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Business Information Technology Module 2016-2017 Course Notes. Tutor: Nigel R Hartland 1
Transcript of Northern College Programmenorthern.ac.uk/ncmaterials/computing science... · Web viewSWOT analysis...
Business Information Technology Module
2016-2017 Course Notes.
Tutor: Nigel R Hartland
1
Contents
Topic Page
Home 3
Course outline 7
Course criteria 10
Web Resources 12
Data flows 18
Financial analysis 22
SWOT analysis 32
Network analysis 35
Computerised project planning 54
Implementing BIT 84
E-commerce 88
Legal frameworks 97
Social IT 106
BIT Module outline (Assignment) 110
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Northern College Programme
Business Information Technology
Introduction to the online learning materials
Tutor: Nigel R Hartland
The Business Information Technology module is taught primarily in semester
one of the Northern College Programme. The following is a number of links to
information relating to the course including notes, questions (exercises) and
useful web links.
The module is assessed by completing a number of questions and submitting them as part of a business report.
Please click on the appropriate links to explore the module.
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The following shows a week by week breakdown of the topics to be covered
and their corresponding questions to be answered:
Schedule of Work
Session No: (PowerPoint
slides)Business IT resources
Printable
versions
(word) files:
Session 1 Data flows
- Course introduction.
- Business application packages.
Financial Analysis
- Payback
Data Flows
Financial Analysis
Session 2 Financial Analysis
- Goal Seeking
SWOT Analysis
- Undertaking a SWOT analysis
Financial Analysis
SWOT Analysis
Session 3
and
Session 4
Network analysis
- Project management using manual
drawings.
Network Analysis
Session 5 Computerised Project management
- Using MS Project software.
Computerised Project Management
Session 6 Implementing Business IT
- Problems of implementing business
IT systems
Implementing Business IT
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Schedule of Work
Session No: (PowerPoint
slides)Business IT resources
Printable
versions
(word) files:
Session 7 E-commerce
- Trading electronically.
E-commerce
Session 8 Legal Frameworks
- Relevant business legislation.
Legal Frameworks
Session 9 Social Aspects of IT
- RSI / Teleworking.
Social Aspects of IT
Session 10 Assignment support
- Course review.
Past exercises
Assignment tasks
Date: Task no: Printableversions
(word) files:
Nov 16 Task 1 Task 1
Nov 16 Task 2 Task 2
Module Outline and Assignment Brief
Extension exercises
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Contact details
For support or information about the module please contact the course tutor
Nigel Hartland as shown:
Contact Details
Contact Details
Telephone: 01226 776000 X 6143
Email: [email protected]
Printable version
(Note this will take a long time to load if using a slow connection)
These notes attempt to comply with web standards including XHTML and
CSS.
Please contact the editor Nigel Hartland if you see any mistakes.
"Microsoft product screen shot(s) reprinted with permission from Microsoft Corporation."
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Rationale
This unit will be a mixture of theoretical and practical topics aimed at
developing an understanding of how information technology is used within a
business environment.
It will focus on the types and uses of business related software, problems of
implementing ICT into an organisation, the implications of e-commerce for
modern businesses; and provide an overview of relevant legislation and social
aspects of ICT relating to the business environment.
Content
Introduction to business IT systems: types of business data, data flows,
and software packages.
Financial management.
Project management: critical paths and Gantt charts.
Implementing ICT changes within an organization including e-
commerce and its use within a business environment.
Relevant legal implications of working in a business environment.
Social aspects of ICT.
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Delivery
The unit will involve a range of learning activities including:
Classroom based lectures
Class discussion
Practical demonstrations
Group work
Skills Development
The unit will develop core curriculum skills to assist learners to:
speak to communicate
listen and respond
read and obtain information
write to communicate
generate results
present and explain results
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Method of Assessment
Assessment will take the form of a number of exercises that demonstrates the
use of techniques learnt during the course.
This will include the production of computerised project plans and the
manipulation of financial data.
The practical work will be undertaken in the use of Spreadsheet and Project
Management software to perform business planning functions.
The final written work will be based around a case study looking at the
business uses of ICT.
Learning Outcomes & Assessment Criteria Guidance Notes
See the grid for details of the unit learning outcomes and assessment criteria.
Printable version
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Course CriteriaThe following are the criteria for the Business IT module.
They show what the learner will be able to do by the end of the module and
what they should have achieved.
Credit breakdown
Unit Code: CER323 Level 3: 6 credits
The Learner will: The Learner can:
1. Know how to use business software and business management techniques to solve typical business problems.
1.1 Develop solutions to a range of
business problems.
2. Understand the potential difficulties in implementing business IT systems.
2.1 Explain the problems that can be
associated with implementing a business
IT system.
3: Understand the implications of the Internet for business.
3.1 Evaluate the typical uses of e-
commerce in a business context.
4. Understand the purpose of relevant legislation regarding IT and its impact on business.
4.1. Explain the purpose of relevant
legislation relating to the business use of
IT.
4.2. Evaluate the impact of relevant
legislation on business.
VC 30-9-14
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At level 3, learners are also awarded a Pass, Merit or Distinction depending on a number of descriptors.
Grade Descriptor Breakdown
Grade
Descriptor 1
Grade
Descriptor 3
Grade
Descriptor 5
Grade
Descriptor 7
Understanding of
Subject
Application of
Skills
Communication
and Presentation
Overall Quality of work
Level 3
Pass
Demonstrates a
grasp of the
relevant knowledge
base
Applies
appropriate
methods with
levels of
accuracy
Shows command
of referencing
Taken as a whole,
demonstrates a
response to the
demands of the
brief/assignment
Level 3
Merit
Demonstrates a
very good grasp of
the relevant
knowledge base
Applies
appropriate
methods with
very good levels
of accuracy
Shows very good
command of
referencing
Taken as a whole,
demonstrates a very
good response to the
demands of the
brief/assignment
Level 3
Distinction
Demonstrates an
excellent grasp of
the relevant
knowledge base
Applies
appropriate
methods with
excellent levels
of accuracy
Shows excellent
command of
referencing
Taken as a whole,
demonstrates an
excellent response to
the demands of the
brief/assignment
VC 14-9-16
Printable version
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Web Resources
The following shows the suggested reference material which will be useful on the business IT module.
Some of these links appear in the notes but extra material is included here to supplement the notes. Click on the links to explore the information:
Data Flows Name Web Address
Insight.com http://uk.insight.com/en-gb/business
Microsoft.com https://business.microsoft.com/en-gb
Financial Analysis
Name Web Address
spreadsheets: http://www.gcflearnfree.org/excel2010/
SWOT Analysis
Name Web Address
SWOT analysis https://www.mindtools.com/pages/article/newTMC_05.htm
Network Analysis / Project Management
Name Web Address
Association of Project Management http://www.apm.org.uk/WhatIsPM
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Implementing BIT
Name Web Address
Change Management
http://www.themanager.org/Knowledgebase/Management/Change.htm
Tom Peters (Management Guru)
http://www.tompeters.com/
E-commerce
Name Web Address
Information about business models with e-commerce
http://firstmonday.org/ojs/index.php/fm/article/view/624/545
BBC News feeds relating to business:
http://feeds.bbci.co.uk/news/business/rss.xml?edition=uk
E-commerce benefits
http://www.business2community.com/ecommerce/7-benefits-of-ecommerce-for-retailers-01273130#oPZocHXdDdyijY8u.97
E-commerce times:
http://www.ecommercetimes.com/
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Legal Frameworks Name Web Address
The Data Protection Act 1998A very detailed breakdown of the 1998 act.
http://www.legislation.gov.uk/ukpga/1998/29/contents
The Information Commissioner web site:
https://ico.org.uk/
Computer Misuse Act 1990
http://www.bbc.co.uk/schools/gcsebitesize/ict/legal/1dataandcomputermisuserev1.shtml
[Accessed: 19th October 2016]
and updated: (look at the Police and Justice Act 2006)
http://complianceandprivacy.com/News-Eversheds-e80-Computer-misuse-act.html
and: http://www.newlawjournal.co.uk/content/cyber-crime
The Regulation of Investigatory Powers (RIPA) Act 2000
http://www.legislation.gov.uk/ukpga/2000/23/contents
The Display Screen Equipment Regulations 1992
http://www.hse.gov.uk/pubns/indg36.pdf
Health and Safety Executive
http://www.hse.gov.uk/index.htm
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Social Aspects of IT Name Web Address
Healthy Computing http://www.healthycomputing.com/
Repetitive Strain Injury Information contained at the HSE web site:
http://www.hse.gov.uk/pubns/indg171.pdf
[Sites accessed: 19th October 2016]
Printable version
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Further resources...part two
The following books would also be useful to use on this module:
Books Name
Evans, P. & Wurster, T. S. (2000)
Blown to Bits: How the New Economics of Information Transforms Strategy.
