ICT support services

• Range of services implemented by organizations

i.e educational institutions in order to ensure
permanence and performance of facilities for
operating ICT-assisted instruction without
discontinuity.

• The implementation of such services may imply

operational or administrative measures to
support the sustainability of ICT-assisted
operations by assigning a designated unit or staff
member to the task or granting renewable
quarterly, bi-quarterly or yearly contract(s) to
private service provider(s)
 Discuss Key objectives behind the use of ICT support
services by schools
These may include: To
- ascertaining that every administrative unit, including special needs and library
units, identifies its requirements for ICT provision;
- coordinating the effective use of ICT across the whole curriculum and
encouraging aspects of cross-curricular planning;
- helping pedagogic and administrative units to consider how ICT can support the
teaching and learning of subjects other than computing and what those subjects
can contribute to the teaching and learning of ICT skills;
- Monitoring on behalf of the senior leadership team how equipment and software
are accommodated, acquired, maintained and replaced, and how they are stored,
accessed and used by learners and staff;
- ensuring that sensible, transparent decisions are made where there are
competing demands for resources and that the school improvement plan
includes plans for encouraging and supporting the professional development of
all staff in the use of ICT in their subjects, in line with school policy and practices;
- Managing the school's ICT technician and network manager, etc. From a statistical
perspective, irrespective of the modalities for acquiring such services either
through one or multiple means, the sole existence of such regular or renewable
contracted services in an educational institution implies the presence of ICT
support services.
 Elaborate ICT support services(System) usage in your learning
institution

• ICT support services are so important because there is no denying

that ICT underpins every part of the modern curriculum.
• 15 years ago, ICT was purely a dedicated curriculum subject and
was only used occasionally by other subjects as part of Teaching
and Learning, with time being booked in the ICT suite as and
when required.
• At that time, ICT was barely visible in the classroom, typically
being confined to a single PC connected to an Interactive
Whiteboard. A typical learning institution had typically had less than
50 devices and a small server (quite often just a workstation with
shared files, known as a peer to peer network).
• Fast forward to 2020 and to modern day, learning institution is
bristling with technology, such as large class sets of laptops and
tablets as well as multiple servers and extensive classroom Audio
Visual solutions. It’s not uncommon for a modern learning
institution to have in excess of 200 connected devices, being used
all over the school utilising the latest WiFi technologies.
 main types of ICT systems

Information systems
• This type of ICT system is focused on
managing data and information. Examples of these are a sports club
membership system or a supermarket stock system.
Control systems
• These ICT systems mainly control machines. They use input, process
and output, but the output may be moving a robot arm to weld a
car chassis rather than information.
Communications systems
• The output of these ICT systems is the successful transport of
data from one place to another.
DECISION SUPPORT SYSTEM
 What is DSS?
 Decision Support System
 is a computer-based information system that
supports business or organizational decision-making
activities.
 is an interactive software-based system intended to
help decision makers compile useful information
from a combination of raw data, documents, and
personal knowledge, or business models to identify
and solve problems and make decisions.
 What is DSS?
 provides tool to manager to assist them in
solving semi- structured and unstructured
problems in their own.
 is an information system that support to
managers for decision making.
 A brief History?
 Academic Researchers from many disciplines has been
studying DSS for approximately 40 years.
 According to Keen and Scott Morton (1978), the
concept of decision support has evolved from two main
areas of research: the theoretical studies of
organizational decision making done at the Carnegie
Institute of Technology during the late 1950s and
early1960s, and the technical work on interactive
computer systems, mainly carried out at the
Massachusetts Institute of Technology in the 1960s.
 A brief History..
 It is considered that the concept of DSS became
an area of research of its own in the middle of
the 1970s, before gaining in intensity during
the 1980s.
 In the middle and late 1980s, Executive
Information Systems (EIS), group decision
support systems (GDSS), and organizational
decision support systems (ODSS) evolved from
the single user and model-oriented DSS.
 EVOLUTION OF DSS
CONCEPTS
1960’S 1970’S 1980’S 1990’S

