Reflection on Course Material
Reflection on Course Material
As a Master’s Level student learning about Management of Information Systems, I have come to appreciate the topics learned in class, mainly because they’ve opened up my knowledge scope. I have a completely different vantage point on how information systems affect our businesses and their significance to a potential manager in the future. Thus, this paper as a whole is a reflection of what I’ve learned in class and how different topics on MIS have kept me engaged throughout the course.
Q1: Understanding/Interpretation of Two (2) Topics
Despite learning more than 12 topics and that all of them had a significant impact on me, I have picked to discuss and interpret two specific issues: Security (Chapter 7) and Managing IT Projects (Chapter 11). The two issues are particularly interesting because they are relatable to project management, which is my goal in the near future.
(a) Security (Chapter 7)
Before this course, I had very little knowledge of security in relation to information systems. Now I know better. In understanding and interpreting the topic, I derive a simplified definition from Xu et al. (2017), who describes security in information systems as “the need of protecting clients’ private data and thus guarantee no information has been compromised, especially when critical issues arise” (p.382). Although this is the general interpretation of security when talking about information systems, the course has taught me that there’s more to it.
I have learned that decision making in organizations relies so much on the safety of the client’s data. This doesn’t necessarily limit itself to ecommerce companies, but basically on every other business, given that most businesses have online platforms. The course enabled me to stay engaged by learning aspects like Security Decision Framework, which act as drivers to making the right, effective decisions to protect client data.
Alongside security frameworks, I have also learned of different types of security breaches (cross-site scripting, system logs, third party loopholes) and how to avoid them. This is something that I’ll apply to my future profession. For instance, I’ve appreciated the importance of security in a company, whereby it ensures that crucial functionalities in a company are implemented. In the process of IT implementations, any data gathered by the firm are both utilized and safeguarded. This allows for the safe execution of T systems.
More importantly, though, I have learned of the costs of various security breaches, and different ways to curb the expenses as “to obtain 100% security for an organization” (Pearlson et al., 2015 p.154). The knowledge will help me with my future profession in helping companies strategize for improved revenues. That is, analysis of security aids with a company’s operations in becoming effective, which then helps in understanding the needs of customers much better.
(b) Managing IT Projects
In understanding the topic, it is important to draw from definition by Boiko et al. (2019), “project management involves applying skills, tools, and knowledge to meet a project’s goal and objective” (p.68). Once again, just like the topic of security, the topic of IT project management is more than its general overview. That is, I have learned the importance of a manager’s role in an information system. Although IT experts and system administrators are essential in making sure IT infrastructures run smoothly, I’ve come to realize that the management (CEOs, COOs and CTOs) play a significant role in decision making.
As observed by Bumblauskas et al. (2018), an organization whose management team is well-equipped with the right skills and dexterity on decision making, a company can quickly develop new and much better products. Consequently, improved products and services can enormously help a company. It is even better for customers who are privileged to receive some of the best and satisfying needs. I am glad I learned of an aspect like the System Development Life Cycle (SDLC), which is responsible for keeping me engaged in the course.
I’ll be applying facets learned from this topic in my future profession. Boiko et al. (2019) even reiterate the importance of aspects like SDLC (the process of conceptualizing both hardware and software for better performance) in project management. I have learned that a great manager doesn’t have to possess IT skills, but ought to have the capability to create a happy and motivated team. As I aspire to become a project manager, I will apply the need to make sure my team always delivers the right stuff. In the process, this improves on a company’s return on investment. More to that, I’ll apply project management by ensuring the existence of a rigorous architecting project, which should always fit with a client’s strategic framework. Thus, as illustrated by Xu et al. (2017), good project management guarantees that projects are adherent to objectives that are adherent to the company’s goals.
Q2: Challenges/Opportunities as Manager, and Plan to Address Them
Digital Transformation: Without a doubt, a company’s biggest challenge is the need for innovative ideas, which are really difficult to come by, and thus the management team needs always to wrap their heads around such complexities. In essence, there exist innumerable technologies and devices that it has become difficult to keep up with them all. Therefore, as a manager, I’ll take advice Bumblauskas (2018) by that IT teams are required to “learn how to fly and get on the grip with advancing technologies” (p.53).
