The document discusses the implementation of information systems and provides details on key concepts. It begins with defining what an information system is and its key components. It then discusses the types of information systems, examples of systems, and considerations for implementation in Nepal and the US. It also covers theories related to behavioral science and managing change when implementing new systems. Finally, it discusses critical success factors for information system projects and introducing next generation balanced scorecard concepts to improve performance measurement.
2. What is IS?
An integrated set of components for collecting, storing, and
processing data and for delivering information, knowledge
and digital products
A combination of hardware, software, infrastructure and
trained personnel organized to facilitate planning,
control, coordination, and decision making in an organization
Business firms and other organizations rely on information
systems to carry out and manage their operations, interact with
their customers and suppliers, and compete in the marketplace
3. Features
Data
• Data is information stored in its raw form.
People
• Technical people are required to design database and programming.
Hardware
• Web servers, routers, switches, LAN, firewall etc.
Software
• DBMS, applications, programming languages etc.
Telecommunication
• As networking technologies.
4. 6 Key Events
Deciding on what to develop
IS design and development
IS evaluation and migration
Managing user resistance
Managing change
IS maintenance
5. Types
1. Office Information Systems
2. Transaction Processing Systems
3. Management Information Systems
4. Decision Support Systems
5. Expert Systems
6. Integrated Information Systems
6. Examples
1. Data Warehouses
2. Enterprise Resource Planning
3. Enterprise Systems
4. Expert Systems
5. Search Engines
6. Geographic Information System
7. Global Information System
8. Office Automation
7. Implementation in Nepal
Telecom
Use of computer and computer-based systems were started from
1984
To bring efficiency in day-to-day operation of telecom businesses
like: Line Maintenance, Line installation, Billing, Cash Collection
etc.
Computerization activities of NTC is divided into different
subsystems to solve different areas of operation:
Service Division System (SDS),
Human Resource Management System (HRMS),
Inventory Control System(MI),
Financial System Division (FSD – Billing and Cash Collection)
General Accounting(GA).
8. Implementation in USA
AMIAAnnual Symposium Proceedings Archive
National Center for Biotechnology Information,
U.S. National Library of Medicine
8600 Rockville Pike, Bethesda MD, 20894 USA
An integrated computerized patient record system
Form the infrastructure for the timely and accurate collection and
exchange of data, information, and knowledge in healthcare
organizations, and thus a more efficient use of scarce resources
9. Behavioral Science
Behavioral considerations in the design and implementation of
information systems and in the management of IS professionals are
crucial to the successful development and delivery of quality services
to users
Implementation of IS may provide a beneficial means to facilitate
changes in task design, organizational structure, and social relations
Guidance for interpreting past MIS behavioral research and
suggestions for future studies are provided by a proposed research
framework
The importance of adopting behavioral science research
standards, e.g., theory-based research questions and appropriate
methodology, is stressed
10. Assumptions
Organizations are socio-technical systems. The management must
integrate both the systems
Work and interpersonal behavior of people in the organization is
influenced by many factors
Employees are motivated not only by physiological needs but also by
social and psychological needs
Different people have different perceptions, attitudes, needs and
values. These differences must be found out and recognized by
management
In an organization conflicts are unavoidable
Personal goals and Organizational goals must be joined together
11. Theories
Abraham Maslow's Hierarchy of Needs Theory
- Satisfy lower-level needs first.
James March and Herbert Simon
- Communication is essential.
Douglas McGregor's Theory X and Y
- Negative (X) and Positive (Y) assumptions about people.
Victor Vroom's Expectancy Theory of Motivation
- Motivate to reach a goal.
Fredrick Herzberg's Two Factor Theory
- Hygiene factors and motivators.
Chester Barnard
- Must maintain a system of co-operation.
12. Should NTC have behavior
science department?
I would say: YES!!!
Because:
- ―monetary incentives are actually counterproductive when
applied to tasks requiring cognitive abilities‖
- ―science knows more than business is doing‖
Company can gain new ideas / proposals whereby, employees could
work on things in which they had the greatest interest / passion
Such departments would certainly cost more but there might be value
in the ability to study employees' responses to corporate culture,
etc. and make changes to benefit the company and the employees
19. Change Management
Types of Changes in Software Development:
1. Changes due unclear requirement
2. Developmental changes
20. Changes due to unclear
requirements
Changes not clear in the beginning of the project.
Causes:
Change in technology
Change in market requirements
21. Developmental Changes
1. Setting objectives as per the purpose and vision of
the project
2. Detailed planning of resources
3. Continuous monitoring of the implemented plan
4. Assess progress regularly and make proper plan
adjustment
24. Change
competence/commitment
Cadle and Yates (2008)
People involved within a team should be classified in
terms of
1. Competence – ability to create change
2. Commitment – belief in need for a change
27. Success of IS Projects
As stated in several studies in the literature, nearly
80% of IS projects fail
An unsuccessful project exceeds its schedule and
budget yet might not still reach to end
Companies try to avoid such project failures due to
high investments in terms of money, time and man
power
The Critical success factors can be listed that affect
the success of the project
29. Critical Success Factors
What are they?
