departments that took different directions must
now work together. They negotiate the terms of any new work processes with their own functional
interests in mind, and the “big picture” optimum gets scrapped in favor of suboptimal compromises
among the silos. These compromises then become repeated processes; they become standard
operating procedures. Losing the big picture means losing business effectiveness. After all, a
business’s main objective is to create as much value as possible for its shareholders and other
stakeholders by satisfying its customers to the greatest extent possible. When functional groups
duplicate work, when they fail to communicate with one another, when they lose the big picture and
establish suboptimal processes, the customers and stakeholders are not being well served.
Thomas Davenport i John Beck, Pažnja ekonomije (Boston, MA: Harvard Business School Press, 2001),
173. 138cChapter 5, Informacioni Sistemi za upravljanje poslovnim procesa su izuzetno izazovni. Kako
vrijeme prolazi i poslovne okolnosti se mijenjaju, novi posao je učinio da se oslanja na više od jednog
starog funkcionalnog odjela. Odjeli koji su se različitim smjerovima sada moraju raditi zajedno. Oni
pregovaraju o uslovima bilo novih radnih procesa sa svojim funkcionalnim interese na umu i "veliku
sliku" optimalna biva odbačen u korist suboptimalnog kompromisa među silosima. Ovi kompromisi
onda postaju proces ponavljanja, oni postaju standardne operativne procedure. Izgubiti veliku sliku
znači gubljenje poslovne učinkovitosti. Na kraju krajeva, glavniposlovni cilj je stvoriti što više
vrijednosti za svoje dioničare i druge aktere zadovoljavanjem svojih klijenata u najvećoj mogućoj
mjeri. Kada funkcionalne grupe dupliraju rad, ako ne uspiju komunicirati jedne s drugima, kada
izgube veliku sliku i uspostave suboptimalne procesa, kupaci i zainteresirane strane nisu dobro
uslužene.
Information Systems for Managing Business Processes network configuration can handle, the
network automatically requisitions more capacity to handle the additional data and reconfigures
itself to balance the flow over the new channels. Another example, with a more physical
configuration, would be a call-center. Call center systems are designed to monitor the flow of calls
coming into the center and the time it takes for agents to respond to the calls. These systems
automatically reconfigure as volume increases. The system might add additional agents to the
schedule or alert a supervisor of the increase and route calls to standby agents. Or should an agent
be taking more time than expected for a call, the system would avoid sending a new call to that
agent. Because the system helps manage the process, it can automatically redistribute incoming calls
as necessary to respond to changes in the center. Dynamic IT applications are required for dynamic
business processes. When the underlying IT is not designed with this goal in mind, the business
process itself cannot adapt as necessary to changing requirements of the business environment. The
benefits of agile and dynamic business processes are operational efficiency gained by the ease of
incrementally improving the process as necessary and the ability to create game changing innovative
processes more quickly. Sloan Valve’s new NPD was another example of a more flexible process.
Previously seeped in the old way of doing things, and tied to legacy information systems, the
redesigned NPD speeded up the process and had ways to listen and adapt to customer
feedback, process problems, and team misalignments.
Informacionih Sistemi za upravljanje poslovnim procesima konfiguracije mreže mogu to riješiti, mreža
automatski zahtjeva veći kapacitet za opsluži dodatne podatake i rekonfiguriše sebe da balansira
protok preko novih kanala. Još jedan primjer, više fizičke konfiguracije, bio bi call-centar. Call centar
sistemi su dizajnirani da prate tok poziva koji dolaze u centar i vrijeme koje je potrebno za agente da
odgovore na pozive. Ovi sistemi automatski se rekonfigurišu kako se obim povećava. Sistem može
dodati nove agente na rasporedu ili upozoriti supervizora za to povećanje i proslijediti pozive
standby agenatima. Ili ako je agentu potrebno više vremena nego što je očekivano za poziv, sistem će
izbjeći slanje novog poziva na tog agenta. Jer sistem pomaže upravljnju procesima, on može
automatski preraspodjeliti dolazne pozive koliko je potrebno da se odgovori na promjene u centru.
