IS Architecture and

Management

Rajesri Govindaraju

Centralized Information Systems

Architecture
Advantages

High degree of control

Easy to maintain hardware, software,
procedure, and operation standards
Easy control of access to information

Disadvantages

Inflexible
Lack of customization

Decentralized Information
Systems Architecture

Allows departments and remote sites

independence in organizing and using their
IS
Local IS department establishes
infrastructure
Disadvantages
Difficult to share applications and data
among units
Expensive to maintain and service
different systems

Information Systems
Architecture and
Management

Figure 10.2

In decentralized IS architecture, workers at different sites and

departments (A, B, C) use information resources that are dedicated to their
site or department.

Information Systems
Architecture and
Management

Distributed Information Systems

Each unit selects and implements its

own system.
Remote units can share resources
through communication lines.
Many organizations changing to
distributed architecture.

Increased reliability and affordability of

data communication and PC technology

Distributed IS Architecture

Figure 10.3 In distributed IS architecture, workers use the information

resources of their own site or department, but can also use the resources of other
sites or departments through communication lines

Centralized vs. decentralized

IS trade-offs

Figure 10.4 Centralized vs. decentralized IS

trade-offs

Centralized vs. Decentralized ISs:

Advantages and Disadvantages

Advantages of Centralized IS Management

Standardized hardware and software

Easier training
Encouragement of common reporting systems
Effective planning of shared systems
Easier strategic planning
Efficient use of IS personnel
Accommodation of tight control by top
management

Centralized IS Management

Figure 10.5 Centralized management of ISs

Decentralized IS
Management

Advantages of Decentralized IS
Management

Better fit of ISs to business needs

Timely responsiveness of IS units to business
demands
Encouragement of end user application
development
More innovative use of ISs
Support for delegation of authority

Decentralized IS
Management

Figure 10.6 Decentralized management of ISs (in

fully decentralized management, the central IS
unit would not exist)

Trends in Information
Systems Organization

Discarding Big Iron (mainframe

computers)

Switch to PCs brings distributed IS

architecture benefits
Some companies keep mainframe for
processing power

Reengineering with Information

Technology

Effort for breakthrough gains through radical

business process and system changes

Organizing the IS Staff

Central IS Organization

Corporate IS team serves all units

IS Director oversees departments within IS
System development and maintenance
Information center
Communications
Data administration
Research and development
Involved in virtually every aspect of IT
Steering committee oversees IS services

Organizing the IS Staff

Figure 10.7 An example of an IS units organization with centrally

managed ISs

Organizing the IS Staff

Functional IS Organization
Each unit fulfills IS needs
independently.
Each business unit has one or
several IS professionals who
report to the unit manager.
Funds come from unit budget.
Small central unit can coordinate
IS for departments that need
help.

Organizing the IS Staff

Figure 10.8 An example of IS personnel locations in an

organization with functionally managed ISs

Organizing the IS Staff

The Best of Both Approaches

Many companies use elements of

both central and functional IS
management.
Regardless of IS management,
implementation depends on position
of highest IS officer.

Reports to VP: IS provides technical

solutions
Reports to CEO: IS more involved in
strategic planning

Challenges for IS
Managers and Line
Managers
Line Managers Expectations of an IS
Unit

Broad understanding of business activities

Prompt response to information needs
Clear explanation of what technology can
and cant do
Candid explanations of what IS can and
cant do
Honest budgeting
Single point of contact

Challenges for IS
Managers and Line
Managers
IS Manager Expectations of Line
Managers

Projected list of basic IS needs

Clear explanation of business
processes that need support once
an IS manager is asked to develop
a new system
What features the business
manager wants in the new system
once general automation process is
set