Information technology Management

Today Information Technology (IT) has become an integral part of the operation of many businesses. The success of the company is tied to its effective use of information technology and its applications. Activities are becoming standard processes with roles, responsibilities and authorities. Workers will have access to information that allows them to make certain decisions based on their responsibility without have to wait for management direction. IT applications are used to automate many operations, from finance, accounting, to tracking, measuring and collecting data for further analysis and report.

With the application of IT, there is a high demand for new types of manager who can optimize the business process by manage and implement new technologies. With the use of cloud computing and Software as a Services, companies would no longer need lower skilled IT workers in data center to maintain and support IT systems since they will be outsourced to cloud computing service providers. However, the company will need higher technology skilled workers to automate their business processes for efficiency and productivity. These automation and standardization will require a well designed architecture to ensure company-wide fully integrated information systems. Without them, there will be chaotic if every unit or function in the company could turn on any application they wanted without any consideration on how their information is integrated with or shared across other areas of the company. That is why a new type of manager is needed to manage these information systems.

Traditional business managers are trained to manage people but the new type of managers is educated to manage technology. These managers must have both business and technical skills. The focus is on the management of critical technical resources and controls them to ensure effective governance of systems and resource utilization. These managers should have knowledge of process design and optimization, understand business processes, and have access to data to support planning and decision-making such as Business Intelligence systems.

In the traditional way of organizing a company, each part of business operates as “independent functions”. Each function can be optimized for its particular roles, to develop product or provide service. For example, a finance function will have its own finance people, its own computer system that focuses on finance. The Finance system has nothing to do with the human resource (HR) function which focuses on hiring and managing company employees. As Human resource function operates independently from other functions, they will have their own HR people and its own computer system that focuses on employee records, payrolls, and other policies. In every company, there are several independent functions and independent computer systems that do not interact with each other. Therefore it would be very difficult to get meaningful information for optimization or data collection. It is very inefficient, expensive and difficult to change.

With globalization, competition is fierce and the new rules are speed and efficiency. The application of IT would help improving the competitiveness of the company by improving speed and efficiency. This means that everything must change and be integrated. The application of comprehensive IT applications such as Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), and Supply Chain Management (SCM) are being applied in many companies to gain those advantages.

However, for companies that organized by traditional independent functional structure, it would be very difficult to adapt to changing business needs. For many years these functions have evolved for a single purpose and its systems are optimized for that single purpose. In the new way of organizing a company structure, businesses are organized as “Integrated standard processes” to provide services to meet the needs of multiple functions of business. The management of processes is separated from the management of business. The design of services requires systems design expertise, the integration of services requires enterprise data management, and the efficient utilization of technology requires technical standards and skills. The agility of the company will depend on an overall design in which business services participate to produce customer value. These responsibilities do not belong to individual functional managers or line of business managers, but require a cross-company perspective. Effective governance also relies on access to information about the operation of the business, derived from the various business operation systems and integrated into consistent views.

Consequently, as manager of technology, the new information system managers are trained to support the effective use of technology to ensure that the solutions are optimized for the company as a whole, not for the particular interests of one unit of business or functional area. As they manage systems integration, they will drive the alignment of business and the supporting information systems according to a vision set by company owners. Basically they should be able to develop and enforce technical standards and policies to support integration and optimization throughout the company. They should manage all data collection to support the analysis, planning and decision-making at all levels. They should manage the company architecture-specification of business capabilities, the information systems that support them and the processes by which they contribute value to the company and its customers. They should control information protection to ensure the confidentiality, integrity and availability of enterprise data and the systems that process and communicate it.

Today enterprise software packages such as ERP, SCM and CRM are being implemented all over the world but the failure rate is also high because many companies are still operate as “independent functional units: and not as “Integrated standard process” across the enterprise. Unless the management who are responsible to make it happens are well trained in managing information system and understand the interaction of multiple systems across the company, these systems will not be effective as they should.

As the job of manager are changing from managing people to managing technology the question is how many people are ready for this change in direction? How many schools are prepared to provide management training in this “Information technology age”?
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Prof. Vu
Carnegie Mellon University

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Original source:  http://www.segvn.org/forum/mvnforum/viewthread_thread,1377

Opening Essay

I have been software professional for 40 years. I have worked in the semiconducting industry, telecommunication industry, software industry, and aerospace industry as a software developer, project manager, software director, and Chief engineer. I have managed small, medium sized, large and very large project of all types. Beside my work in the industry, I also work as a lecturer, modeler (Participate in creating several software models such as the CMM, CMMI, e-CMM etc.), innovator (several patents), and professor at university. This year marks the beginning of my retirement from active working in the industry but I still remain as professor at university.

I believe in learning for life because everyday is a school day. As you never stop learning and never know everything. The more you learn, the more you know that you do NOT know much. Today learning is much easier than few years ago, there are so many books, so many articles, and so many things on the internet that you can read or download. As students in technology area, you know that things change rapidly and there is always something new that you will need to know. There are new theories, new frameworks, new methods, new programming languages, and new approaches to solve problem.

