Implementation of

Information SystemsPresented By:

Sabina Shrestha (066 BCT 530)

What is IS? An integrated set of components for collecting, storing, and

processing data and for delivering information, knowledge and digital products

A combination of hardware, software, infrastructure and trained personnel organized to facilitate planning, control, coordination, and decision making in an organization

Business firms and other organizations rely on information systems to carry out and manage their operations, interact with their customers and suppliers, and compete in the marketplace

Features Data

• Data is information stored in its raw form.

People• Technical people are required to design database and programming.

Hardware

• Web servers, routers, switches, LAN, firewall etc.

Software• DBMS, applications, programming languages etc.

Telecommunication• As networking technologies.

6 Key EventsDeciding on what to develop

IS design and development

IS evaluation and migration

Managing user resistance

Managing change

IS maintenance

Types

1. Office Information Systems2. Transaction Processing Systems3. Management Information Systems4. Decision Support Systems

5. Expert Systems6. Integrated Information Systems

Examples

1. Data Warehouses

2. Enterprise Resource Planning

3. Enterprise Systems

4. Expert Systems

5. Search Engines

6. Geographic Information System

7. Global Information System

8. Office Automation

Implementation in Nepal Telecom Use of computer and computer-based systems were started from

1984 To bring efficiency in day-to-day operation of telecom businesses

like: Line Maintenance, Line installation, Billing, Cash Collection etc.

Computerization activities of NTC is divided into different subsystems to solve different areas of operation: Service Division System (SDS), Human Resource Management System (HRMS), Inventory Control System(MI), Financial System Division (FSD – Billing and Cash Collection) General Accounting(GA).

Implementation in USA AMIA Annual Symposium Proceedings Archive

National Center for Biotechnology Information,

U.S. National Library of Medicine

8600 Rockville Pike, Bethesda MD, 20894 USA

An integrated computerized patient record system

Form the infrastructure for the timely and accurate collection and exchange of data, information, and knowledge in healthcare organizations, and thus a more efficient use of scarce resources

Behavioral Science Behavioral considerations in the design and implementation of

information systems and in the management of IS professionals are crucial to the successful development and delivery of quality services to users

Implementation of IS may provide a beneficial means to facilitate changes in task design, organizational structure, and social relations

Guidance for interpreting past MIS behavioral research and suggestions for future studies are provided by a proposed research framework

The importance of adopting behavioral science research standards, e.g., theory-based research questions and appropriate methodology, is stressed

Assumptions Organizations are socio-technical systems. The management must

integrate both the systems Work and interpersonal behavior of people in the organization is

influenced by many factors Employees are motivated not only by physiological needs but also by

social and psychological needs Different people have different perceptions, attitudes, needs and

values. These differences must be found out and recognized by management

In an organization conflicts are unavoidable Personal goals and Organizational goals must be joined together

Theories Abraham Maslow's Hierarchy of Needs Theory

- Satisfy lower-level needs first.

James March and Herbert Simon

- Communication is essential.

Douglas McGregor's Theory X and Y

- Negative (X) and Positive (Y) assumptions about people.  Victor Vroom's Expectancy Theory of Motivation

- Motivate to reach a goal.

Fredrick Herzberg's Two Factor Theory

- Hygiene factors and motivators.

Chester Barnard

- Must maintain a system of co-operation.

Should NTC have behavior science department?

I would say: YES!!! Because:

- “monetary incentives are actually counterproductive when applied to tasks requiring cognitive abilities” 

- “science knows more than business is doing” Company can gain new ideas / proposals whereby, employees could

work on things in which they had the greatest interest / passion Such departments would certainly cost more but there might be value

in the ability to study employees' responses to corporate culture, etc.  and make changes to benefit the company and the employees

Change ManagementPresented By:

Sabin Bhandari (066 BCT 529)

Change

Change is inevitable.

Change

Software Development without consideration for change is bound to fail.

Change

definition of insanity is continuing to do the same thing over and over again, and expecting different

results.

- Rita Mae Brown

Change

Changes are difficult to predict and grows in proportion to the complexity of the system/project.

Change Management

Decisive and functional change management is a decisive factor for project success.

Change Management

Types of Changes in Software Development:

1. Changes due unclear requirement

2. Developmental changes

Changes due to unclear requirements

Changes not clear in the beginning of the project.

Causes:

Change in technology

Change in market requirements

Developmental Changes

1. Setting objectives as per the purpose and vision of the project

2. Detailed planning of resources

3. Continuous monitoring of the implemented plan

4. Assess progress regularly and make proper plan adjustment

Organizational changes

Time and Change Matrix

Managing Change

1. Resistance to Change

2. Organizational Structure

3. Project participants

Change competence/commitment

Cadle and Yates (2008)

People involved within a team should be classified in terms of

1. Competence – ability to create change

2. Commitment – belief in need for a change

Organizational Changes

Cadle and Yades (2008)

Commitment / Competence Matrix

Critical Success FactorsPresented By:

Sanat Maharjan (066 BCT 531)

Success of IS ProjectsAs stated in several studies in the literature, nearly

80% of IS projects failAn unsuccessful project exceeds its schedule and

budget yet might not still reach to endCompanies try to avoid such project failures due to

high investments in terms of money, time and man power

The Critical success factors can be listed that affect the success of the project

Critical Success Factors

What are they?Why have them?For whom?What are the benefits?

