Structure of MIS

DECISION SUPPORT SYSTEM:

Decision support systems (DSS) are interactive software-based systems intended to help managers in
decision-making by accessing large volumes of information generated from various related information
systems involved in organizational business processes, such as office automation system, transaction
processing system, etc.
DSS uses the summary information, exceptions, patterns, and trends using the analytical models. A
decision support system helps in decision-making but does not necessarily give a decision itself. The
decision makers compile useful information from raw data, documents, personal knowledge, and/or
business models to identify and solve problems and make decisions.
Programmed and Non-programmed Decisions
There are two types of decisions programmed and non-programmed decisions.
Programmed decisions are basically automated processes, general routine work, where:
1. These decisions have been taken several times.
2. These decisions follow some guidelines or rules.
For example, selecting a reorder level for inventories, is a programmed decision.
Non-programmed decisions occur in unusual and non-addressed situations, so:
1. It would be a new decision.
2. There will not be any rules to follow.
3. These decisions are made based on the available information.
4. These decisions are based on the manger's discretion, instinct, perception and judgment.

For example, investing in a new technology is a non-programmed decision.

Decision support systems generally involve non-programmed decisions. Therefore, there will be no exact
report, content, or format for these systems. Reports are generated on the fly.
Attributes of a DSS:
1. Adaptability and flexibility
2. High level of Interactivity
3. Ease of use
4. Efficiency and effectiveness
5. Complete control by decision-makers
6. Ease of development
Extendibility
7. Support for modeling and analysis
8. Support for data access

DICISION SUPPORT SYSTEM:

Decision support systems (DSS) are interactive software-based systems intended to help managers in
decision-making by accessing large volumes of information generated from various related information
systems involved in organizational business processes, such as office automation system, transaction
processing system, etc.
DSS uses the summary information, exceptions, patterns, and trends using the analytical models. A
decision support system helps in decision-making but does not necessarily give a decision itself. The
decision makers compile useful information from raw data, documents, personal knowledge, and/or
business models to identify and solve problems and make decisions.

Characteristics of a DSS
1. Support for decision-makers in semi-structured and unstructured problems.
Support for managers at various Decision support systems (DSS) are interactive software-based systems
intended to help managers in decision-making by accessing large volumes of information generated from
various related information systems involved in organizational business processes, such as office
automation system, transaction processing system, etc.
DSS uses the summary information, exceptions, patterns, and trends using the analytical models. A
decision support system helps in decision-making but does not necessarily give a decision itself. The
decision makers compile useful information from raw data, documents, personal knowledge, and/or
business models to identify and solve problems and make decisions.
Programmed and Non-programmed Decisions
There are two types of decisions - programmed and non-programmed decisions.
Programmed decisions are basically automated processes, general routine work, where:
1. These decisions have been taken several times.
2. These decisions follow some guidelines or rules.
For example, selecting a reorder level for inventories, is a programmed decision.
Non-programmed decisions occur in unusual and non-addressed situations, so:
1. It would be a new decision.
2. There will not be any rules to follow.
3. These decisions are made based on the available information.

4. These decisions are based on the manger's discretion, instinct, perception and judgment.
For example, investing in a new technology is a non-programmed decision.
Decision support systems generally involve non-programmed decisions. Therefore, there will be no exact
report, content, or format for these systems. Reports are generated on the fly.

Attributes of a DSS

1. Adaptability and flexibility

2. High level of Interactivity
3. Ease of use
4. Efficiency and effectiveness
5. Complete control by decision-makers
6. Ease of development
7. Extendibility
8. Support for modeling and analysis
9. Support for data access
10.Standalone, integrated, and Web-based

Types of DSS
Following are some typical DSSs:
Status Inquiry System:
It helps in taking operational, management level, or middle level management decisions, for example daily
schedules of jobs to machines or machines to operators.
Data Analysis System:
It needs comparative analysis and makes use of formula or an algorithm, for example cash flow analysis,
inventory analysis etc.
Information Analysis System:
In this system data is analyzed and the information report is generated. For example, sales analysis,
accounts receivable systems, market analysis etc.
Accounting System:
It keeps track of accounting and finance related information, for example, final account, accounts
receivables, accounts payables, etc. that keep track of the major aspects of the business.
Model Based System:
Simulation models or optimization models used for decision-making are used infrequently and creates
general guidelines for operation or management
managerial levels, ranging from top executive to line managers.
Support for individuals and groups. Less structured problems often requires the involvement of several
individuals from different departments and organization level.
Support for interdependent or sequential decisions.
Support for intelligence, design, choice, and implementation.
Support for variety of decision processes and styles.
DSSs are adaptive over time.

