Introduction to Information

Systems

Learning Objectives
By the end of the lecture you should be able
to:

Explain Data and Information

Describe Systems, Information Systems and

Information Technology

List different types of IS and their concepts

Describe what the major elements of a TPS,

MIS and DSS are
2

Data and Information

Data

Streams of raw facts representing events

such as business transactions meaningless
without context

Information

Clusters of facts meaningful and useful to

human beings in processes such as making
decisions
Individuals - Entertainment and enlightenment
Businesses - Decision making, problem solving
and control

Information Quality contd

Figure 1.2 Characteristics of useful information

5

Using Information

Information and control: Control allows

managers to regulate the efficiency and
effectiveness of the organization.

Effective control requires good information.

Information technology in the form of computers allows

managers quick access to information.

Information and Coordination: Managers must

coordinate departmental actions to achieve goals.

Information Systems provide information on

suppliers, production schedules, and orders to
allow coordination

What Is a System?
System: A set of components that work
together to achieve a common goal
Subsystem: One part of a system where
the products of more than one system are
combined to reach an ultimate goal
Closed system: Stand-alone system that
has no contact with other systems
Open system: System that interfaces with
other systems

What is an Information System (IS)

Information System is becoming the
foundation of business models and
processes
It allows for the distribution of knowledge like

Integrated components processing, storing and

disseminating information in an organisation.
Interdisciplinary study of systems that provide
information to users in organisations

Data to Information via IS

Figure 1.1 Input-process-output

9

Information Systems & Technology

Information System (IS): Acquires, organizes,

stores, manipulates and transmits information.

A Management Information System is the plan and

design of an Information System to provide managers
with information.

Information Technology (IT): Any form of technology

used by people to handle information e.g. acquiring,
organizing, storing, manipulating, and transmitting
information

Information technology power has increased rapidly.

Information and Decisions: managing has to do with

making decisions.

10

Can be paper or computer-based.

Good Information allows effective decision making.

Examples of IT and IS

Figure 1.3 Several subsystems make up this corporate accounting system.

11

Examples of IT and IS

Examples of IT
Hardware (PC, UNIX server)
Software (e-mail, Internet, Windows, Word)
Consumer devices (mobiles)

Examples of IS
File systems, databases, e-mail servers /
clients
e-commerce
SAP, student records

12

Why is IS Important?

Worldwide changes:
Global economy
Knowledge- or information-based society
Business enterprise
Digital firm

13

Global Economy
Growing percentage of economy relies
upon import and export
Need to operate globally
IS can provide global trading infrastructure

14

Information Economy
70%
60%

% SERVICE

50%

% WHITE COLLAR

40%

% BLUE COLLAR

30%

% FARMING

20%
10%

YEAR
15

19
97

19
80

19
70

19
60

19
40
19
50

19
30

19
20

19
10

19
00

0%

Changes to Society

Change of employment profiles:

Less farming
Less blue collar manufacturing
Increased service
Increased white collar office-based

USA: 55% of work force are in knowledgeor information-based activities

Shift of manufacture to low-wage countries

16

Business Enterprise
Change from hierarchical organisations
Now flat, decentralised
Relies on instant information
Flexibility with customer focus, with
increasing importance

17

IS - Impact on Organizational Hierarchy

18

Digital Firm

An organisation where:
Nearly all relationships with customers,
suppliers and employees is digital
Business processes accomplished through
digital networks
Paperless Office

Flexible
Dependent upon on IT

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Impacts of IS

Horizontal Information Flows: Information networks can

bridge functional departments.

20

Allow information to flow horizontally between departments.

Can lead to much higher productivity, quality, and innovation.

Virtual products: firms can use their information system

to custom tailor goods and services to each customer.
Virtual showroom, Online business Vs Brick and Mortar
Systems can allow this at no increase in cost

Impacts of IS

For an organisation to survive and prosper

More locations (networking, Internet)
New products and services
Improve jobs and work flows:

Efficiency
Cost
Accountability
Ethical and social issues

21

Components of an information system

22

Benefits of Information Systems

Information Systems have provided managers

with better information, enabling better decision
making.

Computer-based information systems are

associated with decentralization of managerial
decision making.

23

Effective Information Systems can be a source of

competitive advantage.

Flattening the Organization: information systems

reduce the need for the hierarchy to control the firm .