Dinamiče IT aplikacije su potrebne za dinamičan poslovne procese. Kada u osnovi IT nije dizajniran s
tim ciljem, poslovni proces ne može se prilagoditi koliko je potrebno da se mijenja sa zahtjevima
poslovnog okruženja. Prednosti agilnih i dinamičnih poslovnih procesa su operativne efikasnosti
stečena lakoćom postepenog poboljšanje procesa kao neophodnih i sposobnost da stvori igru
promjena inovativni procesa bržom. Sloan Valve's novi NPD je bio još jedan primjer fleksibilnijeg
procesa. Ranije je uklonjen stari način obavljanja stvari, i vezan za naslijeđe informacionih sistema,
redizajnirani NPD ubrzao je procese i imao načine da slušaju i prilagode se želji kupca, procesni
problemi, i odstupanja tima.
CHANGING BUSINESS PROCESSES
The result was a BPM-based system thatprovided better management capabilities, created a
common platform for rapid change and capacity for future growth. That proved critical when
Enterprise acquired National Car Rental and Alamo Rent A Car, creating much more demand for
Request Online Enterprise was able to shift development to less costly IT staff who could make
process modifications directly through the BPM. Finally, the usability of the system was increased as
the BPM facilitated the creation of customized interfaces based on characteristics of the specific
users.
Rezultat je bio BPM-baziran sistem koji je pružao bolje mogućnosti upravljanja, stvorio je zajedničku
platformu za brzu promjenu i kapacitet za budući rast. Koje su se pokazale kritičnim kada je
kOMPANija preuzeta od National Car Rental i Alamo Rent A Car, stvarajući mnogo potražnje za Online
Zahtjevima Kompanije koja je bila u mogućnosti da prebaci razvoj manje skupom IT osoblju koje bi
moglo dau učini procese modifikacije dirketno na BPM. Konačno, upotrebljivost sistema je povećan
kako je BPM omogućio stvaranje prilagođenih sučelja na osnovu karakteristika određenih korisnika.
BPM systems are a way to build, execute, and monitor automated processes that may go across
organizational boundaries. Some of the functionality of a BPM may be found in enterprise
applications such as ERP, CRM, and financial software because these systems also manage processes
within a corporation. But BPM systems go outside a specific application to help companies manage
across processes. Some BPM systems manage front office applications that are often person-to-
person processes such as a sales or ordering process. These processes are people-centric and
incorporate social IT. Other BPM systems support back-office processes that often are more
system-to-system oriented and possibly extend outside the corporation to include Web-based
components. Figure 5.6 contains a representative illustration of the components of a BPM system.
BPM sistemi su način da se izgradi, izvršava i pratr automatski procesi, koji mogu ići preko
organizacijskih granica. Neke od funkcionalnost BPM mogu se naći u poslovnim
aplikacijama kao što su ERP, CRM i financijski softver jer i ovi sisteme također upravljaju
procesima unutar korporacije. Ali BPM sistemi su izvan specifične aplikaciju za pomoć
kompanijama u upravljanju preko procesa. Neki BPM sistemi upravljaju front office
aplikacije koje su često osoba-osoba procesi kao što su prodaja ili proces naručivanja. Ovi
procesi su ljudski-centrični i uključuju socijalne IT. Ostali BPM sistemi podržavaju back-
office procese koji su često više sistem-na-sistem orijentisani i moguće proširuju se izvan
korporacija da uključe web-bazirane komponente. Slika 5.6 sadrži reprezentativnu ilustraciju
komponenti BPM sistema.
Enterprise’s Request Online used a BPM system by Appian. Appian’s BPM product includes
components to help companies design, manage, and optimize core business processes. Appian has
sophisticated features that combine social IT capabilities with process modeling, content
management, data management, and integration with existing enterprise systems. SharePoint, one
of the most popular collaboration environments, can be managed through Appian’s suite, creating a
one-stop-shop for managing business processes in an enterprise. Figure 5.7 summarizes the
components of their system. Two other common vendors for BPM are IBM and SoftwareAG’s ARIS.