When I was student, textbooks were very expensive (they still are) and I have to share them with others since I can not afford them. When I became a professor, I wrote textbooks but I found out that the publishers would sell them at expensive prices that many students could not afford them, so I stopped. I wrote my lectures using computer, print them out and gave to students so they can photocopy them as it was much cheaper. Few years ago, email came then all I have to do was to send the files to students so they did not have to buy books. Today with the internet, I place my lectures on website for students. I even videotape my lectures so students can watch them in case they missed class or want to review something. Some students told me that they want to lean about things that are not “pure academic” but broader, more global, more practical, easier to read, and more fun. As they want something different so I create this blog to share my view about technology so students could have a broader view of what is going on in the technology world. All I want is to enable students to keep studying, and continue to learn.

As an educator, I constantly think about ways to help students to make the most out of their learning. I want to help them to be successful in their careers. I want them become “professional software developers”. I want to help when they have issues with their works as they enter the industry. That is why I wrote this blog as I believe our education journey begins and it is a “shared experience” and not a learning course. I am excited to be able to be part of that journey for thousands of students across the globe. We all are students for life who are excited to share in our experiences.

I believe that education must not be regarded as a “luxury for a few people” or an event which has only a short time span of ten or fifteen years in school, but education should be a permanent national necessity, an inseparable aspect of citizenship, and therefore should be lifelong. Basically, Education is life, and it should never end.

However, to do well at anything, you will need to learn and to practice. To become a “Professional” at anything you will need to spend a lot of time doing it. A student asked me: “How much time should I spend on my learning?” My answer is: “All your life” as I also continue to learn by helping you to be better software professionals. That is the reason why I continue to work on my research, my textbooks, my lectures and blog to support students on their way to become experts, not just having degrees from university but true professionals.

As we are learning together you need to know that your life at the university is precious. It is the best time of your life, so do not waste it on other trivial things. Take advantage of what technology offers you, take advantage of what university offers you, take advantage of what others share with you, take advantage of what this blog offers you as you are learning. You do NOT become expert at anything in a day, in a week or in a year but you will become expert day-by-day as everyday is a school day.

Prof John Vu

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Original source: http://www.hualong-info.com/Blog/JohnVu/2010/March/opening.en.html

The Business Information System

 Business owners always need information for making decisions. They need to know the market demand of their products so they can set the selling prices; they need to know the cost and revenue to calculate their profits; they need to know the price fluctuation in the market so they can buy raw materials at the best price possible. Without knowing this information, they cannot control their business effectively. Before the use of computer, many have to obtain these information from the newspapers, from radios, from government’s directions, from their own intuition, or even from market rumors. With information system, they can get all information that they need to make decision without have to leave their desks, and these information are much more accurate with more details.

Business Information System can be defined as a system that processes data generated by business and creates information that helps management making decisions, solves problems, reduces risks, and controls the business. Today information system is based on computers and telecommunication technology that access, collect, and process data from all over the world, 24 hours a day and 7 days a week. It would be difficult to find a business that does not depend on information systems. Today, these systems collect market data via the Web, processes business transactions in India or China when managers in the U.S are still in bed. They process, analyze, and develop full reports for managers when they enter their office in the morning.

Before the use of computer and the internet, all information have to be collected via newspapers, radios, and phone calls between offices around the world. Business transactions have to be entered, processed and prepared by several people manually. They have to be analyzed by business specialists then typed into reports by secretaries, using typewriters. These reports are sent to several offices for managers to review before compiled into an executive report to the company owner. Such a manual system will typically takes several weeks or months to generate reports. They were also exposed to errors at several points, and could be modified by managers at certain levels before it reaches the company owner. Information systems using computers, could process all data, doing elaborate analysis, and generates reports in a matter of hours. Therefore, company owner has all the information to make decision quickly.

Information systems process data by special business software written for particular purpose. Such software can command the computer to analyze data in numerous ways and produce different kinds of reports. Different managers get the data analyzed in different ways to suit their roles, responsibility of their jobs. For example, managers at the factory will only see factory data so they can make decision at the factory level. Sales and marketing managers will only see sale data so they can make decision about advertising and marketing to increase product sale. Of course, company owner will see everything if he wishes but mostly he needs important data that allows him to make strategic decision. These types of reports would have been impossible in a manual system.

With the advancement of information technology, many information systems have specific sophisticated functions that analyze data for different purposes. Since data are organized and stored in database for retrieval and update. There specific business intelligence software will search them to analyze for trends in business and generate special reports to senior executives or company owner. These software applies data mining, data analysis and search technology to identify inaccuracy, flaws, or even fraud within the systems. It starts by create certain standards targets then accumulate data along and make it possible to check whether actual performance is meeting these standards and whether targets have been changed or are likely to be modified. It can summarize both internal and external data in graphic formats to alert senior management of certain issues in the company. When needed, it allows senior managers to look for any specifics to further investigations. These software also collect external information such as industry and market data to help managers understand emerging trends.