MIS & Structured Brand Aid Keyboard Data Warehouse

Reports

Interactive System MDS EIS OLAP

Research

Theory Development RDBMS Expert Systems Data Mining

 TYPES OF DSS
1. MODEL- DRIVEN DSS
 includes system that use accounting,
financial models, and representational
models.
2. DATA DRIVEN DSS
 file drawer & management reporting
system, data warehousing, geographical
information.
 TYPES OF DSS
3. KNOWLEDGE DRIVEN DSS
 are computer systems with specialized
problem solving expertise.
4. DOCUMENT DRIVEN DSS
 is evolving to help manager retrieves &
manage unstructured document.
 TYPES OF DSS
5. COMMUNICATION DRIVEN GROUP DSS
 includes communication, collaboration and
DSS technologies that do not fit within those
DSS type hybrid.
6. INTRA ORGANIZATIONAL DRIVEN DSS
 are design for use by individuals to a
company as standalone DSS or use group of
managers in a company.
 TYPES OF DSS
7. INTER ORGANIZATION DRIVEN DSS
 provide stakeholders with access to a company’s
intranet and authority or privileges to use specific
DSS capabilities.
8. FUNCTIONS OR SPECIFIC ON GENERAL
PURPOSE
 help a person to accomplish specific decision task.
 help support broad task like project management,
decision analysis and business planning.
 TYPES OF DSS