New York: Harvard Business School.
Handy, C. (1993)
Understanding Organizations.
4th edn. London: Penguin.
Paul, D., Yeates, D., & Cadle, J. (2010)
Business Analysis.
2nd edn. Swindon: BCS.
Porter, M. E. (2004)
Competitive Advantage: Creating and Sustaining Superior Performance.
New York: Free Press.
updated 19th October 2016
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Further resources...part three
Please click on the links below to access some video clips relevant to this module:
Video clips
Security Social aspects of ICT
Security:Identity Theft 1 (1 mins, 46 secs)
Social aspects of ICT: Repetitive Strain Injury - Does it Exist? (2 mins, 15 secs)
Identity Theft 2 (2 mins, 17 secs)
Stress in the workplace (2 mins, 06 secs)
Spam (2 mins, 26 secs)
Teleworking - Is it suitable for everyone? (1 mins, 54 secs)
Computer Viruses (3 mins, 07 secs)
Teleworking - Using ict to work from home(3 mins, 34 secs)
ckd 19th October 2016
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Northern College Programme
Business Information Technology
Data Flows
by Nigel R Hartland
Flows of data In any organisation there will be flows of data; this will exist as
data that is input into the organisation, data to be processed within the
organisation and ultimately, data output from the organisation.
Consider the diagram below:
Processes
Data can come in to the organisation and this is processed and outputted.
An organisation could have orders coming in which are processed and
invoices sent out for the order. Payments for goods would come in and allow
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the organisation to make payments to their staff and generate payslips to
them for example.
A quantity (piece of data) of raw materials can come in to the organisation, be
processed and become a quantity of finished products (in this case widgets)
to be sent out.
Thus various types and complexities of data will come in, be processed and
be sent out in any organisation.
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Packages
Many computer software packages exist to process and manage data. This
module (Business Information Technology) will use some of them for various
tasks. The table below gives some indication of the type of software packages
available and some of their uses.
Types of business software
Name Use Example
Word processor Typed documents e.g. letters, reports MS Word
Spreadsheet Manipulating numbers MS Excel, Lotus 1-2-
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Database Storing and querying data MS Access
Oracle
Desk Top Publishing High quality documents, posters, flyers MS Publisher
Corel Draw
Presentation Software
Using computer generated slides to present data
e.g. new product launch
MS Power Point
Internet / Email Global information resource, advertise company
products
as well as e-commerce
Communicate electronically
MS Internet
Explorer /
Firefox
MS Outlook
Accounting To manage financial data Sage
Scheduling /
Time Management
To plan work / projects MS Outlook
MS Project
Most modern software packages try and do a number of tasks, for instance
modern word processors allow the construction of a letter and a database of
people to send the letter to, such that the two can be merged and the letters
sent out to all the people (mailing letters).
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Before such software existed each person would have had to have their
details typed into the same letter or a separate database of names would
have been merged with a word processed letter to generate the mailing
letters.
Note that the modern PC (mostly running MS Windows) are not the only form of
computer that exists in business. Apple make a number of computers and
these are also popular in home and business use. Linux is also used as an
operating system. More recently the Chrome OS has been launched.
Many organisations use the power of modern computer software to process
and manage data more efficiently, quickly and cheaply. However this is not
without its problems (see Implementing BIT ).
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Northern College Programme
Business Information Technology
Financial Analysis and Project Appraisal
by Nigel R Hartland
Project Appraisal
Often an organisation will have the option of participating in a project that will
cost money (capital cost) initially to set up and fund and then will hopefully
generate cash in return.
For example, a new machine could become available that will generate
savings to the organisation if purchased (it may use less raw materials, work
quicker or more efficiently etc.).
The organisation has to decide if these savings are sufficient for them to
invest in the machine.
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Once the machine is purchased it will represent a cost (capital) to the
organisation and then will hopefully generate savings to offset this cost (of
capital).
The organisation will compare the capital cost with savings using various
appraisal methods to help in the decision making process. One of which could
be the simple payback method:
Payback
A project will often generate savings (called net savings) if these are summed
for each year of the projects' life span they will give a total.
Payback is the time it takes for this net savings total (before depreciation) to
equal how much the project costs to fund (capital cost).
Thus the smaller the time the more appealing the project would seem to be.
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Financial Analysis...2
An example: (click here to load the following diagram in a spreadsheet)
Figure 1:
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Project A payback = 5 years
Project B payback = 4+ years
Project C payback = 3+ years.
Typically, using these figures, Project C would seem the most desirable as it
pays back the capital earlier than the other projects.
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Characteristics
Simple and for short paybacks.
No account of inflation, changing prices etc.
After payback has finished calculations stop.
No account for the percentage return on the money invested.
Financial Analysis...3
There are many other methods of financial analysis including the use of
discounted cash flows which can be explored by an organisation to
help in the (financial) decision making process.
Goal Seek
Another financial tool often used in business is the goal seek tool.
This is where an organisation has a goal to aim for (e.g. make a profit of
£1000) and then can change some variables such as the amount of sales
needed to meet that goal.
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Look at the following spreadsheet
Here the income from the sales of CD's, DVD's and Books are totalled
using the formulae as shown:
If the organisation wants to know how much sales of DVD's they would
need to make, and keep the sales of the other items (CD's and Books) the
same, to meet a set goal (e.g. to attain a certain profit), they can use the
Goal Seek tool.
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Financial Analysis...4
What if scenarios
From the previous example, the organisation wants to make a total profit
of £500 but needs to know how many sales of DVD's it would need to
make (and keep sales of CD's and Books the same).
This way, different scenarios of changing one product item (e.g. sales of
DVD's) can be changed whist keeping the other variables (sales of CD's
and Books) the same.
This allows an organisation to try "what if scenarios" where the only cost is
someone's time to do the calculations.
So, using the example, cell D6 is clicked into.
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Next select the Data tab and Goal Seek from the What If Analysis
section:
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This brings up a box allowing the user to set a cell (the goal, in this case
cell D6) to a number (this can be typed in this box, e.g. £500 in this
example).
Next select (using the red arrow or just type the cell reference) which cell
should be changed. In this case cell B3 is to be changed (the quantity of
DVD's to be sold):
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Next, click on OK and then the answer will be presented on screen:
Goal Seek attempts to meet the goal (in this case a total profit of £500) by
altering one of the cells accordingly (in this case B3 to 148).
Click on OK to accept the Goal Seek solution.
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Northern College Programme
Business Information Technology
SWOT Analysis
by Nigel R Hartland
After some form of financial analysis, other business management techniques
can be used to help an organisation make a business management decision.
One such technique is known as a SWOT analysis:
The SWOT analysis:
Strengths
Weaknesses
Opportunities and
Threats
A SWOT analysis is a business technique that is often used to analyse an
organisation's Strengths, Weaknesses, the Opportunities it faces and the
Threats it faces.
It is often performed to get an understanding of where the organisation is at
any point in time.
It may be undertaken prior to some project being implemented or after some
change has occurred in the organisation.
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Generally a simple grid is produced, with the elements Strengths,
Weaknesses, Opportunities and Threats placed in the quadrants.