Development of these information system starts with the analysis of specific requirements. Each company has different needs and different ways to do business so their requirements will vary. Software developers who design these systems must understand their needs and write different programs for each company. As more companies are buying information systems, they need more developers to write specific software. Suddenly the demand for software developers and IT workers exploded all over the world. That is why today the demand for IT workers is much higher and the shortage of IT skilled workers become critical as more companies need these information systems.

To operate such robust information systems requires a new type of managers who are knowledgeable about technology. A good information system manager can provides senior managers and company owner with up-to-date status reports and also point out problem areas. They can organize certain reports based on internal operational or external market. Today several of these information systems have been standardized into an Enterprise Resource Planning (ERP); Customer Relations Management (CRM); and Supply Chain Management (SCM) that help global companies to manage their operations all over the world.
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Prof. Vu
Carnegie Mellon University

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Original source: http://www.segvn.org/forum/mvnforum/viewthread_thread,1382

Perfomance Management

Performance management is about comparing the actual results against desired results and if needed, takes corrective actions. All managers are responsible for managing performance, depending on their roles and responsibilities they may have different perspectives. For example, an executive is concerned with the performance of the company measured by profits and growth. A director is concerned with the performance of a major business function in alignment with the company objectives as it may impact revenue and profit. A project manager is more concerned with the performance of the project to make sure that it meets the quality, cost, and time expectations.

Performance is achieved by develop a plan, execute activities, measure these activities to collect actual performance against the plan and take corrective actions to ensure the execution achieve the desire results. For the executive, achieving profits and growth involves managing performance in several areas such as improving sales, streamline company process, reducing cost, and creating a strategy to deal with competitors. For the CIO and directors, achieving company objectives involves managing performance in areas such as automation, improve skills of employees, standardize organizational processes for consistency, ensure that IT systems are providing value to the business, and make sure that internal communication and collaboration are encouraged to improve efficiency etc.

In theory, most text books defines performance management approach as: Plan the work and set expect desired results; Monitor the actual work performance by metrics; Develop the ability of workers to perform; Ensure that they follow the process; Measure workers performance; Compare actual results and desired results; Reward top performance; Take corrective actions when needed.

However, in specific implementation, performance management requires all levels of management to clearly explain what is to be achieved to workers. They must develop vision, direction, and objectives in a plan that consists of specific goals for each level to be achieved and communicate it to all workers. It is important to set achievable goals that can be measured. A goal that cannot be measured cannot be achieved. For example: “Improve quality of company products” is an unachievable goal. A better goal should be specific such as “Improve quality of company products by reducing numbers of defect by 10% against the average numbers of defect last year.”

Managers have to make detailed steps of what is involved in achieving the level of desired performance and explain to their workers. An executive can do it through memo but middle level or lower level managers should do it in person to make sure that everybody understands what they must do to support the achievement of the goal. For example a broad goal such as “Improve company profits by 10%” may seems irrelevant to most workers. They may think: “I am just a worker and have nothing to do with the profit of the company so that goal has nothing to do with me.” If they do not believe it, nothing will change. That is why it is important to have several discussions where manager can explain to workers about their contribution to the overall goal. For example a director may explain the important of a major product that company is developing and planning to sell at the end of the year. He may say: “If we complete this product on time with quality and be able to sell it during the end of the year, we can achieve the 10% profit goal.” A project manager may say: “Our software is a major function of the company’s key product, if we are successful, we will be able to help our company to achieve the 10% profit improvement”.

It is easy to set goals and communicate to workers but without assigning people to implement it, nothing will be done. This is the common mistake that managers often made. They set good target but rarely pay attention to the implementation or assign workers to implement it. The common term in the industry is “wishful thinking” or “slogan illusion” as it is easy to say something but poorly execute it. I have seen many companies set goals such as “Being the best companies in the industry”, “Being the best software company” but never put anyone in charge or assign workers to do something about it. In that case nothing will change. In that case their managers fail the performance management responsibility.

Every action needs skilled people, tools and budget to execute. An important factor of performance management is about the skills of workers. It is workers that execute the task so managers must select the most skilled workers to perform each task, and develop their competence by additional trainings to help them perform effectively. One of the questions that I often ask company about performance management is their training plan and data on how many people are trained to do the job. Without skilled workers to do the work, nothing can be achieved.

Managers are often busy with their day-to-day routines and it is important that they take the time to develop performance plans and then review actual results against the plans. The main elements of the plan are measurements and metrics. Depending on the levels of management, different metrics may be used. For example at the project level, metrics could be the actual results against the plan on quality, cost and schedule; at director level, metrics could be the actual results of business functions against the plan on productivity, costs, outputs, quality; at the executive level, metrics could be actual results against the plan on profits, revenues, costs and market shares etc. Although measurements are the core of performance management but another important element is the follow-up on actions based on the review and provides rewards for good performance. In working environment, rewards play important part in motivating and sustaining good performance. Top performance companies often have good rewarding system such as stock options, bonus incentives for highly performance workers.

