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Information System Management

Solution of a Case Problem

The Case Solution Process

Defining the Solution

Problems both good and bad.

You do not have to know everything

Think of yourself as a consultant

Give yourself enough time

The Hierarchy of Problem Areas

Location of problems in the system

Use of Case solution Forms

System Levels

Sequence of System Part Analysis

Hints in Defining The Problem

Problems and not symptoms

Most roads lead to the Manager

To many problems

Evaluating the Solutions

Choice of Alternatives

Achieving the Solution

Presenting the Solution

Chap 2

Documentation of a Case Problem Solution

Preparation of the Report 1. Write the Rough Draft

Refine the Rough Draft

Type the Report

ProofRead the Typed Report.

Suggested Report Format

Report Heading

Report Sections

Summary of Important Facts

Problem

Logical Integration

Decision

Analysis

Conclusion

Report Length

Sample Case Problem

The Orange Clockworks Company

Solution of the Case Problem

Form 1 The Problem Setting

Form 2 The Firm

Form 3 The Firms Subsystems

Form 4 Symptoms and Problems

Form 5 Solution Alternatives

Form 6 The Decision and its Implementation

Chap 5 A Sample Solution

Summary of Important Facts

Problem

Decision

Analysis

Alternative 1 Advantages

Disadvantage

Alternative 2 Advantages

Disadvantages

Alternative 3 Advantages

Disadvantages

Conclusion

Some Observations of the Case Solution

CIS 4710 Case Analysis p.87, Ecologix Technologies Lance Lawson

Background facts:

Ecologix Technologies began it’s start in the 1940’s as a grain warehousing organization. In 1979 the owner had passed away and left the firm to his brother. The brother, Myron was also of age and had no desire to take on this position. However, his son (Gregg) which had a formal education and had proved himself in business received half the stock of the company from his father, Myron. Gregg’s success was in retailing products in the supermarket arena and he had worked himself up to president. Shortly after accepting this position from his father, he purchased a controlling interest in the supermarket chain. The acquisitions had begun and in a short time, the organization had became a conglomerate with nine subsidiary units. The different divisions compliment each other except for the oil and gas company which is owned. A new executive vice president was hired (Jay) which also had a successful background and in turn he had hired his past associate (Glenn) from his banking experience. Glenn is the director of information services and faces the task of turning IS from a support division to a strategic division.

Follow up to Problems:

Glenn immediately made his presence known buy purchasing a additional main-frame computer which would increase processing capability by sixty percent and doubling personnel in the department of information services. Even with this action, the IS department had a hard time keeping up with the necessary tasks. Data entry still took the required 40 hour week and overtime was taking another 20 hour a week. Still everything was classed as OK and top management saw no problem.

The director and the managers of the different accounting departments do not have degrees in accounting and the more Jay (executive vice president) learned about the situation, the more concerned he became.

The books had never balanced, and with the rapid growth that took place, the problems had

been multiplying. Jay decided a house cleaning was in order and begun by hiring a formally trained accountant named Doris Hill. Doris’s position was chief accountant. Doris reorganized the department and made accounting training mandatory for all department heads. Doris made new reporting features and the operation seemed to be OK.

The employee turn over rate was brought up, however Jay saw no problem with it and the issue was dead at this time.

The books had been balanced by putting overflow in the category of fixed assets. This problem must now be dealt with.

During the next few days it was decided to form a committee and solve the problem. Before the committee could meet, Richard’s had a discussion with his friend and decided on a package already.

Problems: Round 1

The decision on the software was actually not a decision, since there was no actual choice.

None of the supervisors had much experience with computers.

There was no training for the new system.

There are internal politics between management units.

Bob Cornish (in charge of installing new data) leaves for over three weeks, project stoppage.

Upon restarting the project, they hire a inexperienced college student.

Now, mistakes made by previous employees and temps come into the picture.

Problems: Round 2

This new college student, had little actual background, and no work experience

Upon restarting the project, coding mistakes are found which were caused by using the temps which were hired.

There was no help for Helen (new hire) and soon she made mistakes.

