Individual Research Paper and Model Business Activity Practical

 Individual Research Paper and Model Business Activity Practical

Assessment Task A

• Information systems

1.1 The process of developing an information systems plan

Given the complexity of computer information systems and processes, it is evident that planning is vital for successful implementation and sustainability. The information system plan describes the elements contained in the system and the approach that will be used in system development. The basis of an enterprises strategic plan is the basis of the management information system strategic plan (Soderberg, 2012). The development of an organization’s information system plan is undertaken by the agency staff in collaboration with the executive management. The planning process incorporates the following.

• Review

This approach includes the review of the organizations’ corporate plan which assesses the organizational goals, mission, objectives and strategies so as to prioritize and set the business direction. The review process identifies the business processes that the enterprise engages in, focusing on the needs of the manager and all stakeholders.

• Assessment

The next step is the assessment of the immediate technological environment within which the agency operates including evaluation of the hardware requirements, software requirements and networks required for connectivity of the system. This step incorporates the needs analysis whereby user needs regarding the information system are reviewed. Typically, employees within the organization have an abstract idea regarding the end result of the system but have no idea on how the system functions. At this stage, software engineers recognize the competent requirements for which the system will be developed.

• Strategy Development

This phase entails the development of the organization information technology strategy. This is developed depending on the analysis of the prevailing environment of the organization and the business goals to be attained. The agency will identify its short and long term goals that are related to information management, sharing and information technology implementation to support the organization’s strategic plan (Dibbern, Fischer, Huber & Rudy, 2013). The strategy also highlights the organization’s technology needs and weaknesses for implementation. The strategy development process also incorporates scope analysis regarding the general requirements the system will achieve. Once the strategy for the system is ready, the system development process can commence.

1.2 The relationship between Business Process Reengineering (BPR) and information technology (IT)

Changes in the economic environment have led to the increase in BPR interest by many progressive firms across the globe. The Business Process Reengineering (BPR) approach is adopted by many organizations as a way of enhancing efficiency through waste reduction and minimizing costs (Agnew &Silverston, 2008). The close relationship between BPR and IT is attributed to the integration of more powerful technologies to the business environment and the decreasing costs of application in IT applications and their suitability for enhanced business capability.

1.2.1 Categories of relationship between BPR and information technology.

BPR and IT working together have the potential of creating flexible and team oriented, coordinated and communication centered work capability. IT involves the collection of automating and mechanizing tools and processes that restructure business processes by facilitating process design. Furthermore, IT capabilities have improved information access and coordination in enterprises, creating new process design alternatives for the business. Complete digitization of all work processes has enhanced the successful implementation of BPR by providing new digital platform that has enabled companies to operate efficiently end enabled the respond quickly to business opportunities and emergencies (Myszak, 2011). This has empowered employees and enhanced interaction with clients.

IT has been regarded as the key enabler of BPR. IT capabilities support business processes and organization’s business capabilities are mainly based on the IT capacity they offer. IT promises an ultimate impact for the business as the most powerful tool for facilitating coordination and lowering costs (Majeed, 2013). Moreover, the innovative capabilities of IT has enabled enterprises develop new, coordination-oriented structures, enabling the business manage its activities in ways that were not possible before.

1.2.2 Phases of BPR and IT application

1.2.2.1 Phase 1: IT as an enabler of BPR

There are various phases through which IT has initiated and sustained BPR

As a strategic action, BPR requires strategic action and clear understanding of the clients, the industry and the market to gain competitive advantage. Aligning the IT strategy with the business strategy facilitates accomplishment of the business mandate and vision. As an enabler, IT plays key roles in BPR initial phase through providing opportunities to utilize improved and newer technologies to develop the organization’s strategic vision and enhance business processes prior to design.

IT capabilities in tracking information and addressing organizational and informational barriers are resourceful in addressing the organizational strengths and weaknesses and realizing market opportunities in the BPR process. During the restructuring process, IT offers different approaches to manage the process. This allows the organization to benchmark against other similar firms and combines the experience and expertise of team members to adopt an ideal strategy (Khaninezhad & Behnam, 2013). Since BPR requires a flexible organizational design, the flexible IT structure facilitates cooperation among departments and nurture innovation and collaboration among teamwork’s

1.2.2.2 Phase 2: IT as BPR facilitator

IT facilitates the reengineering and design process through provision of process

Management tools that help in identification structuring and estimation of BPR activities and control.  Moreover, IT tools are also useful in the gathering and analysis of information regarding the structure and performance of processes since it is a key step in selecting the processes that require redesign.  Applications such as Computer Aided Design (CASE) are resourceful in the development of process models (Majeed, 2013).

