MIS SUMMRY NOTES 2 final

CHAPTER1: INTRODUCTION TO MANAGEMENT INFORMATION SYSTEMS
1 a. Explain the meaning of MIS

MIS - Introduction
Management information system

Is the use of information technology, people, and business processes to record, store
and process data to produce information that decision makers can use to make day to day
decisions. Or
To the managers, Management Information System is an implementation of the
organizational systems and procedures. To a programmer it is nothing but file structures
and file processing. However, it involves much more complexity.
The three components of MIS provide a more complete and focused definition, where
System suggests integration and holistic view,
Information stands for processed data, and
Management is the ultimate user, the decision makers.
Management information system can thus be analyzed as follows –
Management :
Management covers the planning, control, and administration of the operations of a

concern. The top management handles planning; the middle management concentrates
on controlling; and the lower management is concerned with actual administration.
Information
Information, in MIS, means the processed data that helps the management in planning,
controlling and operations. Data means all the facts arising out of the operations of the
concern. Data is processed i.e. recorded, summarized, compared and finally presented to
the management in the form of MIS report.
System
Data is processed into information with the help of a system. A system is made up of
inputs, processing, output and feedback or control.
Thus MIS means a system for processing data in order to give proper information to the
management for performing its functions.
Definition of management information system
Management Information System or 'MIS' is a planned system of collecting, storing, and

disseminating data in the form of information needed to carry out the functions of
management.
© Peter Kiveli Kabete National Polytechnic 1 of 83

Objectives of MIS: The goals of an MIS are to implement the organizational structure and
dynamics of the enterprise for the purpose of managing the organization in a better way
and capturing the potential of the information system for competitive advantage.
Following are the basic objectives of an MIS −

 Capturing Data − Capturing contextual data, or operational information that will
contribute in decision making from various internal and external sources of
organization.
 Processing Data − The captured data is processed into information needed for
planning, organizing, coordinating, directing and controlling functionalities at
strategic, tactical and operational level. Processing data means −
 making calculations with the data
 sorting data
 classifying data and
 summarizing data
 Information Storage − Information or processed data need to be stored for future
use.
 Information Retrieval − The system should be able to retrieve this information
from the storage as and when required by various users.
 Information Propagation − Information or the finished product of the MIS should
be circulated to its users periodically using the organizational network.
Characteristics of MIS
Following are the characteristics of an MIS −

 It should be based on a long-term planning.
 It should provide a holistic view of the dynamics and the structure of the
organization.
 It should work as a complete and comprehensive system covering all
interconnecting sub-systems within the organization.
 It should be planned in a top-down way, as the decision makers or the
management should actively take part and provide clear direction at the
development stage of the MIS.
 It should be based on need of strategic, operational and tactical information of
managers of an organization.
 It should also take care of exceptional situations by reporting such situations.
 It should be able to make forecasts and estimates, and generate advanced
information, thus providing a competitive advantage. Decision makers can take
actions on the basis of such predictions.

 It should create linkage between all sub-systems within the organization, so that
the decision makers can take the right decision based on an integrated view.
 It should allow easy flow of information through various sub-systems, thus avoiding
redundancy and duplicity of data. It should simplify the operations with as much
practicability as possible.
 Although the MIS is an integrated, complete system, it should be made in such a
flexible way that it could be easily split into smaller sub-systems as and when
required.
 A central database is the backbone of a well-built MIS.
Characteristics of Computerized MIS
Following are the characteristics of a well-designed computerized MIS −

 It should be able to process data accurately and with high speed, using various
techniques like operations research, simulation, heuristics, etc.
 It should be able to collect, organize, manipulate, and update large amount of raw
data of both related and unrelated nature, coming from various internal and
external sources at different periods of time.
 It should provide real time information on ongoing events without any delay.
 It should support various output formats and follow latest rules and regulations in
practice.
 It should provide organized and relevant information for all levels of management:
strategic, operational, and tactical.
 It should aim at extreme flexibility in data storage and retrievalNature and Scope
of MIS
The following diagram shows the nature and scope of MIS Feed back

b. Describe the components of MIS
i. Hardware – It includes physical devices and materials used in information processing.
They are of two types
- Computer systems – e.g CPU
- Computer peripherals – e.g keyboard, mouse
ii. Software – these are set of information processing instructions which tells the computer
what to do
Examples are:-
- System software e.g operating systems
- Application software – software which are programs
- Procedures
iii. End user/people – These are the users who interact with the information systems to
record day to day business transaction
iv. Data – These are the input processing and the output
c. Explain the roles of information in an organization

i) Decision making .
ii) Planning
iii) Risk management
iv) Forecasting
v) Reference
vi) Securing opportunities
Strategic role of information system
Key stem applications
d). describe qualities of a good information system

Relevant – Information must pertain to the problem at hand and meet user needs
Economical – The coast obtaining information must be considered as one of the cost
element involved in any decision making
Accurate – Erroneous information may lead to disastrous decision
Current – Decisions are often based upon the latest information system available
Complete – Partial information is always worst that no information system
e. Approaches to system classification
Information can be classified in a number of ways and in this chapter, you will learn two of
the most important ways to classify information.

Classification by Characteristic
Based on Anthony's classification of Management, information used in business for

decision-making is generally categorized into three types –
(i) Classification by management activity supported
 Strategic Information − Strategic information is concerned with long term policy
decisions that defines the objectives of a business and checks how well these
objectives are met. For example, acquiring a new plant, a new product,
diversification of business etc, comes under strategic information.
 Tactical Information − Tactical information is concerned with the information
needed for exercising control over business resources, like budgeting, quality
control, service level, inventory level, productivity level etc.
 Operational Information − Operational information is concerned with
plant/business level information and is used to ensure proper conduction of
specific operational tasks as planned/intended. Various operator specific, machine
specific and shift specific jobs for quality control checks comes under this category.
(ii) Classification by Application or support provided
 Planning Information − These are the information needed for establishing
standard norms and specifications in an organization. This information is used in

strategic, tactical, and operation planning of any activity. Examples of such
information are time standards, design standards.
 Control Information − This information is needed for establishing control over all
business activities through feedback mechanism. This information is used for
controlling attainment, nature and utilization of important processes in a system.
When such information reflects a deviation from the established standards, the
system should induce a decision or an action leading to control.
 Knowledge Information − Knowledge is defined as "information about
information". Knowledge information is acquired through experience and learning,
and collected from archival data and research studies.
 Organizational Information − Organizational information deals with an
organization's environment, culture in the light of its objectives. Karl Weick's
Organizational Information Theory emphasizes that an organization reduces its
equivocality or uncertainty by collecting, managing and using these information
prudently. This information is used by everybody in the organization; examples of
such information are employee and payroll information.
 Functional/Operational Information − This is operation specific information. For
example, daily schedules in a manufacturing plant that refers to the detailed
assignment of jobs to machines or machines to operators. In a service oriented
business, it would be the duty roster of various personnel. This information is
mostly internal to the organization.
 Database Information − Database information construes large quantities of
information that has multiple usage and application. Such information is stored,
retrieved and managed to create databases. For example, material specification or
supplier information is stored for multiple users.
(iii) Classfication by function
This is classification in accordance to where that information system
operates. This includes:
 Sales and marketing
 Manufacturing
 Finance
 Accounting
 Human resource
(iv) Classification by organizational level supported

 Top level
 Middle level
 Lower level
(e) APPROACHES TO INFORMATION SYSTEMS

(i) Technical approach - it is mathematically based such as models, formulae,
hence three disciplines contribute to this approach Management science,
Computer science , Operation research.
(ii) Behavioral approach - conserved with long-term maintenance of information
systems which emphasize on business integration , design implementation
and utilization. Thread disciplines contribute to the approach psychology
economies and sociology.
(f) Social - technical approach - stresses on the need to enhance performance
of a system as a whole where both technical and behavioral components are
combined i.e. technology to b e tailored to meet needs of the people
CHAPTER 2: USE OF INFORMATION SYSTEM IN MANAGEMENT

a i). Explain the meaning and importance of information system in management
Information system is an integrated set of components for collecting, storing and
processing data and providing information, knowledge and digital products
Information systems are used to run inter-organizational supply chains and electronic
markets
Or Information system is a set of interrelated components that work together to
collect process store and disseminate information to support decision making
coordination control analysis and visualization in an organization.
ii)Importance of information systems in management

i. Business communication systems – Managers can use information system
even more efficiently by storing documents in folders that they share with the
employees who need the information
ii. Business operations management – Information systems can offer more
complete and more recent information allowing you to operate your company
more efficiently
iii. Company decision making – Helps the company to make decisions when their
own choices made are appealing by running different scenarios, calculate key
indicators such as sales, costs and profits to help the company determine which
alternative gives the most beneficial result
iv. Company record keeping – The information system helps in storing of
companies documents, revision histories, communication records and
operational data
v. Company planning
vi. Control of the company
b) Describe the use of information system in management decision making

i) Rapid access to information – The information system simplifies and speeds up
information retrieval by storing data in central location that is accessible via network.
This results to more accurate and quicker decisions
ii) Decisions based on latest information – By setting up a network that links a
central database, companies can collect sales and production data more frequently
and make decisions based on the latest information

iii) Teams can collaborate – In situation (s) where decision making involves groups,
information systems make it easy for teams to make collaborative decisions by
accessing the same essential data, even if members are working in different locations
iv) Interpret results efficiently – The systems collects raw data into reports in a
format that enables decision makers to quickly identify patterns and trends that would
not have been obvious in the raw data
V) Information from Company Operations
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.
VI) Capability to Run 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.
VII) Projections to Assist in Decision Making
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.
VIII) Implementation and Evaluation
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.
v) Explain the different types of decision making

Decision making is the process of making choices by identifying a decision, gathering
information and assessing alternative solutions
It is also the process of making choices by identifying a decision, gathering information
and assessing alternative resolutions
It is also the process by which individuals select a particular course of action among
several alternatives to produce a desired result
c) Explain the types of decisions making
(i) Routine and Basic Decision Making (operational)
Routine decision making means such decisions, which are taken in respect of the day to
day activities of the organization and which require less thinking and advice. These are of
a repetitive nature.
Basic decision making means such decisions that are essential for the existence of the
organization and for which complete study, analysis, power, and critical thinking are
essential.
ii). Personal and Organizational Decision Making
The organizational or institutional decisions are which are taken by the executives or
officers in their formal capacity and which may be delegated to other persons.
iii). Individual and Group Decision Making
When the size of the business unit is small and the decisions to be taken do not require
high, specific and technical knowledge, then the decisions for various problems are
normally taken by the managers himself.
Group decision-making techniques mean such decisions which are not taken by a
single individual, but by a group.
This is known as participating decisions that are known as individual decision making.
iv). Policy and Operating Decision Making
Policy decisions are those which relate to the basic policies of the organization and these
are taken by the top management or board of directors.
Such decisions are also known as management decisions or basic decisions.

Such decisions making is also known as executive or current decision making because
they are helpful in the execution of policy decisions.
v). Programmed and Non-Programmed Decision Making
Programmed decision making is of repetitive and routine nature and which is taken
through some well decided and well-organized system, so that when the problem arises, it
may be solved by using that method.
types of decision making in management
Non Programmed decision making is not a routine or repetitive nature..
This decision making is based on traditional methods, and not on the predecided
procedure.
vi). Planned and Unplanned Decision Making
Decisions for which Advance preparation is done, are based on the collection of facts,
analysis and scientific methods are known as planned decision making.
Unplanned decision-making technique means Such decisions for which no plan is

made, But are necessary, according to the circumstances, problems and opportunities
prevailed.
vii). Tactical and Strategic Decision Making
Tactical decision making is of routine nature, related to the normal day to day activities
and is of relatively lesser significance.
For these decisions, the options are limited and do not require much analysis and
evolution.
A strategic decision-making technique is those decisions, which are very difficult to be

taken.
This affects the future of the business and is related to the whole Organization.
In other words, these are the decisions, which are taken presently, but their primary effect
is observed after some time.
IX). Organizational, Departmental and Interdepartmental Decisions Making
Organizational decision making means such decisions which are taken by the higher
authorities of the Institution and affect the whole organization or enterprise.