There were problems getting information from clerks, due to their perception of losing their jobs.

The class codings of the system had had mistakes made by upper management.

The whole project actually has a low priority to information services.

Problem Analysis.

When the business was a single entity, problems could be covered up. Now with the organization numbering hundreds of outlets, the problem has became a nightmare. When Gregg (the CEO) took over, the first thing to do was to analyze the books. If Gregg did not think about it, surely Jay (second hire) should of done it. This mistake not only filters down a organization but each time it does filter down the problem multiplies. Planning is the problem here and it reaches basically every decision made in this case study. First, the computerized system used did not match the organization needs from the beginning (used for a single company). The new system actually had no analysis made for it’s purpose. Second, errors were made from the CEO to the department heads. The new formed CEO should of did analysis on the firms accounting status when beginning. The department heads should of voiced their concerns about their lack of experience with computers to upper management.

Communications skills are not only bad, but nearly non-existent. Over and over again concerns are either passed up or simply covered by "don’t worry about, I’ll take care of it". Employee turnover looks to be a sign of communication problems but, once again, the "gate’s left open". The selection of personnel for the discussions ( which actually never took place ) were once again done on the fly without much input or analysis. Training was non-existent not only with operators but with their own department heads. ( the company deserves to fail at this time). The users were seldom asked for input and when they were, they were little passive beings.

Alternatives :

Plan 1 : Continue with implementation.

One option would be to continue. With class-coding corrected, there is a possibility of fulfillment with company objectives. Another analysis is needed to back up the above sentence. Maybe the code can be modified or other modules added. The problem is not so much a software problem as it is the internal operations of the corporate structure. Even with the continuos choice of this project, a complete analysis should be done by perhaps both an internal employee and a out-sourced consultant.

I believe that a budget of 10,000 dollars could easily be afforded by this organization and bring fresh data and information to bear for upper management.

Plan 2 : Scraping of the project.

While this may be done anyway, an analysis would be done basically to get more information and decision making data. A project does not need to be scrapped if not necessary since a stigma will exist for the personnel involved which may never be corrected. This purpose alone is why a study must be performed.

Plan 3: OutSource the project.

Do to company lack of computer knowledge, this is a viable option. The size of the company will prevent any quick fixes in the traditional ways ( a hire here and a hire there ). My first thought is that a outside team be used for 1.5 to 2 years while internally the solution of illiteracy of computers is dealt with. With little formal training of tactical management, it will have to either 1. Be brought in or

learned. Either way, training for the operational management stills needs to be done. And this is another time-scale which needs to be addressed.

Plan 4 : A combination of outsourcing and internal operation.

Perhaps internal networking could be used for each division and the corporate assimilation of information be done by outside consultants, ~ Oracle , etc… With the size of the company at hand and the responsibilities of the top management and their lack of computer usage, I believe an outside corporation specializing in information gathering be brought in. Of course there is concern of operating methods which will be made public to an outside force, however they might not have a choice in this area ( non- disclosures agreements are only partially en-forcible ).

Plan 5 : Complete new system with training and more training.

I do not know about the budget available however, with the CEO background and past work experience, along with his chief vice president I also see this as a n option. Since things are already screwed up, they could run the existing system with the new system in parallel until training and usage was up to "code". One benefit here is keeping the operation’s in house and "under wraps".

For any of these alternatives to work, I believe their attitude about lower employees will need to change (keeping their salary low and letting them move on…). It will be hard to foster young potential with this method of operation. Then again I could be wrong.

Analysis of alternatives:

Continue implementation of existing system.

Pro

Save existing money on software already purchased. Training also, although ~ nil

Save management from embarrassments of poor decision making, or lack of.

Con:

System might not be fixable and could be wrong from the beginning.

Throwing more money down a "rat hole".

Being fined by a government agency for improper bookkeeping.

Error building up until a major problem exist and is inescapable. ~ to late.

Plan 2 : Immediate scrapping of project.

Pro:

Save money and get pass the disaster which occurred.

Get on with the solution to the problem.

Get a fresh start with the "new methods" of the organization.

