ITM Lecture 7

INFORMATICS Information Technology Management
Unit 15: Decision Support

Information Technology Management
System and Executive
Information System
Lecture 7
17th July 2006
ITM Lecture 7 ITM Lecture 7

Advanced Diploma (Thames College) 1 Advanced Diploma (Thames College) 2
Decision Support System (DSS) What is a Decision Support System?

z An organized collection of people, procedures,
software, database, and devices used to support
problem-specific decision making
z An interactive, highly "user-friendly" system that
supports management decisions that are semi-
structured or that cannot be specified in advance
z Focus on decision-making effectiveness
z Offers the potential to generate higher profits,
lower costs and better products and services
DSS & Decision Making Level Components of DSS
z Decision Support System, though skewed towards top zA Decision Support System is composed
level management, are used at all levels
of the following:
z Managers at all levels face unstructured decisions
z User Interface
z Quantity and magnitude of unstructured decisions
increases with management level z Data Management
z Model Management

Components of DSS – Components of DSS –

User Interface Data Management
z Users interact with a DSS through the user zA typical DSS will access more than one
interface. database. These may contain both internal
z It is important therefore that user and external data.
interfaces are easy to learn and to use. z Data is extracted from these databases and
z The method of interfacing may vary with updated into a DSS database.
each DSS.

Components of DSS – Business Applications
Model Management
z The Model Management subsystem z Financial Investment
contains the model base. z Some investment banks and brokerage firms use DSS in
taking market positions with their own assets.
z Models are software programs that z The decision-making support comes in the form of the
software's ability to identify trends or disturbances in the
support the user in a particular decision market prices of securities and options.
making situation. z Ship Loading and Unloading
z DSS can be used to load and unload ships in an optimal
fashion. This is important as a ship could be picking up
and dropping off cargo at many different ports.

Benefits Benefits (1)

z Fast Response to z Fast Response to Unexpected Situations
Unexpected zA DSS enables a thorough, quantitative
Situations analysis in a short time.
z New Insights and z This results in the user being able to
Learning handle rapid changes in business situations
z Cost Savings without waiting for the IT department to
perform programming changes as would
be the case in an IRS.
Benefits (2) Benefits (3)
z New Insights and Learning z Cost Savings
z The user can be exposed to new insights z Routine applications of a DSS may result
throughout the composition of the model in consideration cost reduction, or in
and an extensive sensitivity "what-is" reducing the cost of wrong decisions.
analysis.
z The new insights can help in training
inexperienced managers and other
employees as well.
Group Decision Support System (GDSS) Components of the GDSS

z Group Decision Support System (GDSS) is a decision support z There are five components in GDSS
system which provides support for problem formulation and
solution and decision making by groups or teams of people z Hardware
z GDSS is designed to support effective group communication and
z Software
good decision making techniques, as well as creative thinking.
z GDSS software must be z People
especially user friendly, z Data
since often groups have
less patience with bad z Procedures
software than do
individuals.

Characteristics of a GDSS Examples of GDSS Software
z Decision-making support z Lotus Notes
z Delphi approach: Decision makers are scattered around the
globe z Store, manipulate, distribute memos
z Brainstorming: Say things as you think (think out loud) z Microsoft Exchange
z Group consensus approach: The group reaches a unanimous
decision (everybody agrees) z Keep individual schedules
z Nominal group technique: Voting z Decide on meeting times
z Reduction of negative group behavior
z A trained meeting facilitator to help with sidetracking
z Automated record keeping
Executive Information System (EIS) Executive Information Systems

z An Executive Information Systems (EIS) is a system that
serves the information needs of top executives by providing
rapid access to timely information with "drill-down"
capabilities.
z It is intended that the senior executive has the latest details
about the company's key performance indicators as well as
economic and industrial indicators.
z These are information that a top executive requires to monitor
the health of a large organization.
z The information presented through an EIS come from both
internal and databases and external sources like the online Dow
Jones News Retrieval service.

Executive Problem Analysis Information Technology Management
z Having identified a significant variance, the executive needs
to view the data from a number of different perspectives.
z It is not enough to know that an unfavorable profit variance Unit 16: Strategic Role of
of 10% has occurred in one of the subsidiaries.
z Some divisions within that subsidiary may have increased Information Systems
profits while other divisions have deviations of more than
10%.
z An EIS can support multiple levels of investigation.
z By selecting the highlighted variance on the screen, it is
possible to obtain more details of causes, "drilling-down" to
get lower levels of details.
Relevance of Information to What is an MIS?

