“Business System Planning (BSP) and Business Information Control Study (BICS) are two information system planning study methodologies that specifically employ enterprise analysis techniques in the course of their analysis. Underlying the BSP and BICS analysis are the data management problems that result from systems design approaches that optimize the management of technology at the expense of managing the data.”

Source: Business Systems Planning and Business Information Control Study: A comparison, 1982, p. 31

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American computer scientist 1934

John Zachman (1934) American computer scientist

Source: Business Systems Planning and Business Information Control Study: A comparison, 1982, p. 31

“Information Engineering is the application of an interlocking set of formal techniques for the planning, analysis, design, and construction of information systems on the enterprise wide basis or across a major sector of the enterprise.”

James Martin (author) (1933–2013) British information technology consultant and writer

Source: Information Engineering (1989), p. 1; cited in Karl E. Kurbel (2008) The making of information systems [electronic resource]. p. 176

“Although many popular information systems planning methodologies, design approaches, and various tools and techniques do not preclude or are not inconsistent with enterprise-level analysis, few of them explicitly address or attempt to define enterprise architectures. Some examples of such popular offerings include”

John Zachman (1934) American computer scientist

Planning Methodologies: Stage Assessment, Critical Success Factors, Strategy Set Transformation, etc.
Design Approaches: Structured Analysis, Entity-Relationship Approaches, etc.
Tools and Techniques"Problem Statement Language/Problem Statement Analyzer (PSL/PSA), Prototype Development Methodology, Structured Analyses and Design Techniques, etc.
From an historical perspective, BSP and BICS likely will be looked back on as primitive attempts to take an explicit, enterprise-level architectural approach to information systems.
Source: Business Systems Planning and Business Information Control Study: A comparison, 1982, p. 32

“Geovisualization integrates approaches from visualization in scientific computing (ViSC), cartography, image analysis, information visualization, exploratory data analysis (EDA), and geographic information systems (GISystems) to provide theory, methods, and tools for visual exploration, analysis, synthesis, and presentation of geospatial data”

Alan MacEachren (1952) American geographer

any data having geospatial referencing
Source: Research challenges in geovisualization (2001), p. 3

“The coordination of information technology management presents a challenge to firms with dispersed IT practices. Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources.
Here we explore three major mechanisms for facilitating inter-unit coordination of IT management: structural design approaches, functional coordination modes, and computer-based communication systems. We define these various mechanisms and their interrelationships, and we discuss the relative costs and benefits associated with alternative coordination approaches.
To illustrate the cost-benefit tradeoffs of coordination approaches, we present a case study in which computer-based communication systems were used to support team-based coordination of IT management across dispersed business units. Our analysis reveals possibilities for future approaches to IT coordination in large, dispersed organizations.”

Gerardine DeSanctis (1954–2005) American organizational theorist

Gerardine DeSanctis and Brad M. Jackson (1994) "Coordination of information technology management: Team-based structures and computer-based communication systems." Journal of Management Information Systems Vol 10 (4). p. 85-110. Abstract

“Every decade or so, the business world invents another term for how it extracts managerial and decision-making value from computerized data. In the 1970s the favored term was “decision support systems,” accurately reflecting the importance of a decision-centered approach to data analysis. In the early 80s, “executive information systems” was the preferred nomenclature, which addressed the use of these systems by senior managers. Later in that decade, emphasis shifted to the more technical-sounding “online analytical processing,” or OLAP. The 90s saw the rise of “business intelligence” as a descriptor. In the middle of 2000’s first decade, “analytics” began to come into favor, at least for the more statistical and mathematical forms of data analysis.”

Thomas H. Davenport (1954) American academic

Thomas H. Davenport. The New World of “Business Analytics”. International Institute for Analytics. March 2010

“Systems inquiry has demonstrated its capability in dealing effectively with highly complex and large-scale problem situations. It has orchestrated the efforts of various disciplines within the framework of systems thinking. It has introduced systems approaches and methods to the analysis, design, development, evaluation, and management of systems of all kinds”

Béla H. Bánáthy (1919–2003) Hungarian linguist and systems scientist

Source: Systems Design of Education (1991), p. 31 as cited in: K.C Laszlo (1998) Dimensions of Systems Thinking http://archive.syntonyquest.org/elcTree/resourcesPDFs/Systems_Thinking.pdf. Working paper on syntonyquest.org

“Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources”

Gerardine DeSanctis (1954–2005) American organizational theorist

Gerardine DeSanctis, Brad M. Jackson, in: Coordination of information technology management: team-based structures and computer-based communication systems http://dl.acm.org/citation.cfm?id=1189653, Journal of Management Information Systems - Special issue: Information technology and organization design Volume 10 Issue 4, March 1994, pp 85-110.

“Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.”

Russell L. Ackoff (1919–2009) Scientist

Cited in Donella Meadows (2008) Thinking in Systems: a Primer. p. 1.
1970s, The future of operational research is past, 1979

“Marketing management is the analysis, planning, implementation, and control of programs designed to create, build, and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.”

Philip Kotler (1931) American marketing author, consultant and professor

Philip Kotler (1993), as cited in: Gerald A. Cole (2003), Strategic Management, p. 131

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John Zachman23

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