Page 244 - DMGT505_MANAGEMENT_INFORMATION_SYSTEM

Unit 13: Redesigning the Organization with Information Systems

Notes
Figure 13.1: Process/Data Class Matrix

This chart depicts which data classes are required to support particular organizational process
and which processes and which processes and which processes are the creators and users of data.
The weakness of enterprise analysis is that it produces an enormous amount of data that is
expansive to collect and difficult to analyze.

Did u know? Most of the interviews are conducted with senior or middle managers, with
little effort to collect information from clerical workers and supervisory manager.

Strategic Analysis or Critical Success Factors

The strategic analysis, or critical factors, approach argues that an organization’s information
requirements are determined by small number of critical success factors (CSFs) of managers. If
these goals can be attained, the firm’s or organization’s success is assured (Rockart, 1979: Rockart
and Treacy, 1972). CSFs are shaped by the industry, the firm, the manager, and the broader
environment. An important premise of the strategic analysis approach is there are a small
number of objectives that managers can easily identify and on which information systems can
focus.
The strength of the CSFs method is that to produces a smaller data set to analyze than does
enterprise analysis. Only top managers are interviewed, and the questions focus on a small
number of CSFs rather than a broad inquiry into what information is used or needed. It is
especially suitable for top management and for the development of DSS and ESS. Unlike enterprise
analysis, the CSF method focuses organizational on how information should be handled.

LOVELY PROFESSIONAL UNIVERSITY 239