Managers control and coordinate using the

system, not workers

Who should study IS?

Information Systems Careers

Knowledge Workers

Managers and non-managers

Employers seek computer-literate professionals who know how
to use information technology.

Computer Literacy Replacing Traditional Literacy

24

Systems analyst, Specialist in Enterprise Resource Planning

(ERP), Business Consultant, Database Administrator, etc.

Key to full participation in western society

Barriers of IS

Technological factors: consistent standards for

systems do not exist.

Resistance by Individuals: many managers do

not use the system fully.

25

Makers of hardware use different standards.

Makes it hard to share information between
systems.

Some managers are afraid of technology or do not

understand it.

Political Resistance: the information system

changes the way information flows in the firm
Some managers feel threatened by it.
Managers may think they will be laid-off

Limitations of IS

Loss of the human element: information systems

cannot present all kinds of information accurately.

Thick information, which is rich in meaning and not

quantifiable, is best suited to human analysis.
Example: employee evaluations need face-to-face
communication to convey all information.

Difficult installations: Information systems can be

hard to develop. To avoid problems:
list major organization goals.
build support for the system with workers.
create formal training programs.

26

emphasize that face-to-face contact is important

Porters Value Chain and IS

27

Value Chain.
It evaluates which value each particular activity adds to the
organizations products or services.
This idea was built upon the insight that an organization is more than a
random compilation of machinery, equipment, people and money.
Only if these things are arranged into systems and systematic
activates it will become possible to produce something for which
customers are willing to pay a price.
Porter argues that the ability to perform particular activities and to
manage the linkages between these activities is a source of
competitive advantage.
(Ref: M. Porter, "Competitive Advantage: Creating and Sustaining
Superior Performance" (1985)
28

Porters Generic Value Chain

Infrastructure

Support
Activities

Human Resource Management

Technology Development
Procurement

Primary
Activities

Inbound
Logistics

Operations

Outbound
Logistics

Marketing
& Sales

Service

Elapsed Time - Value added time cost

29

Primary Activities
Primary activities are directly concerned with the
creation or delivery of a product or service.

inbound logistics,
operations,
outbound logistics,
marketing and sales,
and service.

Each of these primary activities is linked to support

activities which help to improve their
effectiveness or efficiency.

30

Inbound Logistics
Here goods are received from a company's suppliers. They are stored until they are needed on
the production/assembly line. Goods are moved around the organization.

Operations
This is where goods are manufactured or assembled. Individual operations could include room
service in an hotel, packing of books/videos/games by an online retailer, or the final tune for a
new car's engine.

Outbound Logistics
The goods are now finished, and they need to be sent along the supply chain to wholesalers,
retailers or the final consumer.

Marketing and Sales

In true customer orientated fashion, at this stage the organization prepares the offering to meet
the needs of targeted customers. This area focuses strongly upon marketing communications
and the promotions mix.

Service
This includes all areas of service such as installation, after-sales service, complaints handling,
training and so on.

31

Secondary Activities
There are four main areas of support
activities:
procurement
technology development (including R&D),
human resource management, and
infrastructure (systems for planning,
finance, quality, information management
etc.).
32

Procurement
This function is responsible for all purchasing of goods, services and
materials. The aim is to secure the lowest possible price for purchases of
the highest possible quality.

Technology Development
Technology is an important source of competitive advantage. Companies
need to innovate to reduce costs and to protect and sustain competitive
advantage. This could include production technology, Internet marketing
activities, lean manufacturing, Customer Relationship Management (CRM),
and many other technological developments.

Human Resource Management (HRM)

Employees are an expensive and vital resource. An organization would
manage recruitment and selection, training and development, and rewards
and remuneration.

Firm Infrastructure
This activity includes and is driven by corporate or strategic planning. It
includes the Management Information System (MIS), and other mechanisms
33
for planning and control such as the accounting department.

