Unit 4 PDF
Unit 4 PDF
JCET
TRANSACTION PROCESSING SYSTEMS
Transaction processing systems (TPS) are the basic business systems that serve the operational
level of the organization. A transaction processing system is a computerized system that performs
and records the daily routine transactions necessary to conduct business. Examples are sales
order entry, hotel reservation systems, payroll, employee record keeping, and shipping.
At the operational level, tasks, resources, and goals are predefined and highly structured. The
decision to grant credit to a customer, for instance, is made by a lower level supervisor according
to predefined criteria. All that must be determined is whether the customer meets the criteria.
Figure 2-3 depicts a payroll TPS, which is a typical accounting transaction processing system
found in most firms. A payroll system keeps track of the money paid to employees. The master
file is composed of discrete pieces of information (such as a name, address, or employee
number) called data elements. Data are keyed into the system, updating the data elements. The
elements on the master file are combined in different ways to make up reports of interest to
management and government agencies to send paychecks to employees. These TPS can generate
other report combinations of existing data elements.
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Transaction volume and database size adds complexity and undermines efficiency. We've
all had the experience of being delayed because a sales person is waiting for a cash
register terminal to respond or because it takes too long to download a web page. Yet
companies want to serve their customers quickly and with the least cost.
If a transaction runs, it must run in its entirety. In a retail sale, the item should either be
exchanged for money or not sold at all. When failures occur, as they inevitably do, it's
important to avoid partially completed work, such as accepting payment and not shipping
the item, or vice versa. This would make the customer or the business very unhappy.
The system should be incrementally scalable. When a business grows, it must increase its
capacity for running transactions, preferably by making an incremental purchase not
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When an electronic commerce (e-commerce) web site stops working, the retail enterprise
is closed for business. Systems that run transactions are often " mission critical " to the
business activity they support. They should hardly ever be down.
The system should be able to personalize each user's on-line experience based on past
usage patterns. For a retail customer, it should identify relevant discounts and
advertisements and offer products customized to that user.
The system must be able to scale up predictably and inexpensively to handle Internet
loads of millions of potential users. There is no way to control how many users log in at
the same time or which transactions they may choose to access.
The system should be easy to manage. Otherwise, the system management staff required
to operate a large-scale system can become too large and hence too costly. Complex
system management also increases the chance of errors and hence downtime, which in
turn causes human costs such as increased stress and unscheduled nighttime work.
In summary, transaction processing systems have to handle high volumes efficiently, avoid errors
due to concurrent operation, avoid producing partial results, grow incrementally, avoid
downtime, never lose results, offer geographical distribution, be customizable, scale up
gracefully, and be easy to manage. It's a tall order. This book describes how it's done. It explains
the underlying principles of automating business transactions, both for traditional businesses and
over the Internet; explores the complexities of fundamental technologies, such as logging and
locking; and surveys today's commercial transactional middleware products that provide features
necessary for building TP applications.
What Is a Transaction?
An on-line transaction is the execution of a program that performs an administrative function
by accessing a shared database, usually on behalf of an on-line user. Like many system
definitions, this one is impressionistic and not meant to be exact in all its details. One detail is
important: A transaction is always the execution of a program. The program contains the steps
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Example of Transaction
Banking
Securities trading
Insurance
Inventory control
Manufacturing
Retail point-of-sale
Record a sale
Government
Register an automobile
Online shopping
Transportation
Track a shipment
Telecommunications
TP systems also are being offered as services to other companies. For example, Amazon.com
hosts other companies' web storefronts. Some airlines develop and operate reservation services
for other airlines. Some vendors of packaged applications are now offering their application as a
service that can be invoked by a third party's application over the Internet, which in turn helps
the third party offer other TP services to their customers. Given the expense, expertise, and
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Generating and fulfilling an order is a multistep process involving activities performed by the
sales, manufacturing and production, and accounting
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A large organization typically has many different kinds of information systems that support
different functions, organizational levels, and business processes. Most of these systems were
built around different functions, business units, and business processes that do not talk to each
other and thus cannot automatically exchange information. Managers might have a hard time
assembling the data they need for a comprehensive, overall picture of the organizations
operations. For instance, sales personnel might not be able to tell at the time they place an order
whether the items that were ordered were in inventory; customers could not track their orders;
and manufacturing could not communicate easily with finance to plan for new production. This
fragmentation of data in hundreds of separate systems could thus have a negative impact on
organizational efficiency and business performance.