Implementing performance management is not easy. Smaller company typically lacks the skills to do it. Larger companies tend to become bureaucratic with many layers of managers to implement a cohesive approach. That is why even everybody recognizes that performance management is a responsibility of today’s management but few would do it. Most are still focus on managing people instead of managing process or managing performance. That is why so many companies failed in today’s competitive environment.
To be effective, strong leaderships are needed to ensure that these important responsibilities are not ignored. Performance management and process management are major responsibilities of all managers. They must not be allowed to become another routine with no clear results to show. According to several studies, performance management can provide benefits such as increasing revenues and growth; high customer satisfaction; reduce costs; efficient business processes; effective management; higher skilled workers but the most important is the flexibility and faster to change in the fast changing business world.
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Prof. Vu
Carnegie Mellon University

Original source: http://www.segvn.org/forum/mvnforum/viewthread_thread,1448

Talking with customers

There is a common belief among software developers that they must code as soon as possible since there is not enough time for other activities. That is why many start to write code as soon as they receive the requirements specification without spending time to understand the customers’ needs. No one would ask customers about their expectation or their needs. Most developers ignore the architecture phase; spend little time in design, just to draw some diagrams such as data flow diagram than jump into coding. If they do not understand something, they would guess on what is needed and hurry to get the project done to meet the schedule.

The result is often a software product that does not work as expect and they have to re-work to get what customers’ wants. This situation costs the company time, efforts and a lot of money. Today few colleges teach requirements engineering course, and even if they do, few developers would follow it. The reason among developers is talking with customers takes time and they do not have time. One developer told me: “It is difficult to understand what customers want as they change their mind often”. A project manager explained: “We cannot talk to customers; they would demand more things and waste our time.” When I asked: “What happen if the requirements specification is not clear? How do you know what to do if you do not want to ask? The common answer is: “We just guess what they want. If we are good at guessing, we will be fine but if not then we have to fix it later.”

Of course, most of the time they will produce something that customers do not want and that means more re-work, more costs to the company. I can understand why developers are reluctant to talk to customers; most are not trained and do not know what to ask so they think customers will ask for more and never be satisfied. But I cannot understand why managers do not talk to customers if the project continues to have high re-work rate? Until we establish a good dialogue between developers and customers, software development is just guesswork and costly projects.

There is an urgent need to teach requirements engineering course in the undergraduate program so students can learn how to discuss requirements with customers, determine their needs, set priorities and reduce the issue of re-work. Students should learn incremental releases that add functionality over time. Students should learn to talk with customers by asking questions about functionality and how customers will use their product. Once developers start talking to customers, they will learn many things about how the customers do their work and what they really need. Customers can help explain and clarify functionality written in the specification etc. When both sides engage in discussion about how long it takes to develop a project, they can exchange ideas, develop better solutions and agree on a better schedule for the project.
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Prof. Vu
Carnegie Mellon University

original source : http://www.segvn.org/forum/mvnforum/viewthread_thread,1499

A lesson of history

We are living in a world that is constantly changing. With globalization and information technology, the rate of change has been accelerated. The ability to respond to change requires new thinking based on new information and the ability to use them to the best advantage. However, technology can change quickly but it takes much longer for people to change and that is why the Information Technology (IT) industry has so many failures with late delivery, poor quality, and high costs. So many times we see great companies fail because they cannot adjust to changes. A senior executive admitted: “We have been successful of what we do, there is no reason to change and that is why we fail.”

Forty years ago, IBM was the largest and most powerful technology company in the world. Its computer systems and software were used in over 70% of companies. Its workforce of 300,000 technical people was considered the elite in the technical world. When two college dropouts created a small computer called “Apple” in their garage, IBM tried to do the same but could not build such a small devices. Why a powerful company with several research centers and thousands of best scientists could not compete with two lesser educated youngsters? The answer was simple, for so many years they were trained to think big (mainframe) and could not change their thinking to something small. It took IBM several years and a lot of failures until they hired a group of recent graduates, placed them in an isolated area, allowed them to think differently and they successfully developed the IBM PC (personal computer). Even with the PC, the largest software company with hundreds of thousand software engineers could not develop an operating system for it. They were used to think of a large operating system with several layers of sophisticated software so IBM could not build something small and simple. IBM executives worried about being late again so they hired an unknown company called “Microsoft” to build the software for them. When IBM announced the PC, it was a great success. The company expanded the production throughout the world. As PC demand grew, more companies were switching to PC. Of course, by having the operating system that controlled everything on the PC, Microsoft could control the market so within few years Microsoft dominated the market and destroyed IBM business. When PC was introduced, IBM was the third largest and most profitable company in the world but within seven years, IBM business lost hundred million dollars each year and had to laid-off hundreds of thousand people. At the same time Microsoft had grown to a most powerful and become much bigger and more profitable than IBM.