Management Decisions
z Managers are not able to directly observe all aspects z To convert data from internal & external
of operations and therefore depend on information sources into information
in the form of reports to help them.
z To communicate this information to
z Management are faced by an accelerating rate of
managers
change, an ever more complex environment and at
higher levels, by considerable uncertainty. z To enable them to make timely and effective
z It is difficulty to produce relevant information but decisions
ironically, it is even more important to managers z Emphasis on the use of information, not on
today. how it is produced.
Definition of MIS? MIS and IT
z The definition of a Management Information z An MIS in today's context is usually a mixture, with the
System is: computer being used for storage and processing of data,
while the human processes come into play when
z A system to convert data from internal and external
judgment is called for, or when an unusual situation
sources into information and to communicate this
arises.
information, in an appropriate form, to managers
at all levels in all functions to enable them to make z Information technology is not essential to an MIS but it
timely and effective decisions for planning, can be very useful.
directing and controlling the activities for which z At higher levels of management, there is a greater
they are responsible. amount of unstructured problems and decisions where
human involvement is essential.
Management Levels Strategic Management

z Management is often divided into three levels based
z Strategicmanagement deals with long range
on the type of management activity performed.
z Strategic
considerations.
Management z Decisions to be made deal with the choice
z Tactical of business direction, market strategy,
Management
product mix, etc.
z Operational
Management

Tactical Management Operational Management
z Tactical management has a medium term z Operational management is related to short
planning term decisions for current operations.
horizon. z Pricing, production levels, inventory levels,
z It includes acquisition and organization of etc, are the result of operational planning
resources, structuring of work, and and control.
recruiting and
training of personnel.

MIS for Operational Management MIS for Tactical Management

z At the operational management level, the z Tactical level management implement strategic objectives
and monitor operations.
main concern is with the implementation z Unlike MIS at the operational level, there is no best design
and control of the day-to-day activities of for tactical level MIS.
the organization. z In many cases, the MIS for tactical management is part of a
transaction processing system.
z Operational management require their MIS z Control systems with information feedback are essential to
to provide them detailed control carry out the monitoring role and it is this level which
information about transactions. administers most of the well known conventional control
systems such as budgetary control, production control,
inventory control and so on.
MIS for Strategic Management Problems with MIS
z Strategic planning and decision making involves z MIS cannot provide management with the
setting a long term direction for the company. information they need due to the following reasons:
z Lack of Management Direction
z Strategic management needs to understand the z Lack of management knowledge of computers
environment and predict key trends and challenges z Lack of top management support
facing the organization in the future. z Lack of management participation in MIS design
z There is a need for MIS to obtain information about z Management do not always know what information they
need
the environment by a scanning and information z IT personnel often do not know enough about management
gathering process in order to identify potential to produce relevant information for the managers they
threats and opportunities. serve

Strategic Role of Information Systems Competitive Forces

z Information systems are no longer z Michael Porter discussed 5 organization-level
competitive forces in an industry which together
restricted to backroom support roles.
determine how strong an organization is in its
z Organizations are increasingly aware of the industry.
potential strategic applications of z These forces are:
information systems. z Bargaining Power of Suppliers
z Bargaining Power of Buyers
z Threats of New Entrants
z Threats of Substitution
z Intensity of Rivalry
Bargaining Power of Suppliers Bargaining Power of Buyers
z The bargaining power of suppliers is high if there z When buyer is high (e.g. when the buyer is
are concentrated sources of supply and few large and/or the products are
substitutes.
undifferentiated), then there is downward
z If these near monopoly situations, the suppliers can
push prices upward and can be indifferent about
pressure on prices and upward pressure on
service or quality. both product quality and service.
z Information Technology can be used to reduce z Information Technology can be used to
supplier power by developing in-house capability to reduce buyer power such as increasing
produce or service or buying into a supplier. switching costs.
Threats of New Entrants Threats of Substitution

