【信息技术英文版课件】PersonalProductivity.ppt

c 2000 Dr. David L. Anderson All Rights Reserved c 2000 Dr. David L. Anderson All Rights Reserved Chapter 2Personal Productivity Transaction Processing System Changes in the Marketplace The quality imperative Consumer computing Deregulation of some major industries Crossing industry boundaries Traditional customers are “leaving” Crossing national boundaries Production is becoming global New product and service development cycles are shortening Two Concepts of the Corporation: SBU or Core Competence Prototyping User requirements Input, output, and transactions Databases Controls Technology Applications Systems Maintenance “Phase” Systems Plan Report Systems Analysis Report General Systems Design Report Systems Evaluation and Selection Report Detailed Systems Design Report Systems Implementation Report Personal Communications Networks Permit person-to-person rather than location-to-location. Each person will have his or her own personal phone number associated with a lightweight telephone that he or she carries around. People will not only transmit telephone conversations but also computer-based information, voice mail, electronic messaging, call screening, and other personal from anywhere. They will unlock levels of freedom we don’t yet know, and they will be important for special events, such as political conventions and sporting events, as well as for emergencies, such as those caused by natural disasters. PDM Productivity Differentiation Management Procedure-Based Vs. Goal-Based Information Activities Procedure-Based Activities: Tend to consist of high volumes of transaction in which each has relatively low cost or value. Are based on well-defined procedures (or algorithms) where the outputs are well-defined too. Are based on the handling of data. Goal-Based Activities Tend to handle fewer transactions of higher value or cost. Are based on ill-defined processes (or heuristics) and the outputs are less defined as well. Tend to focus on defining the problems