9. WEB BASED DSS

 is a computerized system that delivers
decision support information or decision
support tools to a manager or business
analyst using their client web browser
like internet explorer and mozilla firefox.
CHARACTERS AND CAPABILITIES OF DSS
1. Provide support in semi- structured and
unstructured solutions, includes human
judgement and computerized information.
2. Support for various managerial levels.
3. Support to individuals and group.
4. Support to interdependent and/or sequential
decisions.
5. Support all phases of the decision- making
process.
 CHARACTERS AND CAPABILITIES OF
DSS
6. Support a variety of decision making process
of styles.
7. Are Adaptive
8. Have user friendly interfaces.
9. Goal improve effectives of decision making.
10. The decision maker controls the decision
making process.
11. End users can build simple systems.
 CHARACTERS AND CAPABILITIES OF
DSS
12. Utilizers models for analysis.
13. Provides access to a variety of data
sources format and types.
14. Can be employed as a standalone tool
used by an individual decision maker in
one location in distributed throughout an
organization and in several organizations
along supply chain.
 OBJECTIVES OF DSS:
1. Create allows the decision makers to make or
create a much better or consistent decision in a
timely manner.
2. Helps a single person on group or group to
come up with a decision.
3. Inter dependent
4. Decision making has its own phrases that
should be followed step by step procedure.
 OBJECTIVES OF DSS:
5. Data warehousing.
6. Can easily adopt to the different changes.
7. Can easily be understand on the sequences of
the DSS.
8. Computer proficiency.
9. Improve the decisions for lesser mistakes.
10. Decision maker can be individual or group.
 OBJECTIVES OF DSS:
11. End users can create a simple system
for himself even if or a manual system.
12. Can use the models to analyze
decisions.
13. All the information in any types of
decision can be provided.
14. Either a standalone of web- based
format can be used.
 ALTERNATIVES OF DSS
NEEDS OF DSS: DSS have become necessary
for today’s manager because of the following
reason:
1. FAST COMPUTATION
 A decision maker can perform a large number
of computation very quickly and that too at a
low cost with the help of computer support
system.
 ALTERNATIVES OF DSS
2. ENHANCED PRODUCTIVITY
 Decision support system can enhance the
productivity of support staff and also enable
the group members to disclose the problems
among themselves as distance.
3. BETTER DECISION
 Computer support system can help a decision
maker in arriving at a better decision.
 ALTERNATIVES OF DSS
4. DATA TRANSMISSION
 Sometimes the data, which may be
stored at different locations, may be
required to be transmitted quickly from
distant locations. Computer support
system can be search, stored and
transmitted the required data quickly and
economically.
 ROLE OF DSS IN BUSINESS
DSS is computer based information for management
decision maker who deal with the semi- structure problems.
DSS play an important role in business, it performs various
activities. The role of DSS is explained as follows:
1. WHAT IF ANALYSIS
 this is the process of accessing the impart of variables.
This helps manager to be proactive rather that reactive in
their decision making. This analysis is critical for semi-
structured and unstructured problem because the data
necessary to make such decision are not available.
 ROLE OF DSS IN BUSINESS
2. GOAL ORIENTED
 it is a process of determining the input
values required to achieve a certain goal.
3. RISK ANALYSIS
 risk is the important factor which affects
the business enterprise. DSS allows
manages to the risk associate with various
alternatives.
 ROLE OF DSS IN BUSINESS
4. MODEL BUILDING
 DSS allows decision maker to identify the
most appropriate model for solving the
problems.
5. GRAPHICAL ANLYSIS
 this help managers to quick digest large
volumes of data and visualize the impacts of
various because courses of action.
 ROLE OF DSS IN BUSINESS
They recommends the use of graph when:
a. Seeking quick summary of data
b. Forecasting activities
c. Detecting trends over time
d. Composing points and patterns at different
variables
STEPS IN CONSTRUCTNG DSS
1. IDENTIFICATION OF THE PROBLEM
 in this stage the developer and the knowledge engineer
interact to identify problems. The following points are
discussed:
a. The scope and intent are analyzed.
b. The return of investment analysis is done.
c. The amount of resources needed is identified.
d. Areas in the problems that can give much trouble are
identified and conceptual solution of the problem is found.
e. Overall specification is made.
STEPS IN CONSTRUCTNG DSS
2. DEVELOPMENT OF PROTOTYPE
 before the development of a prototype we decide
the knowledge level to solve the particular
problem. For this we adopted some methods in
sequence . After this the taste of knowledge of
Engineer and developer which interact frequently
and domain specific knowledge is entrance.
When knowledge representation scheme and
knowledge is available a prototype is constructed.
STEPS IN CONSTRUCTNG DSS
3. DECISION ABOUT MODE OF DEVELOPMENT
 once the problem is identified, the immediate step
would be to decide about the vehicle for
development. He can develop shell for development
by any programming language. In this stage, various
shell and tools are identified and analyzed for their
suitability. These tools whose features fit the
characteristic of the problem are analyzed in details.
STEPS IN CONSTRUCTNG DSS
4. PROTOTYPE VALIDATION
 the prototype under goes the process of testing
for various problems and revision of the
prototype takes place. It is very important step of
DSS.
5. PLANNING FOR FULL SCALE SYSTEM
 in prototype construction, the area in the problem
that can be implemented with negative case is
first choice intensive planning is done.
STEPS IN CONSTRUCTNG DSS
6.FINAL IMPLEMENTATION,
MAINTENANCE AND EVALUATION
 This is the final stage of DSS Life Cycle.
The full scale system developed is
implemented at the basic resources
requirement are fulfilled and parallel
conversion.
 GROUP DECISION SUPPORT SYSTEM
(GDSS)
 is a decision support system that
facilitates decision making by a team of
decision makers working as a group.
 is an interactive computer based system
that facilitates solution of unstructured
problem by a set of decision makers by
working together as a group.
 GROUP DECISION SUPPORT SYTEM

 a GDSS is a DSS that facilitates decision

making by a team of decision maker working
as a group.
 a GDSS is an interactive computer based
system that facilitates solution of unstructured
problem by a set of decision makers working
together as a group.
 CHARACTERISTICS OF GDSS
The goal of GDSSs is to improve the productivity of
decision-making meetings, either by speeding up the
decision-making process or by improving the quality of
the resulting decisions, or both. This is accomplished by
providing support for the exchange of ideas, opinions,
and preferences within the group.
1. Supporting parallel processing of information and
idea generation by participants.
2. Enabling larger groups with more complete
information, knowledge, and skills to participate in the
same meeting.
 CHARACTERISTICS OF GDSS

