FMS MITO NC NC054LD Complete

8107 MITO LEARNING DIARY
SHASHI BHUSHAN YADAV

Student Its Sem EX MBA FMS
FMS (NORTH CAMPUS) NAME: SHASHI BHUSHAN YADAV
MITO LEARNING DIARY ROLL: N054
TABLE OF CONTENT
1. Learning Diary -1: Introduction of MITO Date: 07.07.2018 .................................................................... 5
1.1. Watched 2 Video: .................................................................................................................................... 5
1.2. Why do we need IT? ................................................................................................................................ 5
1.3. #World Economic Forum Tipping Points by 2025 like: ........................................................................... 5
1.4. Understanding of IT Management. ......................................................................................................... 5
1.5. Information system helps for the business in: 6Cs ................................................................................. 5
1.6. What is system? ....................................................................................................................................... 5
1.7. What is an information system? ............................................................................................................. 5
1.8. What is data, information and Knowledge? ........................................................................................... 6
1.9. What is information system? .................................................................................................................. 6
1.10. Learning Assignment-1 ............................................................................................................................ 6
1.10.1. Why understanding IT management is difficult? ............................................................................... 6
1.10.2. Write the TPPSS of any IT applications you are familiar with............................................................ 6
1.10.3. What is the difference between study of information system and computer science. .................... 6
2. Learning Diary -2 Date: 14.07.2018 ...................................................................................................... 7
2.1. TPPSS of any IT applications .................................................................................................................... 7
2.2. Business and IT relationship .................................................................................................................... 7
2.3. What is business Strategy?...................................................................................................................... 8
2.4. What is Scope and What is Reach. .......................................................................................................... 8
2.5. What Is IT strategy? ................................................................................................................................. 8
2.6. IT strategy and Its Component ................................................................................................................ 8
2.7. How IT impacts the business? ................................................................................................................. 9
3. Learning Diary -3 Dated: 21.07.2018................................................................................................... 10
3.1. Strategic alignment: Leveraging information technology for transforming organizations................. 11
3.2. Challenges of business and it alignment ............................................................................................... 12
3.3. Assignment-4 ......................................................................................................................................... 12
3.3.1. What are the four alignment Proposed by Venkatraman and Henderson? .................................... 12
3.3.2. What are the different school of thoughts for achieving business IT alignment? .......................... 14
4. Learning Diary -4 Dated: 28.07.2018 ................................................................................................... 16
4.1. Types of Information System Within Business Organization ............................................................... 16
4.2. ENTERPRISE RESOURCE PLANNING (ERP) ............................................................................................. 17
SHASHI BHUSHAN YADAV 1

4.3. INFORMATION SYSTEM INTERFACE WITH EXTERNAL BUSINESS WORLDS.......................................... 17

4.4. INTER ORGANIZATIONAL SYSTEMS (IOS): ............................................................................................. 17
4.5. HEALTHCARE INFORMATION SYSTEM .................................................................................................. 18
4.6. LEARNING ASSIGNMENT 3: ................................................................................................................... 18
5.1. Business Model ...................................................................................................................................... 19
5.2. Strategic IT Planning. ............................................................................................................................. 20
5.3. Information System Plan ....................................................................................................................... 20
5.4. IT plan also means defining Architecture Principles for ....................................................................... 20
5.5. Technology Strategic IT Planning Motivations ..................................................................................... 20
5.6. Strategic IT Planning Challenge- ............................................................................................................ 21
5.7. SITP Process: Planning Approach. ......................................................................................................... 21
5.8. Creative Approach- ................................................................................................................................ 21
5.9. Assignment- ........................................................................................................................................... 22
5.9.1. Examine the IS planning process used by your organization and with what result? ...................... 22
5.9.2. Company Vision and Mission ............................................................................................................ 22
5.9.3. Strategic IT Planning .......................................................................................................................... 22
5.9.4. Engineering Services .......................................................................................................................... 22
5.9.5. Technical support in the form of help desk and call management services ................................... 23
6.1. Enterprise IT Architecture ..................................................................................................................... 24
7.1. Enterprise Data management strategies .............................................................................................. 27
7.2. Enterprise Data Management (EDM).................................................................................................... 27
7.3. EDM Activities ........................................................................................................................................ 27
7.4. What is Data Quality.............................................................................................................................. 27
7.5. Principles of Data Management ............................................................................................................ 28
7.6. TYPES OF DATABASE .............................................................................................................................. 28
7.7. DBMS components ................................................................................................................................ 28
7.8. How the programmer sees the DBMS .................................................................................................. 28
7.9. New Trends in Databases ...................................................................................................................... 28
7.10. Data Warehouse: Properties ................................................................................................................. 29

7.11. Four Components of DSS ....................................................................................................................... 29

8.1. Strategy for IT Program and, Project and Portfolio Management. ...................................................... 30
8.2. Requirement Engineering is common challenge; ................................................................................. 32
8.3. COTS Package Selection Life Cycle as defined by Prof Dubey in his class is as under: ........................ 33
8.4. Recommended COTS customisation strategy is as under: ................................................................... 37
8.5. COTS IMPLEMENTATION STRATEGY ..................................................................................................... 37
8.6. Best Practices for Successful Implementation of COTS defined by Prof Dubey in class is as under : . 38
8.7. Post Implementation Support and Management................................................................................. 38
9.1. Introduction to Cloud Computing ......................................................................................................... 39
9.2. Cloud Models: ........................................................................................................................................ 39
9.3. Cloud Management ............................................................................................................................... 40
10. Learning Diary -10 Dated: 29.09.2018 ............................................................................................. 42
10.1. Strategy for IT Program and, Project and Portfolio Management. ...................................................... 42
10.2. Why has a strategic view for project, program and portfolio management? ..................................... 42
10.3. Before starting any large scale, IT interventions set up first (Program Management office) PMO. .. 42
10.4. Benefits of PMO. .................................................................................................................................... 43
10.5. Qualities of a PMO ................................................................................................................................. 43
10.6. What PMO does ..................................................................................................................................... 44
10.7. Success factors for PMO ........................................................................................................................ 44
10.8. Assignment ............................................................................................... Error! Bookmark not defined.
10.8.1. Learning Pause 8: Write a letter to your management convincing the benefits of establishing a
PMO and the approach you would like to adopt. ............................................................................................. 45
10.9. Why PMO? ............................................................................................................................................. 45
10.9.1. Qualities of a PMO............................................................................................................................. 46
10.9.2. What PMO does? ............................................................................................................................... 46
10.9.3. Identify 10 projects of your company and categorize the according to IT portfolio Management?
46

Google Class Summary

1. Learning Diary -1: Introduction of MITO Date: 07.07.2018
1.1. Watched 2 Video:

 Using a bamboo pole by the commando to climbing on a roof: It means similarly it helps us as
an important tool to climb on stair of success.
 Metamorphosis from Caterpillar to Butterfly: Similarly, IT helps to speed up our (organization)
growth from slow speed to very fast.
1.2. Why do we need IT?