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Capital budgeting methods rely on measures of cash flows into and out of the firm. Capital
projects generate cash flows into and out of the firm. The investment cost is an immediate cash
outflow caused by the purchase of the capital equipment. In subsequent years, the investment
may cause additional cash outflows that will be balanced by cash inflows resulting from the
investment. Cash inflows take the form of increased sales of more products (for reasons such as
new products, higher quality, or increasing market share) or reduced costs in production and
operations. The difference between cash outflows and cash inflows is used for calculating the
financial worth of an investment. Once the cash flows have been established, several alternative
methods are available for comparing different projects and deciding about the investment.
Financial models assume that all relevant alternatives have been examined, that all costs and
benefits are known, and that these costs and benefits can be expressed in a common metric,
specifically, money. When one has to choose among many complex alternatives, these
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The payback method is quite simple: It is a measure of the time required to pay back the initial
investment of a project. The payback period is computed as follows:
In the case of Heartland Stores, it will take more than two years to pay back the initial
investment. (Because cash flows are uneven, annual cash inflows are summed until they equal
the original investment to arrive at this number.) The payback method is a popular method
because of its simplicity and power as an initial screening method. It is especially good for highrisk projects in which the useful life of a project is difficult to determine. If a project pays for
itself in two years, then it matters less how long after two years the system lasts. The weakness
of this measure is its virtue: The method ignores the time value of money, the amount of cash
flow after the payback period, the disposal value (usually zero with computer systems), and the
profitability of the investment.
Firms make capital investments to earn a satisfactory rate of return. Determining a satisfactory
rate of return depends on the cost of borrowing money, but other factors can enter into the
equation. Such factors include the historic rates of return expected by the firm. In the long run,
the desired rate of return must equal or exceed the cost of capital in the marketplace. Otherwise,
no one will lend the firm money.
The accounting rate of return on investment (ROI) calculates the rate of return from an
investment by adjusting the cash inflows produced by the investment for depreciation. It gives an
approximation of the accounting income earned by the project.
To find the ROI, first calculate the average net benefit. The formula for the average net benefit is
as follows:
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This net benefit is divided by the total initial investment to arrive at ROI. The formula is as
follows:
In the case of Heartland Stores, the average rate of return on the investment is
2.93 percent. The weakness of ROI is that it can ignore the time value of money. Future savings
are simply not worth as much in todays dollars as are current savings. However, ROI can be
modified (and usually is) so that future benefits and costs are calculated in todays dollars. (The
present value function on most spreadsheets can perform this conversion.)
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AUTOMATION TECHNOLOGY
Automation is the use of control systems and information technologies to reduce the need for
human work in the production of goods and services. In the scope of industrialization,
automation is a step beyond mechanization. Whereas mechanization provided human operators
with machinery to assist them with the muscular requirements of work, automation greatly
decreases the need for human sensory and mental requirements as well. Automation plays an
increasingly important role in the world economy and in daily experience. Automation has had a
notable impact in a wide range of industries beyond manufacturing.
Once-ubiquitous telephone operators have been replaced largely by automated telephone
switchboards and answering machines. Medical processes such as primary screening in
electrocardiography or radiography and laboratory analysis of human genes, sera, cells, and
tissues are carried out at much greater speed and accuracy by automated systems. Automated
teller machines have reduced the need for bank visits to obtain cash and carry out transactions. In
general, automation has been responsible for the shift in the world economy from industrial jobs
to service jobs in the 20th and 21st centuries.
Advantages and disadvantages
The main advantages of automation are:
Replacing human operators in tasks that involve hard physical or monotonous work.[2]
Replacing humans in tasks done in dangerous environments (i.e. fire, space, volcanoes,
nuclear facilities, underwater, etc.)
Performing tasks that are beyond human capabilities of size, weight, speed, endurance,
etc.
Provides higher level jobs in the development, deployment, maintenance and running of
the automated processes.
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High initial cost: The automation of a new product or plant requires a huge initial
investment in comparison with the unit cost of the product, although the cost of
automation is spread among many products.
