英国21家公司战略信息系统规划(SISP)方法之经验

<正> 一、引言战略信息系统规划(SISP)长期来一直是大公司信息系统部门经理们所需考虑的头等要事。已有一些学者对诸如SISP应该包含什么、怎么来做以及有什么典型问题等问题提出了建议。研究人员也开始对SISP的实施情况     

信息系统与组织互动中的风险

信息系统是一个社会系统,是技术和社会要素的结合。在组织中建立信息系统必须与组织资源要素之间密切结合。信息系统与组织之间相互影响、相互制约。一方面,信息系统的建设目标要依赖于企业环境、组织文化、管理战略,信息系统流程要融入企业的流程;另一方面,管理者也要对不适宜、过时的流程进行改造,充分利用信息技术对企业资源进行整合、规划。开发管理信息系统不仅是技术问题,更是管理问题。该文介绍了信息系统与组织的互动关系,并强调了这种互动中所引发的风险。     

轨道交通企业信息系统的安全规划

针对轨道交通企业信息系统,研究了信息安全规划的一些基本问题.制定了信息安全规划的目标,确定了规划的内容,重点对信息安全体系结构设计、基于等级保护的安全信息系统和信息安全管理体系的建设等工作进行了分析.相关方法已经在一个实际的轨道交通企业信息系统安全规划过程中得到了应用,从而验证了所采用方法的合理性和可行性.     

大学校级信息系统规划方法的研究与实践

在分析、比较多种信息系统规划方法的基础上,研究基于BSP方法的大学校级信息系统规划。通过实例的规划过程,论述了大学发展目标的识别,建立了大学业务模型,定义了数据类,划分了子系统平台,最后推导出校级信息系统架构。     

电子商务环境下面向敏捷制造的战略信息系统研究

在电子商务环境下，对面向敏捷制造的战略信息系统探索研究是一项重要而紧迫的课题。对电子商务环境下面向敏捷制造战略信息系统研究的国内外现状进行了评析，讨论了进一步研究的思路。     

信息系统建设规划与管理中的安全策略

信息系统建设规划与管理中的安全问题十分重要。通过信息系统的安全建设规划和系统安全管理两大方面,从技术和管理两个层面,提出了信息系统建设规划与管理中的安全策略,希望对信息系统安全建设规划与安全管理提供决策支持。     

企业信息系统建设面临的矛盾及对策

本文回顾我国信息系统建设的现状,分析了目前企业信息系统建设存在的问题和面临的主要矛盾,并从管理体制、管理模式、系统规划、设计思路的角度提出了对策建议.     

浅析信息系统开发的安全策略

随着我国对计算机网络技术应用的不断加深,信息系统已经逐渐成为了规划建设和管理过程中最为重要的系统之一,且该系统对于安全性有很高的要求,安全目标也十分明确。通过对信息系统进行全面的安全管理和建设安全规划,能够满足管理上和技术上双重安全需要,因此,如何在信息系统开发过程中应用安全策略,以提高信息系统的总体安全性能也逐渐成为了信息系统开发和建设者关注的重点。本文就针对信息系统开发过程中的安全建设规划和安全建设管理进行了分析,提出了应用性较强的信息系统开发安全策略。     

实时物流递送路径规划与模拟

近些年来,顾客需求不断多样化、企业竞争更加激烈、全球制造的概念不断发展,不仅我国政府也将物流视为新的经济热点,而且已经引起了全球各个国家的重视。从政府到企业,从中央到地方,都开始物流战略的规划与实施,并且开始物流信息系统的建设。该文以物流路径规划系统为研究对象,介绍了一些著名的最优路径规划算法。在深入分析节约算法的基础上,提出并实现了配合Dijkstra算法的节约里程表算法,开发了以本文算法为核心的实时物流路径规划与模拟系统。     

构建军事信息系统安全体系的研究

军事信息系统安全体系建设是军队信息化建设以及打赢未来高科技战争的重要保障。本文分析了信息系统自身的脆弱性,针对军事信息系统在信息战中面临的主要威胁,从战略上提出了军事信息系统安全体系框架的建设方案。     