ARIS has also come to mean an entire modeling approach. ARIS, which stands for Architecture of
Integrated Information Systems, and structures four views of the enterprise, including an
organizational view, a data view, a functional view, and a control view. Using ARIS,
Enterprise Online Zahtjev je koristio BPM sistem Appian. Appian BMP proizvod uključuje
komponente za pomoć kompanijama dizajn, upravljanje, i optimiziranje osnovnih poslovnih
procesa. Appian ima sofisticirane značajke koje kombiniraju socijalne IT sposobnosti s
procesom modeliranja, upravljanja sadržajem, upravljanje podacima i integraciju s postojećim
enterprise sistemima. SharePoint, jedan od najpopularnijih kolaboracijskih okruženja, može se
upravljati putem Appian sistemom, stvaranje one-stop-shop za upravljanje poslovnim
procesima u preduzeću. Slika 5.7 sumira komponente njihovog sistema. Dva druga zajednička
proizvođača za BPM su IBM i SoftwareAG-ov ARIS. ARIS je također došao da znači u
potpunosti modelski pristup. ARIS, što je skraćenica za Arhitektura Integrisanih
Informacionih Sistema, i strukture sa četiri pogleda na kompaniju, uključujući organizacione
prikaz, prikaz podataka, funkcionalni pogled, i kontroni pogled. Koristeći ARIS,
Nadalje, enterprise sistem može pojačati korištenje standardnih procedura u različitim lokacijama.
Očigledne koristi bez obzira na, implementaciju enterprise sistem predstavlja ogromnu količinu posla.
Koristeći isti jednostavan primjer ranije naveden, ako je organizacija omogućila proizvodnim i
računovodstvenim odjelima da zadržati svoje evidencije dobavljača, onda najvjerovatnije ove
evidencije se čuvaju u nešto drugačijim oblicima (jedan odjel može zadržati prodavač ime kao "IBM ,
"drugi kao" International Business Machines ", ili čak" IBM Corp ", a sve ovo čini težim da se integrišu
u baze podataka).
Such data inconsistencies must be addressed for the enterprise system to provide optimal
advantage. Moreover, even though enterprise systems are flexible and customizable to a point, most
also require business processes to be redesigned to achieve optimal performance of the integrated
modules. Theflexibility in an enterprise system comes from being able to change parameters in a
process, such as the type of part number the company will use. However, all systems make
assumptions about how the business processes work, and at some level, customization is not
possible. For example, one major Fortune 500 company refused to implement a vendor’s enterprise
system because the company manufactured products in lots of “one,” and the vendor’s system
would not handle the volume this company generated. If they had decided to use the ERP, a
complete overhaul of their manufacturing process in a way that executives were unwilling to do
would have been necessary.
Takvi podaci nedosljednosti moraju se rješavati za enterprise sistema da pruži optimalnu prednost.
Osim toga, iako su enterprise sistemi fleksibilni i prilagodljivi do tačke, većina također zahtijeva da
poslovni procesi budu redizajnirani da bi se postigle optimalne performanse integrisanih modula.
Fleksibilnost u enterprise sistemu dolazi od toga da bude u mogućnosti mijenjati parametre u
procesu, kao što je tip broja dijela koji će kompanija koristiti. Međutim, svi sistemi čine pretpostavke
o tome kako poslovne procese radi, i na nekom nivou, prilagodba nije moguća. Na primjer, jedna
velika Fortune 500 kompanija odbila je implementaciju dobavljača Enterprise sistema, jer je
kompanija proizvodila puno proizvoda u "jedan", i dobavljačev sistem nije bio u mogućnosti da riješi
ovaj obim generisan od kompanije. Da su odlučili da koriste ERP, kompletan remont svojih
proizvodnih procesa na način da rukovodioci nisu bili voljni da to vide kao neophodnim.
Organizations are expected to conform to the approach used in the enterprise system, arguably
because the enterprise system represents a set of industry best 158cChapter 5 Information Systems
for Managing Business Processes practices. Implementing enterprise systems requires organizations
to make changes in their organization structure and often in the individual tasks done by workers.