In manufacturing, the purpose of automation has shifted to issues broader than productivity, cost,
and time.
Reliability and precision
The old focus on using automation simply to increase productivity and reduce costs was seen to
be short-sighted, because it is also necessary to provide a skilled workforce who can make
repairs and manage the machinery. Moreover, the initial costs of automation were high and often
could not be recovered by the time entirely new manufacturing processes replaced the old.
(Japan's "robot junkyards" were once world famous in the manufacturing industry.)
Automation is now often applied primarily to increase quality in the manufacturing process,
where automation can increase quality substantially. For example, automobile and truck pistons
used to be installed into engines manually. This is rapidly being transitioned to automated
machine installation, because the error rate for manual installment was around 1-1.5%, but has
been reduced to 0.00001% with automation.
Health and environment
The costs of automation to the environment are different depending on the technology, product or
engine automated. There are automated engines that consume more energy resources from the
Earth in comparison with previous engines and those that do the opposite too. Hazardous
operations, such as oil refining, the manufacturing of industrial chemicals, and all forms of metal
working, were always early contenders for automation
Convertibility and turnaround time
Another major shift in automation is the increased demand for flexibility and convertibility in
manufacturing processes. Manufacturers are increasingly demanding the ability to easily switch
from manufacturing Product A to manufacturing Product B without having to completely rebuild
the production lines. Flexibility and distributed processes have led to the introduction of
Automated Guided Vehicles with Natural Features Navigation.
Digital electronics helped too. Former analogue-based instrumentation was replaced by digital
equivalents which can be more accurate and flexible, and offer greater scope for more
sophisticated configuration, parametrization and operation. This was accompanied by the
fieldbus revolution which provided a networked (i.e. a single cable) means of communicating
between control systems and field level instrumentation, eliminating hard-wiring.
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Instrumentation
Motion control
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Robotics
Limitations to automation
As a process becomes increasingly automated, there is less and less labor to be saved or
quality improvement to be gained. This is an example of both diminishing returns and the
logistic function.
Similar to the above, as more and more processes become automated, there are fewer
remaining non-automated processes. This is an example of exhaustion of opportunities.
Current limitations
Many roles for humans in industrial processes presently lie beyond the scope of automation.
Human-level pattern recognition, language comprehension, and language production ability are
well beyond the capabilities of modern mechanical and computer systems. Tasks requiring
subjective assessment or synthesis of complex sensory data, such as scents and sounds, as well as
high-level tasks such as strategic planning, currently require human expertise. In many cases, the
use of humans is more cost-effective than mechanical approaches even where automation of
industrial tasks is possible. Overcoming these obstacles is a theorized path to post-scarcity
economics.
Applications
The Defense Advanced Research Projects Agency (DARPA) started the research and
development of automated visual surveillance and monitoring (VSAM) program, between 1997
and 1999, and airborne video surveillance (AVS) programs, from 1998 to 2002. Currently, there
is a major effort underway in the vision community to develop a fully automated tracking
surveillance system. Automated video surveillance monitors people and vehicle in real time
within a busy environment. Existing automated surveillance systems are based on the
environment they are primarily designed to observe, i.e., indoor, outdoor or airborne, the amount
of sensors that the automated system can handle and the mobility of sensor, i.e., stationary
camera vs. mobile camera. The purpose of a surveillance system is to record properties and
trajectories of objects in a given area, generate warnings or notify designated authority in case of
occurrence of particular events.[6]
Automated highway systems
As demands for safety and mobility have grown and technological possibilities have multiplied,
interest in automation have grown. Seeking to accelerate the development and introduction of
fully automated vehicles and highways, The United States Congress authorized more than $650
million over 6 years for intelligent transport systems (ITS) and demonstration projects in the
1991 Intermodal Surface Transportation Efficiency Act (ISTEA). Congress legislated in ISTEA
that the Secretary of Transportation shall develop an automated highway and vehicle prototype
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Systems integration. Presently we have both horizontal and vertical alignment of data-processing
functions within the Air Force. An example of horizontal alignment is the major air command computer
standardization program, whereby like computers are located at each major air command in support of the
management data systems; another is the automated base supply system in which like computers serve the
inventory management requirements at base level. Vertical alignment is typified by the intelligence datahandling system and the command and control systems, both categorized as operations-supporting data
systems. These systems use computers that serve the intelligence and command and control functions at
selected levels of command. Horizontal and vertical alignment applies to both the dedicated ADP systems
and the mutually supporting or shared ADP systems. With the advent of the third-generation computers**
and as we progress in our use of time-sharing, multiprocessing, and integrated data systems, we can
foresee a possible merging of the horizontally and vertically aligned systems at the various management
levels. The extent of this merger will depend largely on the considerations previously mentioned, on
constraints due to the security classification of data being processed, and on the amount of systems
integration obtainable.