A simple bulleted list is often produced in each quadrant (see below):
Example SWOT Analysis
Strengths Weaknesses
Well established
business
Large market
share
Low staff turnover
Insufficient numbers
of staff
Business losing
money
Opportunities Threats
New European
market for the
products
Use new stock
control system to
improve efficiency
Other local
businesses have
cheaper products
Change in
government
legislation
The following links provides further information about the SWOT analysis
technique:
http://www.businessballs.com/swotanalysisfreetemplate.htm
[Accessed 19th October 2016]
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Class exercise:
To understand what is meant by a SWOT analysis, in groups try and answer
the following question.
Case Study:
XYZ Music Company is a small, family run music shop that has 2 outlets in
the centre of two local towns.
It mainly sells records (vinyl), CD's and Video Cassettes.
The business has been established for over 20 years. Recently (last 2 years)
sales have fallen dramatically and the owner is considering whether to sell up
and move on or change how the business operates.
Undertake a simple SWOT analysis and feedback to the class what your
suggestions would be for the company's future existence (if any!)
Please note this XYZ Music Company is a purely fictitious company and bears no resemblance to any company that has previously or currently exists.
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Northern College Programme
Business Information Technology
Project Management: Network Analysis
by Nigel R Hartland
Network Analysis involves looking at projects to determine how long they will
take to complete as well as how the intermediate steps of a project link
together to affect the overall duration of the project.
A project can range in simplicity from deciding on the processes (or activities)
to decorate a room to building a skyscraper. What they do have in common is
that they have a number of activities to perform which will have some time
value attributed to them (e.g. hours, days, weeks etc.).
These activities will often have a bearing on when other activities can be
started.
For example: Building a house.
Some of the steps involved could include:
Building a House
Activity Duration (days)
Build walls 5
Build roof 3
Put on Doors 1
etc.
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The walls would need to be built first before the roof is put on, so the roof
needs the walls activity to be completed before it can start.
Some activities can occur at the same time if resources allow them to be
performed. For example, the doors could be put on the house whilst the roof
is being built etc.
This allows a reduction in the overall length of time (duration) that the project
takes to complete. One of the most difficult parts of project management is
deciding on the intermediate steps and how they relate to others.
Action planning
This is closely related to project management in that it involves determining
some future goal to aspire to, setting an aim (build a house) and objectives to
reach that aim that are measurable (build walls etc.) and amending the plan in
the light of changing circumstances.
Network diagrams can be constructed to show how activities relate to each
other.
Further network analysis....
Constructing an network arrow diagram.
Before constructing a diagram, some definitions need to be made:
Activity: These are a task or a job that takes up time denoted by:
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Events: This is the point where an activity starts or ends. Denoted by:
also called nodes on the network arrow diagram. Some rules:
1. A diagram showing the project will flow from left to right. Each diagram will
start from one single event and end at a single event (the start and end
events).
2. The activity arrows start and end at events, as such activities can be
defined by the events that go into and out of them, in the example below
activity C can also be labelled 2,4. Some computer programs label activities in
this way.
3. Activities and Events depend on each other.
4. Events are numbered left to right with the number on the right being bigger
than that on the left.
5. The length of any activity arrow has no bearing on its duration but is often
drawn for simplicity.
In addition, the lines are always straight (not bent or curved)
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The example below shows a network diagram.
This shows activities and events and how they interact, such that, in this
example, A and B can be performed at the same time, so can C and D, and E
and F, but all must finish before G.
Further network analysis....
Dummy
This is an activity with no time attributed to it. It uses the notation:
There are two types of dummy: identification and logic.
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Identification dummies
These dummies help with the identification process in avoiding having 2
activities being given the same description.
For example, in the previous process, two activities could have the same
description: Add sugar or Add milk as they both go form events 5 to 6.
(Note only part of the diagram has been shown for simplicity)
so using an identification dummy:
Add sugar is now uniquely identified as events 5-6 and Add milk is now
uniquely identified as events 5-7.
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Logic dummies
Dummies can also maintain the logical flow of the network, where a logic dummy would be used.
For instance, in the following table how can activities A, B and C be shown to
be completed before D starts?
Logic dummy example
Activity Preceding Activity
A -
B -
C -
D A, B, C
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Logical dummies are used:
Often when first drawing a network diagram, dummies are included and then
removed once the logic of the network diagram has been found.
Naming the dummies as identification or logic is NOT NECESSARY
Further network analysis....
Critical paths
Once the network diagram has been drawn, durations of time are usually
added to the activities.
In this way the time taken to follow a certain path through the diagram can be
calculated, many paths may exist.
The path that has the longest time will give the total duration of the project.
Items on this path are critical to the completion of the project on time, this
path is known as the critical path and every diagram will have at least one.
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The total duration therefore of a project can be calculated by adding the
durations of the activities on this critical path.
A number of methods can be used to determine the critical path(s) within the
network diagram the following being most suitable for arrow diagrams:
This involves the calculation of Earliest Event Times (EET) and Latest Event
Times (LET).
Earliest Event Times EET
These are the earliest times that an event can be completed.
The EET of the first event is ZERO and the EET of the last event determines
the overall duration of the project.
Latest Event Times LET
These are the latest times that an event must be completed by.
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Critical Paths
To determine the critical path it can be where:
(very simply) EET=LET for each event and
where the LET (end event) - EET (start event) = Duration of the activity or
LET (end event) - EET (start event) - Duration of the activity = 0
Using the following example:
Example 1
The following table gives the activities, their preceding activities and
durations.
The aim is to construct an network arrow diagram, calculate the critical path
and determine the duration of the project.
Example 1 table of data
Activity Duration (Days) Preceding Activity
A 2 -
B 4 -
C 2 A
D 4 B
E 3 C, D
F 3 E
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For ease of use the symbols are often used to show the
earliest event and latest event times.
The diagram is constructed by adding the activities and following the
relationship between them from the table. Durations are then added.
Network Diagram for example 1
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Further network analysis....
Example 1 continued.
click here to load the network diagram for example 1 into a new window which
you can then drag and reposition on the screen.
Earliest event times are first added to the diagram:
Earliest Event Times Calculation for example 1
Event EET (days) Explanation
1 0 Start event always zero
2 2 event 1 + duration of A (0+2) = 2
3 4 event 1 + duration of B (0+4) = 4
4 8 A choice exists:
event 2+ duration C (2+2) = 4 or
event 3 + duration D (4+4) = 8
choose biggest since all activities must be completed before E starts
5 11 event 4 + duration E (8+3) = 11
6 14 event 5 + duration F (11+3) = 14
Where a choice exists for the earliest event times, the biggest number is
chosen as all activities that belong to the event must be completed before the
next event can occur.
The final event shows the duration of the project is 14 days.
Then latest event times can be added.
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These are calculated by working back from the final event (the final event
assumes that the EET=LET), subtracting activity durations from the events.
Where a choice exists for the latest event times the smaller value is chosen
because the event has to be completed before the next event(s) start time(s).
Latest Event Times Calculation for example 1
Event LET (days) Explanation
6 14 End event = 14 (EET=LET)
5 11 event 6 - duration F (14-3) = 11
4 8 event 5 - duration E (11-3) = 8
3 4 event 4 - duration D (8-4) = 4
2 6 event 4 - duration C (8-2) = 6
1 0 A choice exists:
event 3 - duration B (4-4)= 0 or
event 2 - duration A (6-2)= 4
choose smallest
The critical path is where EET=LET for each event, and
LET (end event) - EET (start event) - Duration of the activity = 0
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See activities table for this example (click to open the table)
Activities table for example 1
LET end event - EET start event -DURATION of activity =REMAINDER
LET EET Duration
ActivityEnd
eventStart event of activity Remainder
A 6 0 2 4
B 4 0 4 0
C 8 2 2 4
D 8 4 4 0
E 11 8 3 0
F 14 11 3 0
If remainder = 0 the activity is CRITICAL
Critical path therefore: B, D, E, F
thus it is B, D, E, F
Further network analysis....
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Using the next example:
Example 2 - using a dummy and calculating money
Using the example of a house, if the other activities are added and their
preceding activities, a diagram can be constructed.
If building costs are £500 per day what is the cost of the project?
