2. OutlineOutline
Definitions
Types of Information Systems
Information Systems Vs Information Technology
Expanding Roles of IS
Classification of IS
Information Systems Development
Information systems: Opportunities and Challenges
Conclusion
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3. DefinitionsDefinitionsData
Raw facts such as an employee’s name and number of
hours worked in a week, inventory part numbers or sales
orders.
Information
A collection of facts organized in such a way that they
have additional value beyond the value of the facts
themselves.
Data
Information
Rs 35,000 12 Units Rs
12,000 Jayesh
Western Region Rs
100,000 100 Units
35 Units
Data
Processing
Salesperson: Jayesh
Sales Territory:
Western Region
Current Sales: 147
Units = Rs147,000www.StudsPlanet.com
4. Information Systems
An information system(IS) is typically considered to be a set of
interrelated elements or components that collect(input),
manipulate(processes), and disseminate (output) data and
information and provide a feedback mechanism to meet an
objective.
Open System
Close System
Definitions
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5. Types of Information SystemsTypes of Information Systems
1. Informal Information System
2. Formal Information System
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6. An Information System is an organized combination of people,
hardware, software, communication networks and the data resources that
collects, transforms and disseminates information in a organization.
Computer-based Information System
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8. Classification of ISClassification of IS
Information Systems
Operations
Support System
Management
Support System
Transaction
processing
systems
Process control
systems
Office
automation
systems
Management
information
systems
Decision
support
systems
Executive
information
systems
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9. 1. Operations support systems process data generated by business
operations
Major categories are:
i) Transaction processing systems
ii) Process control systems
iii) Office automation systems
2. Management Support Systems provide information and
support needed for effective decision making by managers
Major categories are
i) Management Information System
ii) Decision Support Systems
iii) Executive Information System
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10. 1. Operations Support System
i) Transaction processing systems
• Process business exchanges
• Maintain records about the exchanges
• Handle routine, yet critical, tasks
• Perform simple calculations
ii) Process control systems monitor and control industrial
processes.
iii) Office automation systems automate office procedures and
enhance office communications and productivity.
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11. 2. Management support systems provide information and support
needed for effective decision making by managers
Major categories are:
i) Management information systems
Routine information for routine decisions
Operational efficiency
Use transaction data as main input
Databases integrate MIS in different functional areas
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12. ii) Decision Support System
• Interactive support for non-routine decisions or problems
• End-users are more involved in creating a DSS than an MIS
iii) Executive information systems
provide critical information tailored to the information needs of
executives
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13. Other categories
a) Expert systems
b) End user computing systems
c) Business information systems
d) Strategic information systems
a) Expert Systems are knowledge-based systems that provides
expert advice and act as expert consultants to the users
b) End user computing systems support the direct, hands on use of
computers by end users for operational and managerial
applications
c) Business information systems support the operational and
managerial applications of the basic business functions of a firm
d) Strategic information systems provide a firm which strategic
products, services, and capabilities for competitive advantage
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14. Functional BusinessFunctional Business
Information SystemsInformation Systems
Production
Operations
Production
Operations
MarketingMarketing
Human Resource
Management
Human Resource
Management
FinanceFinanceAccountingAccounting
Functional
Business
Systems
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16. Interactive marketingInteractive marketing
Interactive marketing:
– A customer-focused marketing process
– Using the Internet, intranets, and extranets
– To establish two-transactions
– Between a company and its customers or
potential customers
Goal:
– to profitably attract and keep customers
– who will become partners with the business
– in creating, purchasing and improving productswww.StudsPlanet.com
18. Targeted MarketingTargeted Marketing
ComponentsComponents
Community – customize advertising to appeal to people of
specific virtual communities
Content – advertising placed on a variety of selected