z When an industry experiences good profit margins, it is z Substitution of products and services can
attractive for new entrants to join the industry and this
will create downward pressure on prices due to the
reduce or eliminate the market for existing
increased availability of products and service. organizations and thereby weaken it.
z An existing player in the market can create can entry z A late entrant to the market may choose to
barrier by using IT to make the cost too high for any
introduce a product that is a technological
new player.
z A new entrant can use IT to improve its services or
advancement over the existing products in
product and thereby, overcome barriers set up by the market, and thereby weaken existing
existing players. players by the threat of substitution.
Intensity of Rivalry Competitive Strategy
z The intensity of rivalry in the market affects the z Firms have discovered many different approaches and
overall profitability, and it is usually greater in the best strategy for a given firm is ultimately a
unique combination reflecting its particular
mature or declining markets. circumstances.
z Price wars usually benefit the consumer and z At the broadest level we can identify three internally
eliminate some of the weaker players in the consistent generic strategies for creating such a
defendable position in the long and outperforming
market. competitors in an industry:
z IT can be used to overcome the dilemma of z Overall Cost Leadership
having to lower prices while increasing levels of z Differentiation
z Focus
service.
Competitive Strategy – Competitive Strategy -

Overall Cost Leadership Differentiation
z Cost leadership exists when a company can provide an z An organization may choose to provide a
"identical" product or service at the lowest cost in that
industry. differentiated Unique product or service at
z Cost leadership requires aggressive construction of efficient a premium price in that industry.
- scale facilities, vigorous pursuit of cost reductions from
z The aim in differentiating the product or
experience, tight cost and overhead control, avoidance of
marginal customer accounts, and cost minimization in areas service offering of the term is to create
like R&D service, sales force, advertising, and so on. something that is perceived industry-wide
z A great deal of managerial attention to cost control is
necessary to achieve these aims.
as being unique.

Competitive Strategy - Focus Information Technology Management
z Focus its product or service provision on a particular buyer
group, segment of the product line, or geographic market for
an identified market segment, by either cost leadership or
differentiation.
Unit 17: Prototyping and
z The entire focus strategy is built around serving a particular Feasibility Study
target very well, and each functional policy is developed with
this in mind.
z Able to serve its narrow strategic target more effectively or
efficiently than competitors who are competing more broadly.
z Achieves either differentiation from better meeting the needs
of the particular target, or lower costs in serving this target, or
both.
Prototyping and Feasibility Study Problems with Classical SDLC

z UserRequirements Change
z Incomplete User Requirements
z Development Targets are Missed
Prototyping

Problems with Classical SDLC - Problems with Classical SDLC -
User Requirements Change Incomplete User Requirements
z Systems often take years to analyze, design, and z People often cannot articulate what type of information
implement. they really need in their work.
z During development period, the environment and user z With the traditional SDLC approach, users do not really
needs is are constantly changing. see the new system until it is installed.
z The finished system might not meet the new z Many users have a difficult time visualizing the system
applications environment. by looking at a set of diagrams or specifications.
z With the traditional SLDC approach, it is relatively z Requirements analysis had to be repeated because
difficult to respond to new needs once users have additional requirements were discovered or because
signed off on the requirements analysis and the design. users changed their minds.

Problems with Classical SDLC - Prototyping

Development Targets are Missed
z Systems developers are often notoriously optimistic. z The process of building an experimental
z Deadlines are set and missed; then re-set and often missed
again.
system quickly and inexpensively for
z The systems usually require more resources than originally demonstration and evaluation so that users
estimated and costs frequently climb over budget. can better determine information
z Problems of miscommunication, omissions, and human requirements.
error complicate matters.
z Projects are often cancelled as cost begin to exceed benefits z By interacting with the prototype, users can
and the probability of ever finishing them within a get a better idea of their information
reasonable span of time becomes more and more remote.
requirements
The Prototyping Process Phase 1:
Define System Specifications
z Phase 1: z One of the rough spots in the pre-
z Define System Specifications. specification approach to systems
z Phase 2: development has been the definition of
z Creating the Prototype System. system specifications.
z Phase 3:
z Refine the Prototype System.
z Phase 4:
z Develop Operational System.

Phase 2: Phase 3:
Creating the Prototype System Refine the Prototype System
z Projectteam members rough out the logic z Users sit down at a terminal or PC and
of the system and how the elements fit evaluate portions and eventually all of the
together and then work with the user to prototype system.
define the I/O interfaces. z The system is then expanded and refined
to meet the users' total information needs.