Recall in Chapter 1, the Information Systems Strategy Triangle suggests that implementing an
Organizacije su očekivale da zadovolje pristup koji se koristi u enterprise sistemu, kako se
tvrdi, jer enterprise sistem predstavlja skup najboljih industrija Informacionih Sistema za
praksama upravljanja poslovnim procesima. Implementacija enterprise sistem zahtijeva da
organizacije napraviti promjene u njihovoj organizacionoj strukturi, a često i u pojedinačnim
zadacima koje obavljaju radnici. Sjetite se u Poglavlju 1, u Information Systems Strategije
Triangle ukazuje na to da implementacija
One of the reasons that enterprise (ERP) systems are so expensive is that they are sold as a suite,
such as financials or manufacturing, and not as individual modules. Because buying modules
separately is difficult, companies implementing ERP software often find the price of modules they
won’t use hidden in the cost of the suite. Enterprise systems are also risky. The number of enterprise
system horror stories demonstrates this risk. For example, Kmart wrote off its $130 million ERP
investment. American LaFrance (ALF), the manufacturer of highly customized emergency vehicles
and a spinoff from Freightliner, declared bankruptcy, blaming their IT vendor and their ERP
implementation. The problems with the implementation kept ALF from being able to manufacture
many preordered vehicles.
Jedan od razloga da su enterprise ERP) sistemi tako skupi je taj daa se prodaju kao paket, kao što su
finansije ili proizvodnja, a ne kao pojedinačni moduli. Jer kupnja modula odvojeno je teška,
kompanije prilikom implementacije ERP softvera često otkriju da cijena modula koje one neće
koristiti skriveni su trošak cijelog sistema. Enterprise sistemi su također rizični. Broj enterprise
sistema horor priča pokazuje ovaj rizik. Na primjer, Kmart je potpisao 130 miliona dolara za ERP
investiciju. American Lafrance (ALF), proizvođač visoko prilagođenih vozila hitne pomoći, i ogranak iz
Freightliner, proglasili su stečaj, kriveći njihovog IT dobavljača i njihovu ERP implementaciju. Problemi
sa implementacijom onemogućili su ALF da bude u mogućnosti za proizvodnju mnogih unaprije
naručenih vozila.
The Fort Worth Police Officers Association complained in December 2010 to officials working
for the city of Fort Worth that officers werehaving problems with paychecks, managed by their new
ERP system installed two months prior. Some officers had not been paid since the installation, and
others were shortchanged in their paychecks, because the new system was not able to handle odd
hours and shift work. Oftentimes, installing an enterprise system means the business must
reengineer its business processes. Because the enterprise system is an automation of the major
business processes such as financial, manufacturing, and human resource management and because
most enterprise systems are purchased from, it is rare that an off the-shelf system is perfectly
harmonious with an existing business process. More typical is that either the software requires
significant modification or customization to fit with the existing processes, or the processes must
change to fit the software. In most installations of enterprise systems, both take place. The system is
customized when it is installed in a business by setting a number of parameters, and in the worst
case, by modifying the code itself. The business processes are changed, often through a radical
change project, as described earlier in this chapter. Lumber Liquidators net income fell 45% in the
third quarter of 2010, and managers blamed the weak performance on their new ERP system.
Employees had difficulty using the new system, which structured many of their activities differently
than they had been doing them. Many of these projects are massive undertakings, requiring formal,
structured project management tools (as discussed in Chapter 10).