websites aimed at a specific audience
Context – advertising placed on web pages that are
relevant to the content of a product or service
Demographic/Psychographic – web marketing efforts
aimed at specific types or classes or people
Online Behavior – promotion efforts tailored to each visit
to a site by an individual, e.g., using cookies files
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19. Sales Force AutomationSales Force Automation
Outfit sales force with notebook computers,
web browsers and sales contract
management software
Connect them to marketing websites and
company intranet
Goal:
– Increase personal productivity
– Speeds up capture and analysis of sales data
from the field to marketing managerswww.StudsPlanet.com
22. Human ResourceHuman Resource
ManagementManagement
•Manpower
Planning
•Labor Force
Tracking
•Labor Cost
Analysis
•Turnover
Analysis
•Recruitment
•Workforce
Planning
•Skill assessment
•Performance
evaluation
•Payroll
control
•Benefits
Administration
•Compensation
effectiveness
•Benefits
Analysis
•Contract
costing
•Salary forecast
•Succession
planning
•Performance
appraisal plans
•Training
effectiveness
•Career
matching
Staffing Training &
Development
Compensation
Administration
Strategic
Systems
Tactical
Systems
Operationa
l
Systems www.StudsPlanet.com
23. Human Resource Management (HRM)Human Resource Management (HRM)
Information systems designed to support
– Planning to meet the personnel needs of the
business
– Development of employees to their full
potential
– Control of all personnel policies and programs
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24. HRM and the InternetHRM and the Internet
Recruiting employees using the corporate
website and commercial recruiting services
Posting messages in selected Internet
newsgroups
Communicating with job applicants via e-
mail
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26. Accounting Information SystemsAccounting Information Systems
Record and report the flow of funds through
an organization
Produce financial statements
Forecasts of future conditions
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28. Financial Management System ExamplesFinancial Management System Examples
Financial
Information
Systems
Financial
Information
Systems
Financial
Planning
Financial
Planning
Cash
Management
Investment
Management
Investment
Management
Capital
Budgeting
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30. Systems Development Life Cycle (SDLC)
- describes the life of an information system from
conception to retirement.
1. System identification, selection, and planning
2. System analysis
3. System design
4. System implementation
5. System maintenance
Steps in the SystemsSteps in the Systems
Development ProcessDevelopment Process
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31. Phase 1: System Identification, Selection, and
Planning
– Undertake only those projects critical to mission, goals,
and objectives
– Select a development project from all possible projects that
could be performed
– Different evaluation criteria used to rank potential projects
Steps in the Systems
Development Process
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32. Phase 1: System Identification, Selection, and
Planning
– Evaluation criteria
Strategic alignment: The extent to which the project is viewed as helping
the organization achieve its strategic objectives an d long-term goal.
Potential benefits: The extent to which the project is viewed as improving
profits, customer service, and the duration of the benefits
Potential costs and resource availability: The number and types of
resources the project requires and their availability
Project size / duration: The number of individuals and the length of time
needed to complete the project
Technical difficulty / risks: The level of technical difficulty involved to
complete the project within a given time and resources
Steps in the Systems
Development Process
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33. Phase 2: System Analysis
– Collecting System Requirements: Requirement collection is process of
gathering and organizing information from users, managers, business
processes, an documents to understand how a proposed system should
work
System analysts use a variety of techniques to collect system
requirements
– Interviews: analysts interview people
– Questionnaires: analysts design and administer surveys.
– Observations: analysts observe workers at selected times
– Document analysis: analysts study business documents
Critical Success Factors (CSF): analysts ask each person to define her
own personal CSFs.
Joint Application Design (JAD): Special type of a group meeting
where all users and analysts meet at the same time
Steps in the Systems Development
Process
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34. Phase 2: System Analysis
– Modeling Organizational Data: To construct an
information system, systems analysts must understand
what data the information system needs in order to
accomplish the intended tasks. To do this they use data
modeling tools to collect and describe data to users.
