IS Architecture

IS Architecture Framework
Data Process Network
Business Entities important Functions the Locations where
Scope to the business business business operates
performs
Business Business entities Function and Communications
Model and relationships process links between
decomposition business locations
IS Model Model of business Flows between Distribution network
data and application
relationships processes
Technology Database design Process Configuration design
Model specifications
Technology Database schema Program code Configuration
Definition and subschema and control definition
definition blocks
Information Data and Application System configuration
Systems information programs
 Models and Roles in IS Framework
Role or
Perspective Role Description
Business Owner Provides a strategic overview including business
Scope scope, mission, and direction
Business Architect Develops business models that describe the
Model business scope, mission, and direction
IS Model Designer Develops information systems models that
support the business
Technology Builder Converts information systems models into a
Model design that conforms to the features and
constraints of the technology
Technology Contractor Converts technology models into statements to
Definition generate the actual information system
Information User Manages, users, and operates the completed
Systems information system
 Other Reasons for an IS Architecture

 Shared understanding
 Way to communicate the future
 Help make decisions (e.g., which
projects to select)
 Communicate to vendors
 Way to find opportunities to integrate
 Information Systems Architecture
and Management

 Centralized Information Systems

Architecture
 Mainframes dictated IS architecture be
centralized
Mainframes Dictated IS
Architecture be Centralized
 Advantages
 High degree of control
 Easy to maintain hardware, software,
procedure, and operation standards
 Easy control of access to information
 Disadvantages
 Inflexible
 Lack of customization
Information Systems
Architecture and Management

Figure 10.1 In centralized IS architecture, information resources are

maintained on one or several large computers that are centrally
controlled.
 Information Systems Architecture
and Management
 Decentralized Information Systems
Architecture
 Allows departments and remote sites
independence in organizing and using their IS
 Local IS department establishes infrastructure
 Disadvantages
 Difficult to share applications and data among

units
 Expensive to maintain and service different

systems
Information Systems
Architecture and Management

Figure 10.2 In decentralized IS architecture, workers at different sites and

departments (A, B, C) use information resources that are dedicated to their
site or department.
Information Systems
Architecture and Management
 Distributed Information Systems
 Each unit selects and implements its own
system.
 Remote units can share resources
through communication lines.
 Many organizations changing to
distributed architecture.
 Increased reliability and affordability of data
communication and PC technology
Information Systems
Architecture and Management

Figure 10.3 In distributed IS architecture, workers use the information

resources of their own site or department, but can also use the resources of other
sites or departments through communication lines
 Information Systems
Architecture and Management

Figure 10.4 Centralized vs. decentralized IS trade-offs

 Information Systems
Architecture and Management
 Centralized vs. Decentralized ISs: Advantages
and Disadvantages
 Advantages of Centralized IS Management
 Standardized hardware and software
 Easier training
 Encouragement of common reporting systems
 Effective planning of shared systems
 Easier strategic planning
 Efficient use of IS personnel
 Accommodation of tight control by top management
Information Systems
Architecture and Management

Figure 10.5 Centralized management of ISs

 Information Systems
Architecture and Management
 Advantages of Decentralized IS Management
 Better fit of ISs to business needs
 Timely responsiveness of IS units to business
demands
 Encouragement of end user application development
 More innovative use of ISs
 Support for delegation of authority
Information Systems
Architecture and Management

Figure 10.6 Decentralized management of ISs (in

fully decentralized management, the central IS
unit would not exist)
 Information Systems
Architecture and Management
 Trends in Information Systems Organization
 Discarding Big Iron (mainframe computers)

 Switch to PCs brings distributed IS architecture benefits

 Some companies keep mainframe for processing power

 Reengineering with Information Technology

 Effort for breakthrough gains through radical business

process and system changes

 Almost always leads to integrating IT in all processes
 Organizing the IS Staff
 Central IS Organization
 Corporate IS team serves all units
 IS Director oversees departments within IS
 System development and maintenance

 Information center

 Communications

 Data administration

 Research and development

 Involved in virtually every aspect of IT

 Steering committee oversees IS services
Organizing the IS Staff

Figure 10.7 An example of an IS unit’s organization with

centrally managed ISs
Organizing the IS Staff

 Functional IS Organization
 Each unit fulfills IS needs
independently.
 Each business unit has one or several

IS professionals who report to the unit

manager.
 Funds come from unit budget.

 Small central unit can coordinate IS

for departments that need help.

Organizing the IS Staff

Figure 10.8 An example of IS personnel locations in an

organization with functionally managed ISs
 Organizing the IS Staff

 The Best of Both Approaches

 Many companies use elements of both
central and functional IS management.
 Regardless of IS management,
implementation depends on position of
highest IS officer.
 Reports to VP: IS provides technical solutions
 Reports to CEO: IS more involved in strategic
planning
 Challenges for IS Managers
and Line Managers
 Line Managers’ Expectations of an IS Unit
 Broad understanding of business activities
 Prompt response to information needs
 Clear explanation of what technology can and
can’t do
 Candid explanations of what IS can and can’t do
 Honest budgeting
 Single point of contact
Challenges for IS Managers
and Line Managers
 IS Manager Expectations of Line
Managers
 Projected list of basic IS needs
 Clear explanation of business processes
that need support once an IS manager is
asked to develop a new system
 What features the business manager
wants in the new system once general
automation process is set
The Information Center
 Coordination and Control
 Hardware and software purchases
 Application development
 Development and use of databases by
end users
 Support
 Training and response to requests for
help
 Help desk: Troubleshoot on demand
IT Archictecture
 Distributed systems: one which the date, process
and interface components of an IS are distributed
to multiple location in a network; processing by
multiple computers on the network.
 Centralized systems: multi-user computer (usually
mainframe), host all the data, process and
interface of an IS; all processing in host.
 Why distributed: modern businesses are
distributed, move information closer to customers,
more user friendly since using PC, cheaper than
mainframe