Time after time, we see so many cases where efforts to change fail because management cannot change their thinking or willing to accept new idea. An industry analyst concluded: “All the big mistakes were made by executives who cannot change their minds; they continue to operate as though the business is still unchanged. They manage the business as though it was the same business when they were successful. They did not know the need to improve, or re-engineering the business because change is not something you can change a little at a time. Today’s demand is not the same as last year’s demand and tomorrow’s demand will be different.” The thinking that change is an isolate event that can be deal with whenever you like rather than something that can affect the whole company all in once is a fatal mistake. Most managers cannot visualize the complete picture outside of their area. They only see a small piece as their thinking is so limited and that is why new idea, new innovation is inhibited by their current thinking. Such thinking is the major reason why so many efforts to change fail.

When PC dominated the business world, one of the largest and most successful companies was Ashton Tate who builds the database management system called DBase. The company started in 1980 and quickly became the third largest software at that time (Microsoft is number one and Lotus is number two) The Dbase was the most popular software which made over $250 million a year for Ashton Tate. When technology changed with faster processor and new window operating system, Aston Tate management was still enjoy their success and operated the business as nothing has changed. When competitors developed new products using the latest technology, Aston Tate management believed that their customers would never switch to new products. When competitors offered better and easier database products, Ashton Tate management panic and ordered new product called Dbase 4 and announced that they will have a new product by May 1988. Few months later, they changed it to August then December. In a hurry, the new product had so many defects that after the released, Ashton Tate had to recall them to fix. The more they fixed the more defects they found so they could not ship them until 1991. The company lost all of their best customers who were so angry and switch to their competitors. Within a year, the third largest company no longer exists. The cause of this problem was reactive bad management and poorly execute as they announced that they could have new software by 1988 then keep changing the date because of poor quality until 1991 but at that time it was too late.

Both IBM and Aston Tate forgot a key business rule: “If you do not improve, your competitors will. If you do not change, your competitors will.” In this highly competition world, you cannot feel complacent because if you do, you are surely will fail.
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Prof. Vu
Carnegie Mellon University
original source :  http://www.segvn.org/forum/mvnforum/viewthread_thread,1455

The critical moment

Ben Olson took my “Introduction to Software Engineering” class fifteen years ago but he did not continue with other courses. In university environment where students come and go, you do not know what happen to them. Last week, Ben came to see me. I did not remember him but he remembered me. He said: “I really like your class but unfortunately I could not finish my education here. I just want to come to see you and thank you for what you taught me.” Since Ben is a vice president of a software company, I assumed that he probably went to another university for his education but he said: “No, I never finish school. My parents died in an auto accident when I was in the second year at CMU so I had to quit school and went to work to take care of my younger sister. I worked in an automobile factory in Detroit.”

He probably saw my surprise so he continued: “I worked hard to put my sister in school. After she graduated and got married, my uncle asked me to come to California since he could get me a better job at Intel as an assembler of electronic circuit board. It was at my time in Silicon Valley that my life took an interesting turn. A friend who worked for a software company told me: “My company is hiring a lot of programmers so give me your resume and I can help you get a better job than assembling circuit board.” Few days later he called me: “Ben, what kind of degree do you have? You did not fill in the section on college degree.” I told him that I did not have a college degree. He hesitated for awhile and said: “This job requires a college degree but if you write that you have a computer degree. They probably do not check, I know that they need to hire hundred programmers immediately and they are very busy.” I told him that I did not even know how to program. He laughed: “You work with me and I can help you, it only takes a few months to learn programming.”

“At that time, I knew that I had a choice. I could lie; the worst thing was if they found out, they could fire me. If they did not check then I can get a good job. I told him that I would think about it. After a few days I sent him my updated resume and he sent it to the company. Few days later I was called into a job interview. There were three people who interviewed me. The last interview was with a software director. He said: “It is interesting that you wrote in the degree section: “one year of college” that means you do not have a college degree.” I nod my head: “Yes, I did not have a college degree.” He stared at me for few minutes as he wanted to know why a person without a degree would apply for a job that requires a college degree. Finally he said: “Tell me what you did when you quit college.” So I told him about my situation and my years of experience in a car factory and at Intel. He said: “You took a class in Software Engineering, tell me about what you have learned in that class.” I explained to him why I loved Software Engineering but I did not have a chance to finish it.” He asked more questions and I answered most of them based on what I learned from your class. I did not remember all the details but I knew that I am very passionate as I learned from the way you taught us in that class. When I finished he asked me about my working experiences. We spent another fifteen minutes on topics that had nothing to do with software. He looked at me for a long while but not saying a word. I was exhausted and did not know what to do. Then he pointed at the door, signaling me to leave and said: “Thank you for coming in.” I left the company and thought to myself: “I should never do something like this again.”

