Business Driven Information Systems

Business Driven Information Systems (also known as BDIS) discusses business initiatives first and then how technology supports those initiatives. The premise for this unique approach is that business initiatives drive technology decisions in a corporation. Every discussion first addresses the business needs and then addresses the technology that supports those needs. This text provides the foundation that will enable students to achieve excellence in business, whether they major in operations management, manufacturing, sales, marketing, etc. BDIS is designed to give students the ability to understand how information technology can be a point of strength for an organization.

• Chapter 1 Information Systems in Business
• Opening Case: Apple — Merging Technology, Business, and Entertainment
• Introduction
• Section 1.1 Information Systems in Business
• Information Technology's Role in Business
• Information Technology's Impact on Business Operations
• Information Technology Basics
• Information versus Data
• IT Resources
• IT Cultures
• Roles and Responsibilities in Information Technology
• The Gap Between Business Personnel and IT Personnel
• Measuring Information Technology's Success
• Efficiency and Effectiveness Metrics
• Benchmarking — Baseline Metrics
• The Interrelationship Between Efficiency and Effectiveness IT Metrics
• Section 1.2 Business Strategy
• The Five Forces Model — Evaluating Business Segments
• Buyer Power
• Supplier Power
• Threat of Substitute Products  or Services
• Threat of New Entrants
• Rivalry Among Existing Competitors
• The Three Generic Strategies — Creating a Business Focus
• Value Chain Analysis — Targeting Business Processes
• Value Creation
• Key Terms
• Closing Case One: Say "Charge It" with Your Cell Phone
• Closing Case Two: Innovative Business Managers
• Closing Case Three: The World Is Flat — Thomas Friedman
• Making Business Decisions
• Chapter 2 Strategic Decision Making
• Opening Case: Revving Up Sales at Harley-Davidson
• Introduction
• Section 2.1 Decision-Making Systems
• Decision Making
• Transaction Processing Systems
• Decision Support Systems
• Executive Information Systems
• Digital Dashboards
• Artificial Intelligence
• Data Mining
• Section 2.2 Enterprise Systems
• Enterprise Systems
• Supply Chain Management
• Customer Relationship Management
• CRM Strategy
• Business Process Reengineering
• Finding Opportunity Using BPR
• Pitfalls of BPR
• Enterprise Resource Planning
• ERP Software
• Finding the Right ERP Solution
• Key Terms
• Closing Case One: Consolidating Touchpoints for Saab
• Closing Case Two: Made-to-Order Businesses
• Closing Case Three: Delta Air Lines Play Catch-Up
• Making Business Decisions
• Chapter 3 E-Business
• Opening Case: Amazon.com — Not Your Average Bookstore
• Introduction
• Section 3.1 Business and the Internet
• Disruptive Technology
• Disruptive versus Sustaining Technology
• The Internet — Business Disruption
• Evolution of the Internet
• Evolution of the World Wide Web
• Accessing Internet Information
• Intranet
• Extranet
• Portal
• Kiosk
• Providing Internet Information
• Internet Service Provider
• Online Service Provider
• Application Service Provider
• Section 3.2 E-Business
• E-Business Basics
• E-Business Models
• Business-to-Business (B2B)
• Business-to-Consumer (B2C)
• Consumer-to-Business (C2B)
• Consumer-to-Consumer (C2C)
• Organizational Strategies for E-Business
• Marketing/Sales
• Financial Services
• Purchasing
• Customer Service
• Intermediaries
• Measuring E-Business Success
• Web Site Metrics
• E-Business Benefits and Challenges
• New Trends in E-Business, E-Government, and M-Commerce
• M-Commerce
• Key Terms
• Closing Case One: eBay — The Ultimate E-Business
• Closing Case Two: Direct Groceries
• Closing Case Three: How Do You Value Friendster?