Before any integration of command and control systems, intelligence data-handling systems, and
management-supporting data systems takes place, its feasibility must be demonstrated through detailed
systems analysis and design. In this instance, we must establish the degree of systems integration
obtainable and demonstrate its usefulness. The hardware technology and software capability are available;
the problem is to determine the degree of integration obtainable without any systems degradation.
Data systems integration between the operations-supporting systems and the management-supporting
systems appears to have some practical aspects. For example, the personnel systems combat crew
subsystem and the maintenance systems aerospace vehicle and equipment status subsystems, both part of
the management-supporting systems, and the command and control systems within the operationssupporting systems utilize certain source data common to both the major systems.
Systems integration within the two supporting data systems is in-being to a limited extent. Within the
management-supporting systems the procurement, supply, and financial accounting systems are integrated
at base level on the supply computer. Also, studies have been made by the Hq SAC Data Systems
Requirements Panel to determine the practicality of greater integration of the intelligence data-handling
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Effects on organization
Integrated data systems and large-scale central processors are changing the makeup and complexity of
information systems. The real issue is the effect of the changing information systems upon organization. It
is not so much who controls the systems analysts and programmers or who operates the data-processing
center but what is happening or will happen to the structure of organization as a result of having
information readily available at all levels of management. This article addresses itself more specifically to
information systems incorporating, wherever practical, integrated data-processing and real-time features
as well as data base orientation and inquiry techniques and their effect on organizational structure. It is
apparent that most if not all routine functions of sorting, consolidating and summarizing can be
effectively and efficiently. accomplished by the computer or its peripheral hardware. Optimum computer
utilization, however, comes through the use of higher-level programming languages in performing the
more sophisticated mathematical and analytical functions. This information is usually the result of
advanced ADP systems design based on the desires and needs of management. We are already witnessing
the effects of this advanced state of computer output. We are aware of the talent required to design the
more sophisticated systems wherein the mass of detail data is processed into meaningful information.
This, in turn, requires the exercise of exceptional talents in the portrayal and interpretation of meaningful
management information.
We are observing a change in the mix of skills required to function effectively in this new and challenging
ADP environment. We are witnessing more effective audit techniques and systems of checks and
balances, resulting in more efficient and timely administrative action and executive control. It appears that
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Over 80 percent of employees in U.S. companies now communicate interactively using chat or
instant messaging tools. Chatting enables two or more people who are simultaneously connected
to the Internet to hold live, interactive conversations. Chat groups are divided into channels, and
each is assigned its own topic of conversation. The first generation of chat tools was for written
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Usenet newsgroups are worldwide discussion groups posted on Internet electronic bulletin
boards on which people share information and ideas on a defined topic, such as radiology or rock
bands. Anyone can post messages on these bulletin boards for others to read. Many thousands of
groups exist that discuss almost all conceivable topics.
The L.L.Bean Web site provides on-line chat capabilities to answer visitors questions and to
help them find items for which they are looking. Another type of forum, LISTSERV, enables
discussions to be conducted through predefined groups but uses e-mail mailing list servers
instead of bulletin boards for communications. If you find a LISTSERV topic you are interested
in, you can subscribe.
From then on, through e-mail, you will receive all messages sent by other subscribers concerning
that topic. You can, in turn, send a message to your LISTSERV and it will automatically be
broadcast to the other subscribers.
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Remote Conferencing
Remote conferencingincluding teleconferencing (a conference telephone call), video
conferencing (a conference with audio and video images carried over telco circuits or the
internet), and Web conferencing (conferencing using Web browsers to hear audio; view video,
power point presentations, and whiteboards; and to share files and applicationshas exploded in
the past four years. The primary reasons for its growth are the savings in time and money, and
increased productivity by people who do not need to leave their place of work to attend a
meeting or a training session.