Example 2 table of data
Activity Description Duration (Days) Preceding Activity
A dig ground 5 -
B obtain materials 1 -
C build walls 5 A, B
D put on doors 1 C
E build roof 3 C
F paint the building 3 D, E
From this the critical path can be calculated to determine the overall duration
of the project.
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Network Diagram for example 2
Further network analysis....
Example 2 continued.
click here to load the network diagram for example 2 into a new window which
you can then drag and reposition on the screen.
As in the previous example, the EET's and LET's can be calculated.
Note the presence of a dummy increases the options for event times, but a
dummy has no time duration.
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Earliest Event Times Calculation for example 2
EventEET
(days)Explanation
1 0 Start event always zero
2 5 event 1 + duration of A (0+5) = 5
3 5 A choice exists:
event 1 + duration of B (0+1) = 1 or
event 2 + duration of dummy (5+0) = 5
choose biggest value i.e. 5 days as A must be completed
before C starts.
4 10 event 3 + duration of C = (5+5) = 10
5 11 event 4 + duration D (10+1) = 11
6 13 A choice exists:
event 4 + duration E (10+3) = 13 or
event 5 + duration of dummy (11+0) = 11
choose biggest i.e. 13 days as E must be completed
before F starts.
7 16 event 6 + duration F (13+3) = 16
The dummies provide alternate event times, however the largest times must
be chosen to ensure that the following events can start on time.
The duration (from the last event) is found to be 16 days, at £500 per day
= £8000 which would be the cost of the project.
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Latest event times can now be calculated, working back from the end event at
time 16 days and subtracting the duration of activities leading into the
event(s).
Latest Event Times Calculation for example 2
Event LET (days) Explanation
7 16 End event = 16 (EET=LET)
6 13 event 7 - duration F (16-3) = 13
5 13 event 6 - duration of dummy (13-0) = 13
4 10 A choice exists:
event 6 - duration E (13-3) = 10 or
event 5 - duration D (13-1) = 12
choose smallest i.e. 10
3 5 event 4 - duration C (10-5) = 5
2 5 event 3 - duration of dummy (5-0) = 5
1 0 A choice exists:
event 3 - duration B (5-1)= 4 or
event 2 - duration A (5-5)= 0
choose smallest i.e. 0
The smallest figures for events 1 and 4 are chosen as choosing the larger
figures would increase the duration of the project by delaying start times of
following activities.
The critical path being where EET=LET for each event and
LET (end event) - EET (start event) - Duration of the activity = 0
See activities table for this example (click to open the table)
51
Activities table for example 2
LET end event - EET start event -DURATION of activity =REMAINDER
LET EET Duration
ActivityEnd
eventStart event of activity Remainder
A 5 0 5 0
B 5 0 1 4
Dummy 1 5 5 0 0
C 10 5 5 0
D 13 10 1 2
E 13 10 3 0
Dummy 2 13 11 0 2
F 16 13 3 0
If remainder = 0 the activity is CRITICAL
Critical path therefore: A, Dummy 1, C, E, F
it is therefore A, (dummy 1), C, E, F.
Further network analysis....
Other questions that could be asked
52
Q. If activity E was increased by one day what effect would it have on the
project?
A. As E is on the critical path any delay in its duration will affect the overall
duration, in this case adding an extra day to the overall time of the project.
Q. Could activity D be increased by some amount, and if so what, such that it
does not effect the overall project duration?
A. As activity D is not on the critical path there is scope for some increase in
its duration, it could be increased by 2 days at the most such that it was
completed at day 13 for activity F to start, any further delay will affect the
overall project duration.
Note if it was increased by 2 days there would be an additional critical path,
A, dummy 1, C, D, dummy 2, F.
Network Analysis can be extended such that resource implications of labour
for example can be added to the calculations and activity durations produced
which are not constant and some level of unpredictability built in.
This module has assumed that the times are constant.
Network Analysis therefore involves a great deal of planning and logical
thinking on how activities relate to others, how the overall project duration can
be calculated and if there is any scope for extending the durations of certain
activities.
53
Northern College Programme
Business Information Technology
Computerised Project Management
by Nigel R Hartland
After using the paper based approach to project management it is comforting
(or is it ?) to know that computer software is available to perform many of the
tasks and more on arrow diagrams, calculate critical paths and give answers
to the questions on managing projects much quicker and more efficiently than
paper based methods.
However the paper based methods do give you the background knowledge to
understand the fundamentals of project management.
The package that we are going to use is Microsoft Project (2010).
To start the program select it from the programs menu (it may be under MS
Office) or double click on its icon form the desktop:
The following is a brief introduction to using this package to do some basic
project management tasks.
54
Starting the program gives the following window (edited):
The help system is very informative and should be explored, press the F1 key to start the help system. To exit the help click on the cross.
Project uses a great deal of similar buttons to those used in other Microsoft
programs, the Task and Format tabs (shown edited) contain the usual tools
of Formatting (Bold, Italic etc.) as well as the Style facilities.
Before using the project software to create anything it is best to change the
project options to make Project schedule projects automatically.
55
Select the File tab, Options and select Schedule from the menu below:
From the New tasks created box select Auto Scheduled from the drop down
list:
56
Computerised Project Management continued
Click on the File tab, select New, click on Blank project then click on the
white button (Create) to create a new project where tasks can be entered
(shown below edited - note by dragging the line between the columns you can
reveal other columns of information e.g. Predecessors, Resource names etc):
The Task Name column requires the name of the tasks (activities) e.g. A, B,
C etc.
Duration requires the input of times (default is days), click on the up or down
arrows to change the number in the box. This example is taken from the
Network Analysis example in the previous session. You will need to drag the
divider to the right to see the other columns of information.
The Start and Finish days can also be edited or left alone by clicking into
their boxes and changing the dates:
57
Predecessors
This requires the entry of preceding activities - in this package predecessors
are entered not as the Task Names but as numbers, such that a predecessor
of C is no 3 and so on (if C is the third activity in the task name list).
Computerised Project Management continued
Resource Names
Resources can be added to the task / activities such as people etc. This can
be left blank.
58
Clicking on the Gantt Chart button allows the selection of different project
options. By default the Gantt Chart option is often shown for the data
entered:
the default view:
59
By clicking on the Network Diagram option the following appears:
Each activity appears as a box with the duration shown in the middle right of
the box and the start and end days (from the Start and Finish days in the
table) the logical flow of the network is shown by connecting arrows.
Note that the critical path appears in Red and is again B, D, E, F.
60
Right clicking on the page and selecting Layout will bring up the following
box:
Here, by clicking into the radio button "Allow manual box positioning" and
then clicking on OK, the boxes can be dragged and repositioned manually.
61
This is performed by clicking on the boxes and then holding down the left
mouse button they can be moved as shown (below) by holding the left mouse
button down and dragging to a new position, this is useful to ensure that all
the information can be seen on one screen without having to scroll using the
scroll bars (shown edited):
Clicking into the boxes also allows a change of duration times (see example
for activity C). After clicking out of the box the updates are made, in this case
note that by increasing activity C to 6 days another critical path has been
created:
62
By increasing C by another day (to 7) there is now only one critical path, A, C, E, F.
see also extra notes on MS Project 2010
63
MS Project 2010: Creating and working with templates for the Network diagrams:
Right click on the
screen (within
Network
Diagrams) and
choose Box Styles:
Then choose More Templates:
Next, click on New to create a new template and give it a name
and then click on Cell Layout:
64
This allows the user to specifiy how
many rows and columns of cells for
each ‘box’ within the network
diagram:
This shows that 3 rows and 1
column have been selected.
Click on OK to accept the selection.
Next, choose the type of data for each cell by clicking into the
column and scrolling through the list of options.
Notice that the
data can also
have a label
added at the
side of it (shown
with a tick
against “Show label in cell” and the user can
edit the label in
the box at the
side of this
(shown here as
Duration: ).
Repeat for all the other cells.