• Making Business Decisions
• Chapter 4 Ethics and Information Security
• Opening Case: Sarbanes-Oxley: Where Information Technology, Finance, and Ethics Meet
• Introduction
• Section 4.1 Ethics
• Ethics
• Information Ethics
• Information Has No Ethics
• Developing Information Management Policies
• Ethical Computer Use Policy
• Information Privacy Policy
• Acceptable Use Policy
• E-Mail Privacy Policy
• Internet Use Policy
• Anti-Spam Policy
• Ethics in the Workplace
• Monitoring Technologies
• Employee Monitoring Policies
• Section 4.2 Information Security
• Protecting Intellectual Assets
• The First Line of Defense — People
• The Second Line of Defense — Technology
• Authentication and Authorization
• Prevention and Resistance
• Content Filtering
• Encryption
• Firewalls
• Detection and Response
• Key Terms
• Closing Case One: Banks Banking on Security
• Closing Case Two: Hacker Hunters
• Closing Case Three: Thinking Like the Enemy
• Making Business Decisions
• Chapter 5 IT Architectures
• Opening Case: Electronic Breaking Points
• Introduction
• Section 5.1 Hardware and Software Basics
• Hardware Basics
• Central Processing Unit
• Primary Storage
• Secondary Storage
• Input Devices
• Output Devices
• Communication Devices
• Computer Categories
• Software Basics
• System Software
• Application Software
• Section 5.2 Managing Enterprise Architectures
• Enterprise Architectures
• Information Architecture
• Backup and Recovery
• Disaster Recovery
• Information Security
• Infrastructure Architecture
• Flexibility
• Scalability
• Reliability
• Availability
• Performance
• Application Architecture
• Web Services
• Open Systems
• Key Terms
• Closing Case One: Chicago Tribune's Server Consolidation a Success
• Closing Case Two: UPS in the Computer Repair Business
• Closing Case Three: Fear the Penguin
• Making Business Decisions
• Chapter 6 Databases and Data Warehouses
• Opening Case: Searching for Revenue — Google
• Introduction
• Section 6.1 Database Fundamentals
• Understanding Information
• Information Quality
• Database Fundamentals
• Database Advantages
• Increased Flexibility
• Increased Scalability and Performance
• Reduced Redundancy
• Increased Integrity (Quality)
• Increased Security
• Relational Database Fundamentals
• Entities, Entity Classes, and Attributes
• Keys and Relationships
• Database Management Systems
• Data Definition Component
• Data Manipulation Component
• Application Generation and Data Administration Components
• Integrating Data Among Multiple Databases
• Section 6.2 Data Warehouse Fundamentals
• Accessing Organizational Information
• History of Data Warehousing
• Data Warehouse Fundamentals
• Multidimensional Analysis
• Information Cleansing or Scrubbing
• Business Intelligence
• Enabling Business Intelligence
• Data Mining
• Cluster Analysis
• Association Detection
• Statistical Analysis
• Key Terms
• Closing Case One: Fishing for Quality
• Closing Case Two: Mining the Data Warehouse
• Closing Case Three: Harrah's — Gambling Big on Technology
• Making Business Decisions
• Chapter 7 Networks, Telecommunications, and Wireless Computing
• Opening Case: The Digital Hospital
• Introduction
• Section 7.1 Networks and Telecommunications
• Network Basics
• Architecture
• Peer-to-Peer Networks
• Client/Server Networks
• Topology
• Protocols
• Ethernet
• Transmission Control Protocol/Internet Protocol
• Media
• Wire Media
• Wireless Media
• E-Business Networks
• Section 7.2 Wireless Computing
• Wireless Fidelity
• The Value of Timely Information
• Business Drivers for Wireless Technologies
• Advantages of Enterprise Mobility
• Bluetooth
• Radio Frequency Identification (RFID)
• Satellite
• Global Positioning System (GPS)
• The Future of Wireless
• Key Terms
• Closing Case One: Tracking Students
• Closing Case Two: UPS versus FedEx: Head-to-head on Wireless
• Closing Case Three: Watching Where You Step — Prada
• Making Business Decisions
• Chapter 8 Supply Chain Management
• Opening Case: Dell's Famous Supply Chain
• Introduction
• Section 8.1 Supply Chain Fundamentals
• Basics of Supply Chain
• Information Technology's Role in the Supply Chain
• Visibility
• Consumer Behavior
• Competition
• Speed
• Supply Chain Management Success Factors
• Make the Sale to Suppliers
• Wean Employees Off Traditional Business Practices
• Ensure the SCM System Supports the Organizational Goals
• Deploy in Incremental Phase and Measure and Communicate Success
• Be Future Oriented
• SCM Success Stories
• Section 8.2 Applying a Supply Chain Design
• Using Information Technology to Drive the Supply Chain
• Facilities Driver
• Location
• Capacity
• Operational Design
• Inventory Driver
• Cycle Inventory
• Safety Inventory
• Transportation Driver
• Method of Transportation
• Transportation Route
• Information Driver
• Information Sharing
• Push versus Pull Information Strategy
• Applying a Supply Chain Design
• Future Supply Chain Trends
• Key Terms
• Closing Case One: BudNet
• Closing Case Two: Listerine's Journey
• Closing Case Three: How Levi's Got Its Jeans into Wal-Mart
• Making Business Decisions
• Chapter 9 Customer Relationship Management
• Opening Case: Customer First Awards
• Introduction
• Section 9.1 Customer Relationship Management
• Business Benefits of CRM
• The Evolution of CRM
• Operational and Analytical CRM