Benefits of DSS
Improves efficiency and speed of decision-making activities.
Increases the control, competitiveness and capability of futuristic decision-making of the organization.
Facilitates interpersonal communication.
Encourages learning or training.
Since it is mostly used in non-programmed decisions, it reveals new approaches and sets up new evidences
for an unusual decision.
Helps automate managerial processes.

Components of a DSS
Following are the components of the Decision Support System:
Database Management System (DBMS):
To solve a problem the necessary data may come from internal or external database. In an organization,
internal data are generated by a system such as TPS and MIS. External data come from a variety of sources
such as newspapers, online data services, databases (financial, marketing, human resources).
Model Management System:
It stores and accesses models that managers use to make decisions. Such models are used for designing
manufacturing facility, analyzing the financial health of an organization, forecasting demand of a product
or service, etc.
Support Tools:
Support tools like online help; pulls down menus, user interfaces, graphical analysis, error correction
mechanism, facilitates the user interactions with the system.
Classification of DSS
There are several ways to classify DSS. Hoi Apple and Whinstone classifies DSS as follows:
Text Oriented DSS:
It contains textually represented information that could have a bearing on decision. It allows documents to
be electronically created, revised and viewed as needed.
Database Oriented DSS:
Database plays a major role here; it contains organized and highly structured data.
Spreadsheet Oriented DSS:
It contains information in spread sheets that allows create, view, modify procedural knowledge and also
instructs the system to execute self-contained instructions
It follows certain procedures adopted as rules.
Rules Oriented DSS:
Procedures are adopted in rules oriented DSS. Export system is the example.

Compound DSS:
It is built by using two or more of the five structures explained above.

Types of DSS

Following are some typical DSSs:

Status Inquiry System:
It helps in taking operational, management level, or middle level management decisions, for example daily
schedules of jobs to machines or machines to operators.
Data Analysis System:
It needs comparative analysis and makes use of formula or an algorithm, for example cash flow analysis,
inventory analysis etc.
Information Analysis System:
In this system data is analyzed and the information report is generated. For example, sales analysis,
accounts receivable systems, market analysis etc.
Accounting System:
It keeps track of accounting and finance related information, for example, final account, accounts
receivables, accounts payables, etc. that keep track of the major aspects of the business.
Model Based System:
Simulation models or optimization models used for decision-making are used infrequently and creates
general guidelines for operation or management

FACTORS OF MIS:
Factors Responsible for the development of MIS are numerous and have been a prime concern for many
Researchers and Practitioners. Both Inter and external factors must be taken into account when trying to
understand and organizations criteria for deciding about technology. The following are the factors which
are responsible for development of MIS :
1. External
2. Internal
External Factors External Factors are conditions that exist in organizations external environment. The
factors can be found at the industry level or in national policies.
(a) Industry level : At the industry level, we are looking at characteristics as degree of diffusion of certain
technologies, the availability of external know-how, for example, technology suppliers, the degree of
innovativeness of the industry, the requirements imposed by major customers and external markets and
overall levels of competition and technology sophistication in the industry.
(b) National Policies : For the external factors the national policies also affect the organization that
indirectly affects the subsystems of the organization.
Internal Factors : Internal factors internal of the firm that may affect the development of MIS can be
grouped into three categories:
i) Past Experience with Technology : The organizations past experience about the technology in terms of
exposure and organizational learning ultimately affects its future in developing technology.