Such decision making is also known as enterprise decision making.
Departmental decision making is for those decisions which affect the operation of the
whole department of an enterprise and its employees.
D) Describe the decision making cycle

(i) Identify the need – To make decision, one must identify the problem or the
question to be answered and its nature
(ii) Gather relevant information – Collect some pertinent information before one
makes decisions i.e what information is needed, the sources of information and how
to get it. It involves both internal and external work.
(iii) Identify the alternatives – Identify several possible paths of action, or alternatives
(iv) Evaluation of alternatives – Evaluate whether the need identified would be met or
resolved through the use of each alternatives. Then choosing the alternative with a
higher potential for reaching the goal
(v) Selection of best alternative – after weighing all the evidence, select the
alternative that seems to be the best one. One may also choose a combination of
alternatives
(vi) Execute decision – Take positive action by beginning to implement the alternative
you choose in
(vii) Evaluate results – Consider the results of your decision and evaluate
whether or not; has it solved the need identified. If the decision has not met the
identified need, some certain steps of the process ought to be repeated to make a
new decision
decisions are taken by department managers, chairman, or management.
2a) meaning and importance of IS in management
To gain the maximum benefits from your company's information system, you have to
exploit all its capacities. Information systems gain their importance by processing the
data from company inputs to generate information that is useful for managing your
operations. To increase the information system's effectiveness, you can either add more
data to make the information more accurate or use the information in new ways.
Information systems help in planning and control.
b)use of information systems in management decision making
senior manager
Strategic
level
Management
middle level managers level
knowledge level managers Knowledge level
Operational level
operational level mgrs
i)THE T.P.S
It deals with e.g accounting transactions processing
wages and salaries
Employee data
Management
Payroll Payroll reports
system
master fm
Government documents
Employee cheque
TYPICAL TPS APPLICATION
Types Of TPS Major Functioning System Major Application System

Faces and marketing system Sales management Sales order information
Market research system
Promotion Market research system
Pricing Pricing system
New products
Manufacturing / production Schedules Material resource
system Purchasing Planning systems
Shipping / receiving Purchase order control
Engineering system
Operation Quality control systems
Finance / accounting systems Budgeting General /ledger
general ledger Accounts receive /pay able
Billing Budgeting
Cost accounting Funds management systems
Human resource system Personal records Payroll
Benefits Employees records
Comparation Benefit systems
Labour relations Career putting systems
Training
Other types Admissions Registration systems
Grade record Student transcript system
Course records Curriculum class control
alumni system
Alumni benefactor systems
ii)KNOWLEDGE LEVEL INFORMATION SYSTEM

Two types
 Knowledge work systems (KWS)
 Office automation systems(DAS)
Knowledge work systems KWS
Help in creation and integration of new knowledge into the organization
Office automation systems OAS
Can be word processors, email systems scheduling system
KWS aid knowledge works
OAS aid data workers
Knowledge workers are people such as engineers, doctors, lawyers, Scientifics
Data workers do not have advanced knowledge. The process information and don’t
create it. They are manipulate and disseminate information.
Consist of secretaries accountant filing clerks
Types of system Applications
Knowledge work system Engineering stations
Graphics station
Managerial workstation
Office automation systems Word processing
Documents imaging
Electronic calendars
Examples of KWS - CAD, and robotic systems
Inputs for KWS - design specifications inputs for kws contrasts OAS. Inputs are
designed - inputs are documents & schedules
document database
IB M
Disc storage
Maintran
ce
Image index
Online
Image LAN optical
workstation storage
Scanning
iii)MIS
workstation
Management Level Information Systems
For management level of an organization, two types of information systems
involved, which is Management Information System (MIS) and Decision Support System
(DSS).
Management Information Systems (MIS, information system at the management
level of an organization that serve the functions of planning, controlling and decision
making by providing routine summary and exception reports) serves the management
level of the organization, provides managers with reports and in some cases with on-line
access to organization’s current performance and historical records. Most of the systems
oriented almost exclusively to internal, not environmental or external events. MIS primarily
serve the functions of planning, controlling and decision making at the management level.
Generally, they are dependant on underlying TPS for their data. MIS summarize and
report on the basic operations of the company. The basic data from TPS are compressed
and are usually presented in long reports that are produced on a regular schedule. Figure
3.3 shows how a typical MIS transforms transactions level data from inventory, production
and accounting into MIS files that are used to provide managers with reports. MIS usually
serve managers interested in weekly, monthly or yearly results – not day-today activities.
MIS generally address structured questions that are known well in advance but the
systems are not flexible and have little analytical capability. Most MIS uses simple
routines such as summaries and comparisons as opposed to sophisticated mathematical
models or statistical techniques. characteristics of MIS are:
 MIS support structured decisions at operational and management control levels.
However, they are useful for planning purpose of senior management staff.
 MIS are generally reporting and control oriented. They are designed to report on
existing operations and therefore to help provide day-to-day control of operations.
 MIS rely on existing corporate data and data flows.
 MIS have little analytical capability.
 MIS generally aid in decision making using past and present data.
 MIS are relatively inflexible.
 MIS have an internal rather than an external orientation.
TPS
Order
Sales
processing
system data
Order file
Unit
Material production
resource cost
planning MIS REPORTS
MANAGER
Production systems
Production
Master file
change
General data
ledger
system
Expenses
Accounting
data
File
iv) DECISION SUPPORT SYSTEM

Fluctuations
- Helps in managers to make semi structured decisions
- These decisions are unique & rapidly changing
- Used both internal (TPS,MIS) and external data e.g stock prices, prices of
competitions etc
- Used for data analysis
CHARACTERISTIC
- Flexible , adaptable & quick response
- Operate with no assistance of programmes
- Support semi structured decision
- Use sophicated data analysis & modeling tools
Ship, speed, capacity
Port distance restriction file

Personal
computer
Fuel consumption cost file

Analytical
Graphics Ship charter line history
models cost file
Reports database
Port expenses file
COMPARISON OF MIS/ DSS BASE ON FUNCTION

FUNCTION AREA MIS DSS
Sales & marketing Sales management Sales region analysis
Manufacturing Inventory control Production scheduling
Accounting Annual budgeting Cost analysis
Human resource Capital investment Pricing profitability
analysis analysis
Relocation analysis Contract cost analysis
COMPARISON BASED ON INPUT PROCESSING OUT TYPES

INPUTS PROCESSING OUTPUT
Mis summary transaction Routine reports Summary reports
data Simple models Exception reports
High volume data Low level analysis
Simple models
DSS low volume data Interactive solutions Special reports
Data analysis tools Simulations Decision analysis
Analytic models Analysis Responses to queries
STRATEGIC LEVEL INFORMATION SYSTEMS

V) (ESS)
- For senior managers
- They use executive support system(ESS) to make decisions
- They serve at strategic level of organization
- Deal with unstructured decisions
- Incorporate data about external events they also us summarized reports form
MIS & DSS
- Filter compress and track critical data
- ESS provide generalized computing and telecommunication capacity that can be

applied to array of problems
ESS WORK STATION

 Menus
 Graphics
 Communications
 Local processing
ESS WORKSTATION
ESS
Internal data WORKSTATION
External
TPS / MIS data
data
 Menus
 Menus Financial data  Graphics
 Graphics  Communication
 Communication  Local processing
 Local processing
RELATIONSHIP OF SYSTEM TO ONE ANOTHER: INTEGRATION

System data is exchanged between systems at the same level and different levels
RELATIONSHIP BETWEEN SYSTEMS
Executive
support
system ESS
Management Management
systems system
MIS DSS
Transaction
Knowledge
system processing
KWS and system
OAS (TPS)
MANAGING KNOWLEDGE
KNOWLEDGE MANAGEMENT IN ORGANIZATION
Every organization should have the ability to gather produce maintain and
disseminate knowledge
Knowledge management is defined as a process of systematically and actively
managing and leveraging the stores of knowledge in an organization.
It is an attempt by organization to put procedures and technologies in place that
do the following
 Transfer individual knowledge into data base
 Filter and separate the most relevant knowledge
 Organize that knowledge in data base that either

- Allow other employees to easily access knowledge
- Push specific knowledge to employee based on their pre-specified needs.

There are four major information systems that are very useful in knowledge
management
 Office automation system(OAS)
 Knowledge work system(KWS)
 Group collaboration
 Artificial intelligence
Artificial intelligence applications and group collaboration focuses on supporting
information and knowledge work they aim at defining and capturing the
organizations knowledge base knowledge may include.
 Structural internal knowledge
 External knowledge
 Information knowledge
INFORMATION SYSTEM FOR KNOWLEDGE MANAGEMENT
Group Office automation Distribute

Share collaboration systems knowledge
Knowledge system
Word processing
Groupware
Desktop publishing
Artificial Knowledge work

intelligence systems
systems
CAD
Captured Expert systems
Codity Virtual reality
Neural nets Create
Knowledge
knowledge
Fuzzy logic Investment work
stations
- AOS - disseminate and coordinate flow of information in organization
- KWS – support activities of highly skilled knowledge workers and professional

. they create knowledge and integrate it in the organization
- Group collaboration and supply systems support creation and sharing
knowledge among people working in a groups

- Artificial intelligence systems provides organization and manager with codified
knowledge that can re-used by other in the organizational.
INFORMATION AND KNOWLEDGE SYSTEMS
- Information work deals with creating or processing information. It is carried
out y two groups of people
 Data workers - process and disseminate the organizational information and

paper work e.g secretaries and book keeper.
 Knowledge workers - design products or services or create knowledge for

the organization e.g engineers Scientifics architects.
DISTRIBUTION KNOWLEDGE OFFICE AND DOCUMENTS MANAGEMENT

SYSTEMS
Since knowledge work and data work take place in an office then the office plays
a big role of coordinating the flow of this information in the whole organization.
This office has three basic functions
 Managing documents
 Scheduling for individual and groups
 Managing data
There activities can be supported OAS
OAS can be defined as any application of information technology that intents to
increase the productivity of information workers office e.g. word processing DTP
system
Documents imaging system
DOCUMENT IMAGING SYSTEM ACTIVITIES

 Converts documents and images into digital form so that they can be stored
in a computer
 Store retrieve and manipulate digitized image of a documents
 The must contain a scanner for bit-mapping images and storing images as
graphics
 Document can be stored in optical disk system when not active
 The optical disk can be kept online in a juke b ox( a device used for
storing and retrieving many optical disks.
 The system must have index server to contain indexes that will allow users
to identifies and retrieve documents when needed
CREATING KNOWLEDGE WORK SYSTEMS

Knowledge work perform three main role

 Keeping organization up-to-date knowledge as it develops in external work
e.g technology science social art knowledge works serve as internal contact
regarding one of knowledge changes taking place and opportunities
 Knowledge workers act as change agent by evaluating initiating and

promoting change projects
REQUIREMENT OF KWS
 Create computing power
 Quick and easy to use
 User friendly interface

EXAMPLES OF KWS
 CAD/CAM - manufacturing
 Virtual reality - simulations
 Investments’ workstations - analyze trading situations e.g stock exchange

SHARING KNOWLEDGE GROUP CORROBORATION SYSTEMS AND INTRANET
KNOWLEDGE ENVIRONMENT
Key technologies in this area are email, teleconferencing, data conferencing,
groupware, intranets
Groupware is a software that recognize the significant of groups in offices by
providing services that support collaboration activities of work groups
Build around three principles
 Communication
 Collaboration
 Coordination
TASKS
 Publishing - different changes in documents can be tracked
 Replication - updating identical data in different PC
 Discussion tracking - by many users & topic
 Documents management - storing information of various documents and

software types in data sales
 Workflow management - moving and tracking documents created by groups
 Portability - availability of software for mo bile use
 Security - preventing an authorized access of data
 Application development

ARTIFICIAL INTELLIGENCE
Intelligence is the ability to learn and think
Artificial intelligence (AI) can be defined as effort to develop computer based
system that can behave like humans with ability to learn language accomplish
physical tasks use perpetual apparatus to emulate human expertise and make
decisions.
ARTIFICIAL INTELLIGENCE SOFTWARE’S

 Natural language processes(NLPs) - take human language statements and
translate them into computer instructions.
 Robotics - machines which can do human work more efiicnciently can work is
dangerous environment
 Expert systems - can mimic expert knowledge and reasoning to some problems.
BENEFITS OF USING EXPERT SYSTEM
 Contributes to productivity
 Enhances product / service quality
 Enhances consisted reasoning
 Gives more insight to decision making process
 Better control complex system
 To distribute scarce expertise
 To preserve expertise
 To train experienced employees
 Reduce costs
 To monitor vast amount of information
LIMITATION OF EXPERT SYSTEMS