• Using Information Technology to Drive Operational CRM
• Marketing and Operational CRM
• Sales and Operational CRM
• Customer Service and Operational CRM
• Using Information Technology to Drive Analytical CRM
• Section 9.2 Customer Relationship Management Strategies
• Customer Relationship Management's Explosive Growth
• Customer Relationship Management Success Factors
• Current Trends: SRM, PRM, and ERM
• Supplier Relationship Management
• Partner Relationship Management
• Employee Relationship Management
• Future CRM Trends
• Key Terms
• Closing Case One: Fighting Cancer  with Information
• Closing Case Two: Calling All Canadians
• Closing Case Three: The Ritz-Carlton — Specializing in Customers
• Making Business Decisions
• Chapter 10 Enterprise Resource Planning and Collaboration Systems
• Opening Case: Campus ERP
• Introduction
• Section 10.1 Enterprise Resource Planning
• Enterprise Resource Planning
• Core and Extended ERP Components
• Core ERP Components
• Accounting and Finance ERP Components
• Production and Materials Management ERP Components
• Human Resource ERP Components
• Extended ERP Components
• Business Intelligence Components
• Customer Relationship Management Components
• Supply Chain Management Components
• E-Business Components
• ERP Vendor Overview
• ERP Software
• Finding the Right ERP Solution
• ERP Benefits and Risks (Cost)
• The Connected Corporation — Integrating SCM, CRM, and ERP
• The Future of ERP
• Internet
• Interface
• Wireless Technology
• Section 10.2 Collaboration Systems
• Teams, Partnerships, and Alliances
• Collaboration Systems
• Knowledge Management
• KM in Business
• Knowledge Management Systems
• Explicit and Tacit Knowledge
• KM Technologies
• KM and Social Networking
• Content Management Systems
• Workflow Management Systems
• Groupware Systems
• Collaboration Trends
• Key Terms
• Closing Case One: DreamWorks Animation Collaboration
• Closing Case Two: Improving Highway Safety Through Collaboration
• Closing Case Three: Saving Costs at Costco
• Making Business Decisions
• Chapter 11 Systems Development
• Opening Case: HP's Software Problems
• Introduction
• Section 11.1 Developing Enterprise Applications
• Developing Software
• The Systems Development Life Cycle (SDLC)
• Software Development Methodologies
• Waterfall Methodology
• Rapid Application Development Methodology (RAD)
• Extreme Programming Methodology
• Agile Methodology
• Developing Successful Software
• Slash the Budget
• If It Doesn't Work, Kill It
• Keep Requirements to a Minimum
• Test and Deliver Frequently
• Assign Non-IT Executives to Software Projects
• Section 11.2 The Systems Development Life Cycle (SDLC)
• Systems Development Life Cycle
• Phase 1: Planning
• Identify and Select the System for Development
• Assess Project Feasibility
• Develop the Project Plan
• Phase 2: Analysis
• Gather Business Requirements
• Create Process Diagrams
• Perform a Buy versus Build Analysis
• Phase 3: Design
• Design the IT Infrastructure
• Design System Models
• Phase 4: Development
• Develop the IT Infrastructure
• Develop the System Testing
• Phase 5: Testing
• Write the Test Conditions
• Perform the System Testing
• Phase 6: Implementation
• Write Detailed User Documentation
• Determine Implementation Method
• Provide Training for the System Users
• Phase 7: Maintenance
• Build a Help Desk to Support the System Users
• Perform System Maintenance
• Provide an Environment to Support System Changes
• Software Problems Are Business Problems
• Unclear or Missing Business Requirements
• Skipping SDLC Phases
• Failure to Manage Project Scope
• Failure to Managege Project Plan
• Changing Technology
• Key Terms
• Closing Case One: Disaster at Denver International Airport
• Closing Case Two: Reducing Ambiguity in Business Requirements
• Closing Case Three: Gearing Up at REI
• Making Business Decisions
• Chapter 12 Project Management and Outsourcing
• Opening Case: Change at Toyota
• Introduction
• Section 12.1 Project Management
• Project Management
• Project Management Fundamentals
• Choosing Strategic Projects
• Setting the Project Scope
• Managing Resources and Maintaining the Project Plan
• Change Management Fundamentals
• Preparing for Change
• Risk Management Fundamentals
• Mitigating Risk
• Successful Project Management Strategies
• Section 12.2 Outsourcing
• Outsourcing
• The Outsourcing Phenomenon
• Outsourcing Benefits
• Outsourcing Options
• Offshore Outsourcing
• The Leaders
• The Ups-and-Comers
• The Rookies
• The Challenges of Outsourcing
• Future Outsourcing Trends
• Key Terms
• Closing Case One: Staying on Track — Toronto Transit
• Closing Case Two: Changing Circuits and Circuit City
• Closing Case Three: Outsourcing Brew
• Making Business Decisions
• Technology Plug-In Overview
• Apply Your Knowledge
• Notes

A very interesting book that tries to be everything to everybody. It partly succeeds. You need some IT background to get through it, even if you have to skip some of the basic definitions that show up from time to time. And you also need some business background to understand the contexts, even though they tries to teach you crash courses in the latest strategy theories (Porter, Christensen, etc.).

All in all, there existed stuff in the book that made it worthwhile to read, even to me, so I can't do otherwise than recommend it.