ii) Organizational Characteristics : An organizations characteristic like size, influence the adoption of MIS
application in organization. The adoption of certain technologies may appear more appropriate for the
larger firms because of the large capital investments and the skilled human resources involve in the
implementation and operation of such technologies. Smaller firms are less affected by organizational
inertia and they show a greater degree of involvement of organizational members especially top
management during implementation. Ready to use software and less expensive equipments of MIS
application are more attractive to smaller firms.
iii) Organizational Pursued strategy : Internal factors deal with the organizations pursued strategy on both
orientation and technology policy. An organizations strategy reflects its action with market and technology,
which ultimately modify its experience and consequently its overall characteristics and capabilities. The
need for a strong technology has been advocated by a number of authors and investments.
Other Factors :
Customer Satisfaction : Development of MIS is affected by customer satisfaction. Customer of the services
should be satisfied by the presented system.
Effective : Development should be effective in terms of organizational benefit & user satisfaction.
Efficient : Development should use all the resources, organization values efficiently.

Characteristic of MIS
management information system has the following characteristics:
1). System approach:
The information system follows a Systems approach. The systems approach implies a wholistic approach
to the study of the system and its performance to achieve the objective for which it has been formed.
2). Management oriented:
For designing of MIS top-down approach should be followed. Top-down approach suggests that the system
development
starts from the determination of the management needs and overall business objectives. Management
oriented characteristic of MIS also implies that the management actively directs the system development
efforts.
3). Need based:
MIS design and development should be as per the information needs of managers at different levels that
are strategic planning level, management control level and operational control level.
1)

Exception based:

MIS should be developed on the exception based reporting principle, which means an abnormal situation,
that is the maximum, minimum or expected values vary beyond the limits. In such cases there should be
exception reporting to the decision-maker at the required level.
2)

Future oriented:

Besides exception based reporting, MIS should also look at the future. In other words MIS should not
merely provide past or historical information, rather it should provide information on the basis of
projections based on which actions may be initiated.
3)

Integrated:

Integration is significant because of its ability to produce more meaningful information. For example, in
order to develop an effective production scheduling system, it is necessary to balance such factors as: setup costs, work force, overtime rates, production capacity, inventory level, capital requirements and
customer services. Integration means taking a comprehensive view of the subsystems that operate within
the company.

4)

Common data flows:

Because of the integration concept of MIS, there is an opportunity to avoid duplication and redundancy in
data gathering, storage and dissemination. System designers are aware that a few key source documents
account for much of the information flow. For example, customers orders are the basis for billing the
customer for the goods ordered, setting up accounts receivables, initiating production activity, sales
analysis, sales forecasting etc.

Structure of MIS:
Structure of MIS may be understood by looking at the physical components of the information system in an
organization. The physical components of an organizational information system may be hardware,
software, database, manual procedures and operating persons. A brief description of these components
has been outlined in the following paragraphs:
Hardware
Hardware refers to the physical data processing equipment and peripheral
devices, For example, CPU, monitor, keyboard, printer, drives, tapes, communication devices, etc.
Software
Software is a broad term given to the instructions or programs that direct the operating of the hardware.
Software could be of two types, i.e. system software and application software.
Database
The database consists of all data utilized by application software. Data is stored in files.
Procedures
Formal operating procedures, which are required to operate a system, such as manuals, are also regarded
as physical elements.
Operating Personnel
Personnel like Computer Operators, Computer Programmers, System Analysts, System Managers, etc., are
the operating people of the information systems.
Input and OutputVarious physical inputs and outputs from the information system, existing in forms like
printout, reports etc.

Role of information system in MIS:

Management information systems can help you make valid decisions by providing accurate and up-to-date
information and performing analytic functions. You have to make sure the management information
system you choose can work with the information formats available in your company and has the features
you need. Suitable management information systems can structure the basic data available from your
company operations and records into reports to present you with guidance for your decisions.
Information
When you base your decisions on data available from management information systems, they reflect
information that comes from the operations of your company. Management information systems take data
generated by the working level and organize it into useful formats. Management information systems
typically contain sales figures, expenses, investments and workforce data. If you need to know how much
profit your company has made each year for the past five years to make a decision, management
information systems can provide accurate reports giving you that information.