65
The other cells can therefore be created and edited:
Note the font can also be edited for each cell:
Click on OK to
accept the
selections and then
OK again to create
the new template:
The new template should appear in the list
of available templates for the user to use
again and again:
Clicking on Close returns the user back to the Box Styles box:
66
To make use of the
newly created template
(called diploma in this
example) the Critical and
Noncritical styles
(amongst others) should
be pointed to this
template – in this way
both the critical and
noncritical paths can
make use of the newly
created diploma
template.
Start by clicking on Critical from the Style settings list and then
scroll through the list of templates until the chosen template
(diploma here) is
found:
Note that within
the used templates
different Borders
and Background
colors can be
edited to help
present the data in
the Network
Diagram better.
For example, the type of shape for the activity (shown) can be
altered, as can the colour of the shape (often shown as red for
critical).
67
The background colour for the the shape and pattern can also be
experimented with to aid printing on a black and white printer.
Clicking on OK accepts these changes and applies them to the
template for those activities in the Network Diagram. Repeat for
the noncritical actvities by selecting Noncritical in the Style settings list.
The before:
68
And now the newly applied template: (note the template has again
been edited to show the labels Name, Dur (duration) and TSlck
(total slack):
69
To edit an existing
template click on More Templates from the Box Styles box:
Click on More Templates and select
the template to be edited
from the list.
Click on Edit to edit it (as
before) and then ultimately
click on Close to accept the
changes (edits) to the
template.
70
Computerised Project Management continued
Any of the activities can be examined by clicking on the Task Information
button on the Task tab:
This brings up a box (shown) facilitating changes to a number of variables by
clicking on the relevant tab, e.g. the Predecessors tab contains information
about predecessors of the activity E. Click OK to exit.
Click on the Gantt Chart button and you will return to the opening window.
New tasks can be inserted by Right clicking on the activity and selecting
Insert Task from the menu:
71
This will create a blank row in the grid to enter details for the new task. Make
sure the new task is automatically scheduled (if it is not then click the drop
down list on Task Mode to select it as shown).
72
On clicking out of the row the tasks are updated.
To save a file, click on Save As (to name it) or to update changes click on
Save from the File tab.
In naming the file choose Save As, the following box appears prompting you
to enter the location to save the file - click on the drop down arrow against
Save in to find the location (folder) to save the file.
73
Click in the File name box and enter a name for the file and then click on the
Save button to save it.
Computerised Project Management continued
To open an existing file, click on Open from the File tab and navigate through
the various folders and drives on your machine by clicking on the drop down
arrow near the Look in box until the file is found.
74
Click on the file to select it and then click on the Open button to open it.
To print the work produced select Print from the File tab.
75
Here the number of copies, type of printer, and other settings can be changed
such as the orientation of the paper and the range of settings for printing:
76
The right of the screen shows a preview of the work to be printed:
The range of pages to be printed can be accessed at the bottom of the
screen, here the pages can be accessed by clicking on the navigation buttons
as shown:
See also other printing options for network and Gantt charts later.
77
To exit project choose Exit from the File tab:
78
Printing Network diagrams:
To add extra information to the Network diagrams (which will aid
understanding) click on Page Setup from the Print option as part of the File
tab menu from within MS Project. The following box will appear if you choose
the Legend tab:
The Legend should be added to each page.
Make sure the legend is on Every page by clicking on the radio button
against it (this aids the readability of your printouts - informing the reader what
the symbols mean).
79
From the Page tab within Page Setup it is possible to compress information
on to a certain number of pages by selecting the Fit to: range and adding in
the required number of pages:
Finally choose the OK button to accept all your selections.
When printed the Network diagram should be much more readable.
80
Printing Gantt charts:
To add extra information to the Gantt charts (which will aid understanding)
click on Page Setup from the Print option as part of the File tab menu from
within MS Project. The following box will appear if you click on the View tab:
Remember to select Print all sheet columns (tick the first box) and Print
first 9 columns on all pages (change the number to 9 and tick the box
against it) to ensure all the relevant chart information is printed on each page
of your printouts.
81
The Legend should also be added to each page. Select the Legend tab to do
this:
Make sure the legend is on Every page by clicking on the radio button
against it (this aids the readability of your printouts - informing the reader what
the symbols mean).
82
A header is often useful to add information to each page. This is undertaken
by clicking on the Header tab:
Text can be added to the Left, Center or Right (aligned on each sheet (by
clicking on the appropriate tab and typing in the white box) as well as other
formatting options (see above).
Finally choose the OK button to accept all your selections.
When printed the Gantt chart should be much more readable.
MS Project is a very powerful program allowing the user to perform very
complex calculations on time based information using a graphical interface to
facilitate this.
83
Northern College Programme
Business Information Technology
Implementing Business IT
by Nigel R Hartland
There are various changes that occur when IT is introduced in to an
organisation. Some will be positive and some negative.
The Management of the organisation have to deal with this change, how they
deal with it can have a bearing on how successful the implementation of the
introduction of IT becomes.
Implementing IT changes
Positive factors
It can lead to improved efficiency, speed of operation, improved quality and a
reduction (long term) in costs for the organisation.
It can lead to an up-skilling of the workforce who become more employable
and productive.
84
Negative factors.
The individual could end up working on their own. (This may be positive for
the individual) generally there is a need to work with others - for social
interaction.
It can lead to fear of job losses. Will the computer system replace me?
This can lead to tiredness and low morale.
It can lead to a fear of looking stupid as the individual doesn't know how to
use the computer system and is scared of making mistakes.
It can lead to a fear of learning new skills - some people are happy to carry on
working in the same way day after day and are not prepared to change their
working routines or learn something new.
Costs of training the staff (see next section)
The workers may not be competent enough to undertake this training and the
change in working patterns could lead to a need to employ better qualified
and more experienced (and expensive) staff.
85
Implementing BIT...2
Costs
There will be various financial costs in implementing a business IT system:
Hardware e.g. computer equipment.
Software e.g. new programs to use on the computers.
Insurance of often expensive equipment.
Electricity and Telephone charges due to increased usage of
machines.
Training of the workforce.
Regrading of staff due to the expectation of performing a new job role.
Possible increased labour charges due to the maintenance, security
and support needs as the system is introduced.
There will be the need for on-going maintenance of equipment and
software as well, this can be quite expensive.
Training
An often hidden cost when implementing an IT system into an organisation is
the need to train the workforce. It cannot be assumed that they will suddenly
know how to operate the system, thus some training will be needed.
86
This leads to the following questions:
Is the training delivered on site or are the workers sent to some external institution to be trained?
Who performs the work in the absence of the workers who are being trained? leading to scheduling problems for management
What are the costs associated with this training?
How long will the training last?
Is the right kind of training available?
Will the people once trained leave for better paid jobs? This can lead to a
recruitment crisis for the organisation.
Some training can be obtained specific to the organisations' needs but may
cost more money; other training may be too general.
87
Northern College Programme
Business Information Technology
E-commerce
by Nigel R Hartland
This section introduces the concept of e-commerce and how it can be used in
a business context.
What is e-commerce?
There are many definitions of e-commerce. At its simplest e-commerce can
be thought of as the buying and selling of goods or services electronically
(Chan et al, 2001).
E-commerce applications
According to Turban et al (cited in Chan et al, 2001) there are broadly four
types of e-commerce applications relating to consumers (i.e. individuals) and
organisations (i.e. businesses)
Business to Consumer
The classic relationship of buyer (consumer) and a seller (business). Often
called electronic retailing and a good example is the amazon site: http://www.amazon.co.uk/
[Accessed: 1st September 2016]
88
The consumer decides whether to buy the goods or not and the driver (of
demand for goods) is the supplier (business).
Consumer to Consumer
Here there are buyers and sellers who are all consumers. A typical example is
online auctioning such as with eBay: http://www.ebay.com/
[Accessed: 1st September 2016]
Consumer to Business
Here the consumer is much more in control where they specify their needs to
a supplier (business) who then tries to meet these needs.
An example is the Priceline web site: https://www.priceline.com/[Accessed: 1st
September 2016]
where the consumer can for example specify a trip they would like to make,
the price they are willing to pay, provide credit card details and dates of
departure / return etc.
