Professional Documents
Culture Documents
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Ourselves
Academic/consultant Specialist in Business information Systems..attracted to the world of robotics As you are IT based students, why do you think this module could be of interest, both professionally or personally??
Details of modules
3 hours contact/weeklecture and seminar(activities + discussions) Assessment: 30% coursework+70% written unseen exam Reading lists: as per module handbook I expect you to read and learn upon topics discussed. Failure of which increases your potential for failure. Any queries?
Introduction
Additional reference:
Rethinking
Information Systems in Organisations, Jean Paul Kowalek Business Information Management, Dava Chaffy and Steve Wood
the context(always debatable) of Information Systems Understand the principal vectors which led to emergence of IS Understand some of the failures of IS, and their impact
Basic definitions
is commonly believed to be a simple record of events, activities and observations Information is purposely constructed via human interpretation of the data
History
Industrial revolution sharpened difference between those engaged in data processing activities and those engaged in execution of tasks, based on information(Braverman,1974) Arrival of computer marked the automation of data processing activities, related mostly with accounting activities then gradually expanding to other business functions Application of technology in organisations!!thus, interdisciplinary in nature
History
theory: thinking of organisations and their underpinning activities as whole, and not in isolation
Assumption of IS as computer based!! OBrien(1999):IS is an organised combination of people,hardware, software,communication networks and data resources that collects, transforms and disseminated information in an organisation.
The Components of an IS
Control of system performance Input of data resources Processing data into information Output of information products
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Storage of data resources Network Resources Communications media and Network support
Current situation
Major advances in terms of technology(processing power, storage capacity, software complexity). Could be disruptive or adaptative New applications/concepts(cloud computing,Big Data,BYOD) which need to be put into the context of organisational problem solving Important organisational change driver!! Business Process Re-engineering often improperly used
CA made popular by Michael Porters 5 forces model With globalisation, the onus to become competitive is becoming stronger Need for alignment between business strategy and IT strategy IT/IS decision makers are now often part of top management Examples of IT/IS helping CA: SABRE, Dell, Amazon)
Failures
Project Management issues(budget and schedule overrun, lack of personnel) Inadequacy of IT solution for users IT solution not showing any clear proof of benefits greater than costs IT solution not moving higher than the operational support according to Mc Farland; thus representing cost centres.
Failures
OASIG report(1995)
Covered
CHAOS report(1995):
31%
Robbins-Gioia LLC(2001):
51%
viewed ERP as unsuccessful 46% felt their organisations didnt know how to master ERP
of senior management Improper end users involvement Wrong project management Not properly conceived risk management Inadequate training of end users Improper contingency planning
There is a current lack of in-depth precise explanations why all of the above do occur!
Systems theory(1)
System :- different components working in synergy towards common goal State 3 examples of systems?? Systems theory:
Systems theory(2)
Inputs:- raw materials of system Process:- transformation/activity Outputs:- end product/output/result Think about those 3 components in systems you thought of before??
Systems theory(3)
Boundary:-specifies limit/range/scope of system Open systems:-interacts with environment Closed systems:-no interaction Feedback: result being used to affect next input for better system control Filtering: removing information to order to be concise
Types of information
Types of Information:
Characteristics: Accurate, complete, Cost benefit, user centred, relevant, authoritative, timely, easy to use
Types of IS
4 levels: Strategic, management, knowledge, Operational ESS: target strategic; concise; both internal and external inputs DSS: target management; more detailed; analyse large volumes of data KWS : systems for specialized services OAS : for office use TPS : routine tasks
Information Sources(1)
Internal information:
Sources: document study, company literature, etc. Give 1 example of some internal data source within your organisation?
Information Sources(2)
External information:- may be informal; involves analysis & survey of environment Data sources : environment
SDLC
systematic approach to building software to ensure better probability of success Predictive or adaptative approaches consists of several phases,whose nature are as follows:
Systems analysis
Investigation of system Extensive involvement of users Inputs, processes and outputs need to be determined Problems, improvements to be elicited Requirements specifications produced Generate and evaluate alternatives
System Design
Come up with a solution based on analysis stage Technical specifications of input,outputs, storage and processes Logical design is the business intelligence,thus independent of technology Physical design refers to the technology to implement the new system : Database, UI, system interfaces
System construction
Known as software development phase System is built, tested and documented Extensive user involvement
System implementation
Go live Train users, transfer old data and changeover method Final evaluation
Must make system running Perfective, adaptative and corrective System becomes outdated and cycle restarts
Waterfall model
SDLC is linear, waterfall model is iterative Can go back and make changes to precedent stages Other models : Object Oriented approach, extreme programming, Scrum
SDLC ADVANTAGES
Project management by break down of tasks Good documentation Used tried and tested(sure) techniques
SDLC problems
inflexible,: could not adapt to time constraints Narrow focus: not suitable for more business intelligent solutions Old fashioned: much meetings and paperwork Time and cost overruns : mostly due to poor management