By mid-2004, remote conferencing had become a $3.7 billion a year industry, with two-thirds
consisting of teleconferencing and one third equally divided between video and Web
conferencing. However, Web conferencing is growing by 40 percent or more annually while
teleconferencing is growing at one-eighth that rate and video conferencing at one-fourth that rate.
A majority of the industrys revenue now comes from remote conferencing services that provide
the equipment, software, and circuits at an hourly rate or on a subscription basis, rather than from
the sale of hardware and software.
Libraries have been using teleconferencing and video conferencing for meetings and training for
more than 20 years, but the technology supporting the activities has changed dramatically in the
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Teleconferencing
Teleconferencing continues to be the most popular form of remote conferencing because it is the
least expensive. Many telephones and telephone systems have conferencing features that make it
possible to set up a teleconference by merely dialing the numbers of the participants that are to
be connected. There are also a number of teleconferencing services, including all telcos, that
provide a conference bridge (a toll-free number) into which the participants may call. Upon the
prompt, a participant, who can be an individual or a group at a speaker phone, enters a passcode
that has been provided by the chair. Depending on the number of participating sites, the cost can
be as little as $25 per hour. A typical four-way connection costs less than $100 per hour.
Teleconferencing works best for meetings among people who already know one another because
it is difficult to gauge the reactions of strangers when one cannot see their body language.
When visuals are to be shared, they have to be sent prior to the conference.
Video Conferencing
Video conferencing technology allows people at two or more sites to see and hear each other at
the same time, provided that each has video conferencing equipment. ISDN circuits, rather than
conventional voice-grade circuits are used because of the bandwidth requirements of video. If
telco circuits are used, it is a simply a matter of dialing another units phone number when two
sites are to be connected. If more sites are to be connected, additional equipment is required.
Organizations that wish to minimize capital expenditures can use a service that offers a video
conference bridge into which all of the sites dial.
In addition to person-to-person teleconferencing (two sites) and group teleconferencing (three or
more sites that can all see and hear one another), there is also one-way broadcast video
conferencing. It involves a one-way transmission to multiple sites with only audio response
available to those at the sites to which the broadcast is fed.
Little video conferencing is now done over telco circuits because the cost of using the Internet is
so much less. In fact, much video conferencing is Web-based because it adds a more userfriendly interface for controlling the adding and dropping of sites, who is on the screen, who can
be heard, what peripherals can be employed, .and when the video conference ends. However, the
use of the Web does not change the technology to that which is called "Web conferencing."
Video conference is almost always controlled by one participant called the "chair." Unless there
are more than four sites, the chair sees all of the other sites on a split screen that is often called
"Hollywood Squares." When there are more than four, no more than three are assigned to
specific sites and the fourth is "voice-activated," meaning that whoever speaks or makes a noise
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Web Conferencing
Web conferencing is relatively new. It became generally available in 1999 and caught on right
away. Growth from 2000 to 2001 was 198 percent. Its popularity is due to the fact that it offers
many of the benefits of face-to-face meetings and presentations. Not only can the participants see
and hear one another, they can also make PowerPoint presentations from their desktops,
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INFORMATIOM GRAPHICS
Information graphics or infographics are graphic visual representations of information, data or
knowledge. These graphics present complex information quickly and clearly, [1] such as in signs,
maps, journalism, technical writing, and education. With an information graphic, computer
scientists, mathematicians, and statisticians develop and communicate concepts using a single
symbol to process information.
Today information graphics surround us in the media, in published works both pedestrian and
scientific, in road signs and manuals. They illustrate information that would be unwieldy in text
form, and act as a visual shorthand for everyday concepts such as stop and go.
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Early experiments
Coxcomb chart by Florence Nightingale illustrating causes of mortality during the Crimean War
(1857)
In prehistory, early humans created the first information graphics: cave paintings and later maps.
Map-making began several millennia before writing, and the map at atalhyk dates from
around 7500 BCE. Later icons were used to keep records of cattle and stock. The Indians of
Mesoamerica used imagery to depict the journeys of past generations. Illegible on their own,
they served as a supportive element to memory and storytelling.