Those few things that must be done well for
the organization to survive and/or prosper
These factors are common in most of the
studies, yet the weights and the priorities may
change according to the company’s structure,
culture, region and IS project’s volume
30. Sources of CSFs
Characteristics of the industry
Company competitive strategy,
industry position and geographic
location
Environmental factors
Extraordinary temporal factors
Managerial position
31. CSFs in IS Applications
Factors about internal organizational structure
Strategic alignment between organizational
structure / infrastructure and IT structure /
infrastructure
Top management support and commitment to IS
User participation in IS project
Matching IT capabilities to organizational needs
and goals
Organizational structure context
Enough managerial and technical skills
32. CSFs in IS Applications (contd.)
Factors about project team structure
Project leader feedback to team
Experience of project leader
Project monitoring and control
Adequate training for team members
Peer review on project progress
Experience of team members
Team member commitment
Team member self control
33. CSFs in IS Applications (contd.)
Appropriate technology and project
methodology
Clearly stated objectives
Detailed project plan
Proper project scope
Utilizing effective methodology
Use of appropriate technology
Effective system implementation
34. CSFs in IS Applications (contd.)
After project support
Training of users
Software support
Training of IT staff
On time help to users
Environmental factors
Globalization
Environmental dynamism
Competition
35. Critical Success Factors
Why have them?
So that you can pay attention to them!
To help an individual manager determine his/her
information needs
To aid an organisation in its general planning
process (ie business planning)
To aid an organisation in its information system
planning process
36. Critical Success Factors
For whom?
For senior and middle management – but not
as the same group
Different levels of management will have
different CSFs
To use CSFs effectively, you need to be
capable of creative thinking
37. Critical Success Factors
What are the benefits?
For specifying critical information systems
To focus attention on important matters
Help to link IS strategy to business strategy
help to give projects corporate justification
39. Introduction
The Balanced Scorecard was popularized by
Harvard professor Robert Kaplan and David Norton
in the early 1990s.
Balance Scorecard is the de-facto standard in the
world of strategic performance scorecards for
measuring financial and non-financial performance.
40. Need of Next Generation
Balance Scorecard
BSC is no longer enough to manage discrete
functions separately and hope the results of each
will aggregate to meet corporate objectives
Balanced Scorecards lack arguably the most
important element of non-financial performance
namely, ―sustainability context,‖ for measuring
corporate impacts across the Triple Bottom Line
(Environmental, Social, Economic) ―in the context
of the limits and demands placed on environmental
or social resources at the sectorial, local, regional, or
global level‖
41. Next Generation Balance
Scorecard Concepts
The measures and related accountability associated
with balanced scorecards must cascade from the
executive level throughout the organization. This
suggests that every individual's performance is
aligned with one or more of these measures
Past balanced scorecard efforts oftentimes consisted
of metrics that were aggregated, usually using
spreadsheets on standalone balanced scorecard
applications which lacked the critical alignment,
shared responsibility, and "cause and effect"
relationships that are absolutely vital
42. Contd..
It may not be necessary to implement every single
balanced scorecard concept to get value from their
efforts
Previous balanced scorecard applications have failed or
been abandoned because companies attempted to
implement a conceptually perfect solution only to find
that they didn't currently capture or store certain
balanced scorecard measures. Companies today are
taking more of an iterative approach, starting with those
measures supported by information that they do have
which is usually stored in a data warehouse
43. Cause-and-effect models
Today, the more advanced are trying to integrate full cause-and-effect
models into their balanced scorecards
Fig: Cause and Effect Diagram – Number of Customer Complaints and Customer
Satisfaction
44. Contd..
These systems-thinking- enabled balanced scorecards
are especially useful for:
Defining and then executing the corporate strategy
Communicating effectively
Quickly identifying the root causes of potential
problems and responding proactively
Alerting decision-makers about early indicators of
trouble
45. Integrated Analytics - Linking Data
Warehouse to the Balanced
Scorecard
is the integration of information from across a
company's complete value chain, the front office to
the back office, including: customer relationship
management, human resources, financial
management, supply chain, e-business and
enterprise resource planning
Benefits of this are:
Links the company's strategy with performance
measures and cascades these measures and
analyses throughout the enterprise
46. Contd..
Delivers role-based business intelligence to the
information consumer in a timely and personalized
manner
Integrates a company's information assets across the
value chain, including customers, partners and
suppliers
Combines advanced technologies and analytics
with key processes to positively affect individual
behavior
47. Adaptive Quadruple-Bottom-
Line Scorecard
The AQBLSC is a tool for measuring business
performance that not only considers standard
metrics, such as financial, customer, business
processes, and employee development — it also
evaluates a firm’s organizational learning and
intelligence (routine and creative learning
processes), social responsibility, sustainability and
adaptive capacity
Major benefits are that the AQBLSC:
balances between internal and external impacts
of the organization
48. Contd..
incorporates a management-evaluation perspective
that provides a basis for evaluating the quality of
management processes used
provides a conceptual foundation that can enable
more sophisticated formal modeling of
measures, and simulation of strategy dynamics
offers greater applicability to account for the many
ways in which organizational complexity impacts
performance
adopts a broad-view systems approach that offers a
high probability of achieving organizational
sustainability and adaptability
49. Conclusion
Next generation balance scorecard is the concept or
implementation of the things that were lacking in
previous balance scorecard which needs to be
implemented in order to proceed further