 Can only handle narrow domains
 Do not posses common sense
 Have limited ability to learn
 Require large lengthy and expensive development efforts
 High cost in living and training experts
 Very fragile
 Represents limited form of knowledge

(viii) INTELLIGENT MACHINE / AGENTS
Intelligence agent sis the later development of AI where computer programs
that automatically go through massive amounts of data and select and
deliver the most suitable information to the user a mainly found in the web
(ix) ARTIFICIAL VISION
This is the ability of a machine to see its environments make choices about
its actions as based on what is sees and to recognize visual input according
to the general patterns.
(x) NEURAL NETWORKS
Mimics the way human brain works the way it links facts draws conclusion
and uses experience to understand how new facts relate to each other
(xi) FUSSY LOGIC
Based on rules that do not have discrete boundaries b y tie along
continuum en baling systems to better deal with ambiguity . it allows
computer application to solve in a manner that is more human like.
(xii) GENERIC ALGORITHMS
These are mathematical functions that use Darwinians principles to improve
application process begins with a large collection of functions relatively small
and well defined computer program to solve part of the overall program.
The program are run and results are tested to determine which program
give the best results in solving a problem. The best programs are kept other
are mutated and the new generation of program is tested.
The process is repeated until ideal best program emerges
WHY BUSINESS IS INTERESTED IN AI
 Preserve intelligence that can be lost through retainment, resignation or
death
 Store information in active form(knowledge base)
 Create mechanism not subject to human feeling
 Eliminate routine & unsatisfying jobs held by people
 Enhance organization knowledge base
ENHANCING MANAGEMENT DECISION MAKING

DSS
 Computer system
 It is at management level
 Com bines data, analytical tools and models
 Supports structured and unstructured decisions

DSS VS MIS
DSS MIS
Promises and user control data tools Control the organization
and sessions Focuses on structured information
Emphasizes on change flexibility and Emphasizes on tactical decisions
quick response
Emphasize on model assumptions
queries graphic
TYPES OF DSS
Two types of DSS
a) Model driven DSS
b) Data driven DSS
MODEL DRIVEN
- Stand alone system
- Sues what is to perform models
DATA DRIVEN
One can extract useful data from the system and analyze its uses TPS data
COMPONENT OF DSS
DSS data base - collection of current or historical data from number of application
or groups
DSS software system - collection of software tools used for data analysis e.g
OLAP or data mining tools or collection of mathematical and analytical models
User interface - permits easy interrelation between users of the system and the
DSS software tools

EXTERN
TPS
AL
DATA
DSS
DATABASE
DSS Software
system models
OLAP tools
data mining
User
interf
ace
User
WEB BASED DSS

DSS based on the web and internet and being developed to
a) Support decision making
b) Provide online access to various data bases and information pools along with
data analysis software
NB/customer decision support system(DSS) is a system to support the decision
making process of an existing or potential customer.
GROUP DECISION - SUPPORT SYSTEM

Early DSS focused on supporting individual decision making. However because so
main work is accomplished groups within organizations system developers and
scholars began to focus on how computers can support group and organizational
decision making hence GDSS.
WHAT IS GROUP DECISION SUPPORT SYSTEM(GDSS)

It is an interactive computer based system to facilitate solution for unstructured
problems by set of decision makers working together as a group.
PURPOSE OF GBSS
 Improve preplanning to make meeting effective and efficient
 Create collaborative meeting atmosphere
 Increases participation
 Ideas can be criticized
 Ideas can be criticized
 Ideas can be evaluated on merit other than source
 Sets priorities for decision making
 Access external information
 Preservation of organizational memory

CHARACTERISTICS OF GDSS
 Hardware must be available
 Software tools e.g. e-questionnaire , e-b rainstorms
 People - trained facilitators and staff that support hardware and software
Examples are
Electronic meeting system(EMS)
 Supports meeting at the same place or different places at different times
 Work stations are net worked
 Attendees have full control of their desktop

EXECUTIVE SUPPORT SYSTEM ESS
 Its information system at strategic level b y organization
 It is designed to address unstructured decision making through graphics &

communication
 Helps senior executives monitor organizational performance
 Track activities of competitors spot problems identifies opportunities and

forecast friends

BENEFITS
 Flexible
 Ability to analyze compare and highlight trends
 Monitor performances
c)Decisions made at these different levels can be:
 Structured (tps)
 Semi-structured(tactical)
 Unstructured(strategic)
CHAPTER 3 MANAGEMENT OF INFORMATION SYSTEM RESOUCES
3 (a) Explain the meaning of information system concept

It is a integrated set of components for collecting, storing and processing data for providing
information, knowledge and digital products
(b) Explain the importance of managing the information system resources
(i) cost reduction – It reduces the cost of doing business such as

repairs.
ii) security –proper management of information system resources and
prevents security bleach.
iii) data access – ensures data can be accessed real time when it Is
needed
iv) operational efficiencies- operations of the organization become
efficient
v) sharing of resources –information system resources can be
shared if there is proper management of the IS resources.
c) Describe information system resources
(i) Data – This is a more than a raw materials of information system. (the
processed information)
(ii) Network – Telecommunications network like the internet, intranet and
extranet
(iii) People – This are people required for the operation of the information
system e.g. (end users and IS specialist)
(iv) Software- ensures that the hardware can deliver user needs
(v) Hard ware – these are the physical components of the system. Example
system unit internal devices and the peripheral devices
d) Describe information society – it is a society where the usage, creation,

distribution manipulation and integration of information is a significant activity.
Characteristics of information society
 Usage if information is significant
 creation of information
 distribution of information is significant
 There is integration of information
 Significant use of internet and technology
Challenges of information society
 Innovation Economy – the driver of future wealth;

 The Knowledge Society – participation for all;
 Green ICT – support for an eco-efficient economy;
 Next-Generation Infrastructure – balancing investment with the competition;
 Soft Infrastructure – investing in Social Capital;( the networks of relationships

among people who live and work in a particular society, enabling that society
to function effectively.)
 SMEs and ICT – supporting world small enterprises;

 A single information market – enabling cohesion and growth;
 Transforming Government – rethinking the delivery of public services;
 Online trust – a safe and secure digital world;
 Clear leadership – rethinking the kenya´s policy-making process

CHAPTER 4 INFORMATION SYSTEM PLANNING
a)Meaning and Importance of IS Planning
Planning is the fundamental management function, which involves deciding beforehand,
what is to be done, when is it to be done, how it is to be done and who is going to do it. It
is an intellectual process which lays down an organisation’s objectives and develops
various courses of action, by which the organisation can achieve those objectives. It
chalks out exactly, how to attain a specific goal.
Planning is nothing but thinking before the action takes place. It helps us to take a peep
into the future and decide in advance the way to deal with the situations, which we are
going to encounter in future. It involves logical thinking and rational decision making.
Characteristics of Planning
1. Managerial function: Planning is a first and foremost managerial function provides

the base for other functions of the management, i.e. organising, staffing, directing
and controlling, as they are performed within the periphery of the plans made.
2. Goal oriented: It focuses on defining the goals of the organisation, identifying
alternative courses of action and deciding the appropriate action plan, which is to
be undertaken for reaching the goals.
3. Pervasive: It is pervasive in the sense that it is present in all the segments and is
required at all the levels of the organisation. Although the scope of planning varies
at different levels and departments.

4. Continuous Process: Plans are made for a specific term, say for a month, quarter,
year and so on. Once that period is over, new plans are drawn, considering the
organization’s present and future requirements and conditions. Therefore, it is an
ongoing process, as the plans are framed, executed and followed by another plan.
5. Intellectual Process: It is a mental exercise at it involves the application of mind, to
think, forecast, imagine intelligently and innovate etc.
6. Futuristic: In the process of planning we take a sneak peek of the future. It
encompasses looking into the future, to analyses and predict it so that the
organization can face future challenges effectively.
7. Decision making: Decisions are made regarding the choice of alternative courses of
action that can be undertaken to reach the goal. The alternative chosen should be
best among all, with the least number of the negative and highest number of
positive outcomes.
Planning is concerned with setting objectives, targets, and formulating plan to
accomplish them. The activity helps managers analyses the present condition to
identify the ways of attaining the desired position in future. It is both, the need of the
organization and the responsibility of managers.
Importance of Planning
 It helps managers to improve future performance, by establishing objectives and
selecting a course of action, for the benefit of the organization.
 It minimizes risk and uncertainty, by looking ahead into the future.
 It facilitates the coordination of activities. Thus, reduces overlapping among
activities and eliminates unproductive work.
 It states in advance, what should be done in future, so it provides direction for
action.
 It uncovers and identifies future opportunities and threats.
 It sets out standards for controlling. It compares actual performance with the
standard performance and efforts are made to correct the same.
Planning is present in all types of organizations, households, sectors, economies,
etc. We need to plan because the future is highly uncertain and no one can predict
the future with 100% accuracy, as the conditions can change anytime. Hence,
planning is the basic requirement of any organization for the survival, growth and
success.
Steps involved in Planning

By planning process, an organisation not only gets the insights of the future, but it
also helps the organisation to shape its future. Effective planning involves simplicity
of the plan, i.e. the plan should be clearly stated and easy to understand because if
the plan is too much complicated it will create chaos among the members of the
organisation. Further, the plan should fulfil all the requirements of the organisation.

CHAPTER 5 INFORMATION SYSTEM PROJECT MANAGEMENT
a) Explain the meaning and Importance of IS Project Planning
IS project planning is a part of project management, which relates to the use of schedules
to plan and subsequently report progress within the project environment
Importance
 It helps stakeholders, sponsors, teams and the project manager through other
project phases
 Its needed to identify desired goals
 It reduces risks
 It is needed in order to avoid missed deadlines and ultimately deliver the agreed
product service or result
b. Explain IS Project Management Techniques
Today’s project managers, freelancers and business leaders need to keep up with the
pace of emerging technology and management trends. When it comes to project
management methodologies, the number of rules, acronyms and principles may seem
overwhelming even to experienced managers. To help you choose a methodology for your
next project and provide you with new tools and ideas, we’ve created the following list of
approaches to project management.
1) Traditional Methodologies
2) The Waterfall Model
3) The Critical Path Method
4) The Critical Chain Method

5) Agile Methodologies
6) Agile Project Management
7) The Scrum Framework
8) Kanban
9) Extreme Programming
10)Adaptive Project Framework

11)Change Management Methodologies
12)Event Chain Methodology
13)Extreme Project Management

14)Other Methodologies
15)Rational Unified Process
16)Program Evaluation & Review Technique

17)The PMBOK Method
1)Traditional Project Management Methodologies

Traditional project management works best in projects that require a sequential
approach. Unlike other methodologies, it emphasizes linear processes, upfront
planning and prioritization, meaning fixed timelines, budgets and requirements.
Benefits of traditional methods include clearly defined objectives, controllable
processes, clear documentation and accountability. Let’s take a closer look at
traditional project management approaches.
2).The Waterfall Model

The Waterfall approach suggests a sequential approach to managing projects. After
stakeholders and customers agree on and document project requirements, it’s
executed in a step-by-step manner until it’s finished. After that, the customer reviews
the project to make sure that it meets the requirements. Some projects require a post-
production maintenance stage, e.g. software projects, where the customer reports
bugs and requests new features to ensure lasting project performance and success.
The most commonly preferred tool for the Waterfall model is the Gantt chart: that
visualizes subtasks, dependencies and project phases as it goes through the project
life cycle.Best for: short and simple projects with clear guidelines that require a strict
work structure to ensure project success.
The sequential phases in Waterfall model are −

 Requirement Gathering and analysis − All possible requirements of the system
to be developed are captured in this phase and documented in a requirement
specification document.
 System Design − The requirement specifications from first phase are studied in
this phase and the system design is prepared. This system design helps in

specifying hardware and system requirements and helps in defining the overall
system architecture.
 Implementation − With inputs from the system design, the system is first
developed in small programs called units, which are integrated in the next phase.
Each unit is developed and tested for its functionality, which is referred to as Unit
Testing.
 Integration and Testing − All the units developed in the implementation phase are
integrated into a system after testing of each unit. Post integration the entire
system is tested for any faults and failures.
 Deployment of system − Once the functional and non-functional testing is done;
the product is deployed in the customer environment or released into the market.
 Maintenance − There are some issues which come up in the client environment.
To fix those issues, patches are released. Also to enhance the product some
better versions are released. Maintenance is done to deliver these changes in the
customer environment.
All these phases are cascaded to each other in which progress is seen as flowing steadily
downwards (like a waterfall) through the phases. The next phase is started only after the
defined set of goals are achieved for previous phase and it is signed off, so the name
"Waterfall Model". In this model, phases do not overlap.
Waterfall Model - Application