Phase 4: System Prototyping
Develop Operational System
z The prototype system is custom coded. z Prototyping involves a repetitive sequence of
analysis, design, modeling and testing.
z The end product of System Prototyping is a
full-featured, working model of the information
system, ready for implementation.

Design Prototyping Advantages of Prototyping

z Design Prototyping is used to verify user z Most useful when there is uncertainty about
requirements. requirements or design solutions.
z The end product of Design Prototyping is a user- z Valuable for the design of End-user interface of
approved design prototype that documents and an Information System.
benchmarks the features of the finished system.
z Prototyping encourages intense end-user
involvement throughout the systems
development lifecycle.
z It is more likely to produce systems that fulfill
user requirements.
Disadvantages of Prototyping Prototyping and Feasibility Study
z The rapid pace of development can create
quality problems, which are not discovered
until the finished system is operational.
z Other system requirements, such as reliability Feasibility Study
and maintainability, cannot adequately be
tested using a prototype.
z In very complex systems, the prototype
becomes unwieldy and difficult to manage
What is a Feasibility Study? Types of Feasibility

z The Feasibility Study is one of the steps within the z Different types of feasibility that must be evaluated
Preliminary Investigation Phase of the Systems in order to determine if the project is worth doing.
Development Life Cycle (SLDC). z A feasibility study uses three major yardsticks to
z The analyst learns from the user what is expected of the measure, or predict a system's success:
proposed information system.
z Economic Feasibility
z The analyst uses technical skills and knowledge to z Technical Feasibility
decide on various alternatives to be considered for
z Operational Feasibility
implementation.
z The feasibility study has to contain enough detail so
that an alternative can be selected for development.
Operational Feasibility Technical Feasibility
zA system that has operational feasibility is z A systems request has technical feasibility if the
one that will be used effectively after it has organization has the resources to develop or
purchase, install, and operate the system.
been developed.
z Project risk can be assessed based upon:
z Project size
z Project structure
z Development group's experience with the
application
z User group's experience with development
projects and the application area
Economic Feasibility What is Costs?

z Among the cost items that are taken into consideration are
z A systems request has economic feasibility if the projected
hardware, software, personnel, and establishment of new
benefits of the proposed system outweigh the estimated
procedures and representations of data.
costs involved in acquiring, installing, and operating it.
z Cost is divided into several types:
z Before management will approve any large computer
z Tangible Costs (can easily be measured in dollars)
system, an appraisal of the benefits and costs of the system z Example: Hardware
must be done. z Intangible Costs (cannot be easily measured in dollars)
z Essentially what happens is that all costs associated with the z Examples: loss of customer goodwill, loss of employee morale
proposed systems project is calculated, as well as the z One-Time Costs (project startup, initiation and
benefits to be derived from this system. development)
z Example: System Development, Data Conversion
z Then we use certain financial methods to rank projects.
z Recurring Costs (ongoing use of the system)
z Example: Software Maintenance
What is Benefits? What is Requirement?
z The benefits are divided into Tangible Benefits zA Requirement is a feature that users identify
and Intangible Benefits. as being necessary or useful in a system.
z Tangible Benefits are those that can be measured easily
(most readily translated into dollars). z How are requirements determined?
z Examples: Cost reduction, Opening new markets and z The business must first be understood.
increasing sales opportunities
z The problems are studied and opportunities for
z Intangible Benefits are those that cannot be measured
easily (difficult to quantify)
improvement are identified.
z Examples: Increased employee morale, Promotion of z It is these opportunities that are eventually
organizational learning and understanding turned into statements of requirements.

Importance of Requirements Methods of Data Collection

z The requirements stage is one of the early stages in z Primary data collection involves direct
SDLC.
interaction with the source of the data.
z By studying both the existing and proposed systems in
detail, various problems can be anticipated. z Interview
z It is important to consider how these problems can be z Observation

solved or at least, how to minimize their impact. z Questionnaire
z It is important that requirements are clear and complete. z Documents Review
z Subtle misunderstandings may result in defects which
could be hard to detect.