Margin
Margin implies that organizations realize a
profit margin that depends on their ability
to manage the linkages between all
activities in the value chain.
organization is able to deliver a product /
service for which the customer is willing to
pay more than the sum of the costs of all
activities in the value chain.
34

Typical Value Chain Analysis

Analysis of own value chain which costs
are related to what activities
Analysis of Customer value chain

Identification of cost advantage

Identification of potential value added for the
customerlower cost/high performancewhere does customer see value

.We have learned that it is NOT technology that creates

a competitive edge, but the management process that
exploits technology - Pater Keen an MIS Consultant
35

Potential IS Contributions

Support Infrastructure Activities Human Resource -

Primary
Activities

Planning Models
Skills & Experience Databases

Technology -

Computer-Aided Design

Procurement -

On-line parts ordering

Automated
Warehouse

Automated
Check
Clearing

Point of
Sale
Scanners

E-Commerce

Inbound
Logistics

Operations

Outbound
Logistics

Marketing
& Sales

Customer
Care

Service

Elapsed Time - Value added time cost

36

Business process
Business processes are simply a set of
activities that transform a set of inputs into
a set of outputs (goods or services) for
another person or process using people
and tools.

37

BPR
BPR is the
redesign of business processes,
the associated systems and
organizational structures to achieve a
dramatic improvement in business
performance

38

Why BPR?
The business reasons:
poor financial performance
external competition
erosion of market share or
emerging market opportunities.

39

BPR
It is the examination and change of five
components of the business:
Strategy
Processes
Technology
Organization
Culture
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Check out process

Purpose of the process is to pay for and bag
your groceries.
The process begins with you stepping into
line, and ends with you receiving your
receipt and leaving the store. You are the
customer (you have the money and you
have come to buy food), and the store is
the supplier.
41

Reengineering Business Processes

Business
Improvement

Business
Reengineering

Level of Change

Incremental

Radical

Process
Change

Improved New
Version of Process

Brand New
Process

Starting Point

Existing Processes

Clean Slate

Frequency of
Change

One-time or
Continuous

Periodic One-time
Change

Time Required

Short

Long

Narrow, Within
Functions
Past and Present

Broad, CrossFunctional
Future

Typical Scope
Horizon
Participation
Path to
Execution
Primary Enabler
Risk

Bottom-up

Top-down

Cultural

Cultural Structural

Statistical Control

Information Technology

Moderate

High

42

Enabling technology
Information technology allows operations, strategies and
competitive advantages not possible before.

Operational dependency occurs when time, volume or

other physical conditions makes IT unique to perform a
task. It is related to the organization's EFFICIENCY.

Strategic impact occurs when a policy, strategy or product

uniquely requires IT for its implementation. It is related to the
organization's EFFECTIVENESS.

43

Corporate IS Strategy Objectives

A corporate IS strategy is necessary to define:
what IS services will be provided and to whom;
who is responsible for providing specific IS services;
how these services will be provided;
priorities for provision of new facilities and improvement of existing
facilities;
who has access to what information;
how access to IS services will be distributed and supported;
what common standards should be applied;
what resources are required and how resources available should be
utilized;
mechanisms for understanding and mapping current and future
business processes;
a mechanism for maintaining and renewing the strategy.

44

IS Planning Process

Assess the
current state of
affairs with
regard to IT
assets

Create a set of
blueprints
that represent
the desired state
of affairs

Create a prioritized
schedule of projects

45

Typical Corporate IS Plan

Section of Plan

Section Contents

Organizational Mission
Statement

Describes the objectives and goals

of the organization including both
current and future perspectives.

Inventory of Information
Requirements

Describes the objectives and goals

of the IS organization with regard to
its role in the achievement of the
stated organizational goals and
objectives.

IS Development Constraints

Itemizes and describes the

constraints imposed on current and
future development including
technological, financial, human
resource, and operational assets
and resources.
46

Typical Corporate IS Plan (contd)

Section of Plan
Long-Term IS Needs and
Strategies

Section Contents
Presents the set of long-range (2 5
year) needs and strategies of the IS
department prioritized in keeping with
the information requirements previously
described.

Short-Term IS Needs and

Strategies

Provides a prioritized list of current

projects and a schedule of all additional
projects intended to commence within
the current year.

Implications of IS
Corporate Plan

Discusses the various expected

impacts on the organization of both the
short-term and long-term IS strategies.
Additionally, this section can be used to
discuss any expected changes in the
current business environment.
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Project Selection Factors

Tim
i
Co ng o
mm f P
itm roje
en ct
t

Available
Organizational
Resources

Support
From Top
Management

Development Project
Selection Decision

Degree of
Perceived Need
Within the
Firm

Established
Evaluation
Criteria

- Accept - Reject - Redefine - Postpone - Proof of Concept -

48

Project Process Flow Model

Current
System

New
System

5
2

How

Physical

Physical

What

Logical

Logical
3

49

Project Feasibility Assessment

Feasibility Assessment
Category

Description

Technical

Operational

Human Factors

Determines the relationship between the present

technology resources of the organization and the
expected technology needs of the proposed
project.