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Modern practitioners
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Historical Background
Commercial software and systems development began in earnest in the 1960's. At that time most
software was skeletal in nature and required extensive customization to accomplish any real
work. Computer companies were mostly hardware companies and few had any real interest in
software.Software development in these firms was a "necessary evil". Its only purpose was to
help sell "iron". Such reasoning made sense when most applications were one-of-a-kind
programs. Software could not be mass produced so programming was a difficult business to
"manage" in the traditional sense and it certainly was not very profitable.
These business practices led naturally to a certain way of selecting computers. If a new system
was to have any chance of performing as the user desired, a great deal of effort had to go into the
specification. In other words, what the system was to do and how it was to perform had to be
described in excruciating detail by the user. Since the software was going to be custom
developed - by the hardware vendor or a third party - the details of its operation had to be
documented by the purchaser. This was the specification stage. The fact that most users had
neither the time nor the experience to design good systems led quite often to disaster.
A Request for Proposals then consisted of certain bidding instructions along with a detailed
specification. Few questions were included because the vendor's traditional response to questions
was "we can do it any way you want." The fact that most users had neither the time or experience
to design good systems - which they had to do if the vendor was going to "meet their needs" - led
quite often to disaster. To the user's complaint that a new system did not do what they wanted,
the programmer's standard reply was "you didn't tell us what you wanted". This problem was
exacerbated by the division of the population into two distinct categories: computer people and
non-computer people. While little real attempt was made to reach a common understanding
between the two groups, both sides were accused of not understanding the needs or problems of
the other.
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The Results
As systems grew increasingly complex users became more frustrated and cost overruns and
missed deadlines were common place. Sophisticated systems were developed which did not meet
the expectations of users and expensive packages were frequently underutilized. Lack of
integration became a major barrier to system expansion in the 1980's. As organizations tried to
develop increasingly comprehensive systems, the techniques they had used in the struggle to
build individual components could not handle the problems associated with widespread
integration of various systems.
Disputes among individuals and units of the client organization - about how systems were to
function and whose fault it was when they failed to do so - became as commonplace as
disagreements between the client and vendor had been in the past.
The underlying problem was that computer systems were being micromanaged. Hours were
spent on designing report formats without adequate attention to whether the information on the
reports was in fact useful to the end user. Vendors guessed at what users wanted because
specifications were incomplete. Departments in the user organization guessed at what other
departments wanted because there was little communication among the various units.
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Board of Directors
Administration
Department Managers
An Integration Committee
Project Teams
Describing the roles played by each of these elements is outside the scope of this paper. Suffice it
to say these roles should be agreed upon prior to the initiation of a project. The involvement of
the Information Systems Steering Committee and the Integration Committee - a relatively new
player - are often poorly defined. This is evident by the fact that both are concerned with "tieing
the pieces together" - at the highest level of planning in the first case, and during the actual
decision making process in the second - and it is precisely these connections that cause most
users the greatest problem.
Selection Tasks
Many approaches are taken to evaluating information systems. They vary in complexity from
elaborate computerized models with Pert Charts and unending meetings of all parties to the
opposite extreme involving essentially no structured system at all. When ask why a particular
approach was used, most participants have no idea. They certainly don't indicate that an approach
was chosen because it was considered to be the best among a variety of methodologies
considered.
While organizations take great pains to decide on the best system, most spend precious little
effort determining the best approach to decision making. Deciding how to decide often removes
the user too far from the "real problem" of looking at systems.
Major surprises about what a system does or how it performs can usually be traced back to a
rushed or otherwise inadequate evaluation
Lack of attention to the process to be used prior to initiating work is not a trivial issue
considering that many user complaints are related directly to how the system was chosen rather
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When we installed the computer I thought we would be able to ... but I guess we can't.
I don't like the new system because the reports are confusing and hard to read.
I like it but you can never get on the terminals; they're always busy.
Most complaints of this nature should have been dealt with while the system was being selected.
If there are insufficient terminals or response time is poor, the RFP/Proposal/Contracting process
was probably faulty. Users who incorrectly thought a system would have certain capabilities did
not get their information from the correct source - the proposal written by the company and the
contract signed by both organizations.
With software that is essentially complete - i.e. little customization will be performed - learning
the capabilities and limitations of a