Computing technologies facilitate processes facilitate a process-oriented approach towards system development which allows the sharing of databases via various functional units engaging in the same business process. Moreover telecommunication technologies such as groupware, WANs and LANs have enhanced collaboration among workgroups to enhance the business process outcome. The provision of data in digital formats offers a whole range of results since it enhances data manipulation and accuracy. Moreover, IT enables enterprises to build a database for tracking is stakeholders such as suppliers and customers at the same time facilitating information exchange to enhance international collaboration within the enterprise. For example, R. J Reynolds Tobacco Co. uses the EDI technology in collaboration with ecommerce tools and electronic work queues to reengineer its accounts payable function (Myszak, 2011). IT is also resourceful in the identification of alternative business of alternative business processes enabling organizations attain multiple objectives to redesign their processes.

1.2.2.3 Phase 3: IT as BPR implementer

IT facilitates the implementation of new processes through the application of analysis and project management tools. IT helps in the identification of the system structure and related tasks. Moreover, electronic communication tools overcome geographic communication barriers since they facilitate ongoing and real-time communication among project team members, supervisors and managers. In addition, IT evaluation tools are also important in evaluation of the return on investment of the BPR venture, this will enable the organization determine the viability of the venture. In addition, IT infrastructure of the organization can be customized to enhance cooperation among departments and cross functional teams during the BPR process.

Application software is useful in facilitating collaboration in reengineering process to foster ide generation, group outlining, brainstorming, project management and execution of different tasks. As other departments within the organization undergo reengineering, IT infrastructure is modified to meet the increasing needs of the business and enhance creativity.

The digital feedback loop facilitated by IT ensures that the reengineering process has an evaluation approach that defines success in terms of the timely execution of tasks, intermediate milestones attained and budget resources utilized. This enhances the efficiency and effectiveness in the execution of tasks. Successful reengineering requires that organizations first embark on the most vital business processes that give them competitive advantage, enhance customer service, sustain quality and reduce costs.

2.0 The basic planning and control methods and techniques.

2.1 Planning Methods and techniques

Planning refers to the process through which organizations set objectives and determine the approach to apply to accomplish them (Simkin, 2006). Whereas goals comprise the organization’s purpose in a wider perspective, objectives refer to goals expressed in measurable and measurable terms. The strategy the organization uses to accomplish its goals denotes the set of actions and deployment of resources to attain the set objectives.

• Planning tools and techniques

2.1.1.1 Environmental scanning

Assessing the environment in the form of environmental scanning to interpret and anticipate likely changes in the environment.  One of the key approaches in environment scanning is competitor intelligence and global scanning. Competitor intelligence entails gathering information about competitors and their approach to the business. On the other hand, global scanning entails the screening of a broader scope to assess the global forces that shape the business especially for firms in the global venture. This concept also draws information from the global perspective on business challenges and opportunities on the global level.

• Forecasting

This is another planning technique of assessing the environment that enterprises apply to create prediction regarding the business trends and outcomes. Forecasting facilitates managerial decision making and is highly viable especially within a stable business environment. Forecasting can either be qualitative or quantitative. Whereas quantitative forecasting applies mathematical models and approaches using a series of data to predict the business outcome, qualitative forecasting relies on expert opinion to predict the precise business outcome. Organizations apply the collaborative planning, forecasting and replenishment (CPFR) application as the standardized approach using the internet to facilitate data exchange (Barry, 2011).

2.1.1.3 Benchmarking

The approach entails searching for the most appropriate practices in the industry among competitors and non-competitors to enhance the business performance. By evaluating and implementing the practices, the firm will improve its output. The benchmarking process starts by forming a benchmark team, collecting internal and external data regarding the ideal work methods, conducting data analysis to outline the performance gaps that cause differences and preparation and implementation of an action plan to meet and exceed the standards (Trickett, 2006).

2.1.1.4 Allocation of resources

2.1.1.4.1 Budgeting

A budget for the business refers to the numerical plan it applies in resources management such as resources used to improve space, time and other material resources. Budgeting is applied across all organizations and can either be variable or fixed budget. An ideal budgeting approach should be flexible, goal-driven and coordinated throughout the enterprise. Budgeting and planning software is helpful in drafting budgets as key resources allocation tools. The profitability of the enterprise is drawn from smart management but not budgeting.