Every software developed is different and requires a suitable SDLC approach to be
followed based on the internal and external factors. Some situations where the use of
Waterfall model is most appropriate are −
 Requirements are very well documented, clear and fixed.
 Product definition is stable.
 Technology is understood and is not dynamic.
 There are no ambiguous requirements.
 Ample resources with required expertise are available to support the product.
 The project is short.
Waterfall Model - Advantages

The advantages of waterfall development are that it allows for departmentalization and
control. A schedule can be set with deadlines for each stage of development and a
product can proceed through the development process model phases one by one.
Development moves from concept, through design, implementation, testing, installation,
troubleshooting, and ends up at operation and maintenance. Each phase of development
proceeds in strict order.
Some of the major advantages of the Waterfall Model are as follows −

 Simple and easy to understand and use
 Easy to manage due to the rigidity of the model. Each phase has specific
deliverables and a review process.
 Phases are processed and completed one at a time.
 Works well for smaller projects where requirements are very well understood.
 Clearly defined stages.
 Well understood milestones.
 Easy to arrange tasks.
 Process and results are well documented.
Waterfall Model - Disadvantages

The disadvantage of waterfall development is that it does not allow much reflection or
revision. Once an application is in the testing stage, it is very difficult to go back and
change something that was not well-documented or thought upon in the concept stage.
The major disadvantages of the Waterfall Model are as follows −
 No working software is produced until late during the life cycle.
 High amounts of risk and uncertainty.
 Not a good model for complex and object-oriented projects.
 Poor model for long and ongoing projects.
 Not suitable for the projects where requirements are at a moderate to high risk of
changing. So, risk and uncertainty is high with this process model.
 It is difficult to measure progress within stages.
 Cannot accommodate changing requirements.
 Adjusting scope during the life cycle can end a project.
 Integration is done as a "big-bang. at the very end, which doesn't allow identifying
any technological or business bottleneck or challenges early.
3).The Critical Path Method
The critical path method (CPM) is an extension of the PERT approach that represents
an algorithm for scheduling project activities. The critical path represents the longest (in
terms of duration) sequence of essential project activities that must be completed on
time. Calculating the critical path is key to determining the total duration of a project, its
milestones, deadlines and essential activities that need to be completed on time. Best
for: complex projects where delivery terms and deadlines are critical, in such areas as
construction, defense, software development, and others.

Critical Path Method:
What exactly is the critical path method in project management?
Critical path method (CPM) is a resource-utilization algorithm for scheduling a set

of project activities. The essential technique for using CPM is to construct a model of the
project that includes the following:
 A list of all tasks required to complete the project

 The dependencies between the tasks
 The estimate of time (duration) that each activity will take to complete
With this information, you can determine the critical path by identifying the longest stretch
of dependent activities and measuring them from start to finish.
Once you’ve identified which activities are on the longest, or critical path, you can more
easily discern which have total float, or can be delayed without making the project longer.
Using the Critical Path Method in a Project
Now we’ll try to demonstrate the concept of the critical path method with a simple, real-life
example: planning a killer party. How should you plan and execute on this project?
1. Define the project scope
First, we need to define all of the tasks that must be finished to complete the project. For
our party example, it might look like this:
 Choose a date and venue

 Make the ultimate playlist
 Set up the sound system
 Invite your friends

 Buy the food and drinks
 Cook your famous casserole
 Host the party
When we look at these tasks individually, we realize that some of them cannot be started
before the others are completed. That is, some tasks are dependent on others. We’ve
designated these relationships in the table below:
Task Name Dependent on

Choose a date and venue -
Make the ultimate playlist -
Set up your sound system -
Invite your friends Choose the date and venue
Buy the food and drinks Invite your friends
Cook your famous casserole Buy the food and drinks
Host the party Casserole & sound system
The actions “invite your friends,” “buy the food and drinks,” “cook your casserole,” and
“host the party” form a sequence of tasks that must be performed in a specific order, one
right after the other, to ensure a successful result. Such tasks are
called sequential activities.
These tasks, together with the start of our project (“choose a date and venue”) are the
most critical steps in completing our project. Thus, these actions will be placed on the
critical path.
2. Critical path analysis and identification
The essential concept behind critical path analysis is that you can’t start certain tasks until
others are finished. These tasks need to be completed in a sequence, with each stage
being completed before the next stage can begin.
art to finish that must be completed to ensure the project is finished by a certain time. The
activities on the critical path must be very closely managed. If jobs on the critical path slip,
take immediate action to get the project back on schedule. Otherwise, the whole project
can be delayed.
Imagine that you have a project that will take 30 days to complete. If the first activity on the
critical path is 1 day late, the project will take 31 days to complete, unless another activity
on the critical path can be completed 1 day earlier. The critical path essentially determines
the end date in your project schedule.
3. Different project paths

You can have more than one critical path in a project, so that several paths run
concurrently. This can be the result of multiple dependencies between tasks, or separate
sequences that run for the same duration.
The critical path in project management may contain all the important activities associated
with a project, or it may not. In fact, the activities on the critical path are not always the
most important parts of the project. At the same time, there will be tasks that are not on
the critical path, but that still determine your project’s success.
Understanding the critical path method involves determining which activities are critical to
complete on time. But other activities that lie outside of the critical path may also be very
important and require additional attention.
What Are Resource Constraints and Why Do They Matter?
Traditional critical path schedules in project management are based only on causal
dependencies. We’ve already marked these dependencies in our plan. (e.g., it’s
impossible to cook the casserole without buying the ingredients). However, a project may
have limited resources that need to be taken into consideration, such as how to calculate
load in resource planning. These limitations will create more dependencies, often referred
to as resource constraints.
If you work on a team, you may split the project work between team members. In our
example, while you’re choosing a date and venue and inviting people, one of your friends
can make a playlist, and another can get the food and drinks. The tasks can be done in
parallel, as on our chart above.
However, if you’re the only person responsible for the project, you have a resource
constraint because you can’t be in two places at the same time. In this case, your critical
path will look different.
On the chart above, we assume that you first need to choose the date and venue, and
only later can you make a playlist. However, depending on the project conditions, these
tasks can be performed in a different order.
This kind of critical path is called a resource critical path. This method was proposed as an
extension to the traditional critical path analysis to allow for the inclusion of resources
related to each activity. A resource-leveled schedule may include delays due to resource
bottlenecks (i.e., unavailability of a resource at the required time), and it may cause a
previously shorter critical path to lengthen.
Calculating the Length of Your Project
In project management, a critical path is the sequence of dependent tasks that form the
longest duration, allowing you to determine the most efficient timeline possible to complete
a project. Here's a rundown on how to calculate critical path in your project.
Getting back to our party example, let’s assume that you have to do everything by
yourself. We estimated the length of time each activity will take. Also, we determined the
approximate start time for each task on the critical path. Here’s what we came up with:

Task Duration Start
Choose a date and venue 2 hours Monday
Make the ultimate playlist 3 hours Monday
Set up your sound system 1 hour Monday
Invite your friends 2 days Monday
Buy the food and drinks 1 day Tuesday
Cook your famous casserole 2 hours Wednesday
Host the party 2 hours Wednesday
Now if we add up all of our critical tasks’ duration, we’ll get the approximate time that we
need to complete the whole project. In our case, 3 days and 6 hours, since “make the
ultimate playlist” and “set up the sound system” are not on the critical path. If we add the
duration to the start time, we can calculate the earliest project completion time.
Understanding the CPM allows us to make this calculation quickly and accurately.
Flexibility in the Critical Path Method
The critical path method was developed for complex, but fairly predictable, projects.
However, in real life, we rarely get to manage such projects. A schedule generated using
critical path method techniques is often not followed precisely. As we already mentioned,
any delay of an activity on the critical path directly impacts the completion date.
New technical requirements may pop up, and new resource constraints may emerge.
Let’s say you’re planning to redecorate your living room with a friend. Your task list may
look like this:
1. Get rid of the old furniture

2. Paint the walls
3. Fix the ceiling
4. Install the new furniture
Your friend’s responsibilities are to:
1. Choose the new curtains

2. Hang the new curtains
Parallel Tasks in the Critical Path
In our example, the curtain tasks form a sub-project and can be treated as a non-critical
path. Your friend can “choose the new curtains” and “hang the new curtains” any time
before the end of your project. The curtain tasks have flexibility in the start and end date,

what is considered “float.” These tasks are parallel and will not be placed on the critical
path. Here’s how this project would look on a Gantt chart:
If any of the parallel tasks were to be significantly delayed, it would prevent our whole
project from being completed on time. Therefore, you should always keep an eye on
parallel tasks.
Changes in the Critical Path
Now, let’s assume that choosing the curtains took our friend longer than we initially
expected. This will delay the end of the project.
Our redecoration is incomplete without the new curtains, so the path that previously was
non-critical becomes critical. The initial critical path changes.
To keep an eye on your non-critical tasks, keep your project schedule up-to-date. That’s
the only way you’ll know exactly where your project is at any given moment and whether it
will be delivered as initially planned.
The video below provides a great introduction to the critical path method (CPM).
What is a Gantt Chart?
A Gantt chart, commonly used in project management, is one of the most popular and
useful ways of showing activities (tasks or events) displayed against time. On the left of
the chart is a list of the activities and along the top is a suitable time scale. Each activity is
represented by a bar; the position and length of the bar reflects the start date, duration and
end date of the activity. This allows you to see at a glance:
 What the various activities are
 When each activity begins and ends
 How long each activity is scheduled to last
 Where activities overlap with other activities, and by how much

 The start and end date of the whole project
To summarize, a Gantt chart shows you what has to be done (the activities) and when (the
schedule).
Construction of a House - Gant Chart Example
4)The Critical Chain Method Critical chain
It is a sequence of activities with the shortest time advance, which takes into account the
constraints of resources (people, equipment) and shifts part of the implicit reserves into
so-called buffer activities. For example, a project buffer set between the last activity in the
chain and the project deadline ensures that delays won’t have an effect on the project
deadline. Other buffers include feeding and resource buffers.This technique emphasizes
prioritization, dependencies analysis, and optimization of time expenses.Best for: complex
projects with limited resources.. Agile v)Project Management Methodologies Agile
methodologies offer an iterative approach to managing projects. Originally developed for
software projects, nowadays Agile is widely used in marketing and advertising projects.
Agile teams easily adapt to changes, provide tangible results, perform quality assurance,
meaning less rework and improved quality.

Agile Project Management MethodologyAgile project management is a structured,
adaptive and iterative approach to business planning and managing work processes. It
suggests simultaneous activities that don’t have any dependencies and can be done in
parallel providing two significant benefits over the traditional approaches:
 You can quickly detect and fix unexpected issues
 You can introduce changes at any stage of the project. Other work processes will
change dynamically
Best for: projects that require a responsive and fast-paced approach and involve teams
that boast strong communication and collaboration skills.
How to Make a Gantt Chart
On this page we will explain how to make a Gantt chart. If you need to understand the
concept of the Gantt chart, you can read: What is a Gantt Chart?
Gantt charts are created using project management information system (PMIS)
applications, such as Primavera Project Planner®, Microsoft Project®, and MindView®. A
typical approach for creating a schedule is to hold meetings with selected project team
members and to begin identifying activities. While this approach will result in a schedule, it
may not be a complete schedule. A complete schedule contains enough activities to
ensure compliance with the 100% Rule. The 100% Rule requires that the scope baseline
addresses 100% of the project scope. The scope baseline components are the primary
sources used to identify the schedule activities. If the scope baseline addresses 100% of
the project scope, then the schedule activities address 100% of the project scope.
Following these steps will ensure that the final project schedule is a complete schedule.
Steps to Make a Gantt Chart
Step 1 - Review Scope Baseline
Gather the team and review the approved scope baseline, which consists of three
components: 1) the Scope Statement, 2) the Work Breakdown Structure (WBS) and 3)
the WBS Dictionary. The project team member should confirm that the scope baseline
addresses 100% of the project scope.
Step 2 - Create Activities
Using a technique called Decomposition, the project team breaks down each WBS work
package into activities. Just like when creating the WBS work packages, the team needs

to set rules for creating schedule activities. The final schedule needs to be the one that is
effective and efficient. Too many activities can be as bad as too few. It is also important to
identify deadlines and milestones while decomposing the project.
Gantt chart deadlines passing
Step 3 - Sequence Activities
Every activity is related to one or more other activities. Every activity, except the first and
last, has a relationship with a predecessor and a successor. Sequencing activities means
placing the activities in the right order using the right relationships. There are four types of
relationships:
 1. Finish to Start – Cannot start the successor activity until its predecessor Is
finished.
 2. Start to Start – Cannot start the successor activity until its predecessor has
started.
 3. Start to Finish – Cannot finish the successor activity until its predecessor had
started.
 4. Finish to Finish – Cannot finish the successor activity until its predecessor has
finished.
Relationships 1 and 2 are the most commonly used. Finish to Start is a sequential
relationship and Start to Start is typically a parallel or over-lapping relationship.