“That evening I got a call from the company that I had a job, not as a programmer but as an assistant to the Director of software. To my surprise, the hiring officer said: “I did not know what happen but the Director liked you. In fact he had to convince the company and others who did not want to hire you. Please come to work as soon as possible.”

“I went to work as the assistant to the Director. My job was to interact with project managers and provide status reports to him. Few years later, he moved me to Marketing to run advertising and public relation for the company. After seven years, I got promoted to vice president of Marketing. The director who gave me the job is now the president of the company. I never forget what he told me on my first day at work: “Honesty is the virtue that many young people do not pay attention to. I hired you because of your sincerity and honesty. Technical and other things could be learned but honesty and integrity are something that you must have. I am sure your parents did a very good job of raising you.”

“I always remember the critical moment that I had to make decision at that time. If I lie, I will be faced with ethical dilemmas all my life. I may be able to get a job but I always worry that somebody will find out. If I lie, I will have to continue to lie and cheat all the time. Of course, it is the easiest choice and it seems inconsequential at that time but it will have a lasting consequence all my life. I can cheat other people but I cannot cheat myself. I remember the lesson that you taught me in your first Software Engineering class: “Be honest, be ethical, and work hard to make a difference in this world.” That is why I came back and thank you for your valuable lesson. I might not learn much about technical but I do learned something important: “Make all your decisions wisely and honestly.”

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Prof. Vu
Carnegie Mellon University

Original source: http://www.segvn.org/forum/mvnforum/viewthread_thread,1670

Business and Technology - Doanh nghiệp và công nghệ

By Prof. John Vu, Carnegie Mellon University
Orignal source : http://www.segvn.org/forum/mvnforum/viewthread_thread,1663

Business and Technology

Doanh nghiệp và công nghệ

Globalization requires innovative approaches to education, producing graduates who understand the interconnections between business, economies and technologies around the world. Today the term technology is often referring to nanotechnology, biotechnology, and information technology. Currently these technologies are posing challenges to existing business. They not only disrupt the markets for established products but also change customer expectations. For example, Information technology has disrupted well established businesses with on-line stores. Biotechnology has disrupted the agriculture market by creating gene-modified crops that can grow at adverse condition. Nanotechnology has disrupted life sciences, electronics, and healthcare industry by create new products that do not even exist few years ago. Together these new technologies can drive business that applies them to higher values. In order to understand the impact of these technologies, education systems must change. Instead of viewing technology as an isolate field, they need to look at it as a force that must be studied, analyzed, and integrated. Current education does not teach technology integration. For example, business students do not need to learn about technology and technology students do not need to learn about marketing or finance. The new education system must develop knowledgeable students that can integrate technology, business and other objectives into a “total picture” for the already connected world. This integration approach is needed in order for students to understand the impact of technology in both current and future market. Only by having a total view, they can identify technology solutions to be adopted for achieving business objectives. Students must be able to identifying existing and future needs and which technologies that can meet these needs. New technologies are opening up new business opportunities but if you miss it, competitors will gain advantage because with globalization, competition will be fierce.  In traditional business, technology plays a supportive role but today technology must play a strategic role and company that know how to take advantage of technology will do well. For example, Google, Amazon, eBay and Facebook are businesses where technology plays a strategic role. Google does not make money on its search engine but on advertising. The more people use Google, the higher price it charges its advertising customers. Amazon started as online books retailer but its information technology allowed it to expand into other areas, including provides cloud computing services. eBay started as an auction model for used things but its technology help expanding it into a giant retail market. Facebook began as a social network for college students in Harvard but now it become a social network that connect more than half billion people on earth. These companies have exploited the power of technology to reach huge markets and achieved significant business values that did not exist before. Fast changing technology requires major changes in business processes and employee roles. New thinking, new vision and new management method are needed. Current top down hierarchy is no longer valid and must be replaced by a more agile management system that can quickly change to meet new market demand. Companies must be reorganized to meet new market reality. Management must adapt continuous learning to make the right decision. Integrating technology and business management is a multidimensional approach but today only few businesses know how to do that effectively. That is why education must change to create business advantage and market leadership to sustained growth. Technology is not just a means to make money but also an element that transforms products and customer expectations. Technology management has to be seen as a strategic planning issue that deserves serious attention and has to be integrated with business management.