Customer Feedback: As expected, customers tend to request designs and features to be added to existing products; thereby, forcing project management teams to make redesigns. Organizations need to listen to such customer complaints and suggestions; however, it is still important to retain a product’s original idea. It is always challenging for a manager to either convince the IT experts to make the right changes to a product or service within a timeframe that cannot result in loses.
Talent Retention: As reported by Potnis and Gala (2019), demand for IT jobs is expected to rise by 15 percent between 2018 and 2023, which is faster than other occupations. Also, demands for specialized IT skills such as cybersecurity has sparked a fierce bidding war between top companies. Due to their rarity, companies are finding it difficult to retain their talented experts. As a manager, the plan is to make sure I create a culture where top talented experts feel like home and one family.
Remote Management: With workplace cultures fast-evolving, conventional offices have become less significant. Due to emails, apps, video conferencing, and instant messaging, employees want to work remotely. Because of this, it becomes difficult to manage and monitor the progress of a project if team members are working from different geographical places. Worse, the lack of formal schedules makes it even more difficult to put pressure on IT team members to complete their projects. Nonetheless, in addressing such a problem, it would be vital to come up with a way to make physical meetings at least thrice a week.
Q3: Discussions Based on the CAIS Article (Big Data Analytics)
1: Challenges of Knowledge Management, Business Intelligence and Analytics
When it comes to objectives of knowledge management, it makes sure an organization’s important information is passed seamlessly from one employee to another. The information or message should also be clear and accurate. Challenges involved in knowledge management include outsourcing and continuity of the information, which may prove difficult to coordinate. Regarding business intelligence, the objective is to help an organization grow its revenues by getting possible inefficiencies caused by poor decision-making processes. Therefore, a company’s business intelligence needs to make sure the data gathered is adequate and reliable.
Business intelligence also faces the challenge of resistance to change by employees, which is likely to result in failed attempts to make helpful changes. When talking about business analytics, the objective is to automate processes that lead to offering a competitive advantage over a company’s rivals. Another objective of business analytics is to improve a firm’s statistical tools on current data. Risks and challenges include inadequate management of its big data, which can result in inaccurate decision making.
2. Addressing Challenges (Using Wiley Plus SAP ERP & SAP Analytics Cloud)
In addressing the challenges facing business intelligence and knowledge management, the process should include informing of the regulatory agencies, which can be both the government and the private sector. The process of curbing the challenges also involves unplanned consequences and appropriate avenues for any upcoming issues. For instance, the Wiley Plus ERP simulations require special focus in terms of the level of impact it has on data management. At the same time, challenges are litigated by integrating business with ERP, whereby a company’s perspective is applied in comprehending different ERP approaches. This should be within the scope of the company’s functionality.
Regarding the SAP Analytic Cloud, it is advisable to make good use of real-life and practical situations in setting up objectives and goals for the firm. For instance, the case study’s scenario involved several scenarios demonstrating the utilization of both the ERP and the SAP. Specifically, the SAP Analytics Cloud references crucial activities that aid in SAP platforms, particularly for the provision of real-time problems.
Boiko, A., Shendryk, V., & Boiko, O. (2019). Information Systems For Supply Chain Management: Uncertainties, Risks, And Cyber Security. Procedia Computer Science, 149(6), 65-70. doi:10.1016/j.procs.2019.01.108, Retrieved at https://bit.ly/2s74eOg
Bumblauskas, D., Rosol, S., & Bumblauskas, P. (2018). Managing multiple projects: Applying a demand-based approach. The International Journal Of Management Education, 16(1), 52-62. doi:10.1016/j.ijme.2017.11.004, Retrieved at https://bit.ly/33WBLb3
Pearlson, K., Saunders, C., & Galletta, D. (2015). Managing and Using Information Systems: A Strategic Approach (6th ed., pp. 178-242). New York: Wiley. Retrievable at https://bit.ly/2rUWxdL
Potnis, D., & Gala, B. (2019). Managing the “backend” of LIS research projects: A project management perspective. Library & Information Science Research, 56(3), 100996. doi:10.1016/j.lisr.2019.100996, Retrieved at https://bit.ly/2Rzxdoe
Xu, C., Zhao, Y., Zhang, J., & Qi, H. (2017). System Identification under Information Security. IFAC-Papers Online, 50(1), 375-386. doi:10.1016/j.ifacol.2017.08.477, Retrieved at https://bit.ly/2sWiee9