Gantt chart dependencies
Step 4 - Estimate Resources
Before the durations can be estimated, resources must be identified and estimated.
Resources include labor, material and equipment. There are several estimating techniques
used including Analogous, Parametric, Three-Point and Bottom Up. Skills, competencies
and technology are key factors to consider in the basis of the estimate. After estimating
the resources, they are loaded in the schedule against the respective activities. A resource
calendar is also created to show when resources are needed and available.
Step 5 - Estimate Durations
Duration is the time between the start and end of an activity. Review the resources,
relationships and sequencing, then estimate the duration for each activity. The same
estimating techniques used for estimating resources can be used to estimate durations,
but make sure you identify constraints. Which are limitations or restrictions on an activity.
Gantt chart constraints
Step 6 - Develop Schedule
Create the Gantt chart by loading all information into a project management software tool.
Review the schedule and ensure that all schedule risks have been addressed. Check that
response plans and schedule contingencies have been included. A typical way to address
schedule contingencies is to add Buffers at the activity level, the project level or both. A
Buffer is an activity with no resources or scope to provide additional time and reduce
schedule risks. Resource optimization techniques, such as resource smoothing or leveling
are used to create realistic schedules. Review and approve the schedule. The approved
Gantt chart schedule becomes the schedule baseline.
5) Agile model

Agile thought process had started early in the software development and started becoming popular with time
due to its flexibility and adaptability.
The most popular agile methods include Rational Unified Process (1994), Scrum (1995), Crystal Clear,
Extreme Programming (1996), Adaptive Software Development, Feature Driven Development, and Dynamic
Systems Development Method (DSDM) (1995). These are now collectively referred to as agile methodologies,
after the Agile Manifesto was published in 2001.
Following are the Agile Manifesto principles
 Individuals and interactions . in agile development, self-organization and motivation are important, as
are interactions like co-location and pair programming.
 Working software . Demo working software is considered the best means of communication with the
customer to understand their requirement, instead of just depending on documentation.
 Customer collaboration . As the requirements cannot be gathered completely in the beginning of the
project due to various factors, continuous customer interaction is very important to get proper product
requirements.
 Responding to change . agile development is focused on quick responses to change and continuous
development.

7).The Scrum Framework
With Scrum, your team works in fixed-length intervals called Sprints that include sprint
planning stage, sprint review and daily standup meetings. It also has the following three
clearly defined roles:
 Product Owner usually refers to a customer or other stakeholder who takes part in
all development stages conveying the global vision and providing feedback.
 Scrum Master is the person responsible only for managing the project process,
removing obstacles and coaching their team through meetings or other venues.
 Scrum Team is a team with developed collaboration skills following a common

goal.
The official Agile Manifesto, created in 2001, highlights four key values of the
methodology:
 Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan

Best for: collaborative teams working on complex projects with changing requirements.
8)Kanban
Kanban is an Agile approach that visualizes work, limits work in progress and helps to
quickly move work from the “Doing” to the “Done” status. Work items are organized on
Kanban boards where they flow from one development stage to another. The best part
about Kanban boards is that you can customize the number and the names of the stages
to make them fit your industry and project workflow needs.
Unlike Scrum, Kanban approach doesn’t prescribe any deadlines or set other fixed time
frames. There’s also no Kanban master to manage the processes – the entire team is
responsible for the work delivery.Best for: collaborative teams that have lots of incoming
requests varying in priority and size.Getting More Efficient with actiTIME
9)Extreme Programming
Extreme programming (XP) is one of the Agile methodologies created for software
development projects that advocates frequent “releases” in short development cycles,
intended to improve team productivity and quality of the software. The core of XP consists
of five values, four development processes: coding, testing, listening, and designing – and
multiple software development practices that can be either done in conjunction or in
isolation. Best for: small teams developing engineering projects with dynamically
changing requirements.
10).Adaptive Project Framework
Adaptive Project Framework (APF) grew from the idea that most IT projects can’t be
managed using traditional PM methods. APF is an iterative, client-focused and adaptive
project planning designed to help project managers respond to unexpected changes. APF
includes the following five stages:
 Project scope – requires meaningful client involvement to establish
 the project’s goals, objectives, success criteria, risks, assumptions, obstacles
and requirements.
 Cycle plan – a high-planning stage where project managers
establish tasks, their order, schedule, dependencies and resource
 requirements.
 Cycle build – team commences its work while manager adjusts the work scope,
records change requests and ideas for improvement.
 Client checkpoint – project team and their client review the results before starting
the next APF cycle.
 Post-version review – project manager determines whether the business outcome

was achieved, identifies improvements and collects best practices.
Best for: projects where “the goals are clearly known, but the solutions are not.”
11).Change Management Methodologies

management refers to a set of tools and approaches used to manage changes within
teams and projects to achieve the required business outcome. Defined and structured
approaches allow to prevent organizational chaos by applying repeatable, trackable, and
enhanced processes. Let’s review some of the most popular change management
approaches.
12).Event Chain Methodology
Event Chain Methodology is an uncertainty modeling approach that is based on identifying

relationships between project events and focused on events that may affect project
schedules. It is considered a more effective approach to project scheduling than the
Critical Path and Critical Chain methods. It is used to manage both expected and
unexpected events that affect project planning.
The six major principles of Event Chain Methodology include:
 Risk time and Status – external events may impact the project negatively or
positively.
 The Chain of Events – a delay in one segment of the project will cause delays in
other segments.
 The Monte Carlo Simulation – a mathematical technique that calculates

probabilities of project risks.
 Critical Event Strings – event chains that are most likely to impact the project.
Project managers need to identify these, to mitigate their potential negative impact.
 Performance tracking with Event Chains – project managers should update the
results of the Monte Carlo simulation throughout the duration of the project.
 Event Chain Diagrams – visualize risks by showing relationships between events

and tasks, and the impact of each.

Best for: identifying expected and unexpected events that affect project planning in
complex projects.
13).Extreme Project Management
Extreme project management (XPM) method allows altering the project plan, budgets and
final outcome at any stage of the project to fit the changing needs. In other words, it offers
a people-driven approach, instead of the process-driven, meaning that in XPM, people
adapt models to fit the project, not otherwise. Best for: complex projects with uncertain
and unpredictable factors.
Other Project Management Methodologies
14).Rational Unified Process
Created half a century ago before Agile, The Rational Unified Process (RUP) is an
iterative process framework designed for software development teams. It offers an
iterative approach to project management that relies on product users’ feedback for
planning future development stages and includes the following phases:
 Inception – risk assessment and resource allocation

 Elaboration – resource allocation and cost estimation
 Construction – development stage
 Transition – project delivery and final adjustments based on the end-user feedback
Best for: software development projects where end-user satisfaction is the key
requirement.
15).Program Evaluation & Review Technique
The program Evaluation and Review Technique (PERT) is used to identify the time it takes
to finish a particular task or activity. This, in turn, helps in scheduling and coordination,
task delegation and budget estimation.
To determine realistic estimates using this technique, managers create PERT charts –
flowcharts that depict activity sequences inside the project. Chart nodes represent events
that may include one or several tasks, and arrows show their sequence. After that,
managers calculate optimistic and pessimistic time, expected and most likely time. Other
important metrics include possible slack – the task-level delay time, and critical path – the
longest possible path from the start to the end of a task, an event or a project.
Best for: large and long-term projects with non-routine tasks and challenging
requirements.
16)The PMBOK Method
A Guide to the Project Management Body of Knowledge (PMBOK) by the Project

Management Institute (PMI) describes a structured approach to managing time, projects,
resources, schedules, risks and other business aspects. It includes the following five
stages:
 Initiating – assessing and defining the scope and goals of the project.
 Planning – developing a workflow, establishing a more detailed scope, allocating

resources and building timetables.
 Executing – managing teams, monitoring timelines and resources, balancing

stakeholder involvement.
 Controlling – tracking, reviewing and regulating the progress.
 Closing – assessing project results, key strengths and weaknesses.

The main strength of the books is that it provides a comprehensive range of 132 useful
tools and techniques described or referred to.
Project Management Tools
1)ACTITIME KEY FEATURES:

 Time Tracking
 Task Management
 Billing & Invoicing
 Reports
ACTITIME is an intuitive timesheet software with rich project management functionality.

With ACTITIME, managers can create custom work scopes, assign tasks, set estimates
and deadlines. Regular users can fill in timesheets, review their task progress and use
Kanban boards to visualize their project progress. Reports will provide insights into project
resource allocation, individual and team productivity, actual performance against
estimated hours, and more. To explore the full functionality, try a free 30-day trial (no
credit card required).
2)TRELLO

Key features:
 Collaboration
 Boards & Cards
 Checklists
 Calendar View
Trello is a flexible and visual online tool for managing projects and organizing anything on
personal and team levels. It might look simple on the surface, but there’s endless power
under the hood. Invite your team members to your boards and collaborate on your
projects. Connect special power-ups to enhance your experience with time tracking,
reporting and other functionality.
3)JIRA
Key features:
 Scrum & Kanban Boards
 Roadmaps
 Reports
 Integrations
Jira is project management software tailored for Agile software teams. With Jira, teams
can customize their project workflow, issue types, board details and track project progress.
Reports and boards provide an overview of the project’s progress. To extend Jira’s
functionality, you can choose from 1,000+ add-ons at the Atlassian Marketplace.
How to Choose the Right Project Management Methodology
When evaluating the right project management methodology for your next project, here
are a few factors to consider:
 Project focus (task activities or final product)
 Customer and stakeholder involvement

 Timeline flexibility
 Project budget
 Number and type of teams involved
 Required and available resources
 Resistance to change
 Rigidity of structure
 Project drivers and constraints
 Level of risks and likelihood of occurrence
 Complexity of the project
c. Signs of failing IS project

 Team disinterest –Lack of commitment by team members ensures that the project
lacks the proper resources
 Poor communication – A project is likely to fail if there is no proper communication
 Inconsistency in management
 More issues added than resolved
 Your team gets pulled on the other projects
d. Causes of IS project failure
Under or shifting goals
A communication problem lack of communication is a recurring problem
 Lack of planning
 Lack of risk management
 Lack of follow-up
e. Control measures and techniques of failing IS project
 First know what causes failure
 Enhance your strengths
 Plan carefully
 Keep it realistic
 Track progress and Proper communication

CHAPTER 6 INFORMATION SYSTEMS ACQUISITION
a)Describe information system acquisition process
Information system are a major corporate asset with respect both to the benefits they
provide and to their high costs. Therefore organization have to plan for the long term when
acquiring information systems and services that will support business initiatives
The requirement of various individuals in the organization from data worker to top
management, essential applications are identified and project priorities are set. Other
projects can be carried out immediately or given a higher priority because of their strategic
role or expected benefits.
Once the need is established, the system has to be acquired. This is done in context of the
already existing systems architecture in the firm.
Steps in system acquisition process