Con:

Inside distraught employees whose have now faced failure.

Acknowledgment of failure by upper management.

Politics inside the organizations which can last forever.

Plan 3 : OutSource the project.

Pro:

Experience personnel.

Letting operation do what it does best.

A custom solution which cannot be bought "shrink wrapped"

Additional resources not required for implementation.

Con:

Outside people knowing the inside business.

Carrying salary for the employees as well as the OutSourcers.

Not as much control as inside solution would offer.

Plan 4 : Combination of OutSourcing and internal department solution.

Pro:

Releasing resources that otherwise would be needed elsewhere.

Getting expertise that the organization lacks internally.

Getting second opinions from outside consultants.

Cons:

Bringing outsiders in and losing some control.

Additional moneys would initially be required.

Unforeseen problems occurring from splitting up teams.

Plan 5 : Complete new system.

Pro:

Fresh start with the analysis process.

Better end solution for the organization.

Include project with strategic viewpoint.

Make IS dept. a strategic player in decision making.

Con:

Process must begin over, with additional moneys and time required.

Stigma of failure by the ones involved, employee readjustment.

Recommendation.

Let me first say that whatever decision they make, it should start with a in depth study of the existing needs as well as future needs. With a organization of this size, a strategic system should be mandatory along with the department itself. Since the beginning of the article states the competency of top management I believe they should start from scratch.

I also believe in a combination of strategies with each division using ex. Access and outsourcing the corporate system perhaps to a major vendor. If the outsourcing is done, there must be a limit on the time that the outsourcer is used (they need a long term plan to be self-operating).

From what the article tells me, I am going with a combination strategy which will give the organization time to educate it’s workforce. The mistakes previously made seem quite simple and doesn’t fit the CEO method of operating. I going to state the reason here, that once the company got out of it’s market of expertise, all hell broke loose.

Going on what is stated in the case this would be my conclusion. Employee training must begin immediately with terminology and vocabulary being the first fronts of attract. A corporate help-desk can be set up with one local person at each branch taking the initiative.

First 30 days would be education of computer terms and processes, going to sixty days if required.

Second 30 day period ( or 60 ) would be the operating system and the peripherals that are used.

Third section of time would be education of the software that will be used if known ( additional knowledge can be fitted in about accounting, operations, marketing etc… if the software selection is still unmade).

Forth period would be implementation of the system while running in parallel with the old.

Feedback is allowed at all times, and should be mandated.

If the users help make the selection, they will be open to it. If they believe that they made a difference it will be better for all.

Intranets

Do the facts indicate that Liu did an adequate research job before he purchased the system.

No, first mistake was to receive no input from the actual users which will make actual success a real possibility.

Second, (although not completely his direct fault) was assigning a human with to much to do in other operations the additional opportunity of system analysis ( or additional burden ) and expecting a correct analysis.

Third, actual selection of four choices (with half of them automatically being voted against) is not actually a choice, but a rather simple decision.

Forth, any intelligence "unit administrator" who believes that two days of training is all that is required for any software program, is not intelligence at all and should have such a position in any application.

How should Liu gain the users support, since he did not get their input on the system or the vendors.

By not getting their input at the beginning, the task of receiving trust from the users is twice (or more) as hard to accomplish.

It is not impossible however, and outside input is always available and should be done. I believe this is the first step in getting trust. Being present "in the trenches" is also a positive in the eyes of the "warriors". Whenever a leader does not care to be in trenches, the complete trust of the "warriors" will only fade, unless the countries propaganda is damn good. ~ German propaganda leader ~ Mr. Groubells 1933-1945. Name is not spelled correctly.

He should receive input by: Face to Face input, unnamed input by surveys or other methods which will receive the same desired information. Any means of completion of this task is justified and must be done.

Who should determine what reports the system will deliver and when should that decision be made.

The managers must have some say in the conclusion or will not take responsibility for decisions made completely by other people, or at least not take these decisions in the "optimal way" toward the success of the firms strategic goals.