Scenarios
The capability to run scenarios is a key decision-making tool. Some management information systems have
this feature built in, while others can provide the information required for running scenarios on other
applications, such as spreadsheets. Your decision is influenced by what happens if you decide a certain
way. What-if scenarios show you how different variables change when you make a decision. You can enter
reduced staff levels or increased promotion budgets and see what happens to revenue, expenses and
profit for different levels of cuts or increases. Management information systems systems play a critical role
in making realistic scenarios possible
Projections
Any decisions you make result in changes in the projected company results and may require modifications
to your business strategy and overall goals. Management information systems either have trend analysis
built in or can provide information that lets you carry out such an analysis. Typical business strategies
include projections for all fundamental operating results. A trend analysis allows you to show what these
results would be in the current situation and how they will change once you have implemented the
decisions you have taken. The new values form the basis of your strategic approach going forward.
Implementation
While you make your decisions with specific goals in mind and have the documentation from management
information systems and trend analysis to support your expectations, you have to track company results to
make sure they develop as planned. Management information systems give you the data you need to
determine whether your decisions have had the desired effect, or whether you have to take corrective
action to reach your goals. If specific results are not on track, you can use management information
systems to evaluate the situation and decide to take additional measures if necessary.

Networks

Personal Area Network, or PAN

Local Area Network, or LAN

Metropolitan Area Network, or MAN

Wide Area Network, or WAN

Let's look at each of these in a bit more detail.

Personal Area Network

A personal area network, or PAN, is a computer network organized around a single individual
person within a single building. This could be inside a small office or a residence. A typical PAN
would include one or more computers, telephones, peripheral devices, video game consoles and
other personal entertainment devices. If multiple individuals use the same network within a
residence, the network is sometimes referred to as a home area network, or HAN.
In a very typical setup, a residence will have a single, wired Internet connection connected to a
modem. This modem then provides both wired and wireless connections for multiple devices. The
network is typically managed from a single computer but can be accessed from any device.

This type of network provides great flexibility. For example, it allows you to:

Send a document to the printer in the office upstairs while you're sitting on the couch with
your laptop

Upload the photos from your cell phone to a storage device connected to your desktop
computer

Watch movies from an online streaming service on your TV

If this sounds familiar to you, you likely have a PAN in your house without having called it by that
name.

Local Area Network

A local area network, or LAN, consists of a computer network at a single site, typically an
individual office building. A LAN is very useful for sharing resources, such as data storage and
printers. LANs can be built with relatively inexpensive hardware, such as hubs, network adapters
and Ethernet cables.
The smallest LAN may only use two computers, while larger LANs can accommodate thousands of
computers. A LAN typically relies mostly on wired connections for increased speed and security, but
wireless connections can also be part of a LAN. High speed and relatively low cost are the defining
characteristics of LANs.
LANs are typically used for single sites where people need to share resources among themselves
but not with the rest of the outside world. Think of an office building where everybody should be able
to access files on a central server or be able to print a document to one or more central printers.
Those tasks should be easy for everybody working in the same office, but you would not want
somebody just walking outside to be able to send a document to the printer from their cell phone!

Metropolitan Area Network

A metropolitan area network, or MAN, consists of a computer network across an entire city,
college campus or small region. A MAN is larger than a LAN, which is typically limited to a single
building or site. Depending on the configuration, this type of network can cover an area from 5 to
around 50 kilometers across. A MAN is often used to connect several LANs together to form a
bigger network. When this type of area network is specifically designed for a college campus, it is
sometimes referred to as a campus area network, or CAN.

Wide Area Network

A wide area network, or WAN, occupies a very large area, such as an entire country or the entire
world. A WAN can contain multiple smaller networks, such as LANs or MANs. The Internet is the
best-known example of a public WAN.

INTERNET< INTRANET< AND EXTRANET:

Intranet is shared content accessed by members within a single organization.