The Fort Worth Asocijacija policijskih službenika Udruženje žalila se u decembru 2010 upravi grada
Forth Worth, da su službenici imali probleme sa platama, kojim upravlja njihov novi ERP sistem
instaliran dva mjeseca prije. Neki službenici nisu bili plaćeni od instalacije, a drugima su bile
izmijenjene plate, zato što novi sistem nije bio u mogućnosti da obrađuju neparne sate i rad u
smjenama. Često puta, instalacija enterprise sistema znači da biznis mora izvršiti reinžinjering svojih
poslovnih procesa. Budući da je enterprise sistem automatizacija glavnih poslovnih procesa, kao što
su finansijski, proizvodnju i upravljanje ljudskim resursima i zato što je većina enterprise sistema
kupljena za to, rijetkost da je sistem u potpunsti standardiziran i perfektno usklađen sa postojećim
poslovnim procesima. Češći slučaj je da softver zahtijeva značajne izmjene ili prilagodbe da bi se
uklopio sa postojećim procesima ,ili procesi se moraju promijeniti tako da odgovaraju softveru. U
većini instalacija enterprise sistema, obje stvari su u primjeni. Sistem je prilagođen kada je instalirn u
biznisu postavljanjem niza parametara, a u najgorem slučaju, mijenjanjem samog koda. Poslovni
procesi se mijenjaju, često kroz radikalnu promjenu projekta, kao što je opisano ranije u ovom
poglavlju. Neto dobit Lumber Likvidatora pala je 45% u trećem kvartalu 2010, a menadžeri su okrivili
slab učinak njihovog novog ERP sistema. Zaposleni su imali problema upotrebom novog sistema, koji
je strukturirao mnoge njihove aktivnosti drugačije nego što su radili sa njima. Mnogi od tih projekata
su masivni subjekti, koji su zahtijevali alate za formalno upravljanje strukturiranim projektima (kao
što je objašnjeno u poglavlju 10).
Using the cloud for an entire application generally means that the software is custom designed or
custom configured for the business but resides in the cloud.
Korištenje oblaka za čitavu aplikaciju opštenito znači da je softver prilagođeno dizajniran ili
prilagođeno konfigurisan za poslovanje, ali se nalazi u oblaku.
Consumers of cloud computing purchase capacity on demand and are not generally concerned with
the underlying technologies. It’s the next step inutility computingor purchasing entire capability on
an as-needed basis. Much like the distribution of electricity, the vision of utility computing is that
computing infrastructure would be available when needed in as much quantity as needed. When the
lights and appliances are turned off in a home, the electricity is not consumed. Ultimately, the
customer is billed only for what is used. In utility computing, a company uses a third-party
infrastructure to do their processing or transactions and pay only for what they use. And as in the
case of the electrical utility, the economies of scale enjoyed by the computing utility enable very
attractive financial models for their customers. As the cost of connectivity falls, models of cloud
computing emerge. Salesforce.com, Facebook. Gmail, Windows Azure, Apple iTunes, and LinkedIn
are examples of applications in the cloud. Users access LinkedIn through the Web, and build
networks of business professionals on the LinkedIn Web site. But LinkedIn provides additional
services, such as linking a user’s blog to their profile, sharing and storing documents among group’s
members, access applications like GoodReads to see what network peers are reading and Tripit to
learn about their travel plans. Benefits of virtualization and cloud computing are many. Businesses
who embrace a virtual infrastructure can consolidate physical servers, and possibly eliminate them,
greatly reducing the physical costs of the data center.
done. In a traditional data center, additional capacity is often a matter of purchasing additional
hardware, waiting for its delivery, physically installing it, and insuring its compatibility with the
existing systems. It can take weeks. In a virtual infrastructure, the nature of the architecture is
dynamic by design, making it relatively easy and quick to add additional capacity. For example,
theNew York Timesdecided to make all public domain articles from 1851 to 1922 available on the
Internet. To do that they decided to create PDF files of all the articles from the original papers in their
archives. This meant they had to scan each column of the story, create a series of graphic pictures of
the scanned image, and then cobble them together to create the single PDF for each story. This was a
lot of work and required significant computing power. Once this batch of articles was converted and
added to their existing library, theNew York Timeswould have 11 million stories from 1851 to 1989
available free on the Internet. The manager of this project had an idea to try using the cloud. He
selected a service offered by Amazon.com, Amazon EC2, wrote some code to do the project he
envisioned, and tested it on the Amazon servers. He used his credit card to charge the $240 it cost
him to do this conversion. He calculated it would have taken him at least a month to do the
conversion if he used only the few servers available to him in theNew York Times network. However,
using the Amazon cloud services, he was able to use a virtual server cluster of 100 servers, and it
took just under 24 hours to do the entire 11 million articles.