One actual method which is done daily in retail management is the acceptance of corporate goals and the tasks which must be done. Corporate management lets store manager set some of their own methods toward completion and therefore the store manager must take responsibility, since the store manager partially set the rules. This way failure is easily set on a name if failure actually does occur. ~ like Office Depot.

The decisions should be made before actual choices for system analysis is done. After all this is the reason for the new system and slacking here will one major reason if project is a failure.

What can Liu do in the sale of the new system applying "internal marketing", and who he must sell this system to and list his alternatives.

Lets do part b first since the answer is shortest. 1.b He needs to sell the system to 1. The management, 2. The users. The more he can sell it , the more possible the success of it. If the system analysis is aware of their responsibilities, they will realize this is a prime concern and has to be dealt with for successful implementation.

1.a Internal marketing most likely consist of several application.

Pointing out the main problems of the firm in present time.

State how computers can be applied to solve these problem.

Address the employees concerns in both the business and their personal desires in their careers.

State some numbers in the actual "net increase" of the savings involved and address the benefits that the employees will gain upon the successful implement of the project (~ appox~ 1 year). I do not care what any "expert" will say, money will still give excellent motivation.

The drawbacks must also be stated for early frustration to be avoided.

Examples, additional burden , which will need to be done at the same time of everyday operations.

A new way of operations, a new vocabulary, all at the same time as day to day work.

This is way compensation either direct or indirect is required, if you lose the users motivation, failure will most likely have a very fair chance of occurring.

His only real alternatives are the methods he uses to complete the above points.

~ Bring in additional training by instructors, by training packages, maybe a internal sponsor will do the training themselves..

All points above, 1-5 must be dealt with ( most likely additional ones also)

with the alternatives being
1. Who will do it.

How to do it.

How long to do it.

Who will give feedback and how often and with which methods to use to fulfill these tasks.

These tasks questions should also be answered before the answers are actually needed. And feedback obtained also.

Should the organization hire an assistance for Mr.Liu.

Yes, his present tasks are:

Manage all business functions.

Including personnel , accounting, operation with both divisions of the organization.

A "image" documentation system , I believe, would be proper in this decision.

This means that either Dr. Liu or an additional person must be brought in, at least temporary , for anyone to believe that both of these tasks can be done at the same time with a single employee would be asking for a lot as well as the amount of time needed to do both should be illegal. Yes he should have a assistance or a separate title.

5b. What qualification do this new position call for.

A unit ~ Head of Information Services.

My first thoughts are to let Dr. Liu specialize on what he does best. This case tells me he is not as good as he believes in information management. And anyway a position as important as head of accounting should not be burden with all the changes in computers. He should be studying way to optimize the accounting laws with strategic goals and of course communicate with the Head of information Services to find out what is needed and how to get this reports in action.

The new person should offset their cost by a portion of the new system cost benefits.

5c. What are the consequences of my decisions.

Could range from a slight increase to a major increase. Could , or will make the different in a successful growth structure. If retirement is a quick solution, then doing nothing could be an option, however any potential buyer will not like these collection problems stated in "the problem". An optimal solution would most likely be at least a plan for the future.

Their present problems will only be increased by additional business, which means something will have to be done, if the business is going to grow and continue to be successful.

Strategic uses of Information.

Background facts:

Follow up to Problems:

The books had never balanced, and with the rapid growth that took place, the problems had

The employee turn over rate was brought up, however Jay saw no problem with it and the issue was dead at this time.

The books had been balanced by putting overflow in the category of fixed assets. This problem must now be dealt with.

During the next few days it was decided to form a committee and solve the problem. Before the committee could meet, Richard’s had a discussion with his friend and decided on a package already.

Problems: Round 1

The decision on the software was actually not a decision, since there was no actual choice.

None of the supervisors had much experience with computers.

There was no training for the new system.

There are internal politics between management units.

Bob Cornish (in charge of installing new data) leaves for over three weeks, project stoppage.

Upon restarting the project, they hire a inexperienced college student.

Now, mistakes made by previous employees and temps come into the picture.

