BCO-216, Intro to MIS

1. Management Information Systems
BCO-216
Fall 2014
(Introduction to MIS)
Raymond Gao, MBA

2. Agenda
• (1st half)
– Introductions
– Course Plan, Expectations, Grading, etc.
– Reading Assessment (Interactive Session & UPS).
– Gartner Nexus of Force (Overview) & Team Selection
• (2nd half)
– Digital Firm and MIS:
• What are they? And, their relevance, …
– UPS Case Study

3. Introduction(s)
• Who am I?
• Who are you?

4. 1
About Ray:
● From USA (Texas the last 16-18 years)
● Lived in Munich since 2 ½ Years
● Has two dogs, back home in TX
● Speaks 4 or 5 languages.
● Enjoy traveling, hanging out with friends, sports, music, and
outdoors.

5. 2
My 2 Dogs
Photo Scrapbook

6. 3
So Why is the smaller dog the Boss?
Answer: He understand the value of information.
Knowledge is Power.

7. 4
Ray’s Bio:
● Architect (chief/principal), in various disciplines, with Accenture,
BEA Systems/Oracle, Nokia, Sun Microsystems, et al.
o Cloud Computing (SaaS)
o Enterprise IT strategy
o E-commerce
● Academics:
o Adjunct Professor at leading Universities: France, Germany, etc.
o Numerous publications and speaking engagements, …
o Editor in Chief or a Peer Reviewed Journal

8. 5
JavaOne, 2001, San Francisco
Dagstuhl Seminar, 2005
F8 Conference, 2009, San Fran
IUT, Dijon, 2010
Ray’s other photos

9. Now, tell me about YOU?
• What’s your name?
• Where are you from?
• Your interests?
• What you want to get from this class? & Expectations?

10. Administrative Stuff:
● Syllabus (See Moodle)
● Attendance:
o 3 strikes => You're OUT. (4th is a F)
o Punctuality
● Grading
o 50/50% (Exercises & Contributions / Exams)
● Project teams (SMIC)
● Miscellaneous:
o Using computer/phone/tablets during the class
o Christmas/New Year’s Break, Resume of class
o I will be away on Dec 19. / Make up class?

11. Teams and Projects
• Team Members Selection
• Presentations Due Date - 16, January, 2015
• I - Information
• S - Social
• M - Mobile
• C - Cloud

12. MIS - What, When, Where, Who, and How?
A management information system (MIS) provides information that organizations require to manage themselves
efficiently and effectively. (Wikipedia)
Business firms invest heavily in information systems to achieve six strategic business objectives:*
1. Operational excellence
2. New products, services, and business models
3. Customer and supplier intimacy
4. Improved decision making
5. Competitive advantage
6. Survival

13. Information technology capital investment, defined as hardware, software, and communications equipment,
grew from 32 percent to 52 percent of all invested capital between 1980 and 2009.
FIGURE 1-1
Information Technology Capital Investment

14. An information system
contains information about an
organization and its
surrounding environment.
Three basic activities—input,
processing, and output—
produce the information
organizations need. Feedback
is output returned to
appropriate people or activities
in the organization to evaluate
and refine the input.
Environmental actors, such as
customers, suppliers,
competitors, stockholders, and
regulatory agencies, interact
with the organization and its
information systems.
Functions of an Information System

15. Perspectives on Information Systems
• Three activities of information systems produce information organizations
need*
– Input: Captures raw data from organization or external environment
– Processing: Converts raw data into meaningful form
– Output: Transfers processed information to people or activities that use it

16. Information Systems Are More Than Computers
Using information systems
effectively requires an
understanding of the
organization, management, and
information technology
shaping the systems. An
information system creates
value for the firm as an
organizational and
management solution to
challenges posed by the
environment.

17. 1. Who is Gartner?
2. What is a Digital Business?
3. What are those 4 forces shaping the
Enterprise IT?
4. Mobile Platform diversity: Android, iOS,
Microsoft, and et. al.
5. IOT (Internet of Things)
6. Cloud Computing: Enterprise IT & Personal
Clouds
7. Software Platforms and APIs
8. SMART Technologies and Disruption
(Movers, Doers, and Sages)
9. How Technology creates Value?
10. What are the Risks?
Gartner Nexus of Forces*

18. Reading Exercise / Assessment
• Interactive Session: Management - Page 39
• UPS - Page 53

19. 2nd Half

20. What did Marc say?*

21. The Interdependence Between Organizations and Information Technology

22. IOT (Internet Of Things)

24. Is your Auto Internet ready?
Average car now has:
● 1.5 KM cables
● ~30,000 parts
● > 100 million lines of computer code
● 30 ~ 100 microprocessors
Apollo Guidance Computer had:
● 2k of RAM
● 36k ROM
● 1.024 Mhz clock speed
● Weight 32 Kg

25. Cars and Internet are becoming One …
iOS in Cars Google Self-driving Car Tesla Dashboard
View this video at your leisure.
http://www.washingtonpost.com/news/morning-mix/wp/2014/05/28/googles-new-driverless-car-has-no-brakes-or-steering-wheel/

26. UPS Case (Video) - Upgrade from DIAD 4 to 5
DIAD IV DIAD V

27. Perspectives on Information Systems
• Dimensions of UPS tracking system
– Organizational:
• Procedures for tracking packages and managing inventory and provide information
– Management:
• Monitor service levels and costs
– Technology:
• Handheld computers, bar-code scanners, networks, desktop computers, and so on

28. Discussion: UPS Global I.T.
• What are the inputs, processing, and outputs of UPS’s package tracking
system?
• What technologies are used by UPS?
• How are these technologies related to UPS’s business strategy?
• What business objectives do UPS’s information systems address?
• What would happen if these systems were not available?

29. UPS Stock Price
Stock Reports / Rating
● The Street: Buy ($121.94)
● Credit Suisse: OutPerform ($112.00)
● S&P: Hold ($108.00)

31. THANK YOU!
email: raymond.gao@euruni.edu
Twitter: raygao

32. Backups

33. Backup Study Case - FedEx

34. FedEx Stock Price
Stock Reports / Rating
● The Street: Buy ($208.73)
● S&P: Strong Buy ($220)

36. IOT and Information of Things

37. IOT and Big Data

38. Gartner Nexus of Forces

39. Yet Another View of Gartner Nexus of Forces