Information management - Wikipedia
Information Management is a master programme allowing great career prospects transformation, manage information, and build information systems that meet. Management Information Systems (MIS) is the study of people, technology, and requirements for information systems, Deliver information systems to meet. Information management (IM) concerns a cycle of organizational activity: the acquisition of organizing, structuring, processing, controlling, evaluation and reporting of information activities, all of which is needed in order to meet the needs of.
Below is an outline of the courses: This is essential for any candidate in business economics, who wishes to make decisions on an informed background. The course introduces a variety of research designs applicable, when carrying out research in the area of information management and related areas. In the first part of the course, focus will be on the philosophical issues pertaining to the creation of valid knowledge.
In the second part of the course, focus will be on techniques in terms of data collection and analysis. These techniques include qualitative, quantitative as well as design research approaches. It focuses on the challenges that we face in practice and how to cope with the complexities.
The course introduces a range of methods and techniques that can be used to understand, plan and execute the processes in which IS are developed, implemented, evaluated and modified, to enable the student to participate in the IS acquisition processes of the businesses. The course discusses several project types and relates tools and techniques and project management behaviour to different types of projects.
The content in the course is inspired by the classical project life cycle, which means that focus will be on planning, carrying out and project evaluation, and from that perspective the course focuses on the content of the project management toolbox stakeholder analysis, risk analysis, time schedule, estimation, monitoring progress etc.Meet Our Faculty Joao CUNHA (Management of Information Systems) - IÉSEG
More specifically, the course focuses on the potential for innovation and business transformation in new and emerging digital technologies. This digital transformation course helps to assess how a company should evolve to extract utmost most value from digital technologies and business models.
Learn how digitalization across an organizational value chain allows to both preserve core business and compete in new markets. IS Strategy and Management The aim of this course is to provide the students with an understanding of IS strategic management and how IT resources can be managed within organisations in order to create long business opportunities and benefits.
The course takes the offset in the observation that planned strategy and realised strategy often diverge.
The final learning will emerge from comparison between practice and theory. IS Enterprise Architecture This course introduces the students to strategic and technological aspects of Enterprise Architecture.
The purpose of the course is to give the students the knowledge and tools to lead and carry out Enterprise Architecture initiatives. The course will provide the link between Enterprise and IS architecture as a tool to improve business performance through IT.
Additionally they proposed the notion of satisficingwhich entails searching through the available alternatives until an acceptability threshold is met - another idea that still has currency. There is the cost of collecting and evaluating the information needed to take a decision, including the time and effort required. In particular, established organizational rules and procedures can prevent the taking of the most appropriate decision, leading to sub-optimum outcomes.
This environment consists of three interrelated dimensions which continuously interact with individuals, organizations, and systems.
These dimensions are the physical, informational, and cognitive. He also worked with others to understand how technology and business strategies could be appropriately aligned in order to identify specific capabilities that are needed. This portfolio model organizes issues of internal and external sourcing and management of information, that may be either structured or unstructured.
Such an information portfolio as this shows how information can be gathered and usefully organised, in four stages: Taking advantage of public information: Tagging the noise on the world wide web: Shirky provides an overview of these two approaches. Structured data in databases works best when that structure reflects a higher-level information model — an ontology, or an entity-relationship model.
Map-reduce methods, originating from functional programmingare a more recent way of eliciting information from large archival datasets that is becoming interesting to regular businesses that have very large data resources to work with, but it requires advanced multi-processor resources. This framework is the basis of organising the "Information Management Body of Knowledge" first made available in This version is adapted by the addition of "Business information" in The pace of change of technology and the pressure to constantly acquire the newest technological products can undermine the stability of the infrastructure that supports systems, and thereby optimises business processes and delivers benefits.
While historically information systems were developed in-houseover the years it has become possible to acquire most of the software systems that an organisation needs from the software package industry.
However, there is still the potential for competitive advantage from the implementation of new systems ideas that deliver to the strategic intentions of organisations.
Information systems are applied to business processes in order to improve them, and they bring data to the business that becomes useful as business information. Business process management is still seen as a relatively new idea because it is not universally adopted, and it has been difficult in many cases; business information management is even more of a challenge. What are the benefits that we are seeking?
It is necessary not only to be brutally honest about what can be achieved, but also to ensure the active management and assessment of benefit delivery. Since the emergence and popularisation of the Balanced scorecard  there has been huge interest in business performance management but not much serious effort has been made to relate business performance management to the benefits of information technology investments and the introduction of new information systems until the turn of the millennium.
Although a long way from the workaday issues of managing information in organisations, strategy in most organisations simply has to be informed by information technology and information systems opportunities, whether to address poor performance or to improve differentiation and competitiveness.
Strategic analysis tools such as the value chain and critical success factor analysis are directly dependent on proper attention to the information that is or could be managed  The information management processes Even with full capability and competency within the six knowledge areas, it is argued that things can still go wrong. The problem lies in the migration of ideas and information management value from one area of competency to another.
Information Management | Tilburg University
Summarising what Bytheway explains in some detail and supported by selected secondary references: Information technology is without value until it is engineered into information systems that meet the needs of the business by means of good project management. The best information systems succeed in delivering benefits through the achievement of change within the business systems, but people do not appreciate change that makes new demands upon their skills in the ways that new information systems often do.
Contrary to common expectations, there is some evidence that the public sector has succeeded with information technology induced business change.