Information Systems Management

Daniel Alban is a former Senior Lecturer in Management Sciences and Information Systems at Paris Descartes University (2005-2017), France.Philippe Eynaud is Professor of Management Sciences and Information Systems at Sorbonne Business School, University of Paris 1 Panthéon-Sorbonne, France.Julien Malaurent is Professor and Head of the "Managing IT in a Digital Age" and "Digital Transformation" courses at ESSEC, France.Jean-Loup Richet is Associate Professor of Management Sciences and Information Systems at Sorbonne Business School, University of Paris 1 Panthéon-Sorbonne, France.Claudio Vitari is Professor of Management Science at Aix-Marseille University, France.

• Foreword xiIntroduction xvPart 1 Governing the Stakeholders 1Introduction to Part 1 3Chapter 1 Information Systems Stakeholders 51.1 The technological environment of IS stakeholders, and its development 61.2 Impact of the developing technologies on organizational management 81.3 Understanding and categorizing the human stakeholders in IS 111.3.1 The days of the pioneers 111.3.2 The birth of the information systems manager, a change in status 131.3.3 Organizing functions around IS governance 141.3.4 Extending IS from internal stakeholders to external stakeholders 18Chapter 2 From Global Governance to IS Governance 212.1 From organizational governance to IS governance 222.1.1 COSO standards 242.1.2 The Sarbanes–Oxley Act 252.2 Defining IS governance 262.3 IS governance in an outsourcing strategy 282.3.1 The scope of outsourcing and the stakeholders involved 302.3.2 A dual strategy 312.3.3 Transactional governance 322.4 IS governance in a resource pooling strategy 332.4.1 Hybrid forms between hierarchy and market 342.4.2 Self-organized forms 372.5 IS governance in a co-management strategy with stakeholders 392.5.1 The forgotten stakeholders 402.5.2 Recognizing stakeholder contributions 422.5.3 A multifaceted approach with a strong HR emphasis 432.6 Open innovation type software 442.7 Exercise: Bacchus 45Chapter 3 IS Governance in Practice 493.1 IS governance organizational models 503.1.1 Centralized governance 503.1.2 Decentralized governance 513.1.3 Federal governance 523.1.4 Internal software and computing services-type governance 533.2 IS governance benchmarks 543.2.1 Control Objectives for Information and related Technology (COBIT) 563.2.2 Enterprise Value, Governance of IT Investments (ValIT) 583.2.3 IT Framework for Management of IT-Related Business Risks (RiskIT) 593.2.4 Global Technology Audit Guide (GTAG) 603.2.5 Information Technology Infrastructure Library (ITIL) 603.2.6 International Organization for Standardization/International Electrotechnical 613.2.7 Specific benchmarks 623.3 Implement a best practice benchmark 633.4 Exercise: GreenNRJ 65Part 2 Urbanizing the Territories 69Introduction to Part 2 71Chapter 4 The Information Systems Territory 734.1 The territory 734.2 Organizational and microeconomic territory 754.2.1 The hierarchical-functional territory 754.2.2 Business process territory 774.2.3 Organizational structures 784.3 Organizational territory and mesoeconomics 814.4 The information systems territory 834.5 The information systems territory and the organization’s territory 854.5.1 The information systems territory and the hierarchical pyramid 854.5.2 Information systems territory and functional silos 864.5.3 Information systems territory and the hierarchical-functional pyramid 894.6 Information systems territory and systems engineering 894.7 Alignment between the firm’s territory and the information systems territory 944.8 Mapping the information systems territory 1004.8.1 Process modeling 1004.8.2 Function modeling 1004.8.3 Modeling the software 1014.8.4 Modeling the hardware 1014.8.5 Modeling the informational content 1014.8.6 Integrative modeling 1024.9 Exercise: Linky and Enedis’ information systems territory 108Chapter 5 Territorial Urbanization 1115.1 Urbanization 1115.2 Urbanization of information systems 1135.3 Urbanization: approaches and objectives 1165.3.1 Understanding the existing information system 1165.3.2 Defining the target information system and the associated trajectory 1185.3.3 Providing the tools to steer development 1195.4 The planner’s job 1215.5 The limits 1245.6 Exercise: the urbanization of France’s government information systems 127Chapter 6 Urbanizing the Inter-organizational Information System 1296.1 Inter-organizational territory 1296.1.1 Inter-organizational territories and the value chain: the sectorial chain 1306.1.2 Inter-organizational territories and the value chain: the ecosystem 1346.2 Inter-organizational territory of the information system 1356.2.1 The extended information system 1366.2.2 The cooperative information system 1366.3 Alignment and representation of the inter-organizational information systems territory 1426.4 Urbanization of an inter-organizational information system 1436.4.1 Cloud computing 1456.4.2 Computing standards 1486.4.3 Free software 1506.4.4 Open data 1536.5 The job of the inter-organizational information systems planner 1546.6 Exercise: AGK 156Part 3 Project Alignment 159Introduction to Part 3 161Chapter 7 Information Systems Project Management 1637.1 Strategy of information systems projects 1637.1.1 The strategic plan 1647.1.2 Business department’s strategy 1647.1.3 Operational project governance 1647.1.4 Budget management 1667.1.5 Quality system 1677.2 Roll-out of a traditional information systems project 1677.2.1 Defining, researching and initializing the project 1677.2.2 Developing and building the information systems solution 1687.2.3 Management and roll-out of the IS solution 1687.2.4 Project assessment 1697.3 Agile information systems projects: a development methodology, a process and a philosophy 1697.3.1 An empirical, iterative, incremental approach 1717.3.2 Can all projects become agile? 1737.4 DevOps: making the link between information systems developments and IS management committee procedures 1757.5 Security in information systems projects 1777.5.1 Risk parameter assessment 1787.5.2 Risk analysis 1797.5.3 Security in development 1807.5.4 Security for putting into production and deployment: towards a permanent watch 1817.6 Exercise: cybersecurity in projects, managing tomorrow’s threats 182Chapter 8 Technology, Alignment and Strategic Transformation 1858.1 The alignment of stakeholders, territories and projects 1868.2 Strategic alignment 1878.3 Competition, technological revolutions and new strategies 1908.4 Strategic transformation linked to information systems and new technologies 1948.5 Towards a dynamic perspective of strategic transformation linked to the information system 1988.6 Exercise: TechOne: Big Data and the Cloud 198Chapter 9 Auditing Information Systems 2019.1 What is an audit? 2019.1.1 A need for measurement: alignment by audit 2019.1.2 The place of the audit 2039.2 Information systems and auditing 2059.2.1 Information system internal audits 2069.2.2 Information system external audits 2079.3 The audit process 2109.3.1 Structuring an information system audit project 2119.4 Scope of the audit 2129.4.1 Domains and processes audited 2149.5 Audit repositories 2159.6 Towards an approach via the risks of strategic alignment? 2179.7 Conclusion 2199.8 Exercise: an auditor’s view 219Conclusion 221Glossary 231References 241Index 251