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Managing Information Systems: text and cases
Dive into the world of managing information systems within today's modern organizations with this insightful book. It also explores the dynamic realms of innovation and cybersecurity by delving into classic subjects like project management and information technology portfolio management.
Discover how these crucial elements intertwine and learn from real-world examples, as each chapter is thoughtfully linked with practical case materials. Whether you're an IT professional, a student, or anyone interested in the evolving landscape of information systems management, this book is your guide to navigating the challenges and opportunities of the digital age.
Discover how these crucial elements intertwine and learn from real-world examples, as each chapter is thoughtfully linked with practical case materials. Whether you're an IT professional, a student, or anyone interested in the evolving landscape of information systems management, this book is your guide to navigating the challenges and opportunities of the digital age.
194 pages, Kindle Edition
Published January 9, 2024
2 people are currently reading
6 people want to read
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June 18, 2025
Page 49: Balanced Distraction: Recognizing the importance of work-life balance, even for busy IT professionals, is crucial. Engaging in enjoyable pastimes outside of work contributes to overall well-being and can enhance productivity.
Page 55: To assess whether you have a time management issue, consider the following questions: Do you spend a lot of time responding to email messages? Is returning calls a time-consuming task for you? How often do you work overtime? Do you frequently miss social events due to work commitments? How often do you need to reschedule appointments? Do you often feel the need to extend your time to complete tasks? Have you implemented strategies to manage unexpected visitors who consume your time? Do you prioritize your work, and if so, based on what criteria? Do you plan your vacations effectively?
Page 67: To summarize, PERT/CPM provides answers to the following important questions: What is the total time to complete the project? What are the scheduled start and completion times for each activity? What activities are critical and must be completed as scheduled to complete the entire project on time? What are non-critical activities, and how long can they be delayed before affecting the entire project's completion time?
Page 67-68: The outcome of any PERT/CPM application depends on: A complete list of activities necessary to complete the project.
A proper sequence of activities and identification of preceding activities. Reliable estimate for each activity duration. Once this information is established, a few steps are required to complete the procedure: Draw the network diagram showing all activities and their preceding activities. Calculate the completion time for the entire project determining the earliest start time and the earliest finish time for each activity on the Network. The earliest finish time for the last activity gives the project completion time. Calculate slack times by determining the latest start time and the latest finish time for each activity working backward on the Network. For each activity, the difference between the latest start time and the earliest start time or the difference between the latest finish time and the earliest finish time is the slack time. Determine the critical path by identifying activities with zero slack time.
Page 107: Disruptive technology often fails because of poor product introduction timing. The market that it is trying to enter must be ready for the product. This is a tough judgment call to make, as markets that do not exist cannot be analyzed.
Page 112: Firms developing new technology must time their introduction into the market to carefully coincide with the "window of opportunity" created by the sustaining technologies' lifecycle curve. They must be careful to develop their product and not do too much too fast. Besides, because of the managerial issues related to a firm that is a market leader in the old technology introducing a new technology, the best tactic may be to spin off the new technology into an independent entity.
Page 55: To assess whether you have a time management issue, consider the following questions: Do you spend a lot of time responding to email messages? Is returning calls a time-consuming task for you? How often do you work overtime? Do you frequently miss social events due to work commitments? How often do you need to reschedule appointments? Do you often feel the need to extend your time to complete tasks? Have you implemented strategies to manage unexpected visitors who consume your time? Do you prioritize your work, and if so, based on what criteria? Do you plan your vacations effectively?
Page 67: To summarize, PERT/CPM provides answers to the following important questions: What is the total time to complete the project? What are the scheduled start and completion times for each activity? What activities are critical and must be completed as scheduled to complete the entire project on time? What are non-critical activities, and how long can they be delayed before affecting the entire project's completion time?
Page 67-68: The outcome of any PERT/CPM application depends on: A complete list of activities necessary to complete the project.
A proper sequence of activities and identification of preceding activities. Reliable estimate for each activity duration. Once this information is established, a few steps are required to complete the procedure: Draw the network diagram showing all activities and their preceding activities. Calculate the completion time for the entire project determining the earliest start time and the earliest finish time for each activity on the Network. The earliest finish time for the last activity gives the project completion time. Calculate slack times by determining the latest start time and the latest finish time for each activity working backward on the Network. For each activity, the difference between the latest start time and the earliest start time or the difference between the latest finish time and the earliest finish time is the slack time. Determine the critical path by identifying activities with zero slack time.
Page 107: Disruptive technology often fails because of poor product introduction timing. The market that it is trying to enter must be ready for the product. This is a tough judgment call to make, as markets that do not exist cannot be analyzed.
Page 112: Firms developing new technology must time their introduction into the market to carefully coincide with the "window of opportunity" created by the sustaining technologies' lifecycle curve. They must be careful to develop their product and not do too much too fast. Besides, because of the managerial issues related to a firm that is a market leader in the old technology introducing a new technology, the best tactic may be to spin off the new technology into an independent entity.
Displaying 1 of 1 review