Critical Success FactorsWhat are they? Those few things that must be done well for

the organization to survive and/or prosper These factors are common in most of the

studies, yet the weights and the priorities may change according to the company’s structure, culture, region and IS project’s volume

Sources of CSFsCharacteristics of the industryCompany competitive strategy,

industry position and geographic location

Environmental factorsExtraordinary temporal factorsManagerial position

CSFs in IS ApplicationsFactors about internal organizational structure

Strategic alignment between organizational structure / infrastructure and IT structure / infrastructure

Top management support and commitment to ISUser participation in IS projectMatching IT capabilities to organizational needs

and goalsOrganizational structure contextEnough managerial and technical skills

CSFs in IS Applications (contd.)

Factors about project team structure Project leader feedback to team Experience of project leader Project monitoring and control Adequate training for team members Peer review on project progress Experience of team members Team member commitment Team member self control

CSFs in IS Applications (contd.)

Appropriate technology and project methodology

Clearly stated objectivesDetailed project planProper project scopeUtilizing effective methodologyUse of appropriate technologyEffective system implementation

CSFs in IS Applications (contd.)

After project support Training of users Software support Training of IT staff On time help to users

Environmental factors Globalization Environmental dynamism Competition

Critical Success FactorsWhy have them?So that you can pay attention to them!To help an individual manager determine his/her

information needsTo aid an organisation in its general planning

process (ie business planning)To aid an organisation in its information system

planning process

Critical Success FactorsFor whom?For senior and middle management – but not

as the same groupDifferent levels of management will have

different CSFsTo use CSFs effectively, you need to be

capable of creative thinking

Critical Success FactorsWhat are the benefits?For specifying critical information systemsTo focus attention on important mattersHelp to link IS strategy to business strategyhelp to give projects corporate justification

Next Generation Balance Scorecard

Presented By:

Sanjana Shrestha (066 BCT 532)

IntroductionThe Balanced Scorecard was popularized by

Harvard professor Robert Kaplan and David Norton in the early 1990s.

Balance Scorecard is the de-facto standard in the world of strategic performance scorecards for measuring financial and non-financial performance.

Need of Next Generation Balance Scorecard BSC is no longer enough to manage discrete

functions separately and hope the results of each will aggregate to meet corporate objectives

Balanced Scorecards lack arguably the most important element of non-financial performance namely, “sustainability context,” for measuring corporate impacts across the Triple Bottom Line (Environmental, Social, Economic) “in the context of the limits and demands placed on environmental or social resources at the sectorial, local, regional, or global level”

Next Generation Balance Scorecard Concepts

 The measures and related accountability associated with balanced scorecards must cascade from the executive level throughout the organization. This suggests that every individual's performance is aligned with one or more of these measures

Past balanced scorecard efforts oftentimes consisted of metrics that were aggregated, usually using spreadsheets on standalone balanced scorecard applications which  lacked the critical alignment, shared responsibility, and "cause and effect" relationships that are absolutely vital

Contd..  It may not be necessary to implement every single

balanced scorecard concept to get value from their efforts

Previous balanced scorecard applications have failed or been abandoned because companies attempted to implement a conceptually perfect solution only to find that they didn't currently capture or store certain balanced scorecard measures. Companies today are taking more of an iterative approach, starting with those measures supported by information that they do have which is usually stored in a data warehouse

Cause-and-effect models Today, the more advanced are trying to integrate full cause-and-effect

models into their balanced scorecards

Fig: Cause and Effect Diagram – Number of Customer Complaints and Customer Satisfaction

Contd..These systems-thinking- enabled balanced scorecards are especially useful for: Defining and then executing the corporate strategy Communicating effectively Quickly identifying the root causes of potential

problems and responding proactively Alerting decision-makers about early indicators of

trouble

Integrated Analytics Linking Data Warehouse to the Balanced Scorecard is the integration of information from across a

company's complete value chain, the front office to the back office, including: customer relationship management, human resources, financial management, supply chain, e-business and enterprise resource planning

Benefits of this are: Links the company's strategy with performance

measures and cascades these measures and analyses throughout the enterprise

Contd.. Delivers role-based business intelligence to the

information consumer in a timely and personalized manner

Integrates a company's information assets across the value chain, including customers, partners and suppliers

Combines advanced technologies and analytics with key processes to positively affect individual behavior

Adaptive Quadruple-Bottom-Line Scorecard

The AQBLSC is a tool for measuring business performance that not only considers standard metrics, such as financial, customer, business processes, and employee development — it also evaluates a firm’s organizational learning and intelligence (routine and creative learning processes), social responsibility, sustainability and adaptive capacity

Major benefits are that the AQBLSC: balances between internal and external impacts of

the organization

Contd.. incorporates a management-evaluation perspective that

provides a basis for evaluating the quality of management processes used

provides a conceptual foundation that can enable more sophisticated formal modeling of measures, and simulation of strategy dynamics

offers greater applicability to account for the many ways in which organizational complexity impacts performance

adopts a broad-view systems approach that offers a high probability of achieving organizational sustainability and adaptability

Conclusion Next generation balance scorecard is the concept or

implementation of the things that were lacking in previous balance scorecard which needs to be implemented in order to proceed further

THANK YOU