Interview Observation
z The systems analyst spends a great deal of time interacting z One technique for collecting data on a
with others, particular in interviews settings.
z Interviews have varying degrees of structure; for a first
process is to observe that process.
meeting there may be no structure at all. z Frequently in systems analysis and design
z As the project progresses, more structured interviews are we will Walkthrough system observing
conducted.
z The analyst may wish to prepare in advance an interview
crucial information flows and decision
schedule containing the questions to be asked and the pints points.
to be covered.
z This will ensure that no pint is omitted or that the interview
drifts from its original objectives.
Questionnaire Documents Review

zA questionnaire allows us to collect data from a z Some types of information may be obtained
relatively large number of people at a reasonable from reviewing existing company records or
cost. documents.
z A questionnaire can be thought of as a z The existing work procedures or company
structured interview form with questions policy may be reviewed to obtain information
designed so that they can be answered without about the current business processes.
face-to-face encounter. z An examination may be made of company
z Designing a good questionnaire is a difficult task. records concerning the volume of invoices or
shipment to determine problem areas.
Problems of Conventional Flowcharts Data Flow Diagrams (DFD)
z Lack of discipline or zA Data Flow Diagram (DFD) is a graphical tool
structure. to depict the flow of data through a system and
the work or processing performed by that
z Very few guidelines
system.
on how to develop z It shows how data moves through an
flowcharts information system but does not show program
z Flowcharts for logic or processing steps.
z It only represent a logical model that shows
complex systems are what the system does, not how it does it.
often unreadable.
Data Flow Diagrams DFD Symbols/Elements

z Data Flow Diagrams (DFD) require only four symbols,
making them very easy to create.
z Open-ended rectangles represent store of data, such as a
file of items in inventory, their quantity, and the
Economic Recorder Quantity ( EOQ).
z Circles stand for some type of processing, and arrows
represent the flow of data.
z A square is a source or destination of data.
z Dataflow diagrams should also be prepared in a top-
down manner.
z The context diagram is a summary diagram of the first
level DFD and serves to put the system under study in its
context within the business environment.

Data Flow Diagrams (DFD) Decomposition of Context Diagram
z Toolthat graphically shows flow of data in
system

Context Diagrams Level 1 Diagrams

Entity-Relationship Diagram (ERD) Entity Diagrams
z An entity is an item of interest to the organization like a
z Toolthat graphically shows connections department, staff, machines, customers, etc.
between entities in system z An entity diagram shows the relationships between such
items of interest.
z Take the example of a department and its staff, both of
which are entities.
z The relationship between these entities can be shown by
drawing a diagram linking them together. We could also
show a particular kind of relationship like one to many.
z The entity diagram can be used to understand and
communicate the relationships between entities.
z The data fields (attributes) associated with each entity may
also be documented.
Information Technology Management

Systems Implementation and
Development Tools
Unit 18: Systems
Implementation and
Development Tools Conversion

Conversion Tasks Data Conversion Methods
z To ensure a smooth and successful implementation, users must z There are fours strategies, the choice of
be familiar with the features of the system, operators must know
how to make the system function properly, and the conversion which is dictated by the given situation
itself must go off smoothly.
z ParallelSystems
z Conversion includes the creation of all required files and
database, establishing a backup copies, and converting tested z Direct Cutover
programs to operating status.
z Pilot System
z Data conversion is a central part of a system conversion
regardless whether the preceding system was manual or z Phase-in of System
computer-based.
z The data conversion must be carefully planned and also cross-
checked to see that it is done right.
Data Conversion Methods – Data Conversion Methods –

Parallel Systems Direct Cutover
z A safe and conservative conversion approach z This method of conversion require much more
z Running both old and new systems for a period of careful and detailed planning than the other
time alternatives.
z A risky conversion approach in which the new system
z The output of the new system is compared closely
completely replaces the old one on an appointed day.
with the output of the old system and any
z Involves stopping the old system and starting the new
difference reconciled
system on a specific date.
z When users are comfortable that the new system
z High potential for problems and errors. Less costly if
is working properly, the old system is eliminated no problem, otherwise more costly.
z Very expensive, additional staff is required.
Data Conversion Methods – Data Conversion Methods -
Pilot System Phase-in of System
z Involves running the new system for one z Piecemeal approach
group of uses rather than all users z Components of the new system are slowly phased in
while components of the old system are slowly phased
z When the pilot system runs without out
problems then it is rolled out to the other z Allows the organization to being taking advantage of
users the newly developed support tools while retaining
flexibility to cope with any deficiencies
z When everyone is confident that the new system is
performing as expected, then the old system is
completely phased out
Systems Implementation and Classroom Training