Toàn cầu hoá yêu cầu cách tiếp cận phát kiến tới giáo dục, tạo ra người tốt nghiệp hiểu các liên nối giữa doanh nghiệp, kinh tế và công nghệ trên khắp thế giới. Ngày nay thuật ngữ công nghệ thường nói tới công nghệ nano, công nghệ sinh học và công nghệ thông tin. Hiện thời những công nghệ này đang đặt ra các thách thức cho doanh nghiệp hiện có. Chúng không chỉ phá vỡ thị trường dành cho các sản phẩm đã có uy tín mà còn thay đổi mong đợi của khách hàng. Chẳng hạn, công nghệ thông tin đã phá vỡ các doanh nghiệp có uy tín lớn với cửa hàng trực tuyến. Công nghệ sinh học đã phá vỡ thị trường nông nghiệp bằng việc tạo ra cây trồng biến đổi gen mà có thể mọc trong điều kiện khắc nghiệt. Công nghệ nano đã phá vỡ khoa học sự sống, điện tử, và công nghiệp chăm sóc sức khoẻ bằng việc tạo ra sản phẩm mới thậm chí không tồn tại vài năm trước. Cùng nhau những công nghệ mới này có thể dẫn lái doanh nghiệp có áp dụng chúng tới các giá trị cao hơn. Để hiểu tác động của những công nghệ này, hệ thống giáo dục phải thay đổi. Thay vì coi công nghệ như lĩnh vực biệt lập, họ cần nhìn nó như lực phải được nghiên cứu, phân tích và tích hợp. Giáo dục hiện thời không dạy tích hợp công nghệ. Chẳng hạn, sinh viên kinh doanh không cần học về công nghệ và sinh viên công nghệ không cần học về tiếp thị hay tài chính. Hệ thống giáo dục mới phải phát triển sinh viên có tri thức mà có thể tích hợp công nghệ, doanh nghiệp và các mục tiêu khác vào "bức tranh tổng thể" cho thế giới đã được kết nối. Cách tiếp cận tích hợp này được cần để cho sinh viên hiểu tác động của công nghệ trong cả thị trường hiện thời và tương lai. Chỉ bằng việc có cái nhìn toàn bộ, họ có thể nhận diện giải pháp công nghệ được chấp thuận để đạt tới mục tiêu doanh nghiệp. Sinh viên phải có khả năng nhận diện nhu cầu hiện thời và tương lai và công nghệ nào có thể đáp ứng cho những nhu cầu này. Công nghệ mới đang mở ra các cơ hội kinh doanh mới nhưng nếu bạn bỏ lỡ nó, kẻ cạnh tranh sẽ thu được ưu thế bởi vì với toàn cầu hoá, cạnh tranh sẽ dữ dội. Trong doanh nghiệp truyền thống, công nghệ giữ vai trò hỗ trợ nhưng ngày nay công nghệ phải giữ vai trò chiến lược và công ti biết cách tận dụng ưu thế của công nghệ sẽ làm tốt. Chẳng hạn, Google, Amazon, eBay và Facebook là các doanh nghiệp nơi công nghệ đóng vai trò chiến lược. Google không làm tiền trên động cơ tìm của nó mà vào quảng cáo. Càng nhiều người dùng Google, giá nó tính cho các khách hàng quảng cáo càng cao. Amazon bắt đầu là đại lí sách trực tuyến nhưng công nghệ thông tin của nó đã cho phép nó mở rộng sang các khu vực khác, kể cả cung cấp dịch vụ tính toán mây. eBay bắt đầu như một mô hình đấu giá cho những thứ đã dùng rồi nhưng công nghệ của nó giúp nó mở rộng thành thị trường bán lẻ khổng lồ. Facebook bắt đầu như một mạng xã hội cho sinh viên đại học ở Harvard nhưng bây giờ nó trở thành mạng xã hội kết nối hơn nửa tỉ người trên trái đất. Những công ti này đã khai thác sức mạnh của công nghệ để đạt tới thị trường khổng lồ và đạt tới giá trị doanh nghiệp lớn điều không tồn tại trước đây. Công nghệ thay đổi nhanh yêu cầu những thay đổi chính trong qui trình doanh nghiệp và vai trò của nhân viên. Tư duy mới, viễn kiến mới và phương pháp quản lí mới được cần tới. Hệ thống cấp bậc quản lí trên xuống hiện thời không còn hợp thức và phải bị thay thế bằng hệ thống quản lí nhanh nhẹn hơn, điều có thể nhanh chóng thay đổi để đáp ứng cho nhu cầu thị trường mới. Các công ti phải được tổ chức lại để đáp ứng thực tại thị trường. Cấp quản lí phải thích nghi với học liên tục để ra quyết định đúng. Tích hợp công nghệ và quản lí doanh nghiệp là cách tiếp cận đa chiều nhưng ngày nay chỉ vài doanh nghiệp biết cách làm điều đó hiệu quả. Đó là lí do tại sao giáo dục phải thay đổi để tạo ra ưu thế doanh nghiệp và quyền lãnh đạo thị trường để duy trì tăng trưởng. Công nghệ không chỉ là phương tiện để làm tiền mà còn là yếu tố biến đổi sản phẩm và mong đợi của khách hàng. Quản lí công nghệ phải được coi là vấn đề lập kế hoạch chiến lược xứng đáng có được sự chú ý nghiêm chỉnh và phải được tích hợp với quản lí doanh nghiệp.

