STRATEGIES FOR INFORMATION MANAGEMENT Gerald Quirchmayr 1. Introduction Managing information systems today comprises the areas of application development, primarily process deling and data modeling, as well as system introduction, training, maintenance, and the task of coping with vation, meaning the responsibility of keeping the technological basis up to date Developing and running specialised systems, general information systems and open and integrated systems leads to dealing with application domain issues, system security, relevant legal problems and envisaging he use of the system The scope of the system and the information provided by it will of course be largely determined by whether it is an internal system, limited access agency system, or an open system, such as the Internet 2. The Scope of Information Management The organisation of the project team and the realistic analysis of the effect on the operational environment and on higher levels are prerequisites for successful system development and system introduction. The efficient organisation of accompanying measures, especially training, (i.e, training of management, user training and system operation and maintenance training)are also necessary components. The maintainability of the system does to a large extent depend on the available documentation. Procedures for trouble shooting, error correction and permanent adaptation, i. e classical system maintenance must also be taken into account. Coping with innovation today means dealing with ever-shorter hardware life cycles, frequent software updates, conceptual changes and even organisational changes. Information systems management must therefore be viewed as a permanently ongoing management activity comprising design, development, implementation and aintenance of computer supported information systems For building models of processes that can serve as basis for computer supported solutions, functions, data and organisational modules serve as basis. A classification of applications is frequently made according to the following principles Disposition systems for short term, well structured planning support: system for deployment planning for law enforcement forces administrative systems: fast calculators, number crunchers, disposition systems for short term, well-structured planning support: system for deployment for law enforcement forces generation of executive information: prison management systems; auditing support systems for dealing with long term strategies issues: strategic systems on senior management level Purely administratively oriented operative information systems are closely connected to the service itself and output-oriented; tactical and strategic information systems are related to bookkeeping, auditing, financial analysis and are value-oriented. The increasing linkage of these two worlds leads to a need for integrated information systems, called vertical integrationSTRATEGIES FOR INFORMATION MANAGEMENT Gerald Quirchmayr 1. Introduction Managing information systems today comprises the areas of application development, primarily process modeling and data modeling, as well as system introduction, training, maintenance, and the task of coping with innovation, meaning the responsibility of keeping the technological basis up to date. Developing and running specialised systems, general information systems and open and integrated systems leads to dealing with application domain issues, system security, relevant legal problems and envisaging the use of the system. The scope of the system and the information provided by it will of course be largely determined by whether it is an internal system, limited access agency system, or an open system, such as the Internet. 2. The Scope of Information Management The organisation of the project team and the realistic analysis of the effect on the operational environment and on higher levels are prerequisites for successful system development and system introduction. The efficient organisation of accompanying measures, especially training, (i.e., training of management, user training and system operation and maintenance training) are also necessary components. The maintainability of the system does to a large extent depend on the available documentation. Procedures for trouble shooting, error correction and permanent adaptation, i.e. classical system maintenance must also be taken into account. Coping with innovation today means dealing with ever-shorter hardware life cycles, frequent software updates, conceptual changes and even organisational changes. Information systems management must therefore be viewed as a permanently ongoing management activity comprising design, development, implementation and maintenance of computer supported information systems. For building models of processes that can serve as basis for computer supported solutions, functions, data and organisational modules serve as basis. A classification of applications is frequently made according to the following principles: C Disposition systems for short term, well structured planning support: system for deployment planning for law enforcement forces; C administrative systems: fast calculators, number crunchers; C disposition systems for short term, well-structured planning support: system for deployment for law enforcement forces; C generation of executive information: prison management systems; C auditing support systems for dealing with long term strategies issues: strategic systems on senior management level Purely administratively oriented operative information systems are closely connected to the service itself and output-oriented; tactical and strategic information systems are related to bookkeeping, auditing, financial analysis and are value-oriented. The increasing linkage of these two worlds leads to a need for integrated information systems, called vertical integration