Development Tools
z Classroom training involves a live
instructor conducting training for students.
Training

Advantages Disadvantages
z Classroom training has several strong advantages z On the negative side, classroom instruction also has a
over other forms of training, which do not use live number of strong disadvantages.
instructors. z It is usually more expensive than mediated
z Feedback is immediate when the problems occur. training without instructors.
z Both the Learners and the teachers can ask questions to z Training facilities are expensive, particular, if hands-on
gauge the group's understanding. computer training is to be done.
z The teaching can be tailored to the learners by adding z Users have to wait until a class starts to get the training
company-specific examples or job-specific examples. they need.
z The classroom is a familiar and acceptable environment for z Teaching quality can vary considerably from course to
most people. course.

Internal vs. External Training Advantages of Internal Training

z If the company decides to sponsor training, z Many firms use internal training because it
the next step is to decide whether to do it has several important advantages.
internally or whether to contract the z There is greater control over quality. If there are
training out to external vendors. quality problems, these can be overcome. With
external training, there is less control over
quality.
z Courses can be tailored to the corporation by
including company-specific information.

Advantages of External Training Summary
z External vendors offer a number of advantages over
internal training.
z If internal training is done in geographically
decentralized organizations, the use of external vendors can
provide cheaper local training when popular application
software packages or the basic use of the computer are to
be taught.
z Unless a firm has a very large training program, external
training will be less expensive.
z For popular software packages or basic machine use,
external vendors will offer courses almost continuously,
whereas internal programs may offer these course less
frequently.
Systems Implementation and Development Tools

Development Tools
z Computer Aided Software Engineering (CASE) is the
use of computer technology to help improve application
systems development.
z The earliest CASE tools were used to create flowcharts and
data flow diagrams.
Development Tools z Later versions of CASE allowed computer professionals to
create complete and detailed specifications and to later
generate structured program code.
z The CASE software can then generate a detailed
documentation package for easy maintenance.

Features of CASE Features of CASE –
Draw Descriptive Diagrams
z CASE consists of a set of workstation- z Diagramming tools provide the developer
based software tools designed to with the ability to draw various types of
support application developers.
diagrams like data flow diagram, flowcharts,
z The activities that most CASE tools
etc.
include are described below.
z Draw Descriptive Diagrams
z Maintain Data Dictionary z Making modifications to diagrams is much
z Design Display Screens faster with this tool.
z Design Output Layouts
Features of CASE – Features of CASE –

Maintain Data Dictionary Design Display Screens
z This is used to store and validate z CASE is used to quickly create screen
definitions of data items used in the system. designs and to generate the code based on
this design.
z It
also records the programs or tables z These can be reused in other applications.
where each data item is used. z Screen intensity, use of reverse letters and
inclusion of underlining are all easily
specified.

Features of CASE – Benefits of CASE
Design Output Layouts
z As with screen designs, CASE tools can z What are the benefits of using CASE?
also be used to design report layouts. z Development time is shortened
z Development standards can be enforced.
z Data Dictionary is automatically produced
z Consistencybetween reports can be
achieved by starting with one standard
template.

Benefits of CASE – Benefits of CASE –

Development Time is Shortened Development Standards can be Enforced
z Withautomated tools, the effort required z Standards define the rules for certain
to complete each task is lessened. development decisions.
z Forexample, instead of drawing data flow z Having these standards embedded in
diagrams by hand, it can be done with CASE. software ensures it is more consistently
performed.
z For example, an organization may have
standards regarding the naming convention of
data fields or the diagramming method.

Benefits of CASE – Limitations of CASE
Data Dictionary is Automatically Produced
z There is no need to review the entire z Does not support the full SDLC
system to ensure that the data dictionary is z CASE software is not able to support the full
complete and consistent if each data field is development life cycle.
defined in the data dictionary at its point of z The design to code transformation is not fully
creation. automated, and results in much analyst and
the programmer effort anyway.

Documentation User Documentation

z There are two types of documentation z The first type of documentation is the User Manual,
also known as the User Guide.
z UserDocumentation z The user manual contains screen and report layouts,
z Operations Documentation with explanation of how to use a transaction, or read a
report.
z It also has other features like a list of error conditions
and how to correct error.
z The user manual should be referred to by the user who
has a question or a problem about the system before he
or she refers to the IT person supporting the
application.