Kod tradicionalnih data centara, dodatni kapacitet je često pitanje kupnje dodatnog hardvera,
čekajući njihovu isporuku, fizičko instaliranje, i osiguranje usklađenosti sa postojećim
sistemima. To može potrajati sedmicama. U virtualnoj infrastrukturi, priroda arhitekture je
dinamična po dizajnu, što je čini relativno lako i brzo da se dodaju dodatni kapaciteti. Na
primjer, New York Times je odlučio da objavi sve domenske članke od 1851-1922 dostupne
na internetu. Da bi ovo uradili odlučili su da kreiraju PDF datoteke svih članaka sa originalnih
papire u svojim arhivama. To je značilo da su morali da skenirju svaku kolonu priče, kreiraju
seriju grafičkih slika skeniranih slika, a zatim ih stave zajedno kako bi stvorili jedinstveni
PDF za svaku priču. Ovo je predstavljalo mnogo rada i zahtijevalo je značajnu računarsku
snage. Kada je ova serija članaka bila konvertovana i dodavala u njihovu postojeću biblioteku,
New York Times trebao bi imati 11 miliona priča 1851-1989 dostupne besplatno na internetu.
Menadžer ovog projekta imao je ideju da pokuša koristeći oblak. On je izabrao servis koji
nudi Amazon.com, Amazon EC2, napisao je određeni da bi izvršio projekt kako je zamislio, i
testirali ga na Amazon serverima. On je koristio njegovu kreditnu karticu da naplati 240
dolara trošak za konverziju. On je izračunati da bi uzelo najmanje mjesec dana konvertovanje
da se koristilio samo nekoliko servera koji su mu bili dostupni u New York Times mreži.
Međutim, koristeći Amazon cloud servise, on je bio u mogućnosti da koristi virtualni server
cluster od 100 servera, i to je uzelo nešto manje od 24 sata da se završi konverzija za 11
miliona članaka.
But managers considering virtualization and cloud computing must also understand the risks. First is
the dependence on the third-party supplier. Building applications that work in the cloud may mean
retooling existing applications for the cloud’s infrastructure. Although there are no standards for
virtual infrastructures offered by the various vendors, one dominate vendor, as of the writing of this
Ali, menadžeri razmišljajući o virtualizaciji i cloud computingu također moraju razumjeti
rizike. Prvi je zavisnost o trećoj strane dobavljaču. Izgradnja aplikacija koje rade u oblaku
može značiti reinžinjering postojeće aplikacije za infrastrukturu u oblaku. Iako ne postoje
standardi za virtualne infrastrukture koje nude različiti ponuđači, jedan dominirajući
dobavljača, do pisanja ovog
text, is VMware, a company that offers software for workstations, virtual desktop infrastructures,
and servers. No standards for virtual infrastructure, however, means that applications running on
one vendor’s infrastructure may not port easily to another vendor’s environment. Architectures are
increasingly including cloud computing and virtualization as alternatives to the in-house
infrastructures. As coordination costs drop, and platforms in the cloud open up, cloud computing
utilization will increase.
teksta je VMware, kompanija koja nudi softver za radne stanice, virtualnu desktop infrastrukturu, i
server. Ne i standarde za virtualnu infrastrukture, kako god, znači da aplikacije koje rade na
infrastrukturi jednog proizvođača možda se neće moći prenijeti lako u okruženje drugog ponuđača.
Arhitekture su sve više, uključujući cloud computing i virtualizaciju kao alternative za in-house
infrastrukturu. Kako koordinacija troškova opada, i platforme u oblaku se kreću uzlaznom putanju, te
će ovo uzrokovati da se upotreba cloud computing povećava.
MONITORING IT INVESTMENTS
An old adage says: “If you can’t measure it, you can’t manage it.” Management’s role is to ensure
that the money spent on IT results in benefits for the organization. Therefore, common, accepted set
of metrics must be created, and those metrics must be monitored and communicated to senior
management and customers of the IT department. These metrics are often financial in nature (i.e.,
ROI, NPV).