Priceline attempts to match these needs and once matched buys the goods
with the credit card details supplied.
Business to Business
Here the buyers and sellers are all businesses. Most businesses have been
trading in this way for many years.
One example of this form of e-commerce is provided by telezoo and the
autotrade center: https://www.adesa.com/home[Accessed: 1st September 2016]
who allow businesses to sell over the Internet to each other.
89
See also figure 1 below:
Figure 1: Types of e-commerce
Reference:
Chan, H., Lee, R., Dillon, T., Chang, E. (2001) E-Commerce: Fundamentals and Applications. England: John
Wiley & Sons Ltd.
90
E-commerce continued...
Problems with e-commerce
E-commerce should not be seen to be a panacea for all companies' problems.
Many so called "dotcoms" had painful experiences at the start of the new
millennium.
Many organisations were too much in a rush to develop a virtual presence
before establishing a physical presence.
In 2002, Kruse adapted the Gartner Group's Technology Hype Cycle to
indicate how the e-learning market had developed over time.
It showed how the hype outpaced technology, unrealistic expectations then
ensued leading to a disaffected market where weak vendors vacated the
market.
However, according to Kruse (2002) such cycles showed that troughs don't
last indefinitely; indeed those organisations that did invest in e-learning
(Cisco, IBM etc.) have made large productivity gains and cost reductions.
As such there has been a trend in the last few years to move more towards
"clicks and mortar" that is ensuring that there are physical assets for the
business to build on as well as a virtual presence.
91
Other problems with e-commerce:
Consumer demand outstrips supply
Security problems
Delivery problems
Class Exercise:
In groups nominated by the tutor suggest some other problems that
businesses may face if they follow an e-commerce path?
E-commerce continued..
The benefits of e-commerce for a business.
Ultimately, most businesses aim to make a profit from the goods and services
that they supply.
According to Kalakota et al (cited in Chan et al, 2001) businesses aim to
manage the following formula:
Profit = Revenue - Cost
If a business is to make more profit it can either increase revenue (more sales
for example) and / or reduce costs (such as lowering overheads)
E-commerce allows a business to do this.
92
Increased revenue
This can be obtained by expanding into the global market (Kalakota et al,
1997). The local business can become global with one mouse click -
geographical borders are removed.
Decrease costs
According to Kalakota et al (1997), costs can be reduced by for example
reducing manpower and by reducing operating expenses.
However, the reduction in manpower can have a detrimental effect on staff
morale (see implementing BIT)
Further benefits
Indeed, Kalakota et al (1997), highlight how using documents that are
produced electronically can speed up how the data is processed and updated,
ultimately allowing a business to become more productive.
Class exercise
How can a small business utilise e-commerce to improve its business
practices?
93
E-commerce continued...
Organisational structures
It is suggested (Chan et al, 2001) that businesses may need to change from
their traditional flat organisational structures (figure 3)
Figure 3: Traditional flat organisational structure
Adapted from Chan et al (2001)
to become more integrated (figure 4) in order that the business can more
readily comprehend the issues that e-commerce delivers.
94
Figure 4: An integrated organisational structure
Adapted from Chan et al (2001).
This may lead to more dynamic business organisations.
95
Web resources
There are many web sites concerning the subject of e-commerce. A few that
are worth looking at are listed below:
Advantages of E-commerce:
https://www.thebalance.com/advantages-of-ecommerce-1141610
[Accessed: 19th October 2016]
The Guardian: E-commerce
http://www.theguardian.com/technology/efinance
[Accessed: 19th October 2016]
The effects of E-commerce on Businesses:
http://www.bbc.co.uk/schools/gcsebitesize/ict/implications/2workpatternsrev4.shtml
[Accessed: 19th October 2016]
An excellent paper discussing the various business models with e-commerce
is provided by Paul Bambury: http://firstmonday.org/ojs/index.php/fm/article/view/624/545
[Accessed: 19th October 2016]
Further information:
Other useful websites include the e-commerce times
e-commerce times (http://www.ecommercetimes.com)
[Accessed: 19th October 2016]
96
Northern College Programme
Business Information Technology
Legal Frameworks
by Nigel R Hartland
The prevailing regulatory and advisory frameworks:
Examination of good practice
The following legislation is very applicable to Business Information
Technology:
The Data Protection Acts 1984 and 1998.
These acts were introduced by the Governments of the day to enforce the
level and type of information being held on individuals.
The Data Protection Act 1984
This act is concerned with the protection of computerised data.
The Act was introduced as people became concerned about personal data
being held about themselves.
A Data Protection Registrar was appointed to administer the act and provide
enforcement of it, in case any of the Act's principles were violated, which
ultimately could become a criminal offence.
97
The Data Protection Act 1998
This act updates and replaces the 1984 Act to include information that is
processed manually in paper files etc.
http://www.legislation.gov.uk/ukpga/1998/29/contents
[Accessed: 19th October 2016]
Like the 1984 Act it gives legal rights to people concerning the data that is
held about them by other people.
It was brought into force on 1st March 2000. In the Act the Data Protection
Registrar became the Data Protection Commissioner - (now Information
Commissioner)
The main Information Commissioner (https://ico.org.uk) web site: [Accessed: 19th
October 2016] is worth reviewing relating to data protection.
There are eight Data Protection Principles like the 1984 Act, but these are
not the same as those contained in the 1984 Act.
The principles lay down what data controllers (i.e. those who decide the
purposes and the way in which the personal data is processed) can do.
Data controllers have to comply with the Act, and notify the Commissioner
(unless exempt)
https://ico.org.uk/for-organisations/guide-to-data-protection/
[Accessed: 19th October 2016]
98
about the data they are holding and the Commissioner will help those who try
to follow their obligations under the Act by discussing problems.
Legal frameworks continued.
The principles http://www.legislation.gov.uk/ukpga/1998/29/contents
[Accessed: 19th October 2016]
include:
Data Protection Principles
Principle Detail
1 Personal data is processed fairly and lawfully and will not be
processed unless certain conditions are met.
2 The purposes for which the data is processed should be limited.
3 The personal data is adequate, relevant and not excessive in
regard to the reason(s) for why that data is processed.
4 The personal data is accurate, if needed it must be kept up to
date.
5 The personal data is not kept for any longer than is needed.
6 The processing of personal data follows the data subjects' rights.
7 If personal data is unlawfully processed measures will be taken,
i.e. the data has to be kept safe.
8 Personal data can only be transferred to countries with
appropriate protection.
99
Rights
These include for example the right to stop others processing data about an
individual that is likely to cause them distress.
see also:
http://www.legislation.gov.uk/ukpga/1998/29/part/II
[Accessed: 19th October 2016]
Exemptions
These include for example to protect national security, then personal data is
exempted from the data protection principles.
See also: http://www.legislation.gov.uk/ukpga/1998/29/part/IV
[Accessed: 19th October 2016]
Offences
These include for example unlawfully obtaining personal data or unlawfully
selling personal data. http://www.publications.parliament.uk/pa/cm201213/cmselect/cmjust/962/96205.htm:
[Accessed: 19th October 2016]
The Data Protection Act 1998 web site:http://www.legislation.gov.uk/ukpga/1998/29/contents
[Accessed: 19th October 2016]
contains a very detailed breakdown of the 1998 act.
The following site gives more information on the data protection act:
https://ico.org.uk/for-organisations/guide-to-data-protection/
[Accessed: 19th October 2016]
100
The Computer Misuse Act 1990
This Act is concerned with prohibiting the misuse of computer material for
example.
It is concerned with accessing and modifying material as well as repeatedly
hacking into data or altering data.
These offences carry custodial sentences. The following website gives some
information on this Act:
http://www.bbc.co.uk/schools/gcsebitesize/ict/legal/1dataandcomputermisuserev1.shtml
[Accessed: 19th October 2016]
and updated: (look at the Police and Justice Act 2006)
http://complianceandprivacy.com/News-Eversheds-e80-Computer-misuse-act.html
[Accessed: 19th October 2016]
and: http://www.newlawjournal.co.uk/content/cyber-crime
[Accessed: 19th October 2016]
101
The Regulation of Investigatory Powers Act (RIPA) 2000
This act updated the law in intercepting communications with specific
inclusion of the Internet.
