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Chapter 14
Chapter 141
Information Technology Economics
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Moore’s Law
Chapter 142
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Introduction
Chapter 143
Assuming the current rate of growth in computing power, organizations will have the opportunity to buy, for the same price, twice the processing power in 112 years, four times the power in 3 years, eight times the power in 412 years, and so forth.
price-to-performance ratio will continue to decline exponentially.
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Productivity paradox
Chapter 144
The discrepancy between measures of investment in information technology and measures of output at the national level has been called the productivity paradox.
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Productivity
Chapter 145
Economists define productivity as outputs divided by inputs.
Outputs are calculated by multiplying units produced (for example, number of automobiles)by their average value.
The resulting figure needs to be adjusted for price inflation and also for any changes in quality (such as increased safety or better gas mileage).
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-cont…
Chapter 146
If inputs are measured simply as hours of work, the resulting ratio of outputs to inputs is labor productivity.
If other inputs—investments and materials—are included, the ratio is known as multifactor productivity.
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Explaining the Productivity Paradox
Chapter 147
Explanations can be grouped into several categories:
(1) problems with data or analyses hide productivity gains from IT,
(2) gains from IT are offset by losses in other areas, and
(3) IT productivity gains are offset by IT costs or losses.
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Does the Productivity Paradox Matter?
Chapter 148
The productivity-offsetting factors largely reflect problems with the administration of IT, rather than with the technologies themselves
the critical issue is how it improves organization’s own productivity.
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Process approach to IT organizationalinvestment and impact.
Chapter 149
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-cont….
Chapter 1410
The relationships are basically
indirect, via IT assets and IT impacts.
The figure shows that the
relationship between IT investment
and performance are not direct;
other factors exist in between.
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-cont…
Chapter 1411
This is exactly why the productivity paradox exists, since these intermediary factors (in the middle of the figure) can moderate and influence the relationship.
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Value of Information - Evaluating
Chapter 1412
One measurement of the benefit of an investment is the value of the information provided. The value of information is the difference between the net benefits (benefits adjusted for costs) of decisions made using information and the net benefits of decisions made without information.
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EVALUATING IT INVESTMENT: BENEFITS, COSTS, AND ISSUES
Chapter 1413
One basic way to segregate IT investment is to distinguish between investment in infrastructure and investment in specific applications.
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IT Infrastructure
Chapter 1414
IT infrastructure, provides the foundations for IT applications in the enterprise.Examples are a data center,
networks, date warehouse, and knowledge base.
Infrastructure investments are made for a long time, and the infrastructure is shared by many applications throughout the enterprise.
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IT Applications
Chapter 1415
IT applications, are specific systems and programs for achieving certain objectivefor example, providing a payroll or
taking a customer order. The number of IT applications is large.
Applications can be in one functional department or they can be shared by several departments, which makes evaluation of their costs and benefits more complex.
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The Value of Informationin Decision Making
Chapter 1416
People in organizations use information to help them make decisions that are better than they would have been if they did not have the information.
Value of information = Net benefits with information - Net benefits without information
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Evaluating IT Investment byTraditional Cost- Benefit Analysis
Chapter 1417
USING NPV IN COST-BENEFIT ANALYSIS. Capital investment decisions can be analyzed by cost-benefit analyses, which compare the total value of the benefits with the associated costs.
Organizations often use net present value (NPV) calculations for cost-benefit analyses.
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Return On Investment
Chapter 1418
Another traditional tool for evaluating capital investments is return on investment (ROI), which measures the effectiveness of management in generating profits with its available assets.
The ROI measure is a percentage, and the higher this percentage return, the better.
It is calculated essentially by dividing net income attributable to a project by the average assets invested in the project
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Cost-Benefits Analyses - Evaluating
Chapter 1419
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“Costing” IT Investments - Evaluating
Chapter 1420
Placing a dollar value on the cost of IT investments is not a simple task.
One of the major issues is to allocate fixed costs among different IT projects.
Fixed costs are those costs that remain the same in total regardless of change in the activity level.
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Chapter 1421
Another area of concern is the Life Cycle Cost; costs for keeping it running, dealing with bugs, and for improving and changing the system.
Such costs can accumulate over many years, and sometimes they are not even anticipated when the investment is made.
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-cont…
Chapter 1422
There are multiple kinds of values (tangible and intangible)improved efficiencyimproved customer relationsthe return of a capital investment measured in dollars or percentage
many more … Probability of obtaining a return
depends on probability of implementation success
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Opportunities & Revenues by IT
Chapter 1423
SalesTransaction feesSubscription feesAdvertising feesAffiliate feesOther revenue sources
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Reduction in transaction costs
Chapter 1424
Transaction Costs: covers a wide range of costs that are associated with the distribution and/or exchange of products and services.
Search costsInformation costsNegotiation costsDecision costsMonitoring costs
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Intangible Benefits Sawhney’s Method of Handling
Chapter 1425
Think broadly and softly.Supplement hard financial metrics with
soft onesPay your freight first.
Think carefully about short-term benefits that can “pay the freight” for the initial investment in the project.
Follow the unanticipated.Keep an open mind about where the
payoff from IT and e-business projects may come from
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Business Case approach
Chapter 1426
It is a written document that is used by managers to garner funding for one or more specific applications or projects.
Emphasis is on the justification for a specific required investment.
Bridges the gap between the initial plan and its execution.
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Specific Evaluation Methods (Continued)
Chapter 14 27
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Methods for evaluating IT
Chapter 1428
Financial approachMulticriteria approachRatio approachPortfolio approach
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“Costing” IT – Economic Strategies
Chapter 14 29
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Outsourcing
Chapter 1430
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IT Metric
Chapter 1431
It is a specific, measurable standard against which actual performance is compared.