Determines the degree to which the proposed

development project fits with the existing
business environment and objectives with regard
to development schedule, delivery date,
corporate culture, and existing business
processes.
Determines the relationship between the present
human resource base of the organization and the
expected human resource needs of the proposed
project.

50

Project Feasibility Assessment (contd)

Feasibility Assessment
Category

Description

Legal and Political

Economic

Identifies any potential legal ramifications

resulting from the construction and
implementation of the new system including
copyright or patent infringements, violation of
existing antitrust laws, foreign trade restrictions,
or any existing contractual obligations of the
organization.

Assesses the cost/benefit relationship of the

proposed project and its net value contribution to
the organization.

51

Project Evaluation Criteria

Evaluation Criteria

Description of Criteria

Potential Organizational Benefits

The degree to which the proposed project will improve

profits, customer service, organizational performance,
etc. and the expected duration of these benefits.

Strategic Fit

The degree to which the proposed project will

assist the organization in achieving its strategic
objectives and other long-term goals.

Level of Resource Allocation

The various types of resources and their expected

levels associated with the proposed project, including
time, labor, capital, and identifiable opportunity costs.

Value Chain Analysis

The degree to which the proposed project

contributes value to the manufacture or delivery
of goods and services to the marketplace.

52

Quantitative vs. Qualitative

Quantitative Benefits

Qualitative Benefits

Market share will improve to a sustainable

minimum of 35%.

We will be one of the leading suppliers in

the market.

Line throughput will increase by 7% within the first

quarter and by at least 3% each quarter thereafter.

Line throughput will be dramatically

increased and will continue this trend over
time.

Product quality will increase such that rework

will be reduced more than 12% annually.

Product quality will increase and rework

will decrease.

Production costs for the auxiliary power unit

will be reduced by at least $3.00 per unit.

Production costs for the auxiliary power

unit will go down significantly.

Note: Not all parameters are easily measurable e.g. Goodwill

53

Different types of IS

54

Types of IS

Types of Information System in

Organisations:
By organisational level
By function within organisational level
Examples in functional areas

55

IS at the Organisational Level

KIND OF SYSTEM
STRATEGIC LEVEL

MANAGEMENT LEVEL

KNOWLEDGE LEVEL

GROUPS SERVED
SENIOR MANAGERS

MIDDLE MANAGERS

KNOWLEDGE &
DATA WORKERS

OPERATIONAL
LEVEL

OPERATIONAL
MANAGERS
SALES &

56

MARKETING

MANUFACTURING FINANCE ACCOUNTING HUMAN

RESOURCES

IS at the Organisational Level

Operational-level
Elementary activities and routine transactions
Data current and accurate

Knowledge-level
Support knowledge and data workers
Integrate new knowledge into the business
Office automation

57

IS at the Organisational Level

Management-level
Periodic monitoring, control, decision-making
and administration
Is the business working well?

Strategic-level
Long-term (e.g. 5 year) planning and strategy
Internal and external information

58

Examples

59

What examples can you think of at the

different organisational levels?

Types of IS
Transaction Processing Systems (TPS)
Knowledge Work Systems (KWS)
Office Automation Systems (OAS)
Management Information Systems (MIS)
Decision-support Systems (DSS)
Executive Support Systems (ESS)

60

Transaction Processing Systems

Systemsthatperformandrecorddailyroutine
transactionsnecessaryforbusiness
Operational-level Systems
Order
tracking

Machine control

Securities trading Payroll

Compensatio
n

Order
processing

Plant scheduling

Cash
management

Accounts
payable

Training and
development

Accounts
receivable

Employee
records

Material
movement and
control
Sales and
Marketing
61

Manufacturing

Finance

Accountin
g

Human
Resources

Knowledge Work Systems

Systemsthataidthecreationandintegrationofnew
knowledgeintoanorganisation
Knowledge-level Systems
Engineering workstations Graphics workstations

62

Managerial workstations

Office Automation Systems

Systemsthataredesignedtoincreasethe
productivityofdataworkers
Knowledge-level Systems
Word processing