3.Permitting the group to use structured or unstructured

techniques and methods of arriving at decisions.
4. Offering rapid and easy access to external
information.
5. Allowing nonsequential computer discussion. (Unlike
oral discussions, computer discussions do not have to be
serial or sequential.)
6. Producing instant, anonymous voting results.
 CHARACTERISTICS OF GDSS
7. Providing structure to the planning process,
which keeps the group on track.
8. Enabling several users to interact
simultaneously.
9. Automatically recording all information that
passes through the system for future analysis (it
develops organization memory
 CHARACTERISTICS OF GDSS
7. Providing structure to the planning process,
which keeps the group on track.
8. Enabling several users to interact simultaneously.

9. Automatically recording all information that

passes through the system for future analysis (it
develops organization memory.)
10. A GDSS is specially designed information
system .
 CHARACTERISTICS OF GDSS
11. A GDSS is easy to learn and to use.
12. A GDSS is designed with the goal of
supporting group of decision makers in their
work.
13. The GDSS is designed to encourage
activities such as idea generation, conflict
resolution and freedom of expression.
 TYPES OF GDSS
1. DECISION NETWORK
 this type helps the participants to communicate
each other through network or through a central
database. Application software may used
commonly shared models to provide support. The
common implementation using local area network
and microcomputer. The technology filters out
many group dynamics of participative meeting.
 TYPES OF GDSS
2. DECISION ROOM
 Participants are located at one place i.e. the
decision room. The purpose of this is to
enhance participants interaction and decision
making by computerized within a fixed period
of time using a facilitators.
 TYPES OF GDSS
3. TELE CONFERENCING
 groups are composed of numbers or groups
that are geographically disordered
teleconferencing provides interactive
connection within two or more decision
rooms. This interaction will involved
transmission of computerized audio visual
information.
 ADVANTAGES OF GDSS
1. Take better decision.
2. To solve the problem.
3. To minimize the risks.
4. To collect the amount of information.
5. To improve interactive communication.
6. Improve the decision making process.
7. To make coordination in various activities.
 ADVANTAGES OF GDSS
1. TAKE BETTER DECISION
 through the GDSS we can take better decision
because under GDSS, the decision are taken
by group.
2. TO SOLVE THE PROBLEM
 GDSS provides solution to unstructured
problems. GDSS collects various types of
information at various sources.
 ADVANTAGES OF GDSS
3. TO MINIMIZE THE RISK
 GDSS allows managers to assess the risks associated
with various alternatives. This helps managers to be
proactive rather than reactive.

4. TO COLLECT THE AMOUNT OF INFORMATION

 GDSS collect information at various sources for
decision making. This information minimizes the risk.
 ADVANTAGES OF GDSS
5. TO PROVIDE INTERACTIVE COMMUNICATION
 GDSS provide interactive information. It takes better
decision through the interactive communication.

6. TO IMPROVE THE DECISION MAKING

PROCESS
 GDSS improve the decision making process because
GDSS is a goal-oriented when the GDSS is designed,
the goal is considered.
 ADVANTAGES SOF GDSS
7. TO MAKE COORDINATION IN VARIOUS
ACTIVITIES
GDSS decision are taken by a group
GDSS. The work is divided into different
parts then each DSS performs own work.
 DISADVANTAGES OF GDSS
1. More chances for clash of opinions are there.
2. Very large group bring work complex.

