1、計(jì)算機(jī)計(jì)算機(jī) 經(jīng)濟(jì)學(xué)經(jīng)濟(jì)學(xué) 網(wǎng)絡(luò)信息傳媒網(wǎng)絡(luò)信息傳媒 多媒多媒 體培訓(xùn)課件友情提供體培訓(xùn)課件友情提供 1 is5003 seminar 6 is strategy 99% by 2008 involve users in sys- tems design procedures internal process ? future readiness skilled it staff prof 75% with phd by 2010 unlimited training budget bsc for the is support unit of a global shipping firm 計(jì)算

2、機(jī)計(jì)算機(jī) 經(jīng)濟(jì)學(xué)經(jīng)濟(jì)學(xué) 網(wǎng)絡(luò)信息傳媒網(wǎng)絡(luò)信息傳媒 多媒多媒 體培訓(xùn)課件友情提供體培訓(xùn)課件友情提供 39 activity questions for slide 38 1.suggest suitable internal process objectives, measures, targets and initiatives. 2. explain why the user perspective initiative may not result in the the intended objectives being achieved. 3.how does the label “us

3、er perspective” constrain the work that the is support unit does? 4.why is it so critical that the is support unit establish relationships between initiatives and objectives in its bsc? 5.how should this bsc/is be aligned with the corporate bsc? 計(jì)算機(jī)計(jì)算機(jī) 經(jīng)濟(jì)學(xué)經(jīng)濟(jì)學(xué) 網(wǎng)絡(luò)信息傳媒網(wǎng)絡(luò)信息傳媒 多媒多媒 體培訓(xùn)課件友情提供體培訓(xùn)課件友情提供 40

4、errors to avoid failure to include specific long-term objectives failure to relate key measures to performance drivers by means of cause-and-effect relationships failure to communicate the contents of, and rationale for the bsc/is failure to integrate the bsc/is with a corporate bsc all employees sh

5、ould be encouraged to use the bsc to gain a holistic understanding of the organisation lessons 1 計(jì)算機(jī)計(jì)算機(jī) 經(jīng)濟(jì)學(xué)經(jīng)濟(jì)學(xué) 網(wǎng)絡(luò)信息傳媒網(wǎng)絡(luò)信息傳媒 多媒多媒 體培訓(xùn)課件友情提供體培訓(xùn)課件友情提供 41 lessons 2 critical success factors identify key cause-effect relationships, performance drivers and measures this is very hard for non-financial/quan

6、tifiable measures make measures simple and measurable very hard to collect reliable data, but is can help maintain intra-organisational communication link bsc/is to performance appraisal criteria for individual is specialists ensure staff awareness of the bsc and its value. 計(jì)算機(jī)計(jì)算機(jī) 經(jīng)濟(jì)學(xué)經(jīng)濟(jì)學(xué) 網(wǎng)絡(luò)信息傳媒網(wǎng)絡(luò)信息傳

7、媒 多媒多媒 體培訓(xùn)課件友情提供體培訓(xùn)課件友情提供 42 are the perspectives and measures necessary and sufficient? how do cultural and institutional factors affect the bsc/is? what are the experiences of your companies? what else? 計(jì)算機(jī)計(jì)算機(jī) 經(jīng)濟(jì)學(xué)經(jīng)濟(jì)學(xué) 網(wǎng)絡(luò)信息傳媒網(wǎng)絡(luò)信息傳媒 多媒多媒 體培訓(xùn)課件友情提供體培訓(xùn)課件友情提供 43 and now time for you to create a bsc for

8、the is function of a company with which you are familiar use the blank sheet available from the course web page and when you are done, email it to me. feel free to adapt the blank sheet to your own needs, design, etc. 計(jì)算機(jī)計(jì)算機(jī) 經(jīng)濟(jì)學(xué)經(jīng)濟(jì)學(xué) 網(wǎng)絡(luò)信息傳媒網(wǎng)絡(luò)信息傳媒 多媒多媒 體培訓(xùn)課件友情提供體培訓(xùn)課件友情提供 44 references reich, b. & benba

9、sat, i. (2000) factors that influence the social dimention of alignment between business and information technology objectives, mis quarterly, 24, 1, 81-113. henderson, j.c. & venkatraman, n. (1993) strategic alignment: leveraging information technology for transforming organizations, ibm systems jo

10、urnal, 32, 1, 4-16. chan, y.e. (2002) why havent we mastered alignment? the importance of the information organizational structure, mis quarterly executive, 2, 1, 97-112. martinsons, m.g., davison, r.m. and tse, d. (1999) a foundation for the strategic management of information systems, decision sup

11、port systems, 25, 71-88. kaplan, r. and norton, d. (1992) the balanced scorecard measures that drive performance, harvard business review, 70, 1, 71 79. kaplan, r. and norton, d. (1993) putting the balanced scorecard to work, harvard business review, 71, 5, 134 142. kaplan, r. and norton, d. (1996) using the balanced scorecard as a strategic management system, harvard business review, 74, 1, 75 85. kaplan, r. and norton, d. (1996) the balanced scorecard: translating strategy into action, boston: harvard business school press. mcfarlan, f.w., mckenney,