Operations Documentation Importance of Documentation
z The operations section of an IT department has to z This particularly so if there is a deadline
operate the system after it has been implemented. approaching and if the tasks are behind
z This group needs information on normal operating
procedures and on how to respond to errors. schedule.
z The Operations Manual will contain information about z Documentation must be treated as part of
starting and shutting down the system, plus details the complete package of deliverables.
about how to run the batch jobs.
z For each batch job, a complete systems flowchart that z Why is documentation important ?
shows the input required, the files necessary, and any z Manage the Project
printed output must be documented. z Obtain Consensus
z It is important for operators to know possible error
conditions and how to respond to them.
Manage the Project Obtain Consensus

z Documentation is a tool used to manage z In any complex task involving many parties,
the development process. This is done in a
few ways. there is always a possibility of
z It is used to review tasks which have been misunderstanding.
completed or which are going to be done. z The agreement should be documented and
z It is used to monitor progress and take
corrective action. a copy sent to all parties involved for
z It is used to make decisions on future tasks. feedback and agreement. While this does
z It is the tools used to manage the not guarantee that there will not be any
development process, to control its activities miscommunication, it does minimize it.
and plan future steps.
Questions & Discussion
ITM Lecture 7
Advanced Diploma (Thames College) 121

ITM Lecture 7

Transféré par

Informations du document

Description originale:

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

ITM Lecture 7

Transféré par

Droits d'auteur :

Formats disponibles

INFORMATICS Information Technology Management

Unit 15: Decision Support

17th July 2006

ITM Lecture 7 ITM Lecture 7

Decision Support System (DSS) What is a Decision Support System?

ITM Lecture 7 ITM Lecture 7

Components of DSS – Components of DSS –

ITM Lecture 7 ITM Lecture 7

ITM Lecture 7 ITM Lecture 7

Benefits Benefits (1)

Group Decision Support System (GDSS) Components of the GDSS

ITM Lecture 7 ITM Lecture 7

Executive Information System (EIS) Executive Information Systems

ITM Lecture 7 ITM Lecture 7

Relevance of Information to What is an MIS?

Management Levels Strategic Management

ITM Lecture 7 ITM Lecture 7

ITM Lecture 7 ITM Lecture 7

MIS for Operational Management MIS for Tactical Management

ITM Lecture 7 ITM Lecture 7

Strategic Role of Information Systems Competitive Forces

Threats of New Entrants Threats of Substitution

Competitive Strategy – Competitive Strategy -

ITM Lecture 7 ITM Lecture 7

Prototyping and Feasibility Study Problems with Classical SDLC

ITM Lecture 7 ITM Lecture 7

ITM Lecture 7 ITM Lecture 7

Problems with Classical SDLC - Prototyping

ITM Lecture 7 ITM Lecture 7

ITM Lecture 7 ITM Lecture 7

ITM Lecture 7 ITM Lecture 7

Design Prototyping Advantages of Prototyping

What is a Feasibility Study? Types of Feasibility

Economic Feasibility What is Costs?

ITM Lecture 7 ITM Lecture 7

Importance of Requirements Methods of Data Collection

z It is important to consider how these problems can be z Observation

ITM Lecture 7 ITM Lecture 7

Questionnaire Documents Review

Data Flow Diagrams DFD Symbols/Elements

ITM Lecture 7 ITM Lecture 7

ITM Lecture 7 ITM Lecture 7

Context Diagrams Level 1 Diagrams

ITM Lecture 7 ITM Lecture 7

Information Technology Management

ITM Lecture 7 ITM Lecture 7

Data Conversion Methods – Data Conversion Methods –

Systems Implementation and Classroom Training

ITM Lecture 7 ITM Lecture 7

ITM Lecture 7 ITM Lecture 7

Internal vs. External Training Advantages of Internal Training

ITM Lecture 7 ITM Lecture 7

Systems Implementation and Development Tools

ITM Lecture 7 ITM Lecture 7

Features of CASE – Features of CASE –

ITM Lecture 7 ITM Lecture 7

ITM Lecture 7 ITM Lecture 7

Benefits of CASE – Benefits of CASE –

ITM Lecture 7 ITM Lecture 7

ITM Lecture 7 ITM Lecture 7

Documentation User Documentation

ITM Lecture 7 ITM Lecture 7

Manage the Project Obtain Consensus