MONITORING IT Investiranja
Jedna stara izreka kaže: "Ako ne možete izmjeriti nešto, ne možete upravljati njime." Menadžerska
uloga je da osigura da novac potrošen na IT rezultate bude u korist organizacije. Dakle, zajednički,
prihvaćen skup metrika mora biti kreiran, a one moraju biti praćene i saopštavane višem rukovodstvu
i klijentima IT odjela. Ove metrike su često finansijske prirode (tj. ROI, NPV).
But financial measures are only one category ofmeasures used to manage IT investments. Other IT
metrics include logs of errors encountered by users, end-user surveys, user turnaround time, logs of
computer and communication up-/downtime, system response time, and percentage of
projectscompleted on time and/or within budget. Additional, business-focused metrics might include
measures such as the number of contacts with external customers, sales revenue accrued from Web
channels, and new business leads generated.
(koji uključuju, ali nisu samo ograničeni na finansijski učinak ). Kompanije je koriste da procijene puni
uticaj njihovih korporativnih strategija na svojim klijentima i radne snage, kao i njihove finansijske
rezultate. Ova metodologija omogućava menadžerima da imaju pogled na posao sa četiri
perspektive: kupci, interni poslovi, inovacije/učenje, i financijska. Za svaku perspektivu, ciljevi i mjere
su dizajnirani tako da odgovore na ova osnovna pitanja: Kako kupci nas vide? (Klijentska perspektiva)
Na ono što moramo istaknuti? (Interna poslovna perspektiva) Možemo li i dalje nastaviti da
poboljšavamo i stvaramo vrijednost? (Perspektiva Inovacije i učenja) Kako izgledamo dioničarima?
(Finansijska perspektiva)
The company set a strategic goal of creating “raving fans” among its customers. In addition, they
identified three other business value drivers: reliability, finance, and winning culture. The MIS group
interpreted “raving fans” to
Kompanija postavlja strateški cilj kreiranja "Raving navijača" među svojim klijentima. Osim toga, oni
su identifikovali tri druga pokretača poslovnih vrijednosti: pouzdanost, finansije, i pobjednička
kultura. MIS grupa tumačit "Raving navijače"
mean satisfied internal customers. They used three metrics to measure their performance along this
dimension: Percentage of projects completed on time and on budget Percentage of projects
released to the customer by agreed-on delivery date Client satisfaction recorded on customer
surveys done at the end of a project A scorecard used within the IT organization helps senior IT
managers understand their organization’s performance and measure it in a way that supports its
business strategy. The IT scorecard is linked to the corporate scorecard and ensures that the
measures used by IT are those that support the corporate goals. At DuPont Engineering, the balanced
scorecard methodology forces every action to be linked to a corporate goal, which helps promote
alignment and eliminate projects with little potential impact. The conversations between IT and the
business focus on strategic goals, the merits of the project at hand, and impact rather than on
technology and capabilities.
misli se na zadovoljne interne korisnike. Koristili su tri metriea za mjerenje njihovih performansi uz
ovu dimenziju: Procenat završenih projekata na vrijeme i na budžetu Procenat projekata
predstavljenih kupcima sa dogovorenim datumom isporuke, Zadovoljstvo klijenata snimljeno na
istraživanjima kupaca, urađeno na kraju projekta. Scorecard korišten unutar IT organizacije pomaže
seniro IT menadžerima da razumiju njihove organizacijske performanse i izmjere ih na način koji
podržava njihova poslovna strategije. IT scorecard je povezan sa korporativnim scorecard-om i
osigurava da se mjerenja koja koristi IT su ona koja podržavaju korporativne ciljeve. Kod DuPont
Engineering, u Balanced Scorecard metodologiji prisiljava svaku akciju koja će se povezati s
korporativnim ciljem, koji pomaže promoviranju usklađivanju i eliminiranju projekata sa malo
uticajnog potencijala. Konverzacije između IT i poslovnih fokusa na strateške ciljeve, mjerenja
projekta pri ruci, i uticaj, a ne na tehnologiju i sposobnosti.