Extranet is shared content accessed by groups through cross-enterprise boundaries.
Internet is global communication accessed through the Web

The Internet is the most commonly and widely used computer network, but it isn't the only type of
computer network for sharing information digitally. The Internet, an intranet and an extranet are
three similar, but distinct types of networks. While the Internet is open to anyone and everyone,
intranets and extranets are designed for smaller groups of people. Think of the latter two as larger
versions of a personal home network.
INTERNET
The Internet is a network that is available to anyone with an Internet-connected device.
It is a massive collection of networks sharing information publicly in the form of
interlinked Web pages. Internet Protocol defines a site's unique location which most
users see as a domain name or URL. The network is literally world-wide and is often
referred to as the world wide web.
INTRANET
An intranet network is only available to a small group of people. Intranets are mainly
used within businesses and organizations to provide access to files and applications
among networked computers and servers. Intranets may or may not have access to the
Internet. If an intranet does connect to the Internet, a firewall is used to prevent outside
access to the intranet. The purpose is to allow people within the same company to
share information over a local area network. It is sometimes referred to as a private
Internet.
EXTRANET
An extranet is similar to an intranet, but is accessible via a Web portal. An extranet
may be accessed from anywhere if the user has a valid user name and password. The
purpose of this type of network is to allow collaboration and sharing of resources not
only in-house but with a select group of outside users. For instance, businesses will use
an extranet to allow customers to log in to provide input on projects. Another example
is using a virtual private network to allow employees to log in to the network when
they're are not in the office.
MAIN DIFFERENCES
The main difference between the three is accessibility. The Internet is public while the
other two are highly restricted. Home users, if they use one at all, would only use an
intranet to share files between computers and typically use the Internet when
searching for and sharing information. Businesses and organizations are the main users
of both intranets and extranets in order to restrict access to confidential data.

Conceptual Design and detail of MIS

During the system analysis, the analysis of system data is very important. Analysis of data is made
up of more than one level at the beginning (first level) and different ideas are used at each level. At
first level, analyst develops a conceptual system design.
Since the conceptual design sets the direction for the management information system (MIS). It is
vital that managers participate seriously and heavily at this stage. Conceptual design is sometimes
called feasibility design, gross design or high level design.
The conceptual design phase takes as input.
1. A crisp statement of a management information requirement and
2. a set of management objectives for the MIS
In the conceptual design stage that the alternative overall MIS designs are conceived and the best
one is selected by the system analyst in consultation with the top management. The feasibility of
meeting themanagement objectives for the MIS is assessed showing how the system will work at
the high level is drawn. Therefore, conceptual design is also known as gross design; high
level becomes the basis for the detailed MIS design.
Hence, conceptual design is a pre-design for the detailed design. In fact, conceptual design is the
centerpiece of the process. Only after conceptual design is completed, it can be sure that the MIS
can successfully be constructed.
The conceptual design involves the following tasks.
1. Defining problems in more details.
2. Refining the management objectives to set system objectives.
3. Establishing system constraints.
4. Determining information needs and their sources.
5. Developing alternative designs and selection one from these various designs.
6. Document the conceptual design and preparing the report.

1. Define the problemThere is no doubt that problems exists in any dynamic business. The most important is that what
are usually lacking are clear definitions of the problems and the priority system on the basis of
problem is the main solution. Therefore, management must take the first step in MIS design by
formulating problems to be solved. The problem can be solved by the iterative process.
The goal for the business leads to the objectives of the general business. From the objectives, plans
are derived. Each business objectives and business plans are derived. Each business objectives
and business plans are associated with information needs. These Information needs are the
problems to be solved by the MIS function. The statements of needs are enough for designing
process.
1. Stating the information need.
2. Asking questions about that need.
3. Suggesting interpretation of that need.
4. Detailing the original statement.
5. Reviewing the more detailed statement of need with management.
These steps are repeated until the information needs and the problem to be solved are really
understood. The process of problem refinement flows naturally into the system objectives.
2. Set System Objectives
Most of the time it is quite difficult to state objectives for systems that covers all the functional
areas.
The manager must define the system objectives in terms of the importance of information demands
and not in terms of the satisfaction of demands that are not related to an objective. System analyst
tends to stress processing efficiency and staff and functional supervisors commonly believe that
their objective is to complete the required report in time for management use. This view
disregards the real objectives of the system design, managements effectiveness.
The value of system lies in the benefits of the users. When we ask for the objectives,
a college principal may reply, provide quality education and a government bureaucrat may say
provide more jobs for the unemployed. Despite its difficulty being specific is necessary. System
objectives should be expressed in terms of what managers can do after their information
requirements have been met.
In summary, the first steps in systems design attempts to answer the question what is the purpose
of the system? why it is needed? What is it expected to do? Who are the users what are their
objectives?
3. Establish System Constraints
The iterative nature of the systems design process is easily understood when we consider the third
step in the process-establishing constraints. It can also be called as problem boundaries or
restrictions, constraints enable the designer to stipulate the conditions under which objectives may
be attained and to consider the limitations that restricts the design. The two steps of setting
objectives and establishing constraints may be considered together as one.