2.1.2.4.2 Scheduling

Another method of allocating resources is through scheduling. Schedules incorporate plans organizations apply in resources allocation detailing the tasks to be accomplished, the order of execution, responsibility and time limits for completion. Scheduling facilitate the coordination of various activities in the enterprise.

2.1.2.4.3 Charting

Gantt charts and load charts are the mainly applied charting methods to allocate resources during the planning process. Gantt charts represent tasks to be accomplished against time by showing the expected and actual progress of project tasks (Barry, 2011). Load charts on the other hand are modified Gantt charts indicating entire departments and resources allocation allowing managers to plan and control capacity utilization within the enterprises.

2.1.2.4.2 Analysis

The resource allocation approach entails the process of program evaluation and review techniques within the enterprise. Flow charts diagrams are the most common evaluation tools used to depict the sequence tasks to be completed in the project alongside the projected costs. Evaluation and review assesses events, activities, slack time and the critical path for each activity

2.1.3 Contemporary Planning techniques

2.1.3.1 Project Management

Project management refers to the task of getting activities done on time within the allocated budgetary resourced in accordance to the specifications. The project management approach incorporates the definition of goal to identify the required activities, materials and labor and determining the sequence for completion of tasks (Simkin, 2006).

2.1.3.2 Scenario Planning

A scenario contains a consistent view of an expected outcome. As a result, the process of scenario planning entails making projects to reduce future business uncertainties. This is achieved by playing out the potential business contexts under different circumstances

2.1.3.3 Contingency planning

This entails the development of scenarios that enable managers to establish in advance the outcome of their actions should the considered event occur.

2.2 Controlling

Controlling refers to the process of determining performance and actions to attain the desired outcome (Farrell, 2005). The approach has a positive role in the process management process to ensure the business is on the right track. The controlling process entails for major steps that include;

• Establishment of objectives and standards

The output standards measure the performance results of the enterprise on the basis of quality, time, and quantity and cost whereas input standards measure efforts on the basis of the amount of work used to perform the task.

• Measuring the actual performance

The approach entails measuring the actual results against the output and input standards to ensure goals are accurate. For effective controls, a method of measurement is essential

• Comparison of results against standards and objectives

This is a control equation that organizations apply to establish the need for an action by comparing the differences between the desired performance and the actual performance. This can be achieved through historical, relative or engineering comparisons.

• Applying corrective actions as needed.

The approach entails taking the appropriate action when discrepancies arise between the desired and the actual outcome. At this level, management by exception is important to give priority attention in circumstances that show great need for action.

• Database Management Systems concepts

3.1. Database Management Systems

Database management systems (DBMS) refers to a collection of programs that enable the user to store, manipulate, modify and extract required information from a computer database. The types of DBMS range from small systems that run on personal computers to large systems that are run on mainframes (Andrew, Honglak, Ranganath & Rogers, 202011). Examples of DBMS include a computerized library system, automated teller machines, computerized inventory systems and flight reservation systems. From the technical outlook, the way DBMS organizes information internally can either be relational, network, hierarchical or flat. This organization affects the rate and flexibility of information retrieval. Requests for information from the database are referred to as queries which are submitted as styles questions.

An example of a query for the DBMs could be;

SELECT ALL WHERE NAME = “JOHN” AND AGE < 40

This query requests the records in the database whereby the Name field is JOHN and AGE of the field is less than 40. These set rules of formulating queries are referred to as the query language. Different DBMS support different languages although the structured query language SQL is the semi-standardized language applied (Armstrong, Nolan & Robinson, 2013).

3.1.1 Database Design

It is important that databases are designed in a way that there is maximum guarantee the needed record is easily reaches and that necessary relationships are provided so that the query generation rate is fast. In addition data types should be established and a standardized way of representing the concepts adopted. The database should also be rid of unnecessary data and data redundancy minimized so that data can be easily updated with minimal errors.

3.2 Relationship between data models, process models and object oriented models.

3.2.1 Data models

Data models refer to the description of the objects in an information system alongside the properties and relationships. Data models are typically real world objects such as products, customers, suppliers and orders. Within the DBMS approach, data models refer to the collection of concepts and rules that define data (O’Brien and Marakas, 2009). Data models are based on data, their relationship and constraints. The data model provides details regarding the data to be stored and its primary use to derive the software code for the application.

