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K 201

by: Edward Wuckert I

K 201 BUS

Edward Wuckert I
GPA 3.89

James Anderson

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About this Document

James Anderson
Class Notes
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This 0 page Class Notes was uploaded by Edward Wuckert I on Sunday November 1, 2015. The Class Notes belongs to BUS at Indiana University taught by James Anderson in Fall. Since its upload, it has received 8 views. For similar materials see /class/233455/bus-indiana-university in Business at Indiana University.


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Date Created: 11/01/15
Topics Covered in Lecture 8 Slides Material Covered 1 Knowledge Management 2 Strategic Initiatives amp Enterprise Information Systems a Supply Chain Management b Customer Relationship Management c Enterprise Resource Planning Knowledge Management and Strategic Initiatives Information amp Knowledge Data lnformationaKnowledge Data Raw facts Information Data with organization meaning and relevance Knowledge Applied Information 0 Decisions based on Information can lead to competitive advantage Knowledge Management Knowledge Management Systems Collect Organize Maintain and Distribute I Human CapitalTacit Knowledge I Intellectual Assets EXplicit Knowledge I Intellectual Property Knnmler loe F quot o Costly time consuming resources 0 Must overcome people s natural resistance 0 Employees prefer competition 0 Must create Corporate Structure Texas Instruments Story 13 semiconductor manufacturing facilities Each facility excelled in certain areas The procedures from these areas were shared with all other plantsThis allowed production to be increased to a level where an additional plant would have been needed under the old system without KMTexas Instruments saved 1 billion dollars Knowledge Management Systems Enterprise Information Systems EIS 0 Supply Chain Management SCM 0 Customer Relationship Management CRM 0 Enterprise Resource Planning ERP Supply Chain Management SCM Effective SCM systems amp Porter s Five Forces Decrease Increase 0 Buyer Power 3 Supplier Power 0 Threat of Substitute Products 0 Threat of New Entrants Customer Relationship Management CRM CRM Not just Technology but is a Strategy Process and Business Goal Used at Enterprisewide level CRM Helps 3 Identify types of customers 3 Design individual customer marketing campaigns 3 Treat each customer as an individual 3 Understand Buying Behaviors Enterprise Resource Planning ERP ERP Integrates ALL departments and functions thoughout an organization into a single IT Analysis Topics Covered in Lecture 9 Slides Material Covered 1 Software Development 2 Project Management a The Triple Constraint b Change Management 3 IT and Strategic Planning a SWOT Analysis Systems Development Project Management and Strategic Planning Systems Development Life Cycle SDLC Developing Software Consequences of software Success and Failure 0 Increase or Decrease Revenue 0 Repair or Damage Reputation 0 Prevent or Incur Liabilities 0 Increase or Decrease Productivity Systems Development Life Cycle SDLC Methodologies Traditional Waterfall Methodology Agile Software Development Traditional approach Each SDLC phase performed sequentially Doesn t accommodate midcourse changes Success Rate 1 in 10 Iterative Continuous Delivery to Clients Get rapid feedback as functionality is introduced Fewer features shorter projects rliuLiyi in Slash The budget Ifit doesn twork Kill it Keep requiremems m a minimum Test 8 Deliver frequently Assign nonIT executives to software projects iject Management The Trigle Constraint Whle Projects fall behind or fail 1 Poor Planning or poor Project Management 2 Change in business goals during project 3 Lack of Support from Business Management 4 Lack of Resources 5 Lack of Support from IT Management 6 Change in Technology during project Managing Change Efficiently Managing Change 1 Institute Change Management Policies 2 Anticipate Change 3 Seek Change IT and Strategic Planning Reactionary IT a Strategic IT Desired Outcome Revenue Growth through improved customer retention and new customers Strategy Long Term Planning The SWOT Matrix Bad Now 0 Maintain o Remedy 0 Build 0 Stop Altogether Leverage Good in Future immad in Future Prioritize 0 Counter 0 Optimize Project Management Choosing Strategic Projects Steps 1 Focus on Organizational Goals 2 Categorize Projects 3 Perform a Financial Analysis Topics Covered in Lecture 10 Slides Material Covered 1 Strategic Decision Making a What is it b How to make a decision c Decision Support Systems 2 Application Race Car Widgets 39r39 Us 3 Business Processes a Relationship to Decision Making b Business Process Reengineering BPR Information to Knowledge Strategic Decision Making DecisionMakin ProblemSolVin andO ortuni Seizin lnformationS stems Customers Decision Support Systems 058 v Why Use DecisionMaking Information Systems DMIS o Analyze Large Amounts of Info 0 Make Decisions Quickly 0 Apply Sophisticated Analysis Techniques 0 Protect the Corporate Asset of Organizational Info Strategy Lynn illft direction and scope of an organization to achieve Competitive Advantage DecisionMaking Process Basic Steps to Decision Making 1 Define the problem and develop goals 2 Gather necessary data and convert it to information 3 Develop Alternatives 4 Using Information rate Alternatives 5 Make Decision M Define Problem amp Develop Goals gt Gather Info about current Problem gt Create a Descriptive Model gt Use SWOT Analysis Results M Gather Data amp Convert to Information gt Consult those who will be affected and those who implement the decision gt Methods 0 StatisticalAnalysis Min Max Median Standard Deviation o Graphing Charting o Spreadsheet Modeling 0 ForecastsSimulation 0 Optimization 0 Sensitivity Analysis M Develop Alternatives gt Current Available Alternatives gt NonEXistent Alternatives you develop gt D0 NOTHING M Rate Your Alternatives gt Use information charts from Ste gt Rate your Alternatives by how well they meet your goals from M M Make Your Decision gt Things to Consider I Change Management I Evaluation gt Use Acquired Knowledge n L Kn mA ledge Applied Information Data Analysis Applied Race Car Widgets 39R39 Us GoodStrategic Decision Making can lead to Business Processes Improvement gt Businesses gain a competitive edge when they minimize costs and streamline business processes Business Process Reengineering BPR Example Insurance CompanyA Progressive Insurance Resolution Cycle 38 Weeks 30min3hours Finding Opportunities Using BPR Process Change Spectrum Redefine Industry 39 Strategic Define Best Practice Reenqineering Match Best Practice Benefit Improve Efficiency No Benefit Magnitude of Change How to do a SWOT Analysis Strategic Planning Made Easy m In the here and now 0 List all Strengths 0 List all Weaknesses Sip 2 What might be 0 List all Opportunities Potential Future Strengths 0 List all Threats Potential Future Weaknesses Sip 3 Plan of Action gt Review your SWOT Matrix with a View of creating an action plan to address each element of SWOT Strengths Maintain Build Leverage Weaknesses Remedy or Stop Opportunities Prioritized and Optimized Ihreats Counter or Minimize Topizs Covered in Lecture 11 Slides Materials Covered 1 Spreadsheet Models 2 Graphs and Charts Standard Excel Modeling Components muias Relationships Outputs ecision Variables Graphs and Charts Pie Chart Use when One Item relates to the Whole BurColumn ChartsUse when one item relates toOther items Compare Line Chart 7 Show Trends or Panems usually over time Poor Graphs Poor Decisions Data Analysis Applied 1 Define Problem amp Develop Goals 2 Gather Data and Convert to Information Charts 3 Develop Alternatives 4 Using Information Rate Alternatives 5 Make Decision GraphingCharting is important because it reveals trends m gt Go through all of the PowerPoints online while you look over this guide gt Go over the podcasts and any other links on that page after LE1 gt Ifyou like definitions go to studybluecom or quizletcom and search k201 to get premade notecards for the class


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