Constraints may be viewed as a negative limitation on systems design, there is a positive benefit
also. Establishing constraints will help to ensure that the design is realistic.
Constraints may be classified as external or internal to the organization.
External Constraints
The external environment of the organization is concerned by the customer. Order entry, billing and
other systems that interface with the customers needs in mind. If some outputs from the system are
not acceptable to the customer, a definite limitation must be faced up.
The government imposes certain restrictions on the processing of data. That may be the need to
maintain the security of certain classes of information to comply with law and regulation in the
conduct of business (e.g. taxes, reporting).
Unions can also affect the operations of systems involving members in working conditions.
Suppliers are also an important group to be considered when designing information systems
because these systems frequently interface with that group.
Internal Constraints
If top management support is not obtained for the systems concept and for the notion that computer
based information systems are vital for management planning and control, the type of design effort
cannot be implemented. A good environment for information systems must be set, and one essential
requirement is the approval and support of the top management.
Organizational and policy considerations frequently set limit on objectives and modify an intended
approach to design of the system. Company policies frequently define or limit the approach to
systems designs.
Personnel needs and personnel availability are a major limiting factor in both the design and
utilization of information systems. Computer and systems skills are among the most critical in the
nation. The most significant constraint of all is the one concerning the people.
Cost is a major resource limitation. The cost to archive the objectives should be compared with the
benefits to be derived.
Self-imposed restrictions are these placed on the design by the manager or the designer. The
manager will also restrict the amount of time and effort devoted to investigation. To achieve the
objective, the manager may have to scale down several requirements to make the system fit with
other outputs, equipments or constraints.
4. Determining Information needs and sources
For a good system design, a clear statement of information needs is very important and necessary.
Many organizations spend huge amounts on hardware and software to maintain existing systems or
build sophisticated data banks, without first determining the real information needs
of management: the information that can increase the ability of managers in critical areas such as
problems, alternatives, opportunities and plans.
The optimum results cannot be achieved unless managers can provide the specifications for what
they want out of an information system. The manager needs information for variety of reasons

concerned with the management process. The type of needs at various times and various purposes
depends largely upon two factors.
a) The personal managerial attributes of the individual manager and
b) The organizational environment in which decisions are made.
The information sources are important for determining information needs. The system may require
external information or the internal.
5. Alternative conceptual designs and selecting one
The development of a concept of a system is a creative process that involves synthesizing knowledge
into some particular pattern. The concept of an MIS would consist of the major decision points,
patterns of information flow, channels of information and roles of managers and competitors. The
concept is the sketch of the structures or skeleton of the Information System, which guides and
restricts the form of the detailed design. If conceptual design is the skeleton, then detailed design is
the flesh.
E.g. two teams of students are trying to do project on the tourist guide and contact information
system. One concept produced is a sketch showing a detail about the particular places describing its
culture, heritages along with the colleges. Hotels and trade. Where as another team produces a
sketch of description of colleges along with the description of faculty and the fee structures on
various needs.
It is obvious that each alternative concept of a system has advantages and disadvantages. Sometimes
one concept will dominate all others by major criteria.
6. Document the best design
Sufficient information has been accumulated to begin a more detailed description of the system
concept. This description includes essentially a flowchart or other documentation of the flow of
information through the system, the inputs and the outputs.
The manager should be involved to the extent that the system provides the information required,
the designer is concerned with the nature of the materials and equipment as well as with technical
processing considerations.
Details to be worked out later by the designer will include exact instructions as what data are to be
captured and when, the files are to be used, the details of how processing is to be done, what outputs
will be generated by the system etc.
What Is Strategic Implementation and processes?
Strategic implementation put simply is the process that puts plans and strategies into action to
reach goals. A strategic plan is a written document that lays out the plans of the business to reach
goals, but will sit forgotten without strategic implementation. The implementation makes the
companys plans happen.