Application and Uses of Group Decision Support

System:
3. For meeting
4. Marketing
 DISADVANTAGES OF GDSS
3. Banking Sector
4. Stock Exchange/foreign market
5. Brainstorming
6. Maintaining records
7. Assessing the judgement task
8. Office automation
9. Documentation
10. Engineering firms
 COMPONENTS OF GDSS
1. HARDWARE
 it includes single PC and keypads, a decision room
distributed GDSS audio visual aids, network
equipment, etc.
2.SOFTWARE
 GDSS software includes modules to support the
individual, the group, the process and scientific tasks.
The software allows each individual o do private work,
the usual collection of text and file creation, graphics,
spread sheets and DBMS.
 COMPONENTS OF GDSS
4. PROCEDURE
 it enables ease of operation and effective
use of the technology by group members.
5. PEOPLE
 users and stakeholders
 Group Decision Support System
How GDSS can improve group decision
making?
Group Decision Support System helps to
enhance group decision making by the following
ways:
1. Improved Pre-planning
 improved pre-planning forces an agenda to
keep the meeting on task.
 Group Decision Support System
2. Increased participation
 more numbers of person results to more
effective contribution towards decisions.
3. Open, collaborative meetings atmosphere
 help to provide open and collaborative
meeting atmosphere which provide non-
judgemental input all attendees.
 Group Decision Support System
4. Criticism free idea generation
 Group Decision Support System provide
criticism, free idea generation with more
inputs and better ideas.
5. Documentation of Meeting
 Group Decision Support System helps for
effective documentation of meetings which are
used for further decision and use.
 Group Decision Support System
6. Setting Priorities and Making Decisions
 Group Decision Support System help to
set the priorities and give importance to
those problems which are more critical.
 GROUP DECISION SUPPORT SYSEM

DECISION MAKING
 is an essential part of modern management. A
manager’s life is filled with a constant series
of decision- where to invest profits, what to do
about an employee who is always late, where
should the firm’s new warehouse to built, what
subject will have to priority at the department
meeting the next morning and so on..
 Group Decision Support System
 decision which are relatively minor are taken
almost subconsciously, the rules and patterns
of behavior established over many previous
encounters with the problem.
 is a key part of a manager’s activities. It
permits through all managerial functions such
as planning, organizing, directing and
controlling.
 Group Decision Support System
 in planning it is through the process of
decision making that objectives and policies are
down and the managers decides many things
such as what to produce, what to sell, where,
when, now and so on..
 in organizing, decision making relates to the
choice of structure, nature and form of
organization, division of work, delegation of
authority, fixing of responsibility and the like.
 Decision Making
 in directing, decision making relates to
determining the course, deciding the orders
and instructions to be given, providing
dynamic leadership and similar other issues.
 In controlling, the decision relate to the laying
down of performance standards strategic
control points, procedure for control, and so
on.
 Decision Making
Decision
 is a choice between two or more alternatives.
This implies three things:
1. When managers make decision they are
choosing- they are deciding what to do on the
basis of some conscious and deliberate logic or
judgement.
 Decision Making
2. Managers have alternatives available
when they are making a decision. It does
not require a wise manager to reach a
decision when there are no other possible
choices. It does require wisdom and
experience to evaluate several alternatives
and select the best one.
 Decision Making
3. Managers have a purpose in mind
when they make a decision. There
would be no reason for carefully
making a choice among alternative,
unless the decision brings them closer
to the goal.
 Two types of Decision
1. Programmed Decision
 are decision that have been made so
many times in the past that managers
have developed rules for guideline to
be applied when certain situation are
expected to occur.
 Programmed Decision
 programmed decision making are a
routine that you make every time so that
the organization run smooth. Managers
can develop rules and guidelines to
regulate all routine organizational
activities. Most decisions are related to
daily activity.
 Non- Programmed Decision
 are made in response to unusual
opportunities and threats.
 this type of decision making does
not need rules or guidelines to be
followed because the situation
unexpected or uncertain.
 In programmed decision making there will no
error in the decision because it is routine and
managers usually have the information they
need to create rules and guideline to be
followed by other.
 Non-programmed decision making are likely
to have an error because it cause more
problems for managers and is inherently
challenging.
 Major and Minor Decisions
1. Degree of Futurity of Decision
2. Impact of the decision on other
functional areas.
3. Qualitative factors that enter the
decision
4. Recurrences of Decision.