63

Document imaging

E-mail / electronic
calendars

Management Information Systems

Systemsthatserveplanning,controlanddecisionmakingthroughroutinesummaryandreports
Management-level Systems
Sales
Inventory control
management
Sales and
Marketing

64

Manufacturing

Annual budgeting Capital

investment
Finance

Accountin
g

Relocation
analysis
Human
Resources

Decision-support Systems
Systemsthatcombinedata,modelsandanalysis
toolsfornon-routinedecision-making
Management-level Systems
Sales region
analysis
Sales and
Marketing

65

Production
scheduling
Manufacturing

Cost analysis

Pricing /
profitability
analysis

Contract
cost analysis

Finance

Accountin
g

Human
Resources

Executive Support Systems (1)

Systemsthatsupportnon-routinedecision-making
throughadvancedgraphicsandcommunications
usingexpertsystems,artificialintelligence
Strategic-level Systems
5-year sales
trend
forecasting

5-year operating
plan

Sales and
Marketing

Manufacturing

66

5-year budget
forecasting
Finance

Profit
planning
Accountin
g

Personnel
planning
Human
Resources

Executive Support Systems (2)

High level with drill down
Key business and industry data
Structured and unstructured information
Structured: MTD orders
Unstructured: Industry newsfeed
Graphical

67

Interrelationships

68

TPS major producer of

data
External data also
required for MIS, DSS and
ESS
Typical loose coupling of
systems
Digital firms have tighter
integration

ESS

MIS

KWS
OAS

DSS

TPS

Functional Examples

Examples of IS by function:
Sales and marketing
Manufacturing and production
Finance and accounting
Human resources

69

Sales and Marketing

System

Description

Organisational
Level

Order processing

Enter, process and

track orders

Operational

Market analysis

Identify customers and

markets

Knowledge

Pricing analysis

Determine prices

Management

Sales trends

Prepare 5 year
forecasts

Strategic

70

Manufacturing and Production

71

System

Description

Organisational
Level

Machine control

Control actions of
equipment

Operational

Computer-aided
design (CAD)

Design new products Knowledge

Production planning

Decide number and Management

schedule of products

Facilities location

Decide where to
locate facilities

Strategic

Finance and Accounting

72

System

Description

Organisational
Level

Accounts receivable

Track money owed

to firm

Operational

Portfolio analysis

Design firms
investments

Knowledge

Budgeting

Prepare short-term
budgets

Management

Profit planning

Plan long-term
profits

Strategic

Human Resources

73

System

Description

Organisational
Level

Training and
development

Track training, skills

and appraisals

Operational

Career paths

Design employee
career paths

Knowledge

Compensation
analysis

Monitor wages,
Management
salaries and benefits

Human resources
planning

Plan long-term
workforce needs

Strategic

Summary

Looked at the role of IS within organisations

Looked at the diversity of types of IS within a

business / organisation

Six different types of IS

Looked at relationships between IS and

business functions

74

At organisational levels

Examples by functional area

Transaction Processing System

75

Transaction Processing Systems

Manual or automatic all businesses
systematically process transactions
Function: process routine, day-to-day
business activities
Computerized TPS:

Batch
Online (real-time, OLTP)

76

The foundation of business systems

Batch TPS

Originally, the only available option

Transactions accumulated over period of time
Time period day, week, month
Transaction records accumulated in files
When batches are processed, what happens?

77

Update databases
Generate reports
Generate transactions for other systems

Batch Processing Pros and Cons

Pros
Relatively easy to program, install and
maintain
Batches can be processed during low-activity
periods

Cons

78

Information is delayed

Online TPS (OLTP)

Transactions are processed in real time
Required for any modern application
where time is critical
Well supported by client/server computing
model

79

Hybrid TPS

OLTP applications can feed transactions

to batch systems

80

Examine: GL only updated once per day

Real time order capture with delayed

processing

TPS Requirements
Capture, process and store transactions
Produce reports and information about
transactions
Produce transactions for other TPS
Be accurate and timely
Be efficient require less labor
Increase customer service
Increase competitive advantage

81

TPS Activity Model

Data capture

Data validation

82

Should be done as close to source as possible

Processing

From online entry or external system

Data manipulation
Database updating
Generation of transactions for other systems

Archive Transaction
Create documents and reports

Management Issues

Uptime

How long can the system be down before

significant costs are incurred?