Facts
Strategic implementation is critical to a companys success, addressing the who,
where, when, and how of reaching the desired goals and objectives. It focuses on the
entire organization. Implementation occurs after environmental scans, SWOT analyses,
and identifying strategic issues and goals. Implementation involves assigning
individuals to tasks and timelines that will help an organization reach its goals.

Features
A successful implementation plan will have a very visible leader, such as the CEO, as
he communicates the vision, excitement and behaviors necessary for achievement.
Everyone in the organization should be engaged in the plan. Performance
measurement tools are helpful to provide motivation and allow for followup.
Implementation often includes a strategic map, which identifies and maps the key
ingredients that will direct performance. Such ingredients include finances, market,
work environment, operations, people and partners.

Common Mistakes
A very common mistake in strategic implementation is not developing ownership in the
process. Also, a lack of communication and a plan that involves too much are common
pitfalls. Often a strategic implementation is too fluffy, with little concrete meaning and
potential, or it is offered with no way of tracking its progress. Companies will often only
address the implementation annually, allowing management and employees to become
caught up in the day-to-day operations and neglecting the long-term goals. Another
pitfall is not making employees accountable for various aspects of the plan or powerful
enough to authoritatively make changes.

Needs
To successfully implement your strategy, several items must be in place. The right
people must be ready to assist you with their unique skills and abilities. You need to
have the resources, which include time and money, to successfully implement the
strategy. The structure of management must be communicative and open, with
scheduled meetings for updates. Management and technology systems must be in
place to track the implementation, and the environment in the workplace must be such
that everyone feels comfortable and motivated.

The Plan
My Strategic Plan website offers a step-by-step plan for implementation. It includes
finalizing the strategic plan with all necessary personnel, aligning the budget and
producing various versions of the plan for individual groups. Next you will establish a
system for tracking the plan and managing the system with rewards. The entire
implementation plan is then presented to the entire organization, rolling it into annual
company plans. Finally, you will schedule monthly meetings to keep everyone on track
and annual review dates for reporting progress, and adding new assessments.

Implementation strategies and process

The design of a management information system may seem to management to be an expensive
project, the cost of getting the MIS on line satisfactorily may often be comparable to that of its
design, and the implementation has been accomplished when the outputs of the MIS are
continuously utilized by decision makers.
1.Planning implementation activities
Establish Relationships among tasks
For small projects, the order of performance may simply be described in text form. A Gantt chart or
network diagram makes visualization of the plan and schedule much clearer.
For large projects, many concurrent and sequential activities are interrelated so that a network
diagram must be employed in any good plan.
Establish a Schedule
Schedule is prepared by having the system designers estimate the times between the events in the
program network. The critical path (longest time through the network) can be calculated. After
specifying the starting date, the end date is established.
Cost Schedule to Tasks and Time
The cost for completing each task required to complete is established as part of the plan; then
the rate of expenditures should be budgeted.
Reporting and control of the work in progress may be obtained by weekly meetings. The financial
personnel must make certain that report formats allow them to show cost and technical progress
relationship as well as cost and time.
2. Acquiring and laying out facilities and offices
For the installation of a new system to replace a current one may require a major revision of
facilities as well as completely new office, computer room etc.
The MIS project manager must prepare rough layouts and estimates of particular floor areas that
feel to be needed. The manager then prepares cost estimates.
Space planning must be done by the space to be occupied by people, the space occupied by