Entity Relationship Diagram (ERD)
– Modeling Organizational Processes and Logic
Data flows
Processing logic
Steps in the Systems
Development Process
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35. Phase 3: System Design
– Designing forms and reports
– Designing interfaces and dialogues
– Designing databases and files
– Designing processing and logic
Steps in the Systems
Development Process
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36. Phase 4: System Implementation
– Software programming
– Software testing
Developmental: Programmers test the correctness of
individual modules and the integration of multiple
modules
Alpha: Software tester tests whether it meets design
specifications
Beta: Actual system users test the capability of the
system in the user environment with actual data
Steps in the Systems
Development Process
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37. Phase 4: System Implementation
– System conversion
Parallel
Direct
Phased
Pilot
– System documentation, training, and support
User and reference guides
Training and tutorials
Installation procedures and troubleshooting guides
Steps in the Systems
Development Process
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38. Phase 5: System Maintenance
– Maintenance process steps:
1. Obtain maintenance request
2. Transform requests into changes
3. Design changes
4. Implement changes
Steps in the Systems
Development Process
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39. Phase 5: System Maintenance
– Maintenance types:
1. Corrective maintenance
2. Adaptive maintenance
3. Perfective maintenance
4. Preventive maintenance
Steps in the Systems
Development Process
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41. The basic information systems required by organizations to
coordinate worldwide trade and other activities
International Information Systems ArchitectureInternational Information Systems Architecture
International information systems architecture:
A force in the environment to which businesses must respond
and that influences the direction of the business
Business driver:
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43. The Global Environment: Business Drivers and ChallengesThe Global Environment: Business Drivers and Challenges
The global business drivers can be divided into two groups:
THE GROWTH OF INTERNATIONAL INFORMATION SYSTEMS
Global communication and transportation technologies
Development of global culture
General cultural factors:
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44. THE GROWTH OF INTERNATIONAL INFORMATION SYSTEMS
Emergence of global social norms
Political stability
Global knowledge base
General Cultural Factors: (Continued)
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45. THE GROWTH OF INTERNATIONAL INFORMATION SYSTEMS
Global markets
Global production and operations
Global coordination
Global workforce
Global economies of scale
Specific business factors:
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46. THE GROWTH OF INTERNATIONAL INFORMATION SYSTEMS
Business Challenges
Cultural particularism: Regionalism, nationalism, language
differences
Social expectations: Brand-name expectations, work hours
Political laws: Transborder data and privacy laws, commercial
regulations
General:
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47. THE GROWTH OF INTERNATIONAL INFORMATION SYSTEMS
Standards: Different Electronic Data Interchange (EDI),
telecommunications standards
Reliability: Phone networks not uniformly reliable
Speed: Different data transfer speeds, many slower than United
States
Personnel: Shortages of skilled consultants
Specific:
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48. ORGANIZING INTERNATIONAL INFORMATION SYSTEMS
Three kinds of organizational structure:
Centralized (in the home country)
Decentralized (to local foreign units)
Coordinated (all units participate as equals)
Global Strategies and Business Organization
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49. ORGANIZING INTERNATIONAL INFORMATION SYSTEMS
Heavy centralization of corporate activities in the home
country of origin
Domestic exporter strategy:
Centralized financial management and control while
decentralizing production, sales, and marketing
operations to units in other countries
Multinational strategy:
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50. ORGANIZING INTERNATIONAL INFORMATION SYSTEMS
The product is financed and initially produced in the home
country, but for product-specific reasons rely on foreign
personnel for further production, marketing, and human
resources.
Franchisers:
The value-adding activities are managed from a global
perspective without reference to national borders,
optimizing sources of supply and demand wherever they
appear, and taking advantage of any local competitive
advantages.
Transnational strategy:
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51. Global Systems to Fit the StrategyGlobal Systems to Fit the Strategy
Global Strategy and Systems Configurations
ORGANIZING INTERNATIONAL INFORMATION SYSTEMS
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52. Management Information SystemsManagement Information Systems
Chapter 16 Managing International Information SystemsChapter 16 Managing International Information Systems
1. Centralized systems: Systems development and operation
occur totally at the domestic home base.
2. Duplicated systems: Development occurs at the home
base but operations are handed over to autonomous units
in foreign locations.
Four types of systems configuration:
ORGANIZING INTERNATIONAL INFORMATION SYSTEMS
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53. 3. Decentralized systems: Each foreign unit designs its
own unique solutions and systems.
4. Networked systems: Systems development and
operations occur in an integrated and coordinated
fashion across all units.
ORGANIZING INTERNATIONAL INFORMATION SYSTEMS
Four types of systems configuration: (Continued)
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54. ORGANIZING INTERNATIONAL INFORMATION SYSTEMS
Organize value-adding activities along lines of comparative
advantage
Develop and operate systems units at each level of corporate
activity —regional, national, and international
Establish at world headquarters
Reorganizing the Business
To develop a global company and information systems support
structure:
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55. MANAGING GLOBAL SYSTEMS
Agreeing on common user requirements
Introducing changes in business processes
Coordinating applications development
Coordinating software releases
Encouraging local users to support global systems
Management Challenges in Developing Global Systems
Table 16-4www.StudsPlanet.com
56. MANAGING GLOBAL SYSTEMS
Define the core business processes: Conduct workflow analysis,
identify centers of excellence for these processes
Identify the core systems to coordinate centrally: Conquer the
core systems and define these systems as truly transnational
Choose an approach: Incremental, Grand Design, Evolutionary
Make the Benefits Clear
Global Systems Strategy
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57. Local, Regional, and Global SystemsLocal, Regional, and Global Systems
MANAGING GLOBAL SYSTEMS
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58. TECHNOLOGY ISSUES AND OPPORTUNITIES FOR GLOBAL VALUE CHAINS
Computing platforms and systems integration:
Develop global, distributed, and integrated systems to support
digital business processes spanning national boundaries
Use of same hardware and operating system does not
guarantee integration.