It provides amongst other things, new powers to offset the criminal threats of
encryption software etc.
http://www.legislation.gov.uk/ukpga/2000/23/contents
[Accessed: 19th October 2016]
Legal frameworks continued.
Health and Safety
There is a great deal of legislation pertaining to health and safety in regard to
work and computers.
The most well known is the Health and Safety at Work Act 1974 (HASAWA).
The Health and Safety Executive [Accessed: 19th October 2016] have a website
http://www.hse.gov.uk/index.htm [[Accessed: 19th October 2016] and they produce
a variety of documents on health and safety.
102
Display Screen Equipment Regulations 1992
In 1992 a new set of regulations was produced by the European Union called
the 'six pack'.
This included legislation regarding the use of Display Screen Equipment - the so called Health and Safety (Display Screen Equipment) Regulations (1992)
[Accessed: 19th October 2016]
The following website contains practical information on these regulations:
http://www.hse.gov.uk/pubns/indg36.pdf
[Accessed: 19th October 2016]
Employers' requirements
Within these regulations, employers have to do a number of tasks:
Analyse workstations and assess and reduce risks
That is they need to look at, among other things, the job being performed
Ensure workstations meet minimum requirements
This relates to good features within a workstation, for example having
adjustable chairs and suitable lighting.
Plan work so there are breaks or changes in activity
103
This is concerned with taking breaks away from work, with the ideal being the
individual having a choice over when to take the breaks.
On request, arrange eye tests and provide spectacles if special ones
are needed
This covers those employees who are covered by the Regulations, being able
to ask their employer to provide and pay for an eye and eyesight tests.
To provide health and safety training and information
This concerns employers providing training to ensure their employees can use
their VDU's and workstations safely, and how to use them to prevent health
problems by for example, adjusting the chair.
104
Legal frameworks continued.
Practical tips
These include adjusting the chair and VDU to get the most comfortable
position.
Ensuring that there is plenty of space on the desk to take any
documents etc.
Ensure that there is sufficient space under the desk for legs to rest.
Keep wrists straight when typing.
Keep the mouse within easy reach.
Adjust the brightness and contrast on the screen to suit lighting
conditions.
Source: HSE.
105
Northern College Programme
Business Information Technology
Social Aspects of IT
by Nigel R Hartland
IT does have social implications. One of these is in the use of computers at
home; many people are starting to work from home using computers and the
Internet to link to the outside world.
This tends to be called Teleworking and it has a number of implications. IT
also can have a bearing on an individuals' health. Various illnesses have been
attributed to using IT in one form or another.
Teleworking
Advantages
The individual can work from home in their own environment.
This form of working may fit in better with their lifestyle e.g. looking after the
children.
It can open up communication with new people throughout the world that may
not have occurred by working in conventional offices.
It maybe quieter and therefore more productive to get work done at home.
106
It can be cheaper for an organisation to employ someone at home rather than
renting expensive office space.
Disadvantages
Isolation. People go to work for social as well as monetary needs. They could
end up working alone and becoming introverted.
The costs of heating, electricity, computer hardware and software, telephone
etc. - who pays for these and is the individual properly recompensed by their
employer? These costs are difficult to calculate.
The individual maybe tempted not to do any work!! and watch TV etc.
(however it can be argued that people do work harder at home - they may feel
guilty if they didn't do some work)
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social aspects of IT 2
Computer Illnesses
Using computers can lead to illnesses. The most common, specifically in the
use of keyboards and posture is Repetitive Strain Injury (RSI). Other illnesses
include computer stress.
Repetitive Strain Injury (RSI)
This injury has been attributed to the excessive use of keyboards repeatedly
striking keys.
It can be very painful as people feel pain in the wrists and the arms.
RSI can be prevented by having better posture and an ergonomic layout of
the workstation, as well as having regular rest breaks away from typing.
The Health and Safety Executive provide information on RSI in regard to Upper
Limb Disorders (http://www.hse.gov.uk/pubns/indg171.pdf) [Accessed: 19th October
2016]
Another useful site is the healthy computing site:
http://www.healthycomputing.com
[Accessed: 19th October 2016] which provides information about preventing
problems with computers such as RSI.
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Computer stress
This has been attributed to spending too much time in front of a computer and
being bombarded with too much information - so called information overload.
Many busy people these days have to cope with information coming into them
from a variety of sources such as:
faxes
land line and mobile telephone calls
text messages
pagers
letters and memos
etc.
Having to deal with all this information can be very stressful. As society
becomes more globally linked by communication, such as e-mail and the
proliferation of mobile phones, this kind of 'illness' will probably become more
common until people begin to accommodate and adjust to it into their daily
lives.
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Business Information Technology
Module Outline
Northern College AVA Access to HE Diploma in Computing
Academic Year: 2016-2017
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Overview
This unit will be a mixture of theoretical and practical topics aimed at
developing an understanding of how information technology is used within a
business environment.
It will focus on the types and uses of business related software, problems of
implementing ICT into an organisation, the implications of e-commerce for
modern businesses; and provide an overview of relevant legislation and social
aspects of ICT relating to the business environment.
Unit Content
Introduction to business IT systems: types of business data, data flows,
and software packages.
Financial management.
Project management: critical paths and Gantt charts.
Implementing ICT changes within an organization including e-
commerce and its use within a business environment.
Relevant legal implications of working in a business environment.
Social aspects of ICT.
Learning Activities
The unit will involve a range of learning activities including:
Classroom based lectures
Class discussion
Practical demonstrations
Group work
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Skills Development
The unit will develop core curriculum skills to assist learners to:
speak to communicate
listen and respond
read and obtain information
write to communicate
generate results
present and explain results
Method of Assessment
Assessment will take the form of a number of exercises that demonstrates the
use of techniques learnt during the course. This will include the production of
computerised project plans and the manipulation of financial data. The
practical work will be undertaken in the use of Spreadsheet and Project
Management software to perform business planning functions.
The final written work will be based around a case study looking at the
business uses of ICT.
Learning Outcomes & Assessment Criteria Guidance Notes
See the grid for details of the unit learning outcomes and assessment criteria.
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UNIT INFORMATION
This module will be assessed using the following unit. The tables below
outline the unit and grading information which your assignment will be marked
against:
Unit: Business Information Technology (CER323)
AVA Access to HE Diploma ComputingPre-fix: ComputingUnit Title:Unit Code:
Business Information Technology (CER323)
Credit Value: 6 credits at Level 3
Learning Outcomes Assessment Criteria (Level 3)The learner will: The learner can:1 Know how to use business software
and business management techniques
to solve typical business problems.
1.1 Develop solutions to a range of business
problems.
2 Understand the potential difficulties in
implementing business IT systems.
2.1 Explain the problems that can be associated
with implementing a business IT system.
3 Understand the implications of the Internet
for business.
3.1 Evaluate the typical uses of e-commerce in a
business context
4 Understand the purpose of relevant
legislation regarding IT and its impact on
business.
4.1 Explain the purpose of relevant legislation
relating to the business use of IT.
4.2 Evaluate the impact of relevant legislation on
business.
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ASSESSMENT INFORMATIONThe assessment activities for this unit are indicated in the table below:
Key: P = Prescribed – this assessment method must be used to assess the unit.
O = Optional – this assessment method could be used to assess the unit.
Case study O Project OWritten question and answer/test/exam
O Role play/simulation O
Essay O Practical demonstration OReport O Group discussion OOral question and answer O Performance/exhibition OWritten description O Production of artefact OReflective log / diary O Practice file O
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UNIT: Business Information Technology (CER323)
GRADE DESCRIPTORS: 1, 3, 5 and 7Grade Descriptor 1Understanding of Subject
Grade Descriptor 3Application of Skills
Grade Descriptor 5Communication and Presentation
Grade Descriptor 7Quality
PASS There is no grade information for ‘Pass’. Students achieve a Pass by meeting the requirements of all the assessment criteria of a unit.