Processing Delays / Response Times

How quickly must a transaction be
processed?
What is the worst online response time that is
acceptable

83

Management Issues (2)

Disaster Recovery
What plans are in place to recover lost
business data?
What plans are in place to resume business
processing in case of disaster?

Audit
Can you verify the integrity of the system?
How will you know if transactions are not
processed or are processed incorrectly?

84

TPS By Function
Order Processing
Procurement & Inventory Control
Accounting

85

Order Processing TPS

Order capture

Variety of means

Configuration
Shipment planning and inventory
allocation

Shipping and warehousing

86

Prioritize orders, select shipment locations,

allocate inventory to orders
Picking, packing, invoicing, reporting

Procurement

Inventory Control

Raw materials, WIP, FGI, etc

Purchase Order Processing

Generating, transmitting, maintaining

purchase orders

Receiving
Accounts Payable

87

Boundary between procurement and

accounting

Accounting
Accounts Payable
Accounts Receivable
Budget
Payroll
General Ledger
Asset Management

88

Disadvantages of Functionally
Organized
TPS

Data redundancy

Causes integrity problems

Inefficient

Temporal integrity problems

89

Caused by different times at which

processing occurs

Lack of information coherence

Management Information System

90

Stages of Data Processing

91

The Four Stages of Data Processing

Input: Data is collected and entered into
computer.
Data processing: Data is manipulated into
information using mathematical, statistical,
and other tools.
Output: Information is displayed or presented.
Storage: Data and information are maintained
for later use.

Management Information Systems

MIS

The study of information systems focusing on

their use in business and management.

Goals of an MIS
Provide managers with information
Regular, routine operations
Control, organize and plan better

92

Typical Inputs and Outputs

Inputs: Information from the TPS
Outputs: hard and softcopy reports
Scheduled reports
On-demand reports
Key-indicator (business fundamentals)
Exception reports

93

Functional Perspectives of MIS

Financial MIS
Will integrate information from multiple
sources
Functions
Costing
P&L

reporting
Auditing
Funds management
94

Functional Perspectives of MIS

95

Manufacturing
Design and Engineering
Master Production Scheduling
Inventory Control
Materials Planning
Manufacturing and Process Control
Quality Control

Functional Perspectives of MIS

Marketing
Market research
Web-based

Pricing

96

market research

Functional Perspectives of MIS

Transportation and Logistics
Route and schedule optimization
Human Resources
Accounting

97

TPS Vs MIS
Transaction Processing
Systems (TPS)
Support operation
Management and
control
Routine, normal
operations

98

Management Information
Systems (MIS)
Provide decisionmaking support for
routine, structured
decisions
Closely linked to and
fed by TPS

Decision Support System

99

100

101

102

Decision Making Process

Intelligence gathering
Definition of problem
Data gathered on scope
Constraints identified

Design phase

Choice

Selection of an alternative

Implementation

103

Alternatives identified and assessed

Is the solution working?

Structured vs. Unstructured Problems

Structured problems lend themselves to
programmed decisions
The implication is that a repeatable
process can be employed and these
can be automated
Unstructured problems require
unprogrammed decisions - Can be
addressed (or partially addressed) with
Decision Support Systems

104

Structured Problems
Can be addressed by an MIS
Three decision models or techniques
Optimization

Find

the best solution

Satisficing
Find

a solution which meets certain criteria

Heuristics
Rule-based

105

solution generation

Mintzbergs Research

106

Mintzbergs Research

107

Mintzbergs Management roles

108

109

110

Decision Support Systems

Used for unstructured problems
Characteristics

Data from multiple sources internal and

external to organization
Presentation flexibility
Simulation and what-if capability
Support for multiple decision approaches
Statistical analysis

111


112

Dialogue Manager
Allows user interaction with DSS

113

114

115

Group Decision Making Systems

Very interesting field
How can information technology improve how
decisions are made by groups?
Applications

Where time is critical

Where participants are geographically dispersed
Where authority obstructs communication
Military
Business
Government

116

Group Decision Making Systems

Common characteristics
Meeting moderation/facilitation
Signed and anonymous comments
Structured deliberations

Presentation period
Comment period
Automated collation of comments
Voting

117

Face-to-face and remote

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