Data models play a key role in facilitating communication between the business owner and the enterprise regarding the computer system requirements and technical aspects defining the requirements. Data models are critical in determining structure of the data and in the context of programming languages; they are referred as the data structures.  The main function of data models is to back up the system development process by providing a method for data formats and definition (Khaninezhad & Behnam, 2013). When the same data structures are applies in the store and access of data, it is possible for different applications to share resources. However, since systems may be difficult to build and develop, constraining the business rather than providing support. Data models should hence be carefully developed and implemented using the appropriate interface.

3.3.2 Process Models

Process models refer to processes of similar nature that have been grouped together in a model. This is because the process model is a type level and is widely used in the application development process. A process model is a representation of how the process itself will appear and processes are determined during the system development process. The goals of the process model can either be descriptive, prescriptive or explanatory. Descriptive process models track the activities during processes to take the viewpoint of the external observer to determine the functioning of the system and suggest improvements (Martens & Provost, 2012). On the contrary, prescriptive process models define the ideal processes and how they ought to execute. This is attained through the setting of rules, guidelines and behavior patterns that lead to the desired process outcome.

Explanatory process models on the other hand offer explanation regarding the rationale of processes. This is attained through exploring and evaluating the likely outcomes on the course of action to establish an explicit connection between the processes and the needs the model should fulfill. Process models play a key role in describing the key concepts describing the style, development processes. Based on an operational viewpoint, process modeling offers guidelines to engineers and application developers on the right approach to follow (Agnew & Silverston, 2008). On the other hand, process models address the process attributes of the enterprise architecture particularly the enterprise business architecture.

The connection of the business processes in the enterprise system and the connection with other systems, data, strategies and organizational structure, process models enhance system capabilities by facilitating the analysis and planning phase. An example of a real-world application of process modeling is in the corporate mergers and acquisitions which facilitate the understanding of the organizational processes in detail to allow the management identify the redundancies hence a more efficient merger.  Process modeling is a key aspect of business process engineering and the continuous improvement process in organizations.

3.3 Object oriented data models

The object oriented data model refers to a model that applies objects with attributes as the code foundation. Once an aspect in the system is established, it is identified as an object and consequently, the object methods and attributes are categorized together under that identifier. For object oriented models, classes are applied to group the object within the models and hence subclasses can adopt the attributes and methods in the superclass (Martens & Provost, 2012) One of the key attribute of object oriented models is the object and object identifiers that model real world uniformity into models as objects associated with unique identifiers used to query the database.

Attributes and methods define the state of each object which is denoted by the set values whereas behavior of the model denotes the set methods operating in the state of the object. On the other hand, a class denotes the grouping of the entire objects with similar set of attributes and methods. An object is only affiliated to one class as an instance of relationship in that class (Vieira, 2013). Moreover, object oriented models are also characterized any class hierarchy and inheritance. Models derive new subclasses from the existing class also referred as the superclass. The superclass adopts the entire methods and attributes of the current class and may contain additional methods and attributes.

Assessment Task B

4.0 IT Manager Co Ltd case study scenarios

This section presents the Rich picture, Sub-systems diagrams, data flow diagram (DFD) and entity relationship diagram (ERD) suitable for the ITmanager.co.uk. Ltd alongside a personal critical analysis of the data modeling processes carried out in each section

 

4. 1 Rich Picture

This rich picture demonstrates the list of activities that are undertaken at the firm in order to provide IT support services to the clients. The company’s clients provide a request to ITmanager Co. seeking their IT consultancy services giving their system specification details. Clients want support services for their IT functions, want to implement planned system developments or seek to buy days from the firm within a year when IT support services will be offered.

IT consultants at the firm in collaboration with the company’s director and other personnel allocate days for IT support once an agreement with the client has been reached. The system implementation process then commences for the planned implementation. Support specialists at the firm are allocated tasks and the system development and support is undertaken.

 ITmanager Co.Uk.Ltd system implementation process

2 The sub-system Diagram

As presented in the sub-system diagram, the IT support system of the firm is composed of various systems that are interrelated. These systems include; the customer, financial system, the application store, the order processing system and the Marketing information system. Although these subsystems are interrelated, they work together to accomplish the goal of the enterprise.

4. 3 Data Flow Diagram

The dataflow diagram shows a process oriented graphical representation of the whole system. It shows the flow of data between the external entities and the processes and also the data held by the system. The diagram presents the processes, the flow, data stores and the terminator.

4.4 Entity Relationship Diagram

The Entity Relationship diagram for ITmanager.co.uk.Ltd is a graphical representation of the entities and how they relate with each other. The ER diagram presents how data within the database of the company has been organized.

 

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