MERIT Demonstrates a very good grasp of the relevant knowledge base
Applies appropriate methods with very good levels of accuracy
Shows very good command of referencing
Taken as a whole, demonstrates a very good response to the demands of the brief/assignment
DISTINCTION Demonstrates an excellent grasp of the relevant knowledge base
Applies appropriate methods with excellent levels of accuracy
Shows excellent command of referencing
Taken as a whole, demonstrates an excellent response to the demands of the brief/assignment
ASSESSMENT PLAN
UNIT: Business Information Technology (CER323)
Grade Descriptor: Task 1 (Learning Outcomes 1) Task 2 (Learning Outcomes 2,3,4)
1 Understanding of subject X X
2. Application of knowledge
3. Application of skills X X
4. Use of information
5. Communication and presentation X X
6. Autonomy and/or Independence
7. Quality X X
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Assignment 1: Business Information Technology (CER323)
Submission Arrangements:
You must email your completed assignments to [email protected] before 3pm on the date of your deadline by attaching your assignment to the email;
receipt of the email will confirm you have submitted your assignment and met
the deadline. You must use your Northern College email to submit your
assignment as messages sent from your personal email will be caught in the
spam filter and your email will not be received on time.
Ensure you complete the subject box: Nigel Hartland, Business IT assignment.
You are also required to submit a paper copy to the Diploma Admin office
on the same day. You must attach a covering page identifying your name, student number, programme of study, Unit title, assignment title and unit tutor to the front of this assignment. These are available on the VLE or
from the Diploma Admin Office.
Deadline Date: 5th December 2016
Assignment Title: Anycompany
Assessment Criteria covered: 1.1, 2.1, 3.1, 4.1, 4.2
Type of Assignment, A mixture of practical and written
exercises based on a real world
scenario.
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Assignment Brief:
This unit will be assessed by two separate tasks. [ ] indicates criteria mapped.
Task 1
Background to Anycompany
Anycompany is a small family widget making company. For many years business information flowing in to and out of the company has been processed manually and recorded on paper.
For example, the orders and invoices have been processed manually, information regarding production, such as raw material orders, quality control and production information have also been recorded manually using paper based systems.
In addition the finance department have traditionally calculated wages and recorded the details using a ledger paper based system.
No computers are currently used in the company.
Meetings are held regularly involving various departments but often on an ad hoc basis with no real co-ordination of any persons' time and availability for these meetings.
The business has a number of buildings used for manufacturing and storage of their widget products. Much of the machinery used as part of the production process is quite old.
The Managing Director (MD) has been exploring the potential of the business expanding into other foreign markets as well as obtaining financial support from the local banks to introduce new finance into the business. Given the current economic climate the MD is sceptical of securing such funding.
Recently the business has experienced a fall in sales. There has also been a high staff turnover in the last few years. There has been talk in Europe about
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potential environmental changes to the production of such widgets as well.
Financial Management [1.1]
1.1 The following table shows the breakdown of sales figures for last week. Use MS Excel to find answers to the following questions:
Profit table
Product Quantitysold
Net Profit £
Widget A 400 4.45
Widget B 350 2.00
Widget C 250 3.80
1.1 a) What is the total profit?
Print off the spreadsheet (include your name and the question number on it)
Print off the formulae as well for this spreadsheet.
1.1 b) How much of Widget B needs to be sold to make a total profit of £5000
Print off the spreadsheet (include your name and the question number on it)
Business Planning [1.1]
1.2 Undertake a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis for the company. This will give them a snapshot of where they are at that point in time. You may want to use a simple SWOT analysis template (click here to load it) to complete this task. This can be saved as a Word document in your work area (ensure your name is on the work).
Installing a computer system - Project Management [1.1]
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The Managing Director has decided that the companies' information systems need updating to more accurately record and monitor the volume of business information that flows through the company, as well as making the company more efficient and profitable.
No computers are currently used in the company.
A decision has been taken to implement the installation of micro computers into the company. 2.1 ABC Contractors have tendered their bid to implement IT into Anycompany Ltd (including subcontracting the installation and purchase of hardware and software).
They have suggested that the following tasks (see table 2.1) need to be completed to undertake the project of installing a new computer system.
Produce a hand drawn network (arrow diagram) to show this process (use the activity labels (A, B, C etc.) rather than the descriptions). With your answer include the activities table which will help you identify the critical and non-critical activities.
(It is acceptable to produce a hand drawn diagram as part of your answer, but this must be legible! You can use a computer program e.g. Word / PowerPoint if you want instead.)
Table 2.1 Activity Activity Duration (Days) Preceding Activity
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DescriptionFeasibility study A 15 -
Research hardware B 4 A
Research software C 3 A
Project meeting 1 D 1 B, C
Purchase hardware E 3 D
Purchase software F 3 D
Install hardware G 20 E
Install software H 10 F
Project meeting 2 I 1 G, H
Test the systems J 5 I
Train admin staff K 10 J
Train shop floor staff L 5 J
Project meeting 3 M 1 K, L
Parallel running N 12 M
Launch full system O 1 N
In addition the diagram / activities table can be used to determine a number of outcomes:
2.2 The critical path is:
2.3 The time it would take to complete the implementation (total project duration) is therefore:
2.4 Given that ABC Contractors charge £1500 per day for implementation fees the overall cost for implementing the new computer system is therefore £
(show working)
2.5 How much slack (spare capacity) is available on the Parallel Running
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activity (hint use your activities table):
Further Analysis: What if analysis can be applied to the network diagram to consider another scenario:
2.6 If the training of the admin staff was extended by one day the effect it would it have on the total projects (implementing IT) duration is:
and the reason for this is:
2.7 Produce a computerised Network (PERT) and GANTT chart for the data given in table 2.1. Print these charts off. 2.8 Using the MS Project software change the figure for Installing the Software (H) from 10 days to 22 days. Print the newly calculated Network (PERT) chart and GANTT chart. Use these charts to answer the following questions: 2.9 a) What is the total duration of the project? and 2.9 b) What is the critical path? (produce the diagrams and print them out to be included with your other answers to these questions)
Please note: You must follow proper academic standards in Referencing your work for all assignments.
Task 2
Problems in Implementing ICT [2.1]
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3.1 With the installation of computers into Anycompany Ltd it is anticipated that the following problems could be experienced:
(Identify at least 5 problems and for each provide explanations as to why they are problems)
3.2 The following problems with training staff must also be considered:
(Identify at least 3 problems and for each provide explanations as to why they are problems)
E-commerce [3.1]
4.1a How could Anycompany Ltd utilise the benefits of e-commerce in their business dealings?
(Identify at least 5 benefits and for each provide explanations as to why they are benefits)
4.1b What implications (problems) will it have to their business?
(Identify at least 5 implications (problems) and for each provide explanations as to why they are implications (problems))
Legal and Social aspects of ICT [4.1, 4.2]
5.1 There is a great deal of legislation that businesses have to comply with, some, with specific reference to the business use of IT are listed below:
The Computer Misuse Act 1990
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The Display Screen Equipment Regulations 1992 The Data Protection Act 1998
A) For each piece of legislation, state what the purpose of that legislation is for a business.
and
B) Choose one of these pieces of legislation and briefly explain the implications (issues) for a business in trying to comply with it.
(Identify at least 3 implications (issues) and for each provide explanations as to why they are an implication (issue))
You must use at least one External reference (web/book etc.) to support your answers for this question.
Social problems in Implementing ICT [2.1]
6.1 In addition to the problems that Anycompany Ltd will possibly experience in implementing ICT (you answered this in 3.1 and 3.2) into their company, there are other potential social and health related problems in using ICT.
Identify 2 potential social and / or health problems, for each provide explanations on why they are a problem.
(brief: no more than 250-300 words for the answer)
(It is suggested that you lay this answer to 6.1 out as follows :)
Problem 1:
Why this is a problem?
Problem 2:
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Why this is a problem?
Please note: You must follow proper academic standards in Referencing your work for all assignments.
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