The City Of Memphis Information Services

This article makes up Chapter 1 of the free, open access book titled, Information Systems: A Manager's Guide to Harnessing Technology, by John Gallaugher. Please ensure that you read the entire Chapter 1 of the book consisting of 3 parts (Part 1 Introduction; Part 2 Don’t Guess, Gather Data; and Part 3 Moving Forward).

Case Study Assignment KL Worldwide Enterprises Inc.: Putting Information Technology to Work Submitted by Mark Lemoine September 14th, 2012

Why Memphis has one of the highest crime rate city in the US? Over the past decade, Memphis has become an attractive city for many tourists around the world to visit. It has historical landmarks related to famous characters such as Elvis Presley. Furthermore, Memphis has one of the top music destinations in the world and the city where many forms of music were established and still being recorded till today. Moreover, Memphis is a good place to live because it has a lot of historical places, incredible foods, cool weather, friendly population, famous characters, and lovely music. All that describe the bright side about this wonderful city. On the other hand, Memphis also has a dark side that we can’t deny or hide it that is the

Memphis, Tennessee is listed in the top five most violent cities in America. Memphis’ homicide rate is close to two hundred and we have one more month to go before the end of 2016.

Alexandria, Virginia is home to over 8,000 thriving businesses and organizations. The City's budget serves as the blueprint for financial decisions implemented during the fiscal year. The FY 2011 Operating Budget and Capital Improvement Program (CIP) maintained its commitment to the residents of Alexandria. The General Fund is $531.6 million, an increase of 0.3 percent over last year’s budget maintaining all of the core city services despite the challenging economic conditions. Alexandria residents will pay about $125 more in property taxes along with higher fees for parking meters and storm-water management projects, among other services. The real estate taxes increased slightly but still remain among the lowest in the Northern Virginia region. In the budget, $167.9 million was allocated to the Alexandria City Public Schools, and a $1.6 million increase was set aside for transit subsidy. The final change

MISD has an adopted budget of $321,500,187.00 for the upcoming fiscal year. The Board of Trustees adopts the budget, which is developed following a budget calendar. The salary and benefits of personnel in MISD constitute for approximately 88% of MISD’s annual operating

Most communities define capital improvements as major public expenditures, usually in the purchase of equipment, land for public purpose, construction, and renovation of public works facilities. The city of Seal Beach defines the Capital Improvement Program (CIP) as “a vital planning document that outlines priorities for the City’s infrastructure. The process for planning the CIP is closely linked to the city’s annual budget.

This memo will discuss ways that technology can be used to improve this organization’s performance. Additionally, it will consider the optimal methods for expanding the business’s online presence to include online sales. This will include information on how to incorporate intelligent systems and security features to guarantee that customers’ interaction with the new system will be positive. This memo will also analyze this business’s current and anticipated technology and information systems and provide option for other technologies or information systems that will be beneficial for the company. In discussing these options, information will be included to show how the options will advance or improve the business and enhance our customers’ experience.

With all this outside interest in developing musical tourism beyond Graceland, Sun Studios, and few small downtown museums, none considered revitalizing the abandoned lot that once house the Stax record label and studio in South Memphis. Outside of an interpretive marker placed there, the location remained forgotten and ignored, even by potential developers or the Church of God in Christ, the organization that razed the building to make way for a community center. A turn in Memphis’ commitment to preserve historic sites occurred in 1997 under the leadership of Willie W. Herenton, the first African American elected Mayor of Memphis. Miriam Decosta-Willis in Notable Black Memphians noted, “As Mayor, he focused on economic, educational, and cultural development of the city through the infusion of private investments.” On July 13, 1997, the Commercial Appeal ran an article entitled “Preserving What’s Left Struggle Continues to Save Defining Places in City’s Past” that chronicled this new era of historic and cultural preservation. Journalist Michael Lollar interviewed Ward Archer Jr, who led the failed attempt to save Stax in 1989, and archeologist Guy Weaver about the changing climate in Memphis’s commitment to historic

In conclusion, there are key lessons that are deduced from this case analysis on California and Vermont DMV’s failure to successfully implement their database systems. The deductions include the need for a state agency to have experienced leadership with computer technology and its implementation process and an independent entity with oversight capabilities. This provides accountably and real-time progress on the project. In addition, leadership within state agencies need to set obtainable goals that are not out of their scope, while being patricianly frugal on how state agency is managing their allocated budget. These key lessons deduced from this case analysis can further help other agencies from ever making similar mistakes and promote the

BuildingDNA, a start-up company which provides online digital maps for both commercial buildings and real estate companies, has coordinated with this group to examine the current information systems and technology architecture and determine if it is able to sufficiently support its business objective of producing and servicing 3,000 maps per month. This study is based on the current information provided by BuildingDNA, wherein the hypothesis is that the current structure of the organization is unable to meet this goal and should be revamped.

The IT department has been given a budget of $25,000 to complete the project. The budget includes the equipment, the installation, all software and licensure used to operate and maintain the VoIP throughout all three (3) buildings. An estimate is required if outsourcing to a local installation company is decided upon. The estimate must be approved by the President or CEO of the company before any work is performed or started.

Relying on Consultants and Vendors – This is an External Environment Challenge which can be faced by a Federal Government agency, “few organizations develop or maintain the in-house capabilities they need to complete complex IT projects. Risk-averse managers want people who possess crucial IT knowledge and skills. Often that skill set can be attained only from previous experience on similar IT projects”. (Pearlson, Saunders & Galleta, p 250), City of Pittsburg will be relying heavily on consultants’ due to the fact that the in-house IT department does not have the knowledge and skills needed for the email services they are about to deploy for their use.

From another point of view, Rocheleau et al. (2002) noted that the development of information systems in modern organizations is differentiated in accordance with the organizational needs and structure (Stair et al. 2009, p.14); the resources available for the realization of the relevant projects are also expected to be taken into consideration when having to design and establish a specific information technology system (Shah et al., 2009, p.144). In this context, it is assumed that differences are likely to appear between the information systems used in the private sector and those involved in activities of the public sector. Regarding this issue, Rocheleau et al. (2002) state that ‘there are important differences between public and private information systems; competition forces businesses to use information technology (IT) as a weapon to gain competitive advantage’

“M-government” extends the reach of e-government in public service delivery and includes the strategy and implementation of various types of wireless and mobile technology, applications, and