It will help us to transform any organization or individual to achieve their goal and increase their
productivity and profitability
1.3. #World Economic Forum Tipping Points by 2025 like:

 10% of people wearing clothes connected to internet
 The first 3D printed CAR in production
 The first transplant on 3D printed Liver.
It indicates that’s, IT is helping the world to develop with a lightning speed.
1.4. Understanding of IT Management.

Understanding of IT Management like imagination of elephant by touching its body parts with close
eye.
1.5. Information system helps for the business in: 6Cs

 Cost Reduction
 Customer satisfaction
 Compliance management
 Comparative advantage
 Creativity: New market, new product
 Climate Preservation
1.6. What is system?

System is collection of interacted elements, it takes some input and convert into useful output.
1.7. What is an information system?

It takes data and produce as a processed data.

1.8. What is data, information and Knowledge?

 Data is Raw information,
 Information is a useful data,
 Knowledge is application of useful data.
1.9. What is information system?

IS=IT + Business Process + Application software + Data Process
1.10. Learning Assignment-1
1.10.1. Why understanding IT management is difficult?

Ans: Understanding of IT Management like imagination of elephant by touching its body parts with
close eye.
It provides different figure with different angle, but it helps like a hole body to grow our organization.
Main difficulties to understanding IT management are following:
 Emerging technologies: Since technologies are changing very fast so adoption of ourselves
at same rate is difficult
 Require lots of training
 Very complicated internal structure and process to learn etc.
1.10.2. Write the TPPSS of any IT applications you are familiar with
Ans:
IT applications- SAP
Technology: ERP
Process: database management
People: Any industry worker
Strategy: To increase productivity
Society: Helping in GDP
1.10.3. What is the difference between study of information system and computer science.
Ans:
Information System Computer Science
It is study of application of computer science It is a study to produce an information system
It is use to solve organizational problem It is use to develop an application or software,
that is ultimately use to support IS

It contains different software and hardware. It is a set of different quantitative and

mathematical analysis
2. Learning Diary -2 Date: 14.07.2018
2.1. TPPSS of any IT applications
Technology
Process
People
Strategy
Society
2.2. Business and IT relationship
IT/IS
Business Need
Application/
Implementation
Need
 Used Properly It can be tool to achieve the impossible.

 Used creatively IT can be a transformational Vehicle
2.3. What is business Strategy?

Mintzberg advocates five P’s to define strategy.
 Plan or Course of action
 Patterns, Coming behavior in the market places
 Position (Valuable or unique) That a company wants to attains
 Perspective, i.e. Origination fundamentals way of doing
 Ploy, a specific maneuver: intended to defeat its competition
Strategy is a set of objectives, plans, and policies for the organization to successfully compete in its markets.
 It is long-term (3–5 years) in nature.
 It specifies what the organization’s competitive advantage will be.
 It focuses on a few key areas.
 The pattern of decisions made over time is, in fact, an organization’s business strategy.
2.4. What is Scope and What is Reach.

Scope: It is a widening the business, offering new things to consumer.
Reach: It is dipping the business, Reaching more to the people
2.5. What Is IT strategy?

It is long term view of IT. The formulation of IT requires two reasons.
 Competitive necessity.
 Competitive advantage.
2.6. IT strategy and Its Component

 IT application strategy / Strategy for cloud adoption
 Enterprise data management strategy
 Technology management strategy for IT
 Strategy for IT program, project and portfolio management
 IT service management strategy
 Managing change, Measuring returns
 Maintaining Ethics and sustainability of the enterprise while using IT

2.7. How IT impacts the business?
High
Business scope redefinition
Degree of Business Transformation
Business Network Redesign
Revolutionary Level
Business Process Redesign
Internal Integration
Localized Exploitation
Evolutionary Level
Low
Low Range of potential benefits High

3. Learning Diary -3 Dated: 21.07.2018

“An Information system (IS) is the study of complementary networks of hardware and software that
people and organizations use to collect, filter, process, create, and distribute data.” Information
systems are interrelated components working together to collect, process, store, and disseminate
information to support decision making, coordination, control, analysis, and visualization in an
organization.”
 Types of Information Systems:

 Transaction Processing Systems:
A transaction processing system provides a way to collect, process, store, display modify or cancel
transactions. Most of these systems allow multiple transactions to take place simultaneously. The data
that this system collects is usually stored in databases which can be used to produce reports such as
billing, wages, inventory summaries, manufacturing schedules, or check registers.
 Knowledge Management Systems:

Knowledge Management systems are the set of processes developed in an organization to create,
gather, store, maintain, and disseminate the firm's knowledge. The major information systems that
support knowledge management are office systems, knowledge work systems, group collaboration
systems, and artificial intelligence systems.
Knowledge work systems help create and integrate new knowledge within the organization.
Knowledge management systems codify knowledge and experience, make the collected knowledge
and experience available when and where it is needed, and provide links to external sources of
knowledge.
An expert system, also known as a knowledge-based system, is a computer system that is designed to
analyse data and produce recommendations, diagnosis and decisions that are controlled. A neutral
system uses computers to foster the way a human brain may process information, learn and remember
that information.
 Management Information Systems:
A management information system is an information system that uses the data collected by the
transaction processing system and uses this data to create reports in a way that managers can use it
to make routine business decisions in response to problems. Some of the reports that this information
system creates are summary, exception and ad hoc reports. All this is done to increase the efficiency
of managerial activity.
 Executive Support Systems:
This information system collects, stores and processes data to give an organization real time useful
and accurate information. This information system encompasses data gathering information from the
people and machines that collect, process, output and store data. Also, in the networks that transmit
and receive data and the procedures that govern the way data is handled.
 Decision Support Systems
A decision support system helps make decisions by working and analysing data that can generate
statistical projections and data models. This system gives support rather than replacing a manager’s
judgement while improving the quality of a manager’s decision. A DSS helps solve problems while using
external data.

3.1. Strategic alignment: Leveraging information technology for transforming organizations
3. Business strategy 2. IT strategy

Strategic fit -
4. Organization
1. IT infrastructure
infrastructure
Functional integration

 1-2-3: Strategy execution alignment perspective e.g. Normal Business Setup.

 1-4-3: Technology transformation alignment perspective e.g. Banking Correspondence
 4-1-2: Competitive potential alignment perspective e.g. IRCTC as travel advisor
 4-3-2: Service level alignment perspective e.g. Service out sourcing
 5: It as a separate business
3.2. Challenges of business and its alignment

 Absence of a well-articulated strategy
 Completeness, comprehensive and speed together the end user requirement
 Inhibitors of Business and IT Strategy Alignment
 Leadership level congruence:
 IT's ability to identify and partner with business:
 IT's ability to deliver
3.3. Assignment-4
3.3.1. What are the four alignment Proposed by Venkatraman and Henderson?
Venkatraman and Henderson has suggested, Strategic alignment, leveraging information technology
for transforming organizations
It consists:

Four dominant alignment perspectives

1. Strategy execution alignment perspective
2. Technology transformation alignment perspective
3. Competitive potential alignment perspective

4. Service level alignment perspective
3.3.2. What are the different school of thoughts for achieving business IT alignment?
The School of thoughts for achieving business IT alignment are following.

1. Communication School
Researchers following the communication school hypothesized that alignment is largely achieved
through good communication between the CEO and CIO and IT' s strategically positioning within the
organization. This would facilitate the linking of strategic planning process of both business and IT
and lead to goal congruence between the IT initiatives and the organization vision. IT' s strategically

positioning ensures that business strategy drives IT technology and services acquisition, not vice
versa.
2. Architecture School
The approach adopted by the Architecture School is recommended by several researchers and
followed by the consulting firms. The proponents of the Architecture School first define business
architecture and superimpose IT architecture to achieve the alignment between the two. Further
adds information and structure at the intermediate steps. While information is the glue that binds
business and IT, it is structure that translates strategy into processes and infrastructure. Keeping
information separate from the technology helps in finding what technology we need and why.
Similarly, when we define the organization structure, then only will we be able to articulate the
organization processes and IT support for them.
3. Technology School
The alignment at the technology level does address IT infrastructure management issues such as
service level management, data storage, data reporting and modelling. The lack of alignment for the
common objectives leads to daily war of words or email, affecting day-to-day productivity. The
problem gets further compounded due to the outsourcing of the large part of these services to a
third-party vendor, who will have his organization, profit and people issues. ITIL (Information
Technology Infrastructure Library) frameworks help in the alignment of IT service management.
4. People School
IT team, due to various reasons, such as overwork, lack of appreciation, career path within the
corporation, always ends up as a dissatisfied lot. Work exhaustion of the IT professionals does lead
to dissatisfaction towards work assigned to them. In fact, in the earlier discussion in this chapter, we
talked about task enhancement as well as work rotation to take care of the people issue.
The role of IT in various types of business is that of utility, support, entrepreneur and team player.
These roles were contingent upon whether the organization was a high growth player or matured
market operators, and whether IT plays a tactical or transformational role.
High-performing businesses with a tactical and supporting role for IT require informed and responsive
support from the IT utility; however, they are not generally prepared to invest much tune in IT
governance as it is perceived to have little strategic opportunity. The IT utility should use IT
governance to ensure IT/business alignment and provide periodic visibility of IT's contribution and
value. In high-growth, market-leading companies, governance for the IT partner player is integrated
with business management.

4.1. Types of Information System Within Business Organization

 Data: Data is the elementary description of things, events, activities and transaction which are
just the facts. Data forms the initial raw material for any information system. It needs to be
recorded and stored but by themselves they cannot convey a specific meaning.
 Information: When a specific logic is applied to the data to make out a specific meaning, then
it becomes information. Thus, data collected, classified and organized for a meaningful
purpose to convey value to the recipient is called Information.
 Knowledge: When information is applied to solve a problem, or make judgement or gain
experience, it becomes knowledge.
 Wisdom: Wisdom is the accumulation of knowledge gained through many experiences in life
which becomes a natural ability to understand things that most others cannot understand.
TYPES OF INFORMATION SYSTEM WITHIN BUSINESS ORGANIZATION

 Operational Level: Operational level systems are used by operational managers across
different departments. The base of the triangle refers to such systems. These systems are
called Transaction Processing System (TPS) which support the business process at operational
level.
 Knowledge level: Knowledge workers are such workers who work on areas such as design,
planning, research & development etc. and use Knowledge Management System (KWS). E.g.,
CAD/CAM, simulation software, financial planning, primavera etc.
 Tactical Level: The next level is tactical level which is occupied by middle/ senior managers.
Their job is implemented organizational strategy and to plan and monitor performance
against target. Such systems require data from TPS to be summarized and presented in a
convenient reported generated at certain intervals like monthly, quarterly etc. Such system is
called Management Information System (MIS).

 Strategic level: The top of the pyramid is strategic level of management comprising of
executives who make long term decision based not only on internal data but also on external
data like market condition, competition etc. They typically use Executive Support System (ESS)
for decision making.
 Decision Support System: These are systems which help in taking decisions for knowledge
level workers like route planning systems used for transportation of materials based on
warehouse and delivery point locations.
 Office automation system: There are many systems which are used across the organization at
various levels. E.g. MS Office, E-mail etc.
4.2. ENTERPRISE RESOURCE PLANNING (ERP)

It is a system which covers all the TPS across the various departments of the organization and gives
MIS reports to management as well. ERP covers requirement of all stages of the management starting
from process transactions at operational level to MIS requirement of middle managers.
4.3. INFORMATION SYSTEM INTERFACE WITH EXTERNAL BUSINESS WORLDS

: It is evident that instead of many independent functional systems, there would be one ERP system
which would interface with CRM for customer related and with SCM for supplier related information
needs.
4.4. INTER ORGANIZATIONAL SYSTEMS (IOS):

Inter Organizational Systems are automated information systems which operate between two or
more organizations. IOS are developed to share information across collaborating companies in
automated and seamless fashion. For IOS to work, several layers of collaborations have to happen:
 Strategic collaboration: This should happen between top and senior management of the
collaborating companies to ensure aligned business strategy.
 Process Collaboration: This should happen between business managers of the companies to
ensure that the business process of their respective organization support the IOS process.

 Information Technology Level Collaboration: This happens between IT departments of

collaborating companies to ensure compatible standard and technical protocols to ensure
information flows seamlessly.
4.5. HEALTHCARE INFORMATION SYSTEM

It is an integrated effort to collect, process, report and use health information and knowledge to
influence policy making, programmer action and research.
4.6. LEARNING ASSIGNMENT 3:

Classify the above applications along the levels of IT applications impact at evolutionary and
revolutionary levels. Add 5 more applications which are very popular in the area you live.
A: The various applications and their classification are as below:
Evolutionary Level Revolutionary level
Transaction Processing Systems Enterprise Resource Planning System
Knowledge Worker System Inter Organizational System
Management Information System Health Care Information System
Executive Support System Hospital Management System.
Five Popular systems:
1. Billing Software in Grocery Stores: Evolutionary Level.
2. Online Balance updating in prepaid electric meters: Evolutionary level.
3. Biometric Attendance Management System: Evolutionary level.
4. Intercom Facility among various flats in Group Housing: Evolutionary Level.
5. NEFT/RTGS/IMPS facility: Revolutionary level

5.1. Business Model
What is a business model? Why is a business model significant in modern business?
In today’s rapid changing world, it is imperative for any enterprise to continuously reinvent their
existing business model, so as to keep pace with new possibilities and realities. Developing new
Business model strategies follows one of the strategic alignment models; it goes from Strategic IT
initiative to Business strategy to Business processes, i.e. D-A-B of following Business and IT model:
A Business Model is what a business does and how it makes money in simple terms. Peter Drucker,
legendary Management consultant defines Business Model as the “assumptions about what a
company gets paid for” in year 1994. Over the years, now its stands to convey the bigger sense of
covering the business architecture, customer segments with the firm addresses, and ways through
which it creates value for them and ultimately gets paid, directly or indirectly. Infect, we can say that
Business Model is the value an enterprise creates for its customers. Examples can be Hotmail, being
sold to Microsoft by its promoters for 400 million USD; other examples are E-commerce website of
Amazon or Flip kart. Even YouTube, Google classroom and Socrates can be considered in this category.
Conclusively we can say following about Business Model:
i.Business model includes all activities that the firm has to think and plan in order to deliver what it
promises to the customer. This may include operational ideas, manufacturing, and design, sourcing
logistics and finally, distribution and selling. ‘
ii.Business Model is like a blueprint of the business, depicting how the business runs, who are its target
customers, and how is revenue generated.
iii.Business Model is used to visualize and answer pertinent questions like how it will compete in the
market.
Business Model is very much significant in Modern business. It showcases the value of any enterprise
created for its customers and deep interwoven activities of operational ideas, to manufacturing, to
designing, to logistics to distribution works.
Following points showcases Business Model’s significance in modern business:
i.Business Model tells about firm’s unique value proposition.
ii.Business Model tells about target customer segments and its customers.
iii.Channel strategies of firm’s intent is garnered from Business model.
iv.Business Model talks about judicious mix of decision at various levels, from in house activities to
outsourcing etc
v.Business Model talks about strategies for serving and retaining customers
vi.Business model in somewhat way enhances capabilities of the firm to produce goods and services as
per customer want and needs.
Business model helps in chalking out means and methods to earn revenue, right price decision and how
does firm make money
Why and how a good articulated business can be a source of competitive advantage and
growth of the firm?
A key component of Business Model includes the following:

i.Purpose of the organisation – Definitions includes covering mission, brands, its ability to serve a target
marketplace and of course, its unique differentiation.
ii.Strategy -- It helps an organisation to achieve the purpose of its existence by converting requirements
into results. Strategy is further articulated in terms of its goals, timelines, resources required and how
will it measure its success.
iii.Assets - Business model includes the assets which an organisation possesses; it may be raw material,
innovation ideas, capital, strong credentials of the team, financial and intellectual property.
iv.Value Proposition – It is the speciality of the firm, making customer to choose it over the competitive
offerings. It also makes difficult for the competitors to emulate it.
v.People – This covers the stakeholders of the firm, including promoters, founders, customers, suppliers
and most importantly, the employees.
5.2. Strategic IT Planning.

Strategic planning is the systematic examination of opportunities and threats in the business
environment so that you are in the position to identify those opportunities that should be exploited
and the treats that should be avoided.
-----George Steiner
For the Strategic Planning we need to understand the business strategy and objective.
 Where are we now?
 Where do we want to go?
 How will we get there?
5.3. Information System Plan

Road map indicating direction of system development, acquisition and implementation.
Define Policies, Project, procedure and principle for the above.
5.4. IT plan also means defining Architecture Principles for

 Business Process
 Application
 Data
5.5. Technology Strategic IT Planning Motivations

SITP Prevent loss of control over expenditure and proliferation of independent and isolated solution
ultimately conflict of interest between organization unit leading to wasted resources and effort.
Enable future direction of investment in IT and assist organization realize its business goal.
Ultimately to reduce cost and increase Competitiveness and integration.

5.6. Strategic IT Planning Challenge-

Why planning is so difficult
 Inability to create a portfolio rather than evaluating individual ROI of projects.
 Inability to build a good IT infrastructure
 Responsibility need to be joint, it is business planning, not just a technology issue.
 Business Goals and system plan need to align.
 Technologies are rapidly changing.
5.7. SITP Process: Planning Approach.

Top down Analytical Approach- In this method, the business and IT managers together identify and
agree on business objective through interview, debates, existing policies etc.
Bottom-up Evaluative Approach- In this method, IT manager identify the current available IT system
and try to upgrade (such as reliability, maintainability and cost efficiency) in same infrastructure to
meet the need of business.
Low IS Technical Quality High
Divest Reassess
Renew Maintain and

Enhance
User
5.8. Creative Approach-

In this method, IT manger identify the latest IT Application/software, called innovation of IT, due
period of time IT will have to enhance as per business need. Hence Over a period of time a new
initiative will have to be taken on regular basis.
Stages of Growth-
These stages of IT usage are an organization were labelled as growth stages. They are:
 Initiation
 Expansion
 Control
 Integration
 Data Administration
 Maturity

5.9. Assignment-
5.9.1. Examine the IS planning process used by your organization and with what result?
5.9.2. Company Vision and Mission

Being an Engineering Procurement and Construction company in Energy sector offer services for
renovation and modernization of Energy Sector and enhancement of performance of Machine
/Equipment. We are utilizing different modern tools, solution, IT/IS tools with a focus on diversifying
their services to reach the globally and vertically covering specialist and new market.
Improving performance has always been top management's concern. This would be best achieved by
aligning of information technology (IT) to a firm’s strategic planning.
The organization aims to achieve the maximum benefit from its resources and reduce the risk as much
as possible. It works best to use all of its resources efficiently, effectively, and competitively.
5.9.3. Strategic IT Planning

We do examine here the IS Planning Process in our organization since inception.
“The strategic business planning is creating a company’s vision and goals and strategic use of IS/IT to
help realizing these goals, can be considered as strategic information systems planning”. SITP has
been identified as a critical management issue and still ranked high as a critical issue today among
key issues in IS management.
Strategic information systems planning consists of many stages in my organization.
Moreover, we have to ensure proper implementation in every stage.
Generally, we adapt the combination of Business planning, technology Planning and IT planning
process in different area.
Administrative Services
 Budgeting and fiscal review
 Human resources
 Management reporting
 Stakeholder relations
5.9.4. Engineering Services

 Strategic planning and implementation
 Capacity planning
 Network design, maintenance, troubleshooting, and administration
 Server installations
 Contingency planning and backup

5.9.5. Technical support in the form of help desk and call management services
 Database management services
 Document management services
 System development and support
 World Wide Web access
 Computer graphics
 Hardware troubleshooting, upgrading, and replacement
 Antivirus and firewall services
 Systems administration and maintenance
 Systems audits

6.1. Enterprise IT Architecture

Enterprise IT architecture can facilitate a link between business strategy and results.
Defining Enterprise IT Architecture (EITA) is important. With globalization, most

corporations have to deal with a diverse set of requirements in a faster and more efficient
manner. These architectural systems are required to be able to sustain increased local
competition.
EITA defines business capabilities that will be supported by IT covering people i.e. who,
process i.e. what & how and technology i.e. through which, these capabilities will be made
available to produce business results.
A figure showing various sub-components of EITA was shown as here under:

The term ‘Enterprise Architecture’ gave details about its origin. It was first coined by John
Zachman in 1987 to bring out the need of data standards and information sharing
strategies across several systems. Zachman advocated analysis and documentation of an
entire ‘enterprise’.
Several large corporations were using EITA approach to integrate strategic, business and
technology planning process. Several leading consulting firms and IT majors were
deploying EITA tools and skills to help their client link strategy with IT systems. To ensure
that EITA is useful and provides business value, their development, maintenance and
implementation should be managed effectively.
EITA helps in the alignment of business processes with IT systems to meet business
objectives. He pointed out few benefits such as:
 It captures mission, business functions to promote better planning and

decision making.
 Improves communication among the business and IT
 Focuses on strategic adoption of emerging technologies.

 Enhances consistency, accuracy, timeliness, integrity, quality, availability,

access and sharing of IT-managed information across the organization.
 Leads to increased adherence to legal and regulatory compliance.
 Facilitates integration of legacy as well as new systems.
Some of the prevalent standards of enterprise IT architecture in brief, which are available
in public domain namely:
 ANSI/IEEE Standard1471-2000
 TOGAF (The Open Group Architecture Framework)
 FEAF (Federal Enterprise Architecture Framework)
 Zachman Framework and few others

7.1. Enterprise Data management strategies

Data is the most important asset within information systems and for the enterprise.
It is only data which cannot be purchased and is difficult if not impossible to recreate if it is loss.
Increased competition forcing firms to protect their customer base and use data for focused
marketing by understanding customer behaviors and preferences
7.2. Enterprise Data Management (EDM)

Using Enterprises Data Management (EDM) practices a firm will accurately and precisely manage data
throughout its life data from acquisition to reuse for both internal information system applications
and external communication.
7.3. EDM Activities

Data definition- Defining the owner of data subjects such as customer, employee etc.
Data principles- Defining principles, policies and standards and process of data governance.
Data retention- Data storage, disaster management, back-up and restoration processes.
Metadata compilation-Gathering data about data defines structure.
 Data policies
 Data life cycles control
 Data quality control
 Data access
 Data architecture
 Data warehousing strategies
7.4. What is Data Quality

The concept of data quality is related with the attributes data must have to ensure that it can be used
without implications. Poor quality of data can lead to poor decision and erroneous results. Some of
the quality attributes to be aimed under the function of enterprise data management are as follows:
 Accurate
 Consistent
 Complete
 Unique
 Relevant
 Timely

 Portable
 Non-redundant
7.5. Principles of Data Management

 Data Quality control and audit
 Data Storage management and technology selection
 Data management plan and procedure
 Data access and dissemination management
 Metadata management
 Data management policy and ownership
7.6. TYPES OF DATABASE

Operational database for TPS and MIS systems usually (RDBMS)
Data ware house for future analysis
7.7. DBMS components

The physical computer systems that allow physical access to data
The actual program that allows users to access, maintain and update physical data
Stored physically on the storage devices include end users and application programmed
A set of procedures that should be clearly defined and followed by the database.
7.8. How the programmer sees the DBMS

 Start with DDL to create tables
 CREATE TABLE (Students)
 Name Char (30)
 SSN Char (9) PRIMARY KEY NOT NULL
 Category CHAR (20)
 Continues with DML to populate tables:
 INSERT INTO students
 VALUES (Charles’123456789’ undergraduate)
7.9. New Trends in Databases

 Object rational databases
 Main memory database systems
 XML, XML, XML
- Relational databases with XML support
- Middleware between XML and relational databases

- Large-scale XML message systems

 Peer Data management
 Stream data management
 Model Management
 Security in data exchange
 Queries with uncertain matches
7.10. Data Warehouse: Properties

 Subject oriented
 Scrubbed so that data from heterogeneous sources are standardized
 Time series no current- status
 Non-volatile Read only
 Summarized
 Not Normalized may be redundant
 Data from both internal and external sources in present
 Metadata included
- Data about Data
 Business Metadata
 Sematic Metadata
 Process Metadata
7.11. Four Components of DSS

 Data Store – The DSS Database
 Business Data
 Business Model Data
 Internal and External Data
 Data Extraction and filtering
 Extract and validate data from the operational
 Database and the external data sources
 End-user Query tool
 Create Queries that access either the Operational or the DSS database
 End User Presentation Tools
 Organize and Present

8.1. Strategy for IT Program and, Project and Portfolio Management.

Information systems (IS)/ Information technology (IT) application shapes and enhances ‘business needs’
and ‘business needs’ drives the implementation of IS/IT in any organization, so both are clearly inter-
dependents for achieving sustainability and fast growth. Application of IT in modern world and different
set up is necessary for understanding its immense utility and the strategic decision that every CIO and the
strategic IT planning team for growth and sustainability has to decide between the following;
● Make custom development

● Get it made by a software vendor
● Buying a COTS package (commercially of the shelf available software products)
● Assembling application out of COTS components
● Rent using application on cloud
All long-term strategic alternatives can be chosen by the firm. While the firm can choose to develop IT
application or buy a commercially off-the-shelf available package (COTS), the choice depends on several
carefully considered packages.
The approach, though generic will be applicable to the entire life cycle of planning, acquisition and
execution of the major enterprise packages (COTS) systems such as:
● ERP
● CRM
● Billing
● Supply chain automation/organization
● Accounting, treasury management, cash management
● E-business and e-commerce
● E-procurement
● E-selling and e-marketing
● Knowledge management
A flowchart for IT application strategy process overview which is as under:

Following IT Projects implementation steps were briefed by Prof Dubey in session 8:
● Gather business requirements in detail

● Build or buy application, or contract with cloud vendor or develop as per specification
● Data migration
● Implementation
● Change management
● Post implementation support and management
Thereafter, Prof Dubey told us following reasons for developing of application package;
● Low cost
● Changing requirements
● Simple application
● Good talent pool
● Low recurring cost
● Innovative use

Why COTS is necessary in today’s field was explained by Prof Dubey, given as under:
Software Engineering Institute (SEI) defines COTS as product that is sold, leased or licensed to the general
public, offered by a vendor trying to profit from it and is supported and evolved by the vendor, who retains
the intellectual property rights. Some of the major advantages quoted for COTS are:
● Affordability
● Scalability
● Flexibility
● Easy to use
● Good quality
● Accelerating rates of COTS enhancement
● Expending system requirement
● Time to implement may be shorter.
Why or why not use the cloud option:
● No upfront cost, pay as you use

● Can scale quickly
● Flexibility
● Dependent on internet connection
● Security may be an issue
● Vendor dependency
● Time to implement may be shorter.
8.2. Requirement Engineering is common challenge;

It is a prerequisite for both (COTS and be-spoke development) for having a good requirement. In the
requirement definition process, the high-level customer and systems requirements are discovered
through consultation with stakeholders, from system documents, domain knowledge and market
studies. Non-functional can’t be neglected in case of COTS. Non-functional requirement at times relate
with the firm’s larger objectives, coming mostly from decision makers and have higher priority.

Both COTS and application developed in-house or cloud option would need proper requirement
engineering to ensure that non-functional requirement are grouped under-
● Architecture requirements refer to platforms, frameworks and interface needed to provide

modularity as well as interoperability with other packages/ components. Other architectural
requirements are performance, reliability and security.
● Domain requirements refer to compliance to a domain standard and suitable to the context in
which IT application or COTS package will be used.
● Organizational requirements refer to current hardware/ software environment characteristics,
prevailing staff expertise and culture and other factors such as vendor relationship, cost and past
experience.
Gathering complete functional and non-functional requirement, one has to go through several stages.
Roseman et al. define the following stages for gathering complete requirements: -
● Requirements elicitation: Ascertaining the initial requirements after interaction with stakeholders,
surveys, focus groups, document analysis, observations or prototyping.
● Requirements analysis is the next step to identify and resolve the inconsistencies, ascertaining
missing requirements.
● Requirements documentation is needed to provide input for the subsequent phase of
requirement validation and creating a formal baseline document for future use.
● Requirement validation is done to ascertain the quality of the requirements documentation and
forms a basis of COTS selection.
● Requirements management covers the entire requirements engineering process to co-ordinate
and keep track of all the activities, manage the flow of information and track changes along the
way.
In short requirements engineering is the collection, consolidation and documentation of information about
the characteristics of a desired future state of reality, that will be shaped by the Information System to be
implemented eventually.
8.3. COTS Package Selection Life Cycle:

Following steps are necessary to undertake the COTS selection process and is being called COTS package
selection life cycle:

● Identification of candidate packages: That can fit the requirements a typical way to identify COTS
candidate meeting the requirement criteria would be to gather preliminary information through
in-house expert sources, internet websites, consultants, magazines and toll available to short list
and index them.
● Defining evaluation criteria and selection process: The process to selecting a suitable COTS
product starts with identifying a number of candidate packages. By further evaluation and
assessment, the choice is narrowed down to a few contenders. Ncube and maiden have defined
this approach of iterative evaluation in the framework, called procurement-oriented requirement
engineering (PORE) that covers the following process steps:
● Step 1: Management procurement process to plan and control the entire selection activity.
● Step 2: Requirement acquisition process to acquire and validate customer requirements, meeting
current system architecture for proper integration with other legacy systems.
● Step 3: Supplier selection process which covers selection criteria, evaluation, ranking and finally,
arriving at the best fit supplier(s).
● Step 4: Software package selection to locate candidate packages, define selection criteria using
customer requirements, evaluate the identified packages by awarding rank.
● Step 5: Contract production to negotiate the legal contract with package suppliers covering
commercial and licensing.
● Step 6: Package acceptance to measure the delivered package or system against the customer’s
original requirements.

Above pictorial representation gives an outlook on identification of package, vendor selection, RFP analysis
(Request for proposal has brief input about vendor details, its business models etc.), system collection etc.
Functional and Non-functional requirements are also evaluated. A typical function wise COTS evaluation
(where COTS --- is A and COTS ---- is B) is given as under;

● Package customization strategy: One important step is to decide what and how much to
customize in the selected COTS package. Even if a best fit package has been selected, it would not
be 100% meeting the organization’s requirements. This could be due to several reasons:
● Details processes steps may vary from what the COTS package has to offer.
● There may be statutory requirement that the COTS package is not meeting.
● There could be some unique customer differentiator that the company wants to offer and is
not provided by the selected COTS package.
● There are desirable requirements that are not supported by the COTS package
3-filter question to accept request for customization.
● Will this lead to additional revenue from the customer or add to customer satisfaction?
● Is this needed to meet statutory provision?
● Will this lead to significant cost saving in the long run?
If the answer is no for all these then such customization should be disallowed.

8.4. Recommended COTS customization strategy is as under:
8.5. COTS IMPLEMENTATION STRATEGY

COTS implementation is the major change in the organization processes as well as underlying technology
that support. Example, if the COTS package is ERP that touches many functions at the same time, its
implementation becomes a real challenge due to people, process as well as a technology issue.
Akerman’s and Hilden considered 10 factors out of 22 critical success factors identified by Somers for
ERP implementation. Number shows the mean ranking as per Somers study.
● Top management support 4.29

● Project team competence 4.20
● Interdepartmental cooperation 4.19
● Clear goals and objectives 4.15
● Project management 4.13
● Interdepartmental communication 4.09
● Management of expectation 4.06
● Project Champion 4.03
● Vendor support 4.03
● Careful package selection 3.89

8.6. Best Practices for Successful Implementation of COTS defined by Prof Dubey in class is as under:
● Start with clear goals and objectives
● Solicit top management buy-in and involvement
● Careful selection of package to avoid misfit between the package and the business process.
● Re-engineer business process to achieve the benefits of COTS package
● Vendor Capability
● Judicious use of consultants
● People-related change management
● User training and education
Multi-unit implementation alternatives were also briefed by Prof Dubey in class and a graph was plotted
between Technology and process on Y-axis vs Centralization-decision making on X-axis.
8.7. Post Implementation Support and Management

The success of any COTS package implementation is largely dependent upon how well it has been
implemented, continuous evolving, maintained, version control etc. Post implementation services are
discussed here under:
● Managing version upgrade- incorporating version upgrades as per the requirement and demand.
● Optimizing performance- fine tuning, performance optimization to take full advantage of the
product.
● Adding new interfaces- to provide necessary application programming interfaces (API) to integrate
with database.
● Customized report development- need for customized report as & when required.
● Managing commercial & support issue with vendor- new agreement for license, AMC and support
charges.
● Measuring benefits & attainment of objectives- calculating ROI, satisfaction with end user,
Periodic survey of the objective attainment.

9.1. Introduction to Cloud Computing

Cloud Computing is defined as “a model for enabling convenient, on-demand network access to a shared
pool of configurable computing resources (e.g. network, servers, storage, applications, and services) that
can be rapidly provisioned and released with minimal management effort or service provider
interaction.”
9.2. Cloud Models:

A) Delivery Models:
● SaaS (Software as a Service)
● Peas (Platform as a Service)
● IA as (Infrastructure as a Service

B) Deployment Models:
● Private Cloud (Own Company, not shared)
● Community Cloud (e.g. Google Dropbox)
● Public Cloud
● Hybrid Cloud
9.3. Cloud Management

● Self-Managed
● Third Party Managed
Cloud Computing is evolving as new IT Technology which can offer IT services at lower cost, greater
flexibility and can enable new ways of doing things for the business. Cloud Computing could be
amongst disruptive IT Technologies which is being also called as “Next Wave”, “Fourth Paradigm” etc.
and is aimed to promote distributed, scalable, and widely accessible service on the web.
With the growth of IT enabled services, IT has become more popular amongst people and businesses
and therefore there is increase in IT usage and people want to have access to data including audio and
videos and thus Cloud Computing offers the desired service e.g. Facebook, Amazon etc. are able to
provide services to people with the help of Cloud Computing and this is gaining popularity.
Now, Indian and Global IT Companies have started offering Cloud as a service which lowers capital and
operational cost on IT. This concept has been increasing acceptability across industries.
Cloud Computing is defined as “a model for enabling convenient, on-demand network access to a
shared pool of configurable computing resources (e.g. network, servers, storage, applications, and
services) that can be rapidly provisioned and released with minimal management effort or service
provider interaction.”

Cloud Computing offers following features:
● Computing power is available as needed automatically

● Use of public (dedicated private) internet infrastructure
● Computing Resources dedicated to for multiple customers
● Location opaqueness
● Pay as you use
● Ability to expand capability at short notice
Successful Examples: Google Docs, Amazon’s Elastic Compute Cloud, Microsoft’s Windows Azure
Platform, IBM’s Smart Business Services, WebEx.
Cloud Computing is gaining momentum against COTS Package due to following reasons:
● Increased User Demands: Due to increased mobility of workforce, whether IT employee,

business partners, or customers, everyone demands more flexibility of usage, always-on-
facilities, and customized to their needs and services
● Increased usage of data i.e. not limited to alphanumeric but also includes, audio, video and
voice
● Need to launch new services to fight competition within short time
Thus, with reduced cost and greater flexibility Cloud Computing is better than COTS package, however
a strategic approach for Cloud Computing is required to ensure that the benefits of Cost and Flexibility
are managed with proper check on security and integrity issue on Cloud Platform.
Salesforce.com is Cloud Computing Platform
salesforce.com, Inc. (styled in its logo as salesforce; abbreviated usually as SF or SFDC) is an

American cloud computing company headquartered in San Francisco, California. Though its revenue
comes from a customer relationship management (CRM) product, Salesforce also capitalizes on
commercial applications of social networking through acquisition. As of early 2016,it is one of the most
highly valued American cloud computing companies with a market capitalization above $61 billion.[3]

Its common stock is listed on the New York Stock Exchange with the symbol CRM and is a constituent
of the S&P 500 Index.
10.1. Strategy for IT Program and, Project and Portfolio Management.
10.2. Why has a strategic view for project, program and portfolio management?
 When a major IT strategy initiative is undertaken, it is not unlikely that several projects in parallel
would be kicked off in various divisions or functional areas.
 Many of them would impact other project initiatives and would be at times dependent on others
to seek or feed data.
 All these would need a closer management of resources, such as systems development resources,
user resources as well as financial ones.
 For this, a program management office is required to be set up.
10.3. Before starting any large scale, IT interventions set up first (Program Management office) PMO.
 Program Management Office (PMO), according to Archibald, is “a long-term undertaking made up

of more than one project”.
 A centralized service for managing projects coordination and communication in an enterprise,
and to establish a project management culture.
 PMO promotes overall success and strategic alignment by acting as a bridge between program
and project managers and leadership to facilitate coordination. 67% of IT organizations have set
up PMOs.
 The Project Management Book of Knowledge (PMBOK) defines a project as “a temporary
endeavour undertaken to create a unique product or service”.
 PMO oversees ongoing and repetitive operations even though the projects it oversees have
distinct beginnings and ends.
 This mindset shift is a key realization for the success of PMO. PMO remains a permanent entity
within the IT function

10.4. Benefits of PMO.
Studies show that 80% ROI, 20% reduction in project time, and 30–35% successful project delivery,
whereas companies without a PMO experienced 74% project failure rate.
10.5. Qualities of a PMO

 Have thorough understanding of the firm’s business and functional process
 Embody continuous learning and implementation of best practices
 Team-building and spreading motivation across projects
 Deep project management experience
 A positive attitude and a friendly and supportive personality
 Ability to deal with business ambiguity.
 PMO is a senior management role responsible for overall business outcome and is accountable to
either the business sponsor, IT Director or CIO.

 PMO can act as a knowledge powerhouse to provide high-level architectural advice.
10.6. What PMO does

 Eyes: Gathering information about projects progress / feedback
 Ears: Gathering issues and risk factors, and ensuring communications between central groups and
project teams
 Tongue: Monitoring project progress in terms of time, resources spent and cost incurred. Also
ensuring communication, giving advice on processes and tools, & communication to senior
management
 Skin: Capturing and acting on softer issues of projects. Leads Change Management and also gets
processes and systems installed for software configuration management, operations processes,
standards for forms and reports, earned value management, integrated change control, resource
management and integrated work/service request
 Nose: Sensing if anything is going wrong, which is achieved by maintaining the overall coordination
and control role, leading decision-making, including commitment of time, money and resources,
issue resolution, project monitoring and integration, and maintaining master project schedule.
10.7. Success factors for PMO

 Clear charter, right expectations and defined boundaries
 Top-down support and bottoms-up buy-in
 Strong sponsor and equally strong LOB representation
 Strong communication/PR initiative
 Mix of performance metrics that demonstrate business and customer value.
 Inculcation of high degree of prestige associated with its function
 Doing the right projects effectively as well as efficiently
 Customer service focus
 Ensuring that the core of the PMO is compact enough.

10.7.1. Learning Pause 8: Write a letter to your management convincing the benefits of establishing
a PMO and the approach you would like to adopt.
Mr. Russel
Head GE Power
Subject: Establishing a PMO for upcoming NTPC power Project.
Sir, currently we are using our legacy tool MTA for the project management of ongoing power project.
I am giving a suggestion to establish a Project Management office (PMO) for upcoming NTPC power
Project, it will help us to increase our productivity and reduce the execution time of the project.
I know some question will come in your mind like
10.8. Why PMO?

A study shows 80% ROI, 20% reduction in project time, and 30–35% successful project delivery,
whereas companies without a PMO experienced 74% project failure rate.

10.8.1. Qualities of a PMO

 Have thorough understanding of the firm’s business and functional process
 Embody continuous learning and implementation of best practices
 Team-building and spreading motivation across projects
 Deep project management experience
 A positive attitude and a friendly and supportive personality
 Ability to deal with business ambiguity.
 PMO is a senior management role responsible for overall business outcome and is accountable to
either the business sponsor, IT Director or CIO.
 PMO can act as a knowledge powerhouse to provide high-level architectural advice.
10.8.2. What PMO does?

It acts like our senses.
 Eyes: Gathering information about projects progress / feedback
 Ears: Gathering issues and risk factors, and ensuring communications between central groups and
project teams
 Tongue: Monitoring project progress in terms of time, resources spent and cost incurred. Also
ensuring communication, giving advice on processes and tools, & communication to senior
management
 Skin: Capturing and acting on softer issues of projects. Leads Change Management and also gets
processes and systems installed for software configuration management, operations processes,
standards for forms and reports, earned value management, integrated change control, resource
management and integrated work/service request
 Nose: Sensing if anything is going wrong, which is achieved by maintaining the overall coordination
and control role, leading decision-making, including commitment of time, money and resources,
issue resolution, project monitoring and integration, and maintaining master project schedule.
Since, it is very beneficial for our organization. Please have a look on my suggestion and do the
needful.
10.8.3. Identify 10 projects of your company and categorize the according to IT portfolio
Management?
GE has started a new business as GE digital, it doing work in area of industrial digitization
with IT

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8107 MITO LEARNING DIARY

SHASHI BHUSHAN YADAV

SHASHI BHUSHAN YADAV 1

4.3. INFORMATION SYSTEM INTERFACE WITH EXTERNAL BUSINESS WORLDS.......................................... 17

SHASHI BHUSHAN YADAV 2

7.11. Four Components of DSS ....................................................................................................................... 29

SHASHI BHUSHAN YADAV 3

Google Class Summary

SHASHI BHUSHAN YADAV 4

1. Learning Diary -1: Introduction of MITO Date: 07.07.2018

1.1. Watched 2 Video:

1.2. Why do we need IT?

1.3. #World Economic Forum Tipping Points by 2025 like:

1.4. Understanding of IT Management.

1.5. Information system helps for the business in: 6Cs

1.6. What is system?

1.7. What is an information system?

SHASHI BHUSHAN YADAV 5

1.8. What is data, information and Knowledge?

1.9. What is information system?

1.10. Learning Assignment-1

1.10.1. Why understanding IT management is difficult?

SHASHI BHUSHAN YADAV 6

It contains different software and hardware. It is a set of different quantitative and

2. Learning Diary -2 Date: 14.07.2018

2.1. TPPSS of any IT applications

2.2. Business and IT relationship

 Used Properly It can be tool to achieve the impossible.

SHASHI BHUSHAN YADAV 7

 Used creatively IT can be a transformational Vehicle

2.3. What is business Strategy?

2.4. What is Scope and What is Reach.

2.5. What Is IT strategy?

2.6. IT strategy and Its Component

SHASHI BHUSHAN YADAV 8

2.7. How IT impacts the business?

Business Network Redesign

Low Range of potential benefits High

SHASHI BHUSHAN YADAV 9

3. Learning Diary -3 Dated: 21.07.2018

 Types of Information Systems:

 Knowledge Management Systems:

SHASHI BHUSHAN YADAV 10

3.1. Strategic alignment: Leveraging information technology for transforming organizations

3. Business strategy 2. IT strategy

SHASHI BHUSHAN YADAV 11

 1-2-3: Strategy execution alignment perspective e.g. Normal Business Setup.

3.2. Challenges of business and its alignment

SHASHI BHUSHAN YADAV 12

Four dominant alignment perspectives

2. Technology transformation alignment perspective

3. Competitive potential alignment perspective

SHASHI BHUSHAN YADAV 13

4. Service level alignment perspective

The School of thoughts for achieving business IT alignment are following.

SHASHI BHUSHAN YADAV 14

SHASHI BHUSHAN YADAV 15

4. Learning Diary -4 Dated: 28.07.2018

4.1. Types of Information System Within Business Organization

TYPES OF INFORMATION SYSTEM WITHIN BUSINESS ORGANIZATION

SHASHI BHUSHAN YADAV 16

4.2. ENTERPRISE RESOURCE PLANNING (ERP)

4.3. INFORMATION SYSTEM INTERFACE WITH EXTERNAL BUSINESS WORLDS