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44222: Information Systems Development
Operational & Information Systems
Ian Perry Room: C41C
Extension: 7287
E-mail: [email protected]
http://itsy.co.uk/ac/0809/Sem1/44222_ISD/
Ian Perry 44222: ISD: Operational & Information Systems Slide 2
The Introductory Lecture
Explained what the project was about, i.e.: the specification of a prototype for a
computer-based Information System.
BUT: What is an Information System?
And, perhaps more importantly: What is the difference between an
“Operational System” and an “Information System”?
Ian Perry 44222: ISD: Operational & Information Systems Slide 3
What is an Information System?
trainingattitudes
job
decisions
organisation
people technology
hierarchyfunctionsprocedurescontrols
software
hardwarenetwork
applications
Ian Perry 44222: ISD: Operational & Information Systems Slide 4
A Model of Management
Decision Structure
Unstructured
Semi-structured
Structured
Information Characteristics
Ad HocUnscheduledSummarisedInfrequent
Forward LookingExternalWide Scope
Narrow FocusInternalHistorical
FrequentDetailedScheduledPre-specified
StrategicLong-Term
TacticalShort-Term
OperationalDay-to-Day
Ian Perry 44222: ISD: Operational & Information Systems Slide 5
Information for Decision Making
StrategicLong-Term
TacticalShort-Term
OperationalDay-to-Day
Operational Data Processing Systems
Information!
Information!
Information?
Data
Information?
Data
Information?
Data
Information!
Data
Ian Perry 44222: ISD: Operational & Information Systems Slide 6
‘HCHE’ Problems?
Are they ‘simply’: because of ‘poor’ Operational Data Processing
Systems?
Or, are they about: ‘poor’ Information provision in support of
Management Decision-making?
Or: Are they a bit of both?
Let's look at Stock Control.
Ian Perry 44222: ISD: Operational & Information Systems Slide 7
Stock Control
With any Stock Control system the aim should be to keep the ‘correct’ amount of any item in stock. The correct amount being ‘enough’ to satisfy
any customer demand. BUT, not so many that we might be left
holding stock: which costs us money. we might not be able to sell if customer
demand changes. we might end up throwing away if it ‘spoils’.
Ian Perry 44222: ISD: Operational & Information Systems Slide 8
Stock - ‘Feedback & Control’
Customer Demand
INPUT(s)
Do Something! Measure
20
OUTPUT(s)
Over/Under?
How Much?
Theft
StockholdingProcess
New Stock Stock Level
StockLevel
GOAL
Ian Perry 44222: ISD: Operational & Information Systems Slide 9
Be Careful
Remember that you must always make a distinction between:
Calculation:E.g. add stock, remove stock.
Reporting:E.g. measure what has happened.
Decision Making:E.g. compare this to our goal(s) and decide
what to do about it.
Ian Perry 44222: ISD: Operational & Information Systems Slide 10
Calculation
Operational Systems (easy to support): Stock is bought/sold/goes missing, and we
simply ‘count’ the stock to determine the current stock level.
Customer Demand Theft
StockholdingProcess
New Stock Stock Level
Ian Perry 44222: ISD: Operational & Information Systems Slide 11
Reporting & Decision Making
Management (Information?) Systems (harder to support):
Check to see how well the process is going & make necessary adjustments.
Do Something! Measure
20
Over/Under?
How Much?
StockholdingProcess
StockLevel
Ian Perry 44222: ISD: Operational & Information Systems Slide 12
Prediction and Planning
Decision making does not have to be a 'knee-jerk' reaction to events:
Someone has to set goals for each process.
These goals will need to be constantly re-evaluated, and changed if necessary.
A 'good' Management Information System should help with these ‘goal setting’ decisions.
Ian Perry 44222: ISD: Operational & Information Systems Slide 13
Planning for Stock Control
Goal setting in stock control would be easy, if there was a system that could help answer questions like: "Is 20 the right level of stock?"
"NO, we are often out of stock." "What is a more suitable stock level?"
"Based on an increased frequency of re-ordering and the difficulty of re-stocking it should be 30."
Ian Perry 44222: ISD: Operational & Information Systems Slide 14
Management of Stock Control
CustomerDemand
INPUT(s) OUTPUT(s)
Theft
StockholdingProcess
NewStock
StockCheck
Number in StockGoal
Comparison
AdjustmentDecision?
PredictedSales
CompetitorsProducts
ReportTrend
Set NewGoal
Planning Process
SuppliersDeliveryDetails
Ian Perry 44222: ISD: Operational & Information Systems Slide 15
A ‘good’ Problem Statement?
Needs to demonstrate: a clear understanding of the current
information system, and its problems. i.e. provide a good 'picture' of:
the structure of the ‘HCHE’ organisation, the important sub-systems (i.e. of the “main business”), and the necessary interactions between these sub-systems.
the people, and management decision-making processes within, and between, these sub-systems.
Ian Perry 44222: ISD: Operational & Information Systems Slide 16
Helping ‘HCHE’?
From the 'picture' you build of ‘HCHE’ you should be able to decide if each of the ‘problems’ identified are due to: poor Operational Systems?
Not much you can do about these ‘problems’. poor Management Information Systems?
You should be able to ‘solve’ these problems. or, a bit of both?
You may be able to offer ‘partial’ support/solutions.
You will then be able to document a suitable solution.
Ian Perry 44222: ISD: Operational & Information Systems Slide 17
This Week’s Workshop
Having identified (i.e. during last week’s Workshop) each of the ‘important’ Processes (i.e. those relevant to the Assessment) that occur within the HCHE Organisation.
You now need to: Document each of these ‘important’ Processes,
using ‘Feedback Control Loop’ diagrams; in order to ascertain where the ‘problems’ occur.
Then use these diagrams, together with your wider knowledge of HCHE; in order to suggest viable ‘solutions’, i.e. in terms of
information requirements.