Mobile apps market - Thị trường app di động

By Prof John Vu
Orignal source : http://www.segvn.org/forum/mvnforum/viewthread_thread,1661

Mobile apps market

Thị trường app di động

Demand for mobile app developers continues to increase all over the world. According to Gartner, an U.S. research group by 2015, mobile app development projects will outnumber PC application projects by 4 to 1. The shortage of mobile app developers could be attributed to the lack of former training in most universities. Even in this “hot” market, few universities are offering mobile apps training. Many professors believe that if you can program, you can work on mobile apps and there is no need to focus on this sector. However, most mobile apps companies believe that some training to mobile apps development is essential to develop skilled graduates. A company owner explained: “Many software developers can develop apps on their own mobile phone for enjoyment but creating apps for a business is different. They have to make sure that the apps will not break or have errors and also be able to work with other apps.” An apps developer agreed: “Anyone who can program can build mobile apps by taking a short online course. They can sell their apps on an Apps store and make some money but building apps for business or company to do complex things require serious training. You have to understand the platform and the technology well enough to do a good job. However platforms and technology often change so you have to continue to learn to keep up and that will guarantee a long career and good salary. Today the iPhone and its iOS operating system are hot but Android and Window 8 are also hot. It is possible that in next few years, something new may happen too. As long as you are learning new thing, you are still be in high demand.” Another apps developer explained: “Today many software development tools for mobile apps are difficult to learn and most computer training classes intimidate students with too much unnecessary information. Many classes are taught by developers who are not good teachers because they often talk about what they know rather than what a new person with limited understanding need to learn. Many apps developers are self-taught so they have no idea on how to teach. It makes learning more difficult. A mobile apps development course taught in university by professors will be much better.” The current average annual salary for apps developers in 2011 at $98,000 but it could go higher as demand is increasing and exceed supply. The current shortage of talent in mobile apps means people with skills can demand much higher salaries.

Nhu cầu về người phát triển app di động tiếp tục tăng lên trên khắp thế giới. Theo Gartner, nhóm nghiên cứu Mĩ thì đến 2015, các dự án phát triển app di động sẽ nhiều hơn dự án ứng dụng PC theo tỉ lệ 4 trên 1. Thiếu hụt người phát triển app di động có thể được cho là do thiếu đào tạo trước trong hầu hết các đại học. Ngay cả trong thị trường "nóng" này, ít đại học cung cấp đào tạo app di động. Nhiều giáo sư tin rằng nếu bạn có thể lập trình được, bạn có thể làm việc trên app di động và không có nhu cầu hội tụ vào khu vực này. Tuy nhiên, phần lớn các công ti app di động tin rằng đào tạo nào đó cho phát triển app di động là bản chất để phát triển người tốt nghiệp có kĩ năng. Một người chủ công ti giải thích: “Nhiều người phát triển phần mềm có thể phát triển app trên điện thoại di động riêng của họ để cho vui nhưng tạo ra app cho doanh nghiệp là khác. Họ phải chắc rằng app sẽ không hỏng hay bị lỗi và cũng có khả năng làm việc với các app khác.” Một người phát triển app đồng ý: “Bất kì ai có thể lập trình cũng có thể xây dựng app di động bằng việc học khoá học trực tuyến ngắn. Họ có thể bán app của họ trên cửa hàng Apps và làm được một số tiền nhưng xây dựng app cho doanh nghiệp hay công ti để làm những việc phức tạp yêu cầu đào tạo nghiêm chỉnh. Bạn phải hiểu nền và công nghệ đủ giỏi để làm việc tốt. Tuy nhiên các nền và công nghệ thay đổi thường xuyên cho nên bạn phải liên tục học để theo kịp và điều đó sẽ đảm bảo nghề nghiệp lâu dài và lương tốt. Ngày nay iPhone và hệ điều hành iOS của nó là nóng nhưng Android và Window 8 cũng nóng. Có thể là trong vài năm nữa, cái gì đó mới có thể xảy ra nữa. Chừng nào bạn còn học điều mới, bạn vẫn ở chỗ có nhu cầu cao.” Người phát triển app khác giải thích: “Ngày nay nhiều công cụ phát triển phần mềm cho app di động là khó học và hầu hết các lớp đào tạo máy tính doạ các sinh viên với quá nhiều thông tin không cần thiết. Nhiều lớp được dạy bởi những người phát triển, người không phải là thầy giáo giỏi vì họ thường nói về điều họ biết thay vì điều một người mới với hiểu biết hạn chế cần học. Nhiều người phát triển app là tự học cho nên họ không có ý tưởng về cách dạy. Điều đó làm cho việc học thành khó hơn. Môn phát triển app di động được dạy ở đại học bởi các giáo sư sẽ tốt hơn nhiều.” Lương hàng năm trung bình cho người phát triển app năm 2011 là $98,000 nhưng nó có thể lên cao hơn vì cầu đang tăng và vượt quá cung. Thiếu hụt hiện thời về tài năng trong app di động nghĩa là những người có kĩ năng có thể đòi lương cao hơn nhiều.