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Architecture (p. 169)

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provides a blueprint for translating business strategy into a plan for IS

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Bring-your-own-device (BYOD) (p. 177)

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employees bring their own devices and connect to enterprise systems.

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Capacity-on-demand (p. 177)

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the availability of additional processing capability for a fee

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Centralized architecture (p. 173)

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everything is purchased, supported, and managed centrally via a data center to eliminate the difficulties that come with managing a distributed infrastructure.

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Client (p. 175)

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a device or software program that requests data and sometimes instructions from another software program, usually running on a separate computer.

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Cloud computing (p. 183)

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- an architecture based on services provided over the Internet.

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Consumerization of IT (p. 177)

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the drive to port applications to personal devices and the ensuing issues to make them work.

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Decentralized architecture (p. 174)

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The hardware, software, networking, and data arranged in a way that distributes the processing and functionality between multiple small computers, servers, and devices, relying heavily on a network to connect them together.

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Enterprise architecture (p. 180)

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- the "blueprint" for all IS and its interrelationships in the firm.

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Infrastructure (p. 169)

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everything that supports the flow and processing of information in an organization, including hardware, software, data, and network components.

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Peer-to-peer (p. 176)

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allows networked computers to share resources without a central server playing a dominant role.

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Platform (p. 172)

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an infrastructure or an underlying computer system.

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Reuse (p. 174)

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relatively small chunks of functionality available for many applications.

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Scalable (p. 188)

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how well an infrastructure component can adapt to increased, or in some cases decreased, demands.

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Server-based architecture (p. 174)

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a decentralized architecture that uses numerous servers often located in different physical locations.

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Service-oriented architecture (SOA) (p. 174)

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applications delivered over the Internet.

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Standards (p. 188)

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rules or principles

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TOGAF (p. 182)

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(The Open Group Architecture Framework) - a methodology and set of resources for developing an enterprise architecture.

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Utility computing (p. 184)

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computing infrastructure available when needed in as much quantity as needed

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Virtualization (p. 183)

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a virtual infrastructure where software replaces hardware in a way that a "virtual machine" or a virtual desktop system" was accessible to provide computing power.

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Web-based architectures (p. 176)

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architectures in which significant hardware, software, and possibly even data elements reside on the Internet.

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Wireless (Mobile) Infrastructure (p. 176)

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allow communication from remote locations using a variety of wireless technologies (e.g., fixed microwave links, wireless LANs, data over cellular networks)

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Zachman Framework (p. 182)

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determines architectural requirements by providing a broad view that helps guide the analysis of the detailed view.

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From Vision to Implementation: slide 5 a

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Architecture translates strategy into infrastructure The architect develops plans based on a vision of how the customer will use the system (or in the example a house), which is a blueprint of the company's systems.

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From Vision to Implementation: slide 5 b

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This IT architecture "blueprint" is used for translating business strategy into a plan for IS.

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The manager's role is to:

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Understand what to expect from IT architecture and infrastructure to make full and realistic use of them. o Effectively communicate the business vision to IT architects and implementers. o Modify the plans if IT cannot realistically support them. o Be involved in the decision-making process.

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Activity-based costing (ABC) (p. 227)

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calculates costs by counting the actual activities that go into making a specific product or delivering a specific service.

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Allocation funding method (p. 224)

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recovers costs based on something other than usage—such as revenues, login accounts, or number of employees.

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Balanced scorecard (p. 218)

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focuses attention on the organization's value drivers—which include, but are not limited to, financial performance.

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Business case (p. 209)

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a structured document that lays out all the relevant information needed to make a go/no-go decision.

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Business-IT Maturity Model (p. 198)

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a useful tool for understanding the differences in capabilities

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Business technology strategist (p. 206)

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the strategic business leader who uses technology as the core tool in creating competitive advantage and aligning business and IT strategies.

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Charge-back funding method (p. 223)

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charging individuals, departments, or business units based on actual usage and cost.

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Chief Information Officer (CIO) (p. 206)

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the senior-most executive in the enterprise responsible for technology vision and leadership for designing, developing, implementing, and managing IT initiatives for the enterprise to operate effectively in a constantly changing and intensely competitive marketplace.

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Corporate budget funding method (p. 225)

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the costs fall to the corporate bottom line rather than levying charges on specific users or business units.

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Dashboard(p. 221)

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provides a snapshot of metrics at any given point in time.

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Economic value added (EVA) (p. 216)

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accounts for opportunity costs of capital to measure true economic profit and revalues historical costs to give an accurate picture of the true market value of assets.

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IT portfolio management (p. 213)

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evaluating new and existing applications collectively on an ongoing basis to determine which applications provide value to the business in order to support decisions to replace, retire, or further invest in applications across the enterprise.

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Net present value (NPV) (p. 216)

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calculated by discounting the costs and benefits for each year of the system's lifetime using the present value factor calculated each year as 1/(1+ discount rate) year

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Return on investment (ROI) (p. 216)

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Percentage rate that measures the relationship between the amount the business gets back from an investment and the amount invested.

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Total cost of ownership (TCO) (p. 228)

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calculation that includes all costs associated with technical support, administration, training, and system retirement.

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Agile processes (p. 142)

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designed with the intention of simplifying redesign and reconfiguration.

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Business process management (BPM) (p. 146)

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a well-defined and optimized set of IT processes, tools, and skills

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Business process re-engineering (BPR) (p. 143)

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radical process redesign.

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Customer relationship management (CRM) (p. 154)

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a set of software programs that support management activities performed to obtain, enhance relationships with, and retain customers.

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DMADV (p. 144)

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an improvement system used to develop new processes or products at Six Sigma quality levels. Stands for define, measure, analyze, design, verify.

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DMAIC(p. 144)

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an improvement system for existing processes falling below specification and looking for incremental improvement. Stands for define, measure, analyze, improve, control.

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Dynamic processes (p. 142) -agile business processes

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processes that iterate through a constant renewal cycle of design, deliver, evaluate, and redesign.

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Enterprise resource planning (ERP) (p. 151)

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designed to seamlessly integrate information flow throughout the company. Modules include: manufacturing, accounting, human resources, and sales.

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Horizontal integration

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looking beyond individual business processes and considering the bigger, cross-functional picture of the corporation.

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Supply chain management (SCM) (p. 156)

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Web-based technology that allows the supply chains of a company's customers and suppliers to be linked through a single network that optimizes costs and opportunities for all companies in the supply chain.

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Middleware (p. 153)

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software used to connect processes running on one or more computers across a network.

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Process(p. 139)

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an interrelated, sequential set of activities and tasks that turns inputs into outputs.

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Process perspective (p. 139)

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keeps the "big picture" in view and allows the manager to concentrate on the work that must be done to ensure the optimal creation of value.

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Silos (p. 138)

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self-contained functional units that are useful for several reasons.

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Six-Sigma(p. 144)

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a data-driven approach and methodology for eliminating defects from a process.

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Total quality management (TQM) (p. 143)

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incremental, continuous process improvement.

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Workflow (p. 145)

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a series of connected tasks and activities done by people and computers that form a business process.

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