Problems: Round 2

This new college student, had little actual background, and no work experience

Upon restarting the project, coding mistakes are found which were caused by using the temps which were hired.

There was no help for Helen (new hire) and soon she made mistakes.

There were problems getting information from clerks, due to their perception of losing their jobs.

The class codings of the system had had mistakes made by upper management.

The whole project actually has a low priority to information services.

Problem Analysis.

Alternatives :

Plan 1 : Continue with implementation.

I believe that a budget of 10,000 dollars could easily be afforded by this organization and bring fresh data and information to bear for upper management.

Plan 2 : Scraping of the project.

Plan 3: OutSource the project.

learned. Either way, training for the operational management stills needs to be done. And this is another time-scale which needs to be addressed.

Plan 4 : A combination of outsourcing and internal operation.

Plan 5 : Complete new system with training and more training.

Analysis of alternatives:

Continue implementation of existing system.

Pro

Save existing money on software already purchased. Training also, although ~ nil

Save management from embarrassments of poor decision making, or lack of.

Con:

System might not be fixable and could be wrong from the beginning.

Throwing more money down a "rat hole".

Being fined by a government agency for improper bookkeeping.

Error building up until a major problem exist and is inescapable. ~ to late.

Plan 2 : Immediate scrapping of project.

Pro:

Save money and get pass the disaster which occurred.

Get on with the solution to the problem.

Get a fresh start with the "new methods" of the organization.

Con:

Inside distraught employees whose have now faced failure.

Acknowledgment of failure by upper management.

Politics inside the organizations which can last forever.

Plan 3 : OutSource the project.

Pro:

Experience personnel.

Letting operation do what it does best.

A custom solution which cannot be bought "shrink wrapped"

Additional resources not required for implementation.

Con:

Outside people knowing the inside business.

Carrying salary for the employees as well as the OutSourcers.

Not as much control as inside solution would offer.

Plan 4 : Combination of OutSourcing and internal department solution.

Pro:

Releasing resources that otherwise would be needed elsewhere.

Getting expertise that the organization lacks internally.

Getting second opinions from outside consultants.

Cons:

Bringing outsiders in and losing some control.

Additional moneys would initially be required.

Unforeseen problems occurring from splitting up teams.

Plan 5 : Complete new system.

Pro:

Fresh start with the analysis process.

Better end solution for the organization.

Include project with strategic viewpoint.

Make IS dept. a strategic player in decision making.

Con:

Process must begin over, with additional moneys and time required.

Stigma of failure by the ones involved, employee readjustment.

Recommendation.

First 30 days would be education of computer terms and processes, going to sixty days if required.

Second 30 day period ( or 60 ) would be the operating system and the peripherals that are used.

Forth period would be implementation of the system while running in parallel with the old.

Feedback is allowed at all times, and should be mandated.

If the users help make the selection, they will be open to it. If they believe that they made a difference it will be better for all.

Manage Change , Campus Bookstore

Access to information can be hindered by a firms procedures or by misinterpretation.

What would you do to correct the situation in this case where a clerk denied the bookstores request for an account ?

Exceptions by senior administrators should always be viewed at. I would try to correct the problem by writing a memo to all staff and faculty that would "educate them" in the correct procedures for "changing things". I would explain to them who the senior administrators are and document the phone numbers and E-mail addresses. The complete University needs to have a meeting in "whole" since the attitude of everyone (over 51%) is not rational when it comes to communications. There are communication problems from different operations and divisions. Every few months or as often as needed, an actual face to face meeting needs to occur across different entities. My preference is the meetings since as an instructor you know that manuals are not the "best bet". As a supplement, the manual is better and probably required. As the conclusion of the case admits, it was a communication problem, once again. One last point, the players here seemed to have several obligations.

Many areas of an organization may rely upon a single information system.

How would you insure that all areas affected by an information system are represented in the design and use of it.

