ICT Applications in Environments with Large Amounts

‭ICT applications in environments with large amounts of (unstructured) data‬ ‭Data warehousing:‬ ‭ data warehouse – also called a data warehouse – is a large data collection‬ A ‭c omposed of various internal information systems and external data sources that‬ ‭also meets the following characteristics:‬ ‭-‬ ‭The data can be projected/viewed along different dimensions (e.g. sales by‬ ‭c ustomer, product or region);‬ ‭-‬ ‭The data can be retained over multiple time intervals;‬ ‭-‬ ‭The data in the data warehouse cannot be modified by users; The data has‬ ‭-‬ ‭unique data definitions.‬ ‭Internet and Intranet:‬ ‭ he Internet has now been discovered as a commercial sales and distribution medium‬ T ‭(E-Commerce/ E-Business). This development will mature rapidly in the coming years. The‬ ‭previously noted distinction between front office and back office is also relevant in this context.‬ ‭Not only will the front office use the internet, but the medium also offers many opportunities‬ ‭and benefits for the back office processes.judgements. The intranet is in fact a 'micro' edition‬ ‭of the Internet for one specific organization.‬ ‭ roupware:‬ G ‭Groupware is automated support for collaboration between people, regardless of place and‬ ‭time. It is important that the relevant information is available to everyone. Groupware is often‬ ‭used as a collective name for email, bulletin boards, group decision-making systems,‬ ‭scheduling and agenda management, video conferencing, etc.‬ ‭ ontrol of the total information provision‬ C ‭This section provides some guidelines for managing and directing implementations‬ ‭of new information management systems or for the implementation of changes in‬ ‭existing information management systems.‬ ‭ olan's phase theory‬ N ‭RL Nolan of Harvard Business School was one of the first to design a hypothetical‬ ‭model for the growth of information provision and the supporting organization. His‬ ‭model, which has been considerably refined over the years, puts developments in‬ ‭an evolutionary perspective. In short, Nolan's theory means that organizations go‬ ‭through the following six phases with regard to their automation growth:‬ ‭Phase 1: Initiation‬ I‭n this phase the computer is introduced into the organization. The development of‬ ‭administrative information systems is limited to simple administrative applications‬ ‭with a massive processing nature. The automation department remains limited in size‬ ‭and works in a highly centralized manner.‬ ‭Phase 2: Expansion‬ ‭ sers are starting to get excited and are demanding all kinds of new‬ U ‭applications. Equipment and automation personnel are being expanded‬ ‭dramatically, significantly increasing automation costs.‬ ‭ hase 3: Control‬ P ‭Upper management, alarmed by the rapidly increasing IT expenditure, is tightening‬ ‭c ontrol over the IT budget. This budget remains virtually constant. Usually the‬ ‭management structure of the automation department is fully developed and a star is‬ ‭made on charging the automation expenditure to the users. The development‬ ‭methods are being standardized to some extent.‬ ‭Phase 4: Integration‬ I‭n this phase the final step towards the information age is taken. The emphasis is no‬ ‭longer on the limitations of the computer, but on the responsible use that can be‬ ‭made of the information provided by integrated information systems. This integration‬ ‭is primarily achieved by introducing databases. Development methods are further‬ ‭standardized.‬ ‭Phase 5: Architecture‬ I‭n this phase the database technology is fully operational and the organization has set up a‬ ‭'data administration' function. This manages andplans the organization's data use. It will‬ ‭also be possible to give users access to the data themselves through, among other things,‬ ‭user-friendly query languages. Becoming more and more decision‬ ‭s upport systems‬ ‭planned‬‭and developed for the benefit of senior management.‬ ‭ hase 6: Devolution‬ P ‭In‬ ‭this‬ ‭phase,‬ ‭the‬ ‭automated‬ ‭information‬ ‭systems‬ ‭are‬ ‭fully‬ ‭aligned‬ ‭with‬ ‭and‬ ‭integrated‬ ‭into‬ ‭the‬ ‭administrative‬ ‭processes.‬ ‭A‬ ‭harmonious‬ ‭balance‬ ‭has‬ ‭been‬ ‭c reated‬‭between‬‭the‬‭system‬‭development‬‭work‬‭to‬‭be‬‭c arried‬‭out‬‭by‬‭the‬‭automation‬ ‭c enter‬‭and‬‭that‬‭by‬‭the‬‭various‬‭user‬‭departments.‬‭Automated‬‭tools‬‭are‬‭fully‬‭used‬‭by‬ ‭both parties.‬ ‭Organizational effectiveness‬ ‭ usiness‬ B ‭redesign‬ ‭ usine‬ B ‭s s‬ ‭process‬ ‭redesig‬ ‭n‬ ‭W ork‬ ‭ rocess‬ p ‭redesign‬ ‭Better‬ ‭to organize‬ I‭nitiation Expansion Control‬ ‭Integration Architecture‬ ‭Deconcentration‬ ‭Nolan has included phases 1 to 4 in the S-shaped curve:‬ ‭Phases Nolan‬ ‭Money‬ ‭Time‬ ‭he growth model of the information provision function‬ ‭ he growth model of the Information Services function (IV function) is a model that focuses‬ T ‭primarily on the professional development of the Information and Communication Technology‬ ‭function (the ICT function). According to this model, the IT function develops from a‬ ‭technology-driven into a professional business partner.‬ I‭n growth phase 1 (technology driven), projects take place 'ad hoc' and their success‬ ‭depends on individual efforts. This phase flows into growth phase 2 (controlled). The‬ ‭way in which projects are carried out is standardized, responsibilities for services are‬ ‭defined and internal attention is focused on costs, performance and efficiency. The step‬ ‭from technology-driven to controlled is often relatively easy to take because this step can‬ ‭be taken within the IT organization. The next step to growth phase 3 (service orientation)‬ ‭is often much more difficult. All processes within the IT organization are standardized‬ ‭and documented. This includes production processes (running applications), incident‬ ‭management, problem management, change management, configuration management,‬ ‭performance management and capacity management. In addition, so-called‬ ‭service-level agreements have been concluded with customers. These are often still‬ ‭ efined in technical terms. In the customer-oriented phase (phase 4), successes and‬ d ‭performances are managed, proactive thinking is done with customers and, where‬ ‭necessary, services are managed on a limited basis to third parties specialized in this‬ ‭field (e.g. outsourced). In the 'business'-oriented phase (growth phase 5), the information‬ ‭provision function provides a proactive contribution to changes in business processes‬ ‭for their customers and the information management function is able to quickly adapt to‬ ‭the ever-changing requirements of the business.‬