An integrated approach toward strategic information systems planning

Within the competitive global environment, information has become a key resource for increasing a corporation's competitiveness by changing the nature or conduct of business. Accordingly, corporations are now seeking a method for information systems planning to maximize their strategic effectiveness.Strategic Information Systems Planning (SISP) refers to the process of creating a portfolio for the implementation and use of IS to maximize the effectiveness and efficiency of a corporation, so that it can achieve its objectives. An investigation of SISP, however, showed that only 24% of planned applications were actually developed (Int. J. Comput. Appl. Technol., 8 (1995), 61; MIS Quarterly, September (1988), 445). This figure clearly shows that enhancements are required for current SISP processes. In particular, this paper focuses on SISP methodologies, which provide support for overall SISP processes.The paper initially identifies four general SISP methodology problems: lack of support for Information Technology Architecture, under-emphasis on information technology opportunities, duration of SISP, and lack of support for business process reengineering. Next, it proposes an integrated SISP methodology which solves the above problems while retaining the advantageous qualities of current SISP methodologies. Finally, a case study is added to show how the methodology actually works in practice.     

The effectiveness of strategic information systems planning under environmental uncertainty

Researchers have suggested that more extensive strategic information systems planning (SISP) in an uncertain environment produces greater planning success. Managers must decide whether, and if so when, to perform such SISP. Our study tested the effect of SISP phases on planning success in more and less uncertain environments.A questionnaire assessed SISP in terms of strategic awareness, situation analysis, strategy conception, strategy formulation, and strategy implementation planning phases. It inquired about environmental uncertainty as dynamism, heterogeneity, and hostility. Finally, it measured SISP success as a composite of alignment, analysis, cooperation, and capabilities. One hundred and sixty-one IS executives provided data in a postal survey.More extensive strategy formulation uniformly predicted successful planning in more uncertain environments, whereas strategic awareness generally predicted it in less uncertain ones. Strategy conception predicted it in neither more nor less uncertain environments. More extensive planning is thus not uniformly successful in either environment but depends on the nature of the uncertainty.     

Effects of organizational context and inter-group behaviour on the success of strategic information systems planning: an empirical study

The strategic value of information systems (IS) and the impact of information technology (IT) on business competitiveness has increased the need for effective strategic information systems planning (SISP). However, numerous strategic information systems planning methodologies stress the rational and formal aspects of organizational life, while ignoring the complexity of actual organizational situations which are characterized by human behaviour. Additionally, although numerous researchers have conducted empirical studies examining the relationship between various factors and strategic IS planning effectiveness, many factors have received little attention. This study uses structural equation modeling (SEM) to analyse the effects of organizational context and inter-group behaviour on the success of SISP. A survey of senior IS executives in Taiwan was used to test the relationships between the constructs in the research model. The results showed that certain factors relating to organizational context and inter-group behaviour influenced the success of SISP. Finally, the implications of this finding for IS practice and future research are examined.     

Overcoming Resistance to Strategic and Executive IS Planning and Implementation

Although strategic information systems planning (SISP) and executive information systems (EISs) have received much attention in the past few years, their reception has been mixed. Many companies agree that SISP and EISs are needed, but surprisingly few have adopted them. This column explores the reasons behind such reluctance and offers suggestions for MIS managers who wish to realize some of the benefits of SISP and EISs even though their companies are not ready to implement them.     

The impact of industry contextual factors on IT focus and the use of IT for competitive advantage

Only limited empirical evidence has confirmed the effectiveness of strategic information systems planning (SISP) and there is no evidence that investment in mission-critical systems leads to improved performance under conditions of environmental uncertainty and information intensity. This study tests the extent to which such contextual factors impact business dependence on IT and two SISP practices: IT participation in business planning and the alignment between the IT and the business plans. It also examines the influence of IT dependence and SISP on the use of IT for competitive advantage. Using structural equation modeling on postal survey data from 161 firms, it found a positive and significant impact of the contextual factors on business dependence on IT and the two SISP practices and between these factors and the use of IT for competitive advantage. Data also revealed significant differences between industry types and environmental uncertainty but not information intensity. Implications are discussed.     

Rapid business and IT change: drivers for strategic information systems planning?