The only way to optimize the "system" is for everyone’s desires and concerns to be involved from the very beginning. System development using several divisions can be a considerable undertaking. It is most likely that a single or pair of individuals are not able to cover needs without something being overlooked. As a project manager on such a task I would get "project sponsors" from each department. I would interview as many as possible to see exactly what I was working with. Face to face, mail-ins, meetings, as much communication at the beginning as possible. This could then be narrowed down to a manageable level. These "department sponsors" would carry the torch and hopefully let me work at the upper level. These sponsors could possibly train and grow into the new operation, making both the firm and themselves more valuable.

The publishers software estimates how many books are needed.

Should a manager be allowed to modify or ignore this, explain.

If this software is an algorithm and it comes from the publisher, I have a problem with that.

Yes the manager can override defaults, no generic algorithm can correctly decide anything for all situations. I believe they are on the right track however. I believe that an expert system is called upon here with the expertise of local operators. This would allow local variations which the publishers system probably does not employ. At the least it would give a second opinion and allow inside expertise. Since "Business Schools" are looked on as leaders, it is pertinent that they employ what they teach. This adjustment period could last a few years if necessary and under certain situations.

Helen was able to calculate the cost of over ordering of books.

How do put a cost on under ordering ?

Anxiety to all entities involved will be the price here. The student, instructors, book store employees will all get bad attitudes and end up like this case begun. As usual it took a women to help figure out the actual problem (ha ha) . This bad attitude will cost thousands in lost productivity in the long run. Not including the aging factor. I imagine that this factor (bad attitudes) can bankrupt a corporation. The corporation which has great leadership and excellent morale will surely finds itself among the top. One requires the other for optimalbility.

Application Development

List ways that CDS has done a good job with their policy on ISM. Also list bad methods.

The company seems to have the people and the business. Operations management is handled by each division which most likely has both good points and bad. The company’s background also states that the focus was data processing and not management information systems, this is a minus. The management’s experience was with production and not information, which is a minus. The managers also worked by observation and not formal reports which I would believe you would use both, making another minus. The DSS systems were a plus with the downloading from the mainframe being a plus. The company was applying MRP and MRP-II which would include the company with other good size corporations. The modeling process ~ linear programming etc.. was a plus. The computer products division was contributing 2/3 to the total products, this needs to be looked at and technique transferred to other divisions.

2. Does CDS set a good example for its customers in terms of how it uses its own products?

First comment would be yes, they apply DSS, OAS, AIS, MRP, MRP-II, MIS, Modeling and apply this pretty much across the enterprise. Also EIS which downloads data daily from the mainframe shows me that someone in MIS has a clue~sense~brain etc…. Their computer’s use E-mail, Voice mail, Multimedia and audio applications, seems like a modern operation to me in terms of applying technology. The firm is always advancing on new ideas, and equipment.

List Advantages of the top-down and bottom up approach, and their departments.

Organizational systems are top down to use responsibility and someone to take responsibility. The human element will often go around responsibility if it is not their idea. Managers are asked for their input or the theory is explained to them for their approval so that the goals have a better chance of reality. If everyone applied their-only ideas things would not be as structured. These strict rules are changing toward some of the Japanese techniques which ask the worker and not the CEO for input. The ideal method I believe is a combination of both inputs with communication being the method of choice. With the work group bottom up method, once again I believe the best approach is the multi-input reasoning and decision making one. If a company is going to optimize it’s resources , why not get input from the employees, are they not resources also.

Assuming a problem, where does it exist.

With divisions acting as individual companies with their own inter systems and goals, would be my first stop for analysis with problems. Also top management who does not use computers are not setting a good example for others and actually are telling lower management that the computers are not critical or serious. This lets old stereotypes continue in there existence. Anytime developer’s design systems without feedback and desires by management it is only a manner of time before failure occurs. The marketing system failure was attributed directly to this. I believe this failure was a throw-in by the authors since other information in the case tells me this would not of occurred. Anyway this problem stood out like a sore thumb, ~ lacking input from the actual users. Also managers might not know what they want and internal operations should verify the knowledge level of these entities ~ managers. The Input screen development was important, but what about the output screen, is this not the bottom line?