Establish data and technical standards
Technology Challenges of Global Systems
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59. TECHNOLOGY ISSUES AND OPPORTUNITIES FOR GLOBAL VALUE CHAINS
Overcoming disparate national technical standards,
data exchange restrictions and service levels
User of Internet technology to create global intranets,
extranets, virtual private networks (VPNs)
Connectivity:
Technology Challenges of Global Systems (Continued)
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60. Internet Population in Selected Countries
TECHNOLOGY ISSUES AND OPPORTUNITIES FOR GLOBAL VALUE CHAINS
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61. TECHNOLOGY ISSUES AND OPPORTUNITIES FOR GLOBAL VALUE CHAINS
Cost of new interface designs
Integrating new systems with old
User interface design
Differences in language and conventions
Software:
Unique challenges for application software:
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62. TECHNOLOGY ISSUES AND OPPORTUNITIES FOR GLOBAL VALUE CHAINS
Outsourcing portions of new systems like development
work or maintenance of existing systems to external
vendors in another country
Offshore software outsourcing:
Managing Global Software DevelopmentManaging Global Software Development
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63. TECHNOLOGY ISSUES AND OPPORTUNITIES FOR GLOBAL VALUE CHAINS
Contract cost
Vendor selection costs
Transition management and knowledge transfer costs
Domestic human resources costs
Major cost components of offshore software development:
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64. TECHNOLOGY ISSUES AND OPPORTUNITIES FOR GLOBAL VALUE CHAINS
Costs of improving software development processes
Costs of adjusting to cultural differences
Cost of managing an offshore contract
Major cost components of offshore software development: (Continued)
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65. Total Cost of Outsourcing
TECHNOLOGY ISSUES AND OPPORTUNITIES FOR GLOBAL VALUE CHAINS
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66. MANAGEMENT OPPORTUNITIES, CHALLENGES, AND SOLUTIONS
Management Opportunities:
Ability to lower costs through global scale economies by
building international systems for producing and selling
goods and services in different regions of the world
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67. Finding the right global business strategy
Difficulties of managing change in a multicultural firm
Difficulties of achieving global connectivity and
integration
Management Challenges:
MANAGEMENT OPPORTUNITIES, CHALLENGES, AND SOLUTIONS
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68. Agreeing on common user requirements
Introducing changes in business processes
Coordinating applications development
Coordinating software releases
Encouraging local users to support global systems
Solution Guidelines:
MANAGEMENT OPPORTUNITIES, CHALLENGES, AND SOLUTIONS
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Editor's Notes
Functional Business Systems: Information systems within a business organization that support one of the traditional functions of business such as marketing, finance, or production. Functional business systems can be either operations or management information systems.
Marketing: Accounting:
- Customer relationship management- Order processing
- Interactive marketing- Inventory control
- Sales force automation- Accounts receivable
- Accounts payable
Human Resource Management- Payroll
- Compensation analysis- General ledger
- Employee skills inventory
- Personnel requirements forecastingFinance:
- Cash management
Productions/Operations- Credit management
- Manufacturing resource planning- Investment management
- Manufacturing execution systems- Capital budgeting
- Process control- Financial forecasting
Teaching Tips
This slide corresponds to Figure 7.12 on pp. 232 and relates to the material on pp. 232-244.
Marketing is concerned with the planning, promotion, and sale of existing products in existing markets and the development of new products and new markets to better serve present and potential customers. Marketing information systems assist marketers in meeting the information needs in each of the following areas:
Sales Management. Here the information system helps plan, monitor, and support the performance of salespeople and sales of products and services.
Sales Force Automation. Here the information system automates the recording and reporting of sales activity by salespeople and the communications and sales support from sales management.