Today's organizations increasingly plan new information systems (IS) to better compete. Through such planning, they attempt to align their IS strategy and their business strategy. This study tested the impact of business and information technology (IT) change on strategic information systems planning (SISP) horizon, of horizon on the planning itself, and of the planning on the alignment of IS strategy and business strategy. A questionnaire defined business change, IT change, and alignment as multi-item scaled questions, and planning horizon as a single, nonscaled one. It defined a multi-item scaled SISP measure as both a second-order construct and as single-order constructs for its individual phases. A postal survey collected data from 161 IS executives. Constructs were extensively validated. The analysis used structural equation modeling, and surprisingly found that business change predicted longer SISP horizons, but IT change predicted neither longer nor shorter ones. Planning horizon predicted SISP itself (as a second-order construct and as all of its phases), and such planning (as a second-order construct, and as strategic awareness and strategy conception phases) predicted alignment of IS strategy and business strategy. These findings suggest that practitioners more carefully assess their own degree of caution in setting planning horizons in response to business and IT change. In fact, the findings suggest it may not be necessary for practitioners to shorten planning horizons in a rapidly changing environment.     

An empirical evaluation of stages of strategic information systems planning: patterns of process design and effectiveness

While much has been written about strategic information systems planning (SISP), two important aspects have been under-emphasized. The first is the planning process or how planning is accomplished. The second is planning evolution or how planning evolves as a learning system. Both perspectives can provide practical guidance on how organizations will change their planning process over time in an attempt to improve their effectiveness as well as leverage their investment in SISP. This paper draws on prior literature to identify key dimensions of SISP and its effectiveness. The evolution of these dimensions is studied as a three-stage model. The results provide an interesting insight into how planning evolves as organizations reconcile seemingly contradictory “rational” and “adaptive” dimensions of planning. This balanced approach to planning is shown to be more effective, providing strong implications for both research and practice.     

Successful strategic information systems planning

Abstract. Strategic information systems planning (SISP) is the process of ensuring alignment between business plans and objectives and information systems plans and objectives and/or the process of identifying information systems which will provide the organization with a competitive edge. This paper distinguishes SISP from both tactical and operational information systems planning, discusses the reasons for management concern with SISP, summarizes problems which may be encountered with the planning process and resultant plant implementation and then focuses on the issue of SISP success. Specifically, success is considered not only in terms of how it may be achieved but also in terms of how it can be defined (i.e. what constitutes SISP success) and how SISP success can be measured. Specific research questions addressing the measurement of SISP success are identified.     

The Impact of Leadership Orientation on Strategic Information System Planning Processes,with an Application to Libyan Organizations

The planning stage in the development of an information system (IS) is important for IS/business alignment. Accordingly, academics and practitioners in both developed and developing countries are concerned about the impact of leadership orientation on strategic IS planning (SISP). The focus of this research is to identify the nature of the relationship between leadership orientations and IS planning approaches in the context of Libyan organizations. To investigate this relationship, a postal survey was conducted to collect data from 117 executives responsible for IS planning. The questionnaire asked about leadership values and SISP approaches using multi-item, multi-scaled questions. The results show that “controlling” and “competing” leadership orientations have a positive direct effect on all SISP approaches. Coordinator leadership orientations exhibited the highest positive association with rational, adaptable, and intuitive SISP approaches. The results of this research will have important implications for Libyan organizations, especially as they attempt to rebuild the country's economy after the Libyan revolution. These implications are discussed in detail in the paper.     

The relative success of alternative approaches to strategic information systems planning: an empirical analysis

Strategic information systems planning (SISP) is an exercise or ongoing activity that enables organisations to develop priorities for information systems development. It has been suggested that the ‘SISP approach’, a combination of method, process and implementation, is the most complete way of describing SISP activity. Based upon questionnaire responses from 267 IT Directors, four distinct approaches to SISP have been derived using cluster analysis. A comparison of these four approaches with five approaches of Earl, M.J., 1993. Experiences in SISP, MIS Quarterly, (March), 1–24, indicates that three bear strong similarities to the ‘organisational’, ‘business-led’, and ‘administrative’ approaches, whilst the fourth cluster is related to both Earl's ‘method-driven’ and ‘technological’ approaches. An analysis of the relationship between SISP approach and SISP success demonstrates that the ‘organisational approach’ is significantly more successful than the other three approaches.