Was Sterns right that MKIS was more of a DSS than a MIS ? explain

Yes, MIS reports are not always as specific as a DSS report is. DSS reports are a sub-topic of MIS. MIS applies across the board to all divisions today while DSS are still filtering into some divisions tomorrow. The optimal situation will be a combination of the two across the organization. Perhaps a DSS will download data from a MIS report and apply that data for a more specific work group application. Much like a executive information system works in this case. MIS covers structured questions while DSS work more with semi-structured ones.

List the personnel involved in the failure of the marketing system.

John Sterns was the easiest person to blame. When in reality it was every one else.

Gene Washington, Alton Fox, Research Personnel.

There was one area I believe that john acted deviate in and that was making the development have a bottom up design which got around administration review procedures. That said, the other people listed above should of caught such an elementary mistake as not getting user input. I am going to put blame on all parties involved, with any disciple actions occurring to John first for the fact that he knew and on purpose went around built-in checking tasks of the organization.

What should of happened in above question.

Any main system development should go through some type of review and documentation process. This as well as future updates from corporate on the system. Otherwise upper management might never know that resources are not being applied. John might think that marketing is a work group feature, however it is a critical ~ corporate one. The CEO him or her self should be informed of tactics and ideas of such a important application. To apply to the case at hand, Gene along with the other mentioned people should of had meeting with john and the users along with meeting without him. Feedback should be obtained in other ways also. Research should be done, perhaps on other companies techniques and past histories.

What would I do to fix the problem.

First , no information system is created unless all top management is aware as well as a committee formed to oversee the need and the development of the information system. People like John are assets to the company , however like any complicated combinations such as business and humans, check features must be put into place and operated.

To take some of this load off the developer, surveys and interviews could be split up among different resources.

The customer is always right, in this case the users are the customers. I do believe that there should be some type of inter-organization system that teaches managers about different reports and what they explain. The focus would be toward the business at hand and it’s industry. Like several skills of the present times, only change is guaranteed and management as well as developers must keep up with the latest applications. As with most things, it comes down to communication. If you have it, you have a chance.

Information System Planning

How has the Internet changed the way information intensive organizations operate ?

Interaction with gathering methods (the Internet) has supplemented the "static methods" of yesterday (library cards). One of the main problems today is not the gathering of information but the deciphering of it. Competition will require concerned organizations to fabricate their own method of operations applying this medium (Internet). Data must be changed into information at a ever increasing rate of speed. Information is now gathered and sorted by companies which work "around the clock" (at least the computers do). Global applications can now occur which would of been impossible only a few years ago. The Internet also "gives" organizations new ideas for all facets of operation from management to marketing. The Internet allows companies to "view" into competitors strategies and adjust their own "mission plan" for optimality. The Internet is evolving so fast that all of it’s potential will not be known for some time, if ever. With voice, video, sound, and text all becoming "engineered" into the "NET" the list of applications is limited only by the strategist and their planners. While several types of businesses will "survive" without the "NET", information intensive organizations are not one of them. The Internet is a catalyst for "brain-storming".

Risks and Benefits of allowing outside entities to access Company information.

Benefits of allowing outside inquires include new customer awareness and increased sales. Outside solicitors which number in the many would also become familiar with the organization. Suppliers would be an example as well as towns and cities looking for relocating your firm to a more desired area of the country. Global presence is now possible with the smallest firm. New applications of this "marketing technique" is growing businesses daily.

Risks include direct assault by the competition with the information furnished by the company. A competitor is able to take ideas from the company (from the new source of information, the Internet) and improve on it and the original company must then improve once more creating a "leap frogging" of one company over the other, which at this time sees no end. Intruders for fun and desire can destroy and-or corrupt data of the company. Perhaps the resources required for these operations (home page, maintenance, etc.…) could also be considered a risk (wasted moneys and resources). New liabilities will occur for firms, limited only by the imagination of attorneys and judges.

Unfair business practices, prejudices, and fraud are sure to multiply with this new "engine of business".

Why should you replace working computer equipment, even if still functioning ?