 Identify key features key features in the system
 Estimate the volume and future growth
 Specify any hardware constraints
 Prepare request for proposal or quotation
 Contact potential venders
 Assess vendor responses
 Sign contract
b)Explain factors that influence information system acquisition method
 Environment: Characteristics of the acquisition environment, which

may include, for example, regulations, supplier availability, and acquirer and
supplier capability
 Stakeholder: Characteristics of the user community and other stakeholders
for a system or SoS
 Business: Business parameters, such as product and contractual
requirements, market factors, supplier availability and expertise,
funding, and schedule
 Organization: Characteristics of the acquisition organization, such as
how staff are assigned and incentivized, and staff turnover rate
 Engineering: Characteristics of acquirer and supplier technical
activities for defining, developing, verifying, and deploying the system
 Operations and Sustainment: Concepts for operations and
sustainment, and expectations of change in usage, including eventual
disposal Cost benefit justification – When the organization has enough
monetary resources to acquire and maintain the information system
 Ability to enhance user motivation – Motivation is important to a business
and
Its employees. The data workers will be motivated and more productive in
the acquired information system
 Volume of data to be handled – When there are larger amounts of data
to be worked on in the organization there will be a need to acquire new
system that is fast and efficient
c)Describe information system acquisition methods
(i) Purchasing
The purchasing information system can be used at a variety of levels in the
decision-making process as an instrument for monitoring controlling and
planning your business operation. Here are the steps for purchase order
process
 Create a purchase order
 Request for multiple quotation
 Analyze and select vendor
 Negotiate contract and send purchase order
 Goods delivery
 Purchase order device
(ii) Outsourcing
This involves engaging a third party individual outside of your company, locally or
internationally to handle certain activities for you. Companies often outsource data storage
because its cheaper to contract a third party than to buy and maintain their own
Outsourcing reduces costs allows access of skills that are unavailable locally and
accelerate business processes
(iii) Development
The organizations ICT specialists can develop a new information system to improve on an
existing one based on user requirements
The participants in this is development are staffs the management and the work
CHAPTERs. The help identify problems to the current system and define the requirements
to meet the new system
d)Explain factors that influence the choice of IS acquisition method
 Skill base- the skills available about the method will determine the acquisition
method
 Bureaucracy –the less the bureaucracy the more attractive the method
 Time factor –time available will determine the method
 Regulations in a particular country- legal implication
 Expert advice and experience. This will determine the choice of method
 Cost – different methods have different costs. The less the cost the more likely the
method of acquisition
 Location where Sourcing will be done will determine the acquisition method

CHAPTER 7 THE ROLE OF INFORMATION SYSTEMS IN ORGANIZATION
a). Explain applications of information system in an organization
(i) MIS - Enterprise Resource Planning
ERP is an integrated, real-time, cross-functional enterprise application, an enterprise-

wide transaction framework that supports all the internal business processes of a
company.
It supports all core business processes such as sales order processing, inventory
management and control, production and distribution planning, and finance.
Why of ERP?
ERP is very helpful in the follwoing areas −

 Business integration and automated data update
 Linkage between all core business processes and easy flow of integration
 Flexibility in business operations and more agility to the company
 Better analysis and planning capabilities
 Critical decision-making
 Competitive advantage
 Use of latest technologies
Features of ERP
The following diagram illustrates the features of ERP −

Scope of ERP
 Finance − Financial accounting, Managerial accounting, treasury management,

asset management, budget control, costing, and enterprise control.
 Logistics − Production planning, material management, plant maintenance, project
management, events management, etc.
 Human resource − Personnel management, training and development, etc.
 Supply Chain − Inventory control, purchase and order control, supplier scheduling,
planning, etc.
 Work flow − Integrate the entire organization with the flexible assignment of tasks
and responsibility to locations, position, jobs, etc.
Advantages of ERP
 Reduction of lead time

 Reduction of cycle time
 Better customer satisfaction
 Increased flexibility, quality, and efficiency
 Improved information accuracy and decision making capability
 Onetime shipment
 Improved resource utilization
 Improve supplier performance
 Reduced quality costs
 Quick decision-making
 Forecasting and optimization
 Better transparency
Disadvantage of ERP
 Expense and time in implementation

 Difficulty in integration with other system
 Risk of implementation failure
 Difficulty in implementation change
 Risk in using one vendor
ii) MIS - Customer Relationship Management

CRM is an enterprise application module that manages a company's interactions with
current and future customers by organizing and coordinating, sales and marketing, and
providing better customer services along with technical support.
Atul Parvatiyar and Jagdish N. Sheth provide an excellent definition for customer
relationship management in their work titled - 'Customer Relationship Management:
Emerging Practice, Process, and Discipline' −
Customer Relationship Management is a comprehensive strategy and process of

acquiring, retaining, and partnering with selective customers to create superior value for
the company and the customer. It involves the integration of marketing, sales, customer
service, and the supply-chain functions of the organization to achieve greater efficiencies
and effectiveness in delivering customer value.
Why CRM?
 To keep track of all present and future customers.

 To identify and target the best customers.
 To let the customers know about the existing as well as the new products and
services.
 To provide real-time and personalized services based on the needs and habits of
the existing customers.
 To provide superior service and consistent customer experience.
 To implement a feedback system.
Scope of CRM
Advantages of CRM
 Provides better customer service and increases customer revenues.

 Discovers new customers.
 Cross-sells and up-sells products more effectively.
 Helps sales staff to close deals faster.
 Makes call centers more efficient.
 Simplifies marketing and sales processes.
Disadvantages of CRM
 Some times record loss is a major problem.

 Overhead costs.
 Giving training to employees is an issue in small organizations.
iii)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 −
 These decisions have been taken several times.
 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 −
 It would be a new decision.
 There will not be any rules to follow.
 These decisions are made based on the available information.
 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
 Adaptability and flexibility

 High level of Interactivity

 Ease of use
 Efficiency and effectiveness
 Complete control by decision-makers
 Ease of development
 Extendibility
 Support for modeling and analysis
 Support for data access
 Standalone, integrated, and Web-based
Characteristics of a DSS
 Support for decision-makers in semi-structured and unstructured problems.

 Support for managers at various 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. The most popular tool is Excel and Lotus 1-2-
3.
 Solver Oriented DSS − It is based on a solver, which is an algorithm or procedure
written for performing certain calculations and particular program type.
 Rules Oriented DSS − 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.
iv)MIS - Knowledge Management System

All the systems we are discussing here come under knowledge management category. A
knowledge management system is not radically different from all these information
systems, but it just extends the already existing systems by assimilating more
information.
As we have seen, data is raw facts, information is processed and/or interpreted data, and
knowledge is personalized information.
What is Knowledge?
 Personalized information
 State of knowing and understanding
 An object to be stored and manipulated
 A process of applying expertise
 A condition of access to information
 Potential to influence action
Sources of Knowledge of an Organization
 Intranet
 Data warehouses and knowledge repositories
 Decision support tools
 Groupware for supporting collaboration
 Networks of knowledge workers
 Internal expertise
Definition of KMS
A knowledge management system comprises a range of practices used in an organization

to identify, create, represent, distribute, and enable adoption to insight and experience.
Such insights and experience comprise knowledge, either embodied in individual or
embedded in organizational processes and practices.
Purpose of KMS
 Improved performance
 Competitive advantage
 Innovation
 Sharing of knowledge
 Integration
 Continuous improvement by −
o Driving strategy
o Starting new lines of business
o Solving problems faster
o Developing professional skills
o Recruit and retain talent
Activities in Knowledge Management
 Start with the business problem and the business value to be delivered first.
 Identify what kind of strategy to pursue to deliver this value and address the KM
problem.
 Think about the system required from a people and process point of view.
 Finally, think about what kind of technical infrastructure are required to support the
people and processes.
 Implement system and processes with appropriate change management and
iterative staged release.
Level of Knowledge Management
v)MIS - Content Management System

A Content Management System (CMS) allows publishing, editing, and modifying content
as well as its maintenance by combining rules, processes and/or workflows, from a
central interface, in a collaborative environment.

A CMS may serve as a central repository for content, which could be, textual data,
documents, movies, pictures, phone numbers, and/or scientific data.
Functions of Content Management
 Creating content
 Storing content
 Indexing content
 Searching content
 Retrieving content
 Publishing content
 Archiving content
 Revising content
 Managing content end-to-end
Content Management Workflow
 Designing content template, for example web administrator designs webpage

template for web content management.
 Creating content blocks, for example, a web administrator adds empower CMS
tags called "content blocks" to webpage template using CMS.
 Positioning content blocks on the document, for example, web administrator
positions content blocks in webpage.
 Authoring content providers to search, retrieve, view and update content.
Advantages of CMS
Content management system helps to secure privacy and currency of the content and
enhances performance by −
 Ensuring integrity and accuracy of content by ensuring only one user modifies the
content at a time.
 Implementing audit trails to monitor changes made in content over time.
 Providing secured user access to content.
 Organization of content into related groups and folders.
 Allowing searching and retrieval of content.
 Recording information and meta-data related to the content, like author and title of
content, version of content, date and time of creating the content etc.
 Workflow based routing of content from one user to another.
 Converting paper-based content to digital format.
 Organizing content into groups and distributing it to target audience.
6)MIS - Executive Support System

Executive support systems are intended to be used by the senior managers directly to
provide support to non-programmed decisions in strategic management.
These information are often external, unstructured and even uncertain. Exact scope and
context of such information is often not known beforehand.
This information is intelligence based −
 Market intelligence
 Investment intelligence
 Technology intelligence
Examples of Intelligent Information
Following are some examples of intelligent information, which is often the source of an
ESS −
 External databases
 Technology reports like patent records etc.
 Technical reports from consultants
 Market reports
 Confidential information about competitors
 Speculative information like market conditions
 Government policies
 Financial reports and information
Features of Executive Information System

Advantages of ESS
 Easy for upper level executive to use

 Ability to analyze trends
 Augmentation of managers' leadership capabilities
 Enhance personal thinking and decision-making
 Contribution to strategic control flexibility
 Enhance organizational competitiveness in the market place
 Instruments of change
 Increased executive time horizons.
 Better reporting system
 Improved mental model of business executive
 Help improve consensus building and communication
 Improve office automation
 Reduce time for finding information
 Early identification of company performance
 Detail examination of critical success factor
 Better understanding
 Time management
 Increased communication capacity and quality

Disadvantage of ESS
 Functions are limited

 Hard to quantify benefits
 Executive may encounter information overload
 System may become slow
 Difficult to keep current data
 May lead to less reliable and insecure data
 Excessive cost for small company
vi)MIS - Business Intelligence System

The term 'Business Intelligence' has evolved from the decision support systems and
gained strength with the technology and applications like data warehouses, Executive
Information Systems and Online Analytical Processing (OLAP).
Business Intelligence System is basically a system used for finding patterns from existing
data from operations.
Characteristics of BIS
 It is created by procuring data and information for use in decision-making.

 It is a combination of skills, processes, technologies, applications and practices.
 It contains background data along with the reporting tools.
 It is a combination of a set of concepts and methods strengthened by fact-based
support systems.
 It is an extension of Executive Support System or Executive Information System.
 It collects, integrates, stores, analyzes, and provides access to business
information
 It is an environment in which business users get reliable, secure, consistent,
comprehensible, easily manipulated and timely information.
 It provides business insights that lead to better, faster, more relevant decisions.
Benefits of BIS
 Improved Management Processes.

 Planning, controlling, measuring and/or applying changes that results in increased
revenues and reduced costs.
 Improved business operations.
 Fraud detection, order processing, purchasing that results in increased revenues
and reduced costs.
 Intelligent prediction of future.
Approaches of BIS

For most companies, it is not possible to implement a proactive business intelligence
system at one go. The following techniques and methodologies could be taken as
approaches to BIS −
 Improving reporting and analytical capabilities

 Using scorecards and dashboards
 Enterprise Reporting
 On-line Analytical Processing (OLAP) Analysis
 Advanced and Predictive Analysis
 Alerts and Proactive Notification
 Automated generation of reports with user subscriptions and "alerts" to problems
and/or opportunities.
Capabilities of BIS
 Data Storage and Management −
 Data ware house

 Ad hoc analysis
 Data quality
 Data mining
 Information Delivery
 Dashboard
 Collaboration /search
 Managed reporting
 Visualization
 Scorecard
 Query, Reporting and Analysis
 Ad hoc Analysis
 Production reporting
 OLAP analysis
vii))MIS - Enterprise Application Integration

An organization may use various information systems −
 Supply Chain Management − For managing suppliers, inventory and shipping, etc.
 Human Resource Management − For managing personnel, training and recruiting
talents;
 Employee Health Care − For managing medical records and insurance details of
employees;
 Customer Relationship Management − For managing current and potential
customers;

 Business Intelligence Applications − For finding the patterns from existing data
from business operations.
All these systems work as individual islands of automation. Most often these systems are
standalone and do not communicate with each other due to incompatibility issues such as
−
 Operating systems they are residing on;
 Database system used in the system;
 Legacy systems not supported anymore.
EAI is an integration framework, a middleware, made of a collection of technologies and
services that allows smooth integration of all such systems and applications throughout
the enterprise and enables data sharing and more automation of business processes.
Characteristics of EAI
 EAI is defined as "the unrestricted sharing of data and business processes among
any connected applications and data sources in the enterprise."
 EAI, when used effectively allows integration without any major changes to current
infrastructure.
 Extends middleware capabilities to cope with application integration.
 Uses application logic layers of different middleware systems as building blocks.
 Keeps track of information related to the operations of the enterprise e.g. Inventory,
sales ledger and execute the core processes that create and manipulate this
information.
Need for Enterprise-wise Integration
 Unrestricted sharing of data and business processes across an organization.