Product Management. Here the IS helps plan, monitor, and support the performance of products, product lines, and brands.
Advertising and Promotion. Here information systems help select media and promotional methods and control and evaluate advertising and promotion results.
Sales Forecasting. An information system can rapidly produce short- and long-term sales forecasts.
Market Research. The tools of an information system can assist researchers in collecting and analyzing internal and external data on market variables, development, and trends.
Marketing Management. Information systems can help marketing managers develop marketing strategies and plans based on corporate goals and market research and sales activity data, and monitor and support overall marketing activities.
Manufacturing Information Systems support the production/operations function, which includes all activities concerned with the planning and control of the processes that produce goods and services. These operational systems can be divided into the following categories:
Computer-Integrated Manufacturing. CIM stresses that the computer use in factory automation must be to:
Simplify (reengineer) production processes, product designs, and factory organization as a vital foundation to automation and integration.
Automate production processes and the business functions that support them with computers and robots.
Integrate all production and support processes using computers and telecommunications networks.
Process Control. Process control is the use of computers to control an ongoing physical process. Process control software uses mathematical models to analyze the ongoing process and compare it to standards or forecasts of required results.
Machine Control. Also called numerical control, it uses computer programs for machine tools to convert geometric data from engineering drawings and machining instructions from process planning into commands that control the machines.
Robotics. Robotics is the technology of building and using machines (robots) with computer intelligence and computer-controlled human like physical capabilities.
Computer-Aided Engineering. Manufacturing engineers use powerful workstations with enhanced graphics and computational capabilities to simulate, analyze, and evaluate models of product design in less time and at lower cost than constructing physical prototypes.
The human resource management (HRM) function involves the recruitment, placement, evaluation, compensation, and development of employees
Goal of HRM is the effective and efficient use of the human resources of a company. Human resource information systems are designed to support:
1. Planning to meet the personnel needs of the business
2. Development of employees to their full potential
3. Control of all personnel policies and programs.
Originally, businesses used computer-based information systems to: (1) Produce paychecks and reports, (2) maintain personnel records,and (3) analyze the use of personnel in business operations. Many firms have developed HRIS that support:
1. Recruitment, selection, and hiring.
2. Job placement
3. Performance appraisals
4. Employee benefits analysis
5. Training and development
6. Health, safety, and security.
Teaching Tips
This slide corresponds to Figure 7.21 on pp. 239 and relates to the material on pp. 238-240.
Began to produce paychecks and payroll reports, manage personnel records and analyze the use of personnel in the business.
Has gone far beyond that as shown in next slide.
Accounting Information Systems are the oldest and most widely used information systems in business. They record and report business transactions and other economic events. Operational accounting systems emphasize legal and historical record-keeping and the production of financial statements. Management accounting systems focus on the planning and control of business operations. Six common purposes of accounting systems include:
Order Processing. Or, sales order processing is an important transaction processing system which captures and processes customer orders and produces invoices for customers and data needed for sales analysis and inventory control.
Inventory Control. These systems track and monitor levels of and changes in inventory. They may be programmed to notify managers if some threshold level of inventory is reached that requires a decision. They may also be equipped to handle routine re-order information.
Accounts Receivable. Accounts receivable systems keep records of amounts owed by customers from data generated by customer purchases and payments.
Accounts Payable. Accounts payable systems keep track of data concerning purchases from and payments to suppliers.
Payroll. Payroll systems receive and maintain data from employee time cards and other work records to produce paychecks and other documents such as earning statements, payroll reports, and labor analysis reports.
General Ledger. General ledger systems consolidate data received from accounts receivable, accounts payable, payroll, and other accounting information systems.
Teaching Tips
This slide corresponds to Figure 7.23 on pp. 241 and relates to the material on pp. 241-243.
Oldest and most widely used information systems
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build.
After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development.
Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build.
After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development.
Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build.
After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development.
Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build.
After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development.
Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build.
After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development.
Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build.
After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development.
Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build.
After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development.
Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build.
After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development.
Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
An organization can only work on only a limited number of projects at a given time due to limited resources so care must be taken when selecting the projects to build.
After all possible projects are identified, those deemed most likely to yield significant organizational benefits, given available resources, are selected for subsequent development.
Some possible evaluation criteria for ranking potential projects are: strategic alignment, potential benefits, potential costs and resource availability, project size and duration, and technical difficulty.
