No coin nor oath required. For personal study only.
The Brooking Institute. Strategic MIS planning was considered within the context of a large organization with components of various sizes and heterogeneous product lines. Among the topics treated were how to get started to develop a formalized strategic plan, inchIding consideration of episodic versus annualized preparation of plans. Consideration was also given to development of centralized policy mechanisms for controlling the acquisition of hardware and software by decentralized divisions and the prioritization of application development plans. Planning within the framework of limited budgetary resources for information systems was treated, as was the question of centralized information services versus distribution of such services among various organizational components. Workshop materials were derived from real world situations in government and business. 5. Strengthening the klS Function 'firough Management Science, by 4 W 3'. Htischfield, President, The Institute of Managemenr Sciences. MIS and Yanageme'lt Science (MS) ar? natural partners in supporting effective manageme/lt. MS applies scientific and technical principles, an~d mathematical analysis (modeling), to planning end decision-making. It involves the acquisition, analysis, and generation (via mod&) of information, and iit depends on computing and information systems capabilities. Over sold in the 60's, MS arrived in the 70's. Now, strong MIS-MS lhlkages are clearly emerghlg. The workshop dealt with the nature of these linkages (conceptual and organizational) and their prospects for enhancing the
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