equipment and the movement of people and equipment in the work progress. A large investment in
good working conditions will repay its cost many times.
3. Organizing the personnel for implementation
As the implementation tasks have been defined, management usually assigns a project manager to
guide the implementation.
The purpose of the MIS is to increase the amount and quality of their contributions, the system is
their system.
Top management must make the middle managers for their involvement in implementation, besides
these, systems specialists, computer programmer; top management should make sure that each
people who will operate the system should have active parts in the implementation.
4. Developing procedures for installation and testing
After organizing the personnel for implementation the next task is to develop or prepare the
procedures for implementation. As the project leader has the network plan for proceeding with the
implementation, this leader calls the key people in the project to prepare more detailed procedures
for system installation.
Procedures for evaluating and selecting hardware must be spelled out. Procedures for phasing in
parts of the MIS or operating the MIS in parallel must be developed.
The major part of implementing the MIS is the testing of each segment of total system as it is
installed.
5. Developing the training program for operating personnel
A program is developed keeping in mind to impress management and support. After developing the
program, it is necessary to train operating personnel in their new duties. They must have a thorough
understanding of what the new MIS is like and what it is supposed to do. They must learn how it will
operate. They are faced with many changes in their work and have to obtain acceptance of changes.
As there are various levels of personnel and these people will be working with only a small part of
the MIS, the seminars should be designed to provide them with an understanding of the complete
system.
6. Completing the systems software
As the software is developed internally or under contract, in both cases, the software development
must take in mind the nature of the hardware required.
As the system designers and programmers provide the flow diagrams and the block diagrams during
the detailed design state. Some modification may be required, as the implementation stage
progresses.
7. Acquiring required hardware

This acquisition is usually the limiting factor in getting am MIS implementation. These tasks should
be started during the design stage.
The decision is to be needed, whether to buy or lease the hardware. Capital expenditure analysis is
only one of many factors involved in this decision. Others are prestige, usage etc.
8. Generating files
In the implementation stage, the actual data must be obtained and recorded for the initial testing
and operation of the system. This requires format of the data, storage form and format and remarks
to indicate when the data have been stored.
The collection of data used in routine operations is often called the master file.
Responsibility for file maintenance for each file item should also be assigned. The development of
files or databases belongs to information system designers and storage and retrieval experts.
The translation of specifications for files into computer programs is a function of computer
specialists.
9. Designing forms
For controlling the marketing, a salesperson has to fill out the forms summarizing the days
activities. The form ensures the right information to be supplied for computer storage.
Forms are required not just for input and output but also for transmitting data at intermediate
stages.
10. Testing the entire system
As the total system is installed, tests should be performed with the test specifications and procedure.
A test during installation stage consists of component tests, subsystem tests and total system
acceptance tests.
Components may be equipment (that can be new or old), new software programs, new data
collection methods, work procedures, reporting formats. Difficulties that occur during component
tests may lead t design changes.
As more components are installed, subsystems may be tested. There is a difference between the
testing of component and the testing of a system.
System tests require verification of multiple inputs, complex logic systems, and timing aspects of
many parts.
11. completing cutover to the new system
Cutover is a point at which the new component replaces the old component to the new system
replaces the old system. This involves old forms, old files and old equipment being retried.
The debugging proves associated with the cutover to the new system may extend for several
months.
12. Documenting the system
Documentation of the MIS means preparation of written descriptions of the scope, purpose,
information flow components, and operating procedures of the system.

Documentation is a necessity for troubleshooting, for replacement of subsystems, for interfacing

with other systems, for training new operating personnel and also for evaluating and upgrading the
system.
13. Evaluating the system
After the MIS has been operating smoothly for a short period of time, an evaluation of each step in
the design and of the final system performance should be made.
Evaluation should not be delayed beyond the time when the systems analysts have completed most
of the debugging. The longer the delay, the more difficult it will be for designer to remember
important details.
The evaluation should be made by the customer as well as by the designers.
14. Providing system maintenance
Control and maintenance of the system are the responsibilities of the line managers.
Control of the systems means the operation of the system as it was designed to operate. Sometimes,
well-intentioned people or operators may make unauthorized changes to improve the system,
changes that are not approved or documented.
Maintenance is closely related to control. Maintenance is that ongoing activity that keeps the MIS at
the highest levels of effectiveness and efficiency within cost constraints.
Maintenance is directed towards reducing errors due to design, reducing errors due to e
nvironmental changes and improving the systems scope and services.