Today’s operating systems and information requirements require speed and storage not available optimally only a couple years ago. Software applications drive develop of the hardware and without the software the computer itself actually becomes a liability (taking resources). With hardware and software prices going down as fast as the speed and storage is increasing, only an idiot would argue to keep computer equipment running until failure. I must also note that the competition already knows this and will overtake the "idiot’s" company. Like a capital-intensive manufacturing company which "lives by it’s machinery", an information-processing company must continually monitor it’s status on the "machinery" and update as often as the company believes is necessary to keep the "edge". The older equipment can be moved into a "print server" position or other area which is not "mission critical". Hey , donate it to the schools.

Why will Databases on the Internet change the way Marketing works ?

A knowledgeable organization can now gather, sort and output data around the clock. Databases on customers, products, buying patterns, geographical information all allow for getting information at basically "the speed of light".

The Internet allows this around the clock information and some forms of information is almost free. Marketing can not only find new markets but contact existing customers of other companies and "steal them" with superior products and services. Databases on CD-ROM’s can be applied with Internet databases for perhaps a more optimal environment. The old saying that nothing happens until the "SALE" is even more a burden or opportunity for the marketing phase to apply this new "tool"(Internet). Once again the competition will not sit back, and innovation for a company is becoming essential not only in development but also all phases of an organization. New market development which would take likely two to five years with yesterday’s operations must be able to find new markets is as little time as perhaps ninety days. In the development climate of today it would not surprise me if companies are finding new markets, products and techniques "on the fly".

CASE : Midwest Farm Supplies A Corporate View..........

1a. Describe computer literacy.

Computer literacy is the ability to speak and understand the general " glossary of terms" in the computer "arena". Actual "engineering" of a system is not needed as is memorization of the vocabulary. Computer literacy is like television literacy, you can know the actors and plots, but you have no idea of the methods which actual integrate the two together. Literacy can be accomplished in a small amount of time when compared with implementation, operation, and re-configuring of the peripherals. ~ understanding how things work.

1b. Why does a firm need personnel which are proficient in the use of information technology.

Covered somewhat in above paragraph with the following additions. Proficient means to me that the person or organization is taking a proactive stance on information technology. These organizations will be better suited to fend off competition and loss of market share. The company’s growth has a better chance of success if the upper management takes a proactive stance. Information gathering and usage of is changing almost on a monthly basis. A proactive attitude is what strategy management is about and without (proactive attitude) a company is only waiting to lose market share. It is also better for the employee to be "smart" in case they need to find a new job.

How has the power of PC’s help make client-server possible?

In a word, technology. When IBM did not enforce their patents on the original PC, a complete market was formed and ever since the technology has doubled every three years. Price was an after effect of "cloning" by letting many companies produce components and software for the PC. Within ten years there were tens of millions of PC’s and the market has evolved into what it is today. Each computer now has the power of the mainframe which existed ten years ago. Dumb-Terminals have been replaced with "processing units" which can internally operate and only need the mainframe for storing and distributing only the largest amounts of information. Mainframes still provide the "gathering of data" for management strategic operatives, inventories and security.

How is the sales rep’s knowledge important to the development of an expert system. Use case examples.

The sales rep is the "show piece" of an organization (to the customer). The customer will base their decision most likely on the "form" of the sales-person. Nobody personally knows the customer like the sales-rep and remember the old saying that "nothing happens until the sale". The sales-person knows the education of the buyer as well as the cultural aspects of them. The sales-rep knows the terrain better and by seeing the customer’s operation he can become a part of the system. This possessed information must be used otherwise it is a wasted resource. The actual system analyst cannot "feed the bulldog" ~ optimize the organization’s resources without this input.

Use the sales ordering system to justify either a distributed database or a client-server one for this case.

I believe a distributed database which is updated on a nightly basis. Much like a large retailer of products would have. If something would happen at a single office or the corporate headquarters it would not shut down immediate operations of the "branches" and when brought online be updated to the latest information. In the state that has modern equipment this will be easier than the older equipment which does still exist. With hardware prices as there are (DELL offers a 200 MHz complete system for $2000) , I see little reason not to update the equipment where necessary. Then again, I could be completely wrong.

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