 Linkage between customers, suppliers and regulators.
 The linking of data, business processes and applications to automate business
processes.
 Ensure consistent qualities of service (security, reliability etc.).
 Reduce the on-going cost of maintenance and reduce the cost of rolling out new
systems.
Challenges of EAI
 Hub and spoke architecture concentrates all of the processing into a single
server/cluster.
 Often became hard to maintain and evolve efficiently.
 Hard to extend to integrate 3rd parties on other technology platforms.
 The canonical data model introduces an intermediary step.
 Added complexity and additional processing effort.
 EAI products typified.
 Heavy customization required to implement the solution.
 Lock-In − Often built using proprietary technology and required specialist skills.
 Lack of flexibility − Hard to extend or to integrate with other EAI products!
 Requires organization to be EAI ready.
Types of EAI
 Data Level − Process, techniques and technology of moving data between data
stores.
 Application Interface Level − Leveraging of interfaces exposed by custom or
packaged applications.
 Method Level − Sharing of the business logic.
 User Interface Level − Packaging applications by using their user interface as a
common point of integration.
viii))MIS - Business Continuity Planning
Business Continuity Planning (BCP) or Business Continuity and Resiliency Planning
(BCRP) creates a guideline for continuing business operations under adverse conditions
such as a natural calamity, an interruption in regular business processes, loss or damage
to critical infrastructure, or a crime done against the business.
It is defined as a plan that "identifies an organization's exposure to internal and external
threats and synthesizes hard and soft assets to provide effective prevention and recovery
for the organization, while maintaining competitive advantage and value system integrity."
Understandably, risk management and disaster management are major components in
business continuity planning.
Objectives of BCP
Following are the objectives of BCP −

 Reducing the possibility of any interruption in regular business processes using
proper risk management.
 Minimizing the impact of interruption, if any.
 Teaching the staff their roles and responsibilities in such a situation to safeguard
their own security and other interests.
 Handling any potential failure in supply chain system, to maintain the natural flow of
business.
 Protecting the business from failure and negative publicity.

 Protecting customers and maintaining customer relationships.
 Protecting the prevalent and prospective market and competitive advantage of the
business.
 Protecting profits, revenue and goodwill.
 Setting a recovery plan following a disruption to normal operating conditions.
 Fulfilling legislative and regulatory requirements.
Traditionally a business continuity plan would just protect the data center. With the advent
of technologies, the scope of a BCP includes all distributed operations, personnel,
networks, power and eventually all aspects of the IT environment.
Phases of BCP
The business continuity planning process involves recovery, continuation, and

preservation of the entire business operation, not just its technology component. It should
include contingency plans to protect all resources of the organization, e.g., human
resource, financial resource and IT infrastructure, against any mishap.
It has the following phases −
 Project management & initiation

 Business Impact Analysis (BIA)
 Recovery strategies
 Plan design & development
 Testing, maintenance, awareness, training
Project Management and Initiation
This phase has the following sub-phases −
 Establish need (risk analysis)

 Get management support
 Establish team (functional, technical, BCC - Business Continuity Coordinator)
 Create work plan (scope, goals, methods, timeline)
 Initial report to management
 Obtain management approval to proceed
Business Impact Analysis
This phase is used to obtain formal agreement with senior management for each time-
critical business resource. This phase has the following sub-phases −
 Deciding maximum tolerable downtime, also known as MAO (Maximum Allowable

Outage)
 Quantifying loss due to business outage (financial, extra cost of recovery,
embarrassment), without estimating the probability of kinds of incidents, it only
quantifies the consequences

 Choosing information gathering methods (surveys, interviews, software tools)
 Selecting interviewees
 Customizing questionnaire
 Analyzing information
 Identifying time-critical business functions
 Assigning MTDs
 Ranking critical business functions by MTDs
 Reporting recovery options
 Obtaining management approval
Recovery Phase
This phase involves creating recovery strategies are based on MTDs, predefined and
management-approved. These strategies should address recovery of −
 Business operations
 Facilities & supplies
 Users (workers and end-users)
 Network
 Data center (technical)
 Data (off-site backups of data and applications)
BCP Development Phase
This phase involves creating detailed recovery plan that includes −
 Business & service recovery plans

 Maintenance plan
 Awareness & training plan
 Testing plan
The Sample Plan is divided into the following phases −
 Initial disaster response

 Resume critical business ops
 Resume non-critical business ops
 Restoration (return to primary site)
 Interacting with external groups (customers, media, emergency responders)
Final Phase
The final phase is a continuously evolving process containing testing maintenance, and
training.
The testing process generally follows procedures like structured walk-through, creating
checklist, simulation, parallel and full interruptions.
Maintenance involves −

 Fixing problems found in testing
 Implementing change management
 Auditing and addressing audit findings
 Annual review of plan
Training is an ongoing process and it should be made a part of the corporate standards
and the corporate culture.
x)MIS - Supply Chain Management
Supply chain management is the systemic, strategic coordination of the traditional

business functions and tactics across these business functions - both within a particular
company and across businesses within the supply chain- all coordinated to improve the
long-term performance of the individual companies and the supply chain as a whole.
In a traditional manufacturing environment, supply chain management meant managing
movement and storage of raw materials, work-in-progress inventory, and finished goods
from point of origin to point of consumption.
It involves managing the network of interconnected smaller business units, networks of
channels that take part in producing a merchandise of a service package required by the
end users or customers.
With businesses crossing the barriers of local markets and reaching out to a global
scenario, SCM is now defined as −
Design, planning, execution, control, and monitoring of supply chain activities with the
objective of creating net value, building a competitive infrastructure, leveraging worldwide
logistics, synchronizing supply with demand and measuring performance globally.
SCM consists of −
 operations management
 logistics
 procurement
 information technology
 integrated business operations
Objectives of SCM
 To decrease inventory cost by more accurately predicting demand and scheduling

production to match it.
 To reduce overall production cost by streamlining production and by improving
information flow.

 To improve customer satisfaction.
Features of SCM
Scope of SCM
SCM Processes
 Customer Relationship Management

 Customer Service Management
 Demand Management
 Customer Order Fulfillment
 Manufacturing Flow Management
 Procurement Management
 Product Development and Commercialization
 Returns Management
Advantages of SCM
SCM have multi-dimensional advantages −
 To the suppliers −
 Help in giving clear-cut instruction

 Online data transfer reduce paper work
 Inventory Economy −
 Low cost of handling inventory
 Low cost of stock outage by deciding optimum size of replenishment orders
 Achieve excellent logistical performance such as just in time
 Distribution Point −
 Satisfied distributor and whole seller ensure that the right products reach the
right place at right time
 Clear business processes subject to fewer errors
 Easy accounting of stock and cost of stock
 Channel Management −
 Reduce total number of transactions required to provide product assortment
 Organization is logically capable of performing customization requirements
 Financial management −
 Low cost
 Realistic analysis
 Operational performance −
 It involves delivery speed and consistency.
 External customer −
 Conformance of product and services to their requirements
 Competitive prices
 Quality and reliability
 Delivery
 After sales services
 To employees and internal customers −
 Teamwork and cooperation

 Efficient structure and system
 Quality work
 Delivery
b) explain the use of information system to gain competitive advantage

1)Creating Barriers to Competitors Entry
- Organization uses information system to provide produce or services that are
difficult to duplicate or that are used to serve highly specialized markets
2) Generating Databases to Improve Marketing
- Information system provides companies an edge over their competition by generating
database to improve their sales and marketing strategies
3) ‘Locking in’ Customers and Suppliers
- In this concept, information system is used to provide such advantage to a customer or a
supplier that it becomes difficult for them to switch over to a competitor
4) Lowering the cost of products

- Information system helps organization lower their internal costs, allowing them to deliver
products and services at a lower price than their competitors can provide
5) Leveraging technology in the value chain
- This approach pinpoints specific activities in the business where competitive strategies
can be best applied and where information system are likely to have a greater strategic
impact

CHAPTER 8 INFORMATION SYSTEMS MAINTENANCE
a) Importance of IS management
- Communication enhances communication among the managers and subordinates

thus smooth information flow
- Support for business operations : example the TPS
- Better decision making: an organization should have a well planned, analyzed,
designed and maintained IS so as to succeed
- Helps middle management short term planning; target setting controlling business
function
- Offers satisfactory of diverse needs; through variety of systems such as decision
support system. Analysis system
c) Techniques of maintaining an IS
(i) Emergency of maintenance: This is due to the malfunction or buy in the system
where maintenance is urgent and usually calls for immediate attention
(ii) Routine maintenance: It is required to keep the system performance in order. The
activities may include rewriting manual procedures outering report formats
(iii) System improvements: When a new system is implemented users may suggest
additional improvements to the system. To make the changes the analyze develops
necessary manual procedures to satisfy the requirements
(iv) Special reporting requests: These are periodic requests for tactical and strategic
management information which does not come under routine production
(iv) Software configuration management: Involves use of a configuration control
board
(v) Perfective maintenance
(vi) Preventive maintenance
CHAPTER 9 THE ROLE OF ICT IN AN ORGANIZATIONAL CHANGE

9 a) Meaning of Organization Change
Refers to the method of leveraging change of bring about a successful resolution within
an organization
It includes three major phases
 Preparation
 Implementation
 Follow – through
b) Impact of information system as an agent of change in an organization
i. Flattening organization – Large organization one reducing their employees
and number of business level by substituting their work with automated systems
ii. Universal Communication – Organizations have moved beyond client server
computing and packer based internet connections to global connectivity
iii. Providing Customer Satisfaction – Information system provides the best tools
for communicating with customers and solving their problems in real time
iv. Management of Resources – Large organization can manage their resources
through integration of enterprise resource planning (ERP)
v. Automation of Business Process – Information system improves the
efficiency and increase work flow considerably through automated process like
billing, tracking and collection at customer data
a) Key consideration for implementing change programs in an organization
i) Leverage what already working – Identify current initiatives actions or process
that reinforce the behavior of ideal organization culture
ii) Consider/assess the impact of implementation through employee/worker
feedback
- Employees need to know what the new technology or tool is going to do to them
iii) Highlight the business goal – Let your employees know why you are
implementing the new technology or tool in a clear way
iv) Removing barriers – Management in an organization should ensure changes
in an organization are implemented without obstacles and resistance e.g
inadequate training – lacking equipments
v) Evaluate and Review the Change Intended – Organization should proper
monitor the entire change process in order to understand this various aspects
and measures of the change
CHAPTER 10: ETHICAL ISSUES IN INFORMATION SYSTEM
MIS - Security & Ethical Issues
Security of an Information System
Information system security refers to the way the system is defended against
unauthorized access, use, disclosure, disruption, modification, perusal, inspection,
recording or destruction.
There are two major aspects of information system security −
 Security of the information technology used − securing the system from malicious
cyber-attacks that tend to break into the system and to access critical private
information or gain control of the internal systems.
 Security of data − ensuring the integrity of data when critical issues, arise such as
natural disasters, computer/server malfunction, physical theft etc. Generally an off-
site backup of data is kept for such problems.
Guaranteeing effective information security has the following key aspects −
 Preventing the unauthorized individuals or systems from accessing the information.
 Maintaining and assuring the accuracy and consistency of data over its entire life-
cycle.
 Ensuring that the computing systems, the security controls used to protect it and
the communication channels used to access it, functioning correctly all the time,
thus making information available in all situations.
 Ensuring that the data, transactions, communications or documents are genuine.
 Ensuring the integrity of a transaction by validating that both parties involved are
genuine, by incorporating authentication features such as "digital signatures".
 Ensuring that once a transaction takes place, none of the parties can deny it, either
having received a transaction, or having sent a transaction. This is called 'non-
repudiation'.
 Safeguarding data and communications stored and shared in network systems.
Information Systems and Ethics
Information systems bring about immense social changes, threatening the existing
distributions of power, money, rights, and obligations. It also raises new kinds of crimes,
like cyber-crimes.
Following organizations promote ethical issues −
 The Association of Information Technology Professionals (AITP)
 The Association of Computing Machinery (ACM)
 The Institute of Electrical and Electronics Engineers (IEEE)
 Computer Professionals for Social Responsibility (CPSR)
The ACM Code of Ethics and Professional Conduct
 Strive to achieve the highest quality, effectiveness, and dignity in both the process
and products of professional work.
 Acquire and maintain professional competence.
 Know and respect existing laws pertaining to professional work.
 Accept and provide appropriate professional review.
 Give comprehensive and thorough evaluations of computer systems and their
impacts, including analysis and possible risks.
 Honor contracts, agreements, and assigned responsibilities.
 Improve public understanding of computing and its consequences.
 Access computing and communication resources only when authorized to do so.
The IEEE Code of Ethics and Professional Conduct
IEEE code of ethics demands that every professional vouch to commit themselves to the
highest ethical and professional conduct and agree −
 To accept responsibility in making decisions consistent with the safety, health and
welfare of the public, and to disclose promptly factors that might endanger the
public or the environment;
 To avoid real or perceived conflicts of interest whenever possible, and to disclose
them to affected parties when they do exist;
 To be honest and realistic in stating claims or estimates based on available data;
 To reject bribery in all its forms;
 To improve the understanding of technology, its appropriate application, and
potential consequences;

 To maintain and improve our technical competence and to undertake technological
tasks for others only if qualified by training or experience, or after full disclosure of
pertinent limitations;
 To seek, accept, and offer honest criticism of technical work, to acknowledge and
correct errors, and to credit properly the contributions of others;
 To treat fairly all persons regardless of such factors as race, religion, gender,
disability, age, or national origin;
 To avoid injuring others, their property, reputation, or employment by false or
malicious action;
 To assist colleagues and co-workers in their professional development and to
support them in following this code of ethics.
OTHERS ARE:
(i) Personal privacy - information system facilitates the users having their own
hardware, operating system and software tool to access the server that are
connected to each and to users by a network
Due to distribution of network on a large scale data and information transfer in
a big amount takes place which leads to hidden chances of disclosing
information and violating the privacy of any individual or a CHAPTER. It’s a
major challenge of information system to maintain privacy and integrity.
(ii) Access right it becomes high priority for the IT and cyberspace with great
advancement in technology E- commerce and electronic payment systems on
the internet has heightened this issue for various corporate organizations and
government agencies.
- Generally intrusion detection system are used to determine whether the user is
an intruder or appropriate user.
(iii) Harmful actions - damage or negative consequence to the information system
such as los s of importantly information loss of ownership, destruction of property
and undesirable substantial impacts. This principal of ethical conduct restricts
any outsider form use of information system in a manner which leads to any
loss of udders. Employee and employers and general public.
To recover from harmful actins extra time and efforts are required to remove
viruses form computer systems.
(iv) Patents - a patent can preserve the unique and secret asp0ects of an idea,
obtaining a patent is difficult a s compared with obtaining a copyright.
Patents is granting a property right by a sovereignty authority to an inventor
A patent user has to reveal the full details of a program to a pro efficiencies
programmed for building a program
(v) Copyright - information specialist are to be familiar with necessary concept
of the copy right law.
Copyright law works as a very powerful legal tool in protecting computer
software both before a security breach and after security branch.
Guidelines for responsible use of I.S
(i) You should respect the privacy of other users
You should not seek information on obtain copies of or modify file tapes or
passwords belonging to other user or organization

(ii) You should not represent others unless authorized to do so explicitly by these
users nor shall you divulge sensitive
Personal data to which you have access concerning facility staff or students
without explicit authorization to do so.
(iii) You should respect right of other users
 You shall comply with all federal and state laws as well as college policies
regarding racial and others forms of harassment.
 You should respect the intended usage of resources - you shall use only
those resources assigned to you by the information system.
 To represent the shared nature of resources. You shall avoid activities that
go beyond intended use of that system.
Computer crime
Use of computers as an instruments to further illegal
ends such as committing frauds, trafficking and
intellectual property stealing or violating privacy.
Control measures to computer crime
(i) Use of strong passwords - use of different user ID and password
combination for different account and avoid writing then down.
Make passwords more complicated by combining words and special characters.
(ii) Use firewalls to block connection to unknown or bargains sites and will
keep out some type of viruses and hackers
(iii) Block spyware attacks prevent spyware from infiltrating your computer by
installing and updating antispyware software.
(iv) Protect your data by using encryption for your most sensitive files such as
tax returns and financial reports
(v) Secure your wireless network - review and modify default settings
(i)
Emerging trends in mis
(i) Cloud computing - defined a s utilization of computing service i.e. software as
well a s hardware as a service over a network
(ii) Mobile application - they are designed to run on smart phones tablets and other
mobile device.
(iii) User interfaces - touch screen capability has revolutionized tray users interact
with application - the users interact with what is displayed and also removes
any intermediate hand held device like the mouse.
(iv) Analytics - process which helps discovery information patterns with data. Field
of analytics is a combination of statistics computer programming and operations
research
(v) Education programmes
(vi) Data mining
Crucial challenges of cloud computing and possible solution

(i) Optimizing cloud expenses - managing cloud spending is a tough task -
organization tend to waste a lot of resources in unnecessary activities involved
through the cloud i.e. hurried operations , unskilled man power.
How to overcome
 Seeking assistance from various technological solutions for cloud cost
management.
 Creating a centralized team to look at budget details
 Migrating existing application into the clouds migrating existing apps has it own
set of hurdles drawbacks or challenges i.e security configuration time
consumption budget overflow etc.
How to overcome
 Performing pre-migration testing that focuses primarily on migration rented
needs.
Crucial challenges of mobile application
a) Choosing development approach - there are numerous development frameworks
and platforms to choose form right from begging in you need to be sure about
your development approach and also set development timelines.
How to cope
 Consider nature of your future plans to decide which approach suites your
development cycle.
 Do research analysis and implementation of ideas
b) Funding - it is important to have fair idea of overall cost associated with your
mobile application . your app needs money for any future value addition.
How to cope
Do extensive research before finalizing your app development
Program written by institution or ministry of education which determines the
learning progress.
Crucial challenges facing education programmes
(i) Resistance to change - making trend and testing method is difficult especially
where is technology based. It becomes difficult to experiment with new
technology or teaching method s as one want to risk success of the students.
Solution
Establishing a global network of like - minded professionals through assessment
lessons and advice is a good way to connect with other school boards and
instructors who are adapting to new technology
(ii) Education budget - cost of implementing technology to education programs is
high i.e. management of network and learning devices.
Solution
Cost - saving products & partnership - school board official and teachers should
lose for cost saving technology products and potential partnership that recognize
school challenges by providing matching solutions.
Crucial challenges facing A.I
(i) A1 ethics - as companies bring A1 to more process ethics becomes a pressing
concern - A1 tends to amplify and bring seemingly scientific credence’s to
human biases casting a dark shadow over its potential for decision making
applications.
How to cope
- Organizations must carefully analyze training data before feeding it into the
algorithm ensuring it can’t lead to unethical conclusions
(ii) Data governance concern - people have become increasingly concerned
about how companies access and use their personal information - b/s using
customer facing A1 need to account for this in their future development responsible
data governance is more crucial than ever especially in rise of cybercrime.
How to cope
Companies need to ensure they can see how their A1 algorithms use data at all
stages and restrict it
Crucial challenges facing data analytics
(i) Inaccessible data - moving data into one centralized system has impact if it is
not easily accessible to the people that need it.
How to solve
Decision - makers and risk managers need access to all of an organizations data
for insights on what is happening at any given moment even if they are working
off site.Confusion or anxiety - users may feel confused or anxious about switching
the traditional data analysis methods to modern automation.
How to solve
It is important to illustrate how changes to analytics will actually streamline the role
and make it moiré meaningful and fulfilling.
CHAPTER 10
a) Emerging issues in MIS
(i) Data mining – These are tools used to collect information regarding consumer
purchases and economic trends
(ii) Cloud computing – This involves utilization of computing services i.e software,
hardware
(iii) Analytics – Help to discover information pattern in data by converting raw data into
meaningful information
(iv) Networking- Ability for companies to communicate with others companies for
business purposes
(v) Artificial intelligence – It a simulation of human intelligence process by machines
i.e expert system
b)Challenges of emerging trend in MIS
i) Data mining
i) Incomplete data – Data may be unavailable due to human error
Coming with the challenge: hiring professional experts
ii) Data privacy and security – Intrusion of people privacy has been on the rise
through lacking etc. Coping with the challenge- proper data encryption feature to
hinder intrusion of privacy
(i) Analytic
a) Expensive – Data scientist are needed so as to help converting raw data to useful
data
Coping with challenge – Hiring professional data scientist
b) Resistant to change – A lot of employees are not open to change coping with
challenge – offer training about analysis to smoothen their work
(ii) Networking
i) Security – Hacker can easily gain access to network coping with challenges –
proper authentication where we know who accessed system at what time and
did what
c) Choice of approach – There are a variety of network option available coping with
challenge – do extensive research to find best network to use
iv). Cloud Computing
a) Security issues – Broken authentication, data breaches, data breaches coping
with challenge – develop a secure user identify management access control
b) Cost – Expensive to run and maintain

Coping with challenge Optimizing cost by conducting better financial analysis
v) Artificial Intelligence
i. Human level – Change occurs a lot, new technology coping with challenge – keep
on researching of on A1 growth
ii. Data privacy and security – Export system can be hacked easily coping with
challenges-use firewalls, antivirus software, encryption
……………………………END……………………………………………….

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CHAPTER1: INTRODUCTION TO MANAGEMENT INFORMATION SYSTEMS

1 a. Explain the meaning of MIS

Management information system

Management covers the planning, control, and administration of the operations of a

Definition of management information system

Management Information System or 'MIS' is a planned system of collecting, storing, and

© Peter Kiveli Kabete National Polytechnic 1 of 83

Following are the basic objectives of an MIS −

Following are the characteristics of an MIS −

© Peter Kiveli Kabete National Polytechnic 2 of 83

Characteristics of Computerized MIS

Following are the characteristics of a well-designed computerized MIS −

© Peter Kiveli Kabete National Polytechnic 3 of 83

c. Explain the roles of information in an organization

Strategic role of information system

Key stem applications

d). describe qualities of a good information system

© Peter Kiveli Kabete National Polytechnic 4 of 83

Based on Anthony's classification of Management, information used in business for

© Peter Kiveli Kabete National Polytechnic 5 of 83

(iv) Classification by organizational level supported

(e) APPROACHES TO INFORMATION SYSTEMS

© Peter Kiveli Kabete National Polytechnic 6 of 83

CHAPTER 2: USE OF INFORMATION SYSTEM IN MANAGEMENT

ii)Importance of information systems in management

b) Describe the use of information system in management decision making

© Peter Kiveli Kabete National Polytechnic 7 of 83

V) Information from Company Operations

VI) Capability to Run Scenarios

The capability to run scenarios is a key decision-making tool. Some management

VII) Projections to Assist in Decision Making

VIII) Implementation and Evaluation

v) Explain the different types of decision making

ii). Personal and Organizational Decision Making

iii). Individual and Group Decision Making

iv). Policy and Operating Decision Making

Such decisions are also known as management decisions or basic decisions.

© Peter Kiveli Kabete National Polytechnic 9 of 83

v). Programmed and Non-Programmed Decision Making

vi). Planned and Unplanned Decision Making

Unplanned decision-making technique means Such decisions for which no plan is

vii). Tactical and Strategic Decision Making

A strategic decision-making technique is those decisions, which are very difficult to be

IX). Organizational, Departmental and Interdepartmental Decisions Making

© Peter Kiveli Kabete National Polytechnic 10 of 83

D) Describe the decision making cycle

2a) meaning and importance of IS in management

b)use of information systems in management decision making

knowledge level managers Knowledge level

Types Of TPS Major Functioning System Major Application System

ii)KNOWLEDGE LEVEL INFORMATION SYSTEM

iv) DECISION SUPPORT SYSTEM

- These decisions are unique & rapidly changing

- Operate with no assistance of programmes

- Support semi structured decision

- Use sophicated data analysis & modeling tools

Ship, speed, capacity

Port distance restriction file

Fuel consumption cost file