I am truly sorry..

I'M EXTREMELY LATE!

Well hello everybody…  This gonna be a long post from me... Like I told in my previous post, I'm not a person who likes to be a blogger even its have benefits to me as a students. So please don’t ever feel weird why my blog are so empty ..  Today, I have a mood to face my laptop and complete my blog work.. Sorry guys.. I'm going to cover 4 chapters in this post.. Let's start..!

CHAPTER THREE

 (STRATEGIC INITIATIVES FOR IMPLEMENTING COMPETITIVE ADVANTAGES)

SUPPLY CHAIN MANAGEMENT (SCM)

This strategic involves the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability.

Four basic components are supply chain strategy, supply chain partners, supply chain operations, and supply chain logistics.

Effective and efficient supply chain management's effect on Porter's Five Forces been showed in the figure below.

CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

CRM involves managing all aspects of a customer's relationship with an organization to increase customer loyalty and retention and an organization's profitability.

BUSINESS PROCESS REENGINEERING (BPR)

Business process is a standardized set of activities that accomplish a specific task. BPR is the analysis  and redesign of workflow within and between enterprises.

Figure below shows the seven principles of business process reengineering.

ENTERPRISE RESOURCES PLANNING (ERP)

This last strategic integrates all departments and functions throughout an organization into a single IT system for the employees to make decisions by viewing enterprisewide  information on all business operations.

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CHAPTER FOUR (MEASURING THE SUCCESS OF STRATEGIC INITIATIVES)

Measuring the information technology's success is incredibly difficult but by KEY PERFORMANCE INDICATORS (KPI) it is not impossible anymore to measure the success of IT. KPI is the measures that are lead to business drivers.

EFFICIENCY IT METRICS

# Measure the performance of the IT system itself including throughout, speed, and availability.

# Doing things right - getting the most from each resources.

EFFECTIVENESS IT METRICS

# Measure the impact IT has on business process and activities including customers satisfaction, conversion rate, and sell-through increases.

# Doing the right things - setting the right goals and objectives and ensuring they are accomplished.

BENCHMARKING-BASELINE METRICS

# A process of continuously measuring system results, comparing these results to optimal system  performance (BENCHMARK VALUE - baseline values the system seeks to attain) and identifying steps and procedures to improving systems performance.

THE INTERRELATIONSHIP OF EFFICIENCY AND EFFECTIVENESS IT METRICS

METRICS FOR STRATEGIC INITIATIVES

# Measures to access performance in a particular area. (meet customer's needs and business objectives)

# Financial Metrics (financial ratio) - to evaluate a company's performance.

^  Internal Rate of Return (IRR)

^ Return on Investment (IOR)

^ Payback Method

^Break-even analysis

# Information System Metrics

^ Website Metrics

^ SCM Metrics

^ CRM Metrics

^ BPR Metrics

^ ERP Metrics

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CHAPTER FIVE (ORGANIZATIONAL STRUCTURES THAT SUPPORT STRATEGIC INITIATIVES)

Organizational structures where employee across the organization work closely together may develop strategic initiatives that create competitive advantage.

The structures may consists of:-

~ CHIEF INFORMATION OFFICER (CIO) - Ensuring the strategic alignment of IT with business goals and objectives.(effectiveness)

~ CHIEF TECHNOLOGY OFFICER (CTO) - Ensuring the throughout, speed, accuracy, availability and reliability of an organization's IT.(effectiveness)

~ CHIEF SECURITY OFFICER (CSO) - Ensuring the security of IT systems and developing strategies and IT safeguards against attacks from hackers and viruses.

~ CHIEF PRIVACY OFFICER (CPO) - Ensuring the ethical and legal use of information within an organizations.

~ CHIEF KNOWLEDGE OFFICER (CKO) - Collecting, maintaining, and distributing the organization's knowledge.

THE GAP BETWEEN BUSINESS PERSONNEL AND IT PERSONNEL

Business Personnel	IT Personnel
# expertise in functional area - marketing, accounting, and sales.	# expertise in technology
# vocabularies based on their experience and expertise.	# vocabularies consisting of acronyms and technical terms.

ORGANIZATIONAL FUNDAMENTALS

1. Ethics.

# The principles and standards that guide our behavior towards other people.

# PRIVACY (trusty) - The right to be left alone when you want to be, to control over your own personal possessions, and to not be observed without your consent.

2. Security. - How much will downtime cost your business?

# A software failure followed by human errors.

# Factors IT system failed are forces of globalization, 24x7 operations, government and trade regulations, and over extended IT budgets and resources.

PROTECTING INTELLECTUAL ASSETS (ORGANIZATIONAL INFORMATIONS)

^ To develop, implement, and maintain appropriate security measures when sending electronic information.

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CHAPTER SIX (VALUING ORGANIZATIONAL INFORMATION)

Figure above shows the levels, formats, and granularities of organizational information.

TRANSACTIONAL INFORMATIONS.

# Encompasses all of the information contained within a single business process or unit of work, and its primary purpose is to support the performing of daily operational tasks.

ANALYTICAL INFORMATIONS.

# Encompasses all organization information, and its primary purpose is to support the performing of managerial analysis tasks.

Figure above shows the transactional information versus analytical information.

TIMELINESS - An aspect of information that depends on situations.

REAL-TIME INFORMATION - Immediate, up-to-date information.

REAL-TIME SYSTEMS - Provide real-time information in response to query requests.

HIGH VALUE OF QUALITY INFORMATION.	LOW VALUE OF QUALITY INFORMATION.
^ Accuracy ^ Completeness ^ Consistency ^ Uniqueness ^ Timeliness	^ Missing ^ Incomplete ^ Duplication ^ Wrong ^ Inaccurate ^ Incomplete

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Wow! I did it……….

Kesan suka sgt tangguh kerja.. Kan sendiri yg susah..

Alhamdulillah, my lecturer, PUAN LIANA bkn mcm lecturer lain yg suka push students.. Sumpah dia mmg lecturer paaaaaaaaling baik…

Asalkn students x pijak kepala dia…

Oukayh.. Cukup cukup lh tu.. Makin panjang plakkn.. TATA..