Apple Information Systems Management strategy

INFO 646 IS MANAGEMENT ASSIGNMENT 5
ACQUISITION & RESOURCE PLAN, BUDGET AND BUSINESS CASE
For all parts of this assignment, define the changes for a single project from the IS Roadmap of Assignment 3. Pick one that has that impacts more than one business user-group and also has a few different types of IT components. This is just intended for you to learn where to start with this type of plan- I am not expecting you to understand everything about your company, but just to think about types of change that would be required. You should have enough information from previous assignments to avoid any additional research!
PART 1. IT ACQUISITION PLAN
Identify the main hardware, software, and infrastructure components that need to be acquired for your project, from the IT Roadmap produced for assignment 4.
Briefly discuss the main requirements for each of the IT components- for example, a database management system may need to collect data across global business groups and so will need to be managed across distributed servers, requiring a sophisticated data management architecture such as Oracle RTI Distributed Data Management platform for real-time systems.
Briefly discuss and justify how each main component will be acquired. You analyzed this for the high-level software applications in assignment 4. Now analyze the lower-level components that are needed to support these- for example we might need to purchase a scalable DBMS package because consistency of data management is required across business divisions, or we might need to develop enhancements to the middleware interface because we need to integrate software packages from multiple vendors across our systems. You don ‘t have to understand every detail just try to think through the main components that are likely to be required.
Provide an overview table, that summarizes how the main IT Roadmap components will be acquired and when each is required. (You’ll use this for the budget, below).
So what? Briefly summarize the main acquisition issues and risks that arise from this plan (e.g. evaluating the number of user licenses for the DBMS system, or testing for middleware compatibility).
PART 2. ORGANIZATIONAL CHANGE & RESOURCE PLAN
2.1 Change plan
Discuss briefly how the business organization and the IS organization will change.
2.1.1 Specify changes to key business processes
What business processes need to change and why? (You can take these process changes directly from assignment 3). How will these be redesigned and how will the BPR initiative be managed?
Also consider business management roles and responsibilities: how will these change when the new business processes are in place what new or revised management positions or organizational groups will be needed?
2.2.2 Define how the IS organization should change.
What cross-functional and/or specialized business process and/or information service support will be needed? Where will contract staff be required? Who will manage any external contracts or vendor deliverables that are required for this project? How will you reorganize the IS group, to manage these changes?
2.2 Resource Plan
Come up with a ballpark “guesstimate” of personnel changes that will need to be included in the plan, from parts (a) & (b) above. Consider:
•   What BPR teams will be required and how much time might this take (man-weeks)?
•   What IS a project team will need to be assembled, to develop or configure IT components?
•   How long do you estimate each development project might take?
•   Who will be required to manage and maintain these software applications, information services and IT infrastructure components? Over what timeframe?
•   What vendor liaison or contract management personnel will be required? Over what timeframe?
•   What user support personnel will be required? Over what timeframe?
•   How will these personnel be resourced – for what key positions do we need permanent hires?
•   Where might we be able to hire contract staff?
•   What additional personnel are required for organizational and management changes?
Provide an overview table, with estimated numbers of personnel and the timeframes when they are required. (You’ll use this for the budget, below).
2.3 So what? Discuss Resource Management Issues & Risks
Briefly summarize the main resource management issues and risks that arise from this plan.
PART 3: PROJECT BUDGET
3.1 ROI BUDGETING
Produce an outline budget on the basis of the organizational change and acquisition and resource plans outlined above. Just use ballpark estimates (ballpark- don’t itemize every small task but itemize the main elements, providing the basis for your estimates – hint: most of these should be in parts 1 & 2). Budget for elements such as (this is not an exhaustive list):
1.   Costs (plan on system application lifecycle = 5 years):
•   Business process analysis and redesign costs
•   Application development or package acquisition and customization
•   Hardware/software purchases and licensing (per user- just estimate scale)
•   Vendor contract and vendor oversight or management costs
•   Infrastructure installation, test, introduction
•   Training, HR, reorganization and business process change costs.
2.   Benefits (again plan on system application lifecycle = 5 years). Consider both tangible and intangible benefits and best-case/worst-case benefits, budgeting for elements such as:
•   Business benefits in terms of monetizing achievement ofthe critical success factors supported by this project.
•   Cost-savings and economies of scale, scope, or the business value of effectiveness gains supported by this system (just have a go at evaluating the latter: use your KPIs or evaluate qualitative measures of success to do this)
•   Cost-savings derived from IT organizational or resourcing changes such as reductions in the cost of legacy system maintenance & enhancements, reorganization headcount reductions, licensing and hardware replacement savings (over the 5-year lifecycle period)
•   Cost-savings and effectiveness benefits derived from BPR changes.
•   Cost-savings and effectiveness benefits derived from improved information services.
So what? What is the difference between a best case/worst case analysis of the ROI? Do you think the project is worth supporting at this point? What did you “fudge” to provide this budget and how much difference did it make?
3.2 TCO BUDGETING
Assess the total cost of ownership of the new system (ballpark- don’t itemize every small task but itemize the main elements, providing the basis for your estimates). See my how-to budget slides for a list of elements to include in the TCO calculations.
Perform an analysis of how the benefits might change over the lifetime of the project (5 years), using your best-case/worst-case figures as a starting point.
Combine the TCO with the revised benefits analysis, to produce a financial analysis of the ROI over a predicted lifetime of 5 years.
So what? What did you learn, that you did not understand when you produced the simple ROI financial analysis for project selection? Does this change the financial attractiveness of your project?
3.3 NPV BUDGETING
Use a net present value (NPV) approach that considers the timing of various deliverables in cost or benefit estimation- e.g. that it costs you less to spend $100 in 2 years’ time than it would today and that accounting for discounted cash flows changes the break-even point of a project. (See the worked spreadsheet example on Blackboard).
So what? What did you learn, that you did not understand when you produced the TCO financial analysis for project selection? Does this change the financial attractiveness of your project?
PART 4: PLAN SUMMARY
For the selected project, make a business case that summarizes and justifies each of the following aspects:
•   The key business process and organizational changes (including IS organization) required for the project – and why these are required.
•   The key technology architecture and infrastructure changes required for the project (not at the detailed level above -just provide an overview and justification for these).
•   The budgetary case for this change (using a predicted 5 year system lifecycle before major updates or replacement must be considered).
•   Project feasibility and risk- what major risks or feasibility issues does the project present and how will these be managed?
•   Business benefits – how strategic business goals and outcomes will be supported by implementing this project and why this project is important to the business as a whole.
So what? Would you recommend this project and why/why not? What issues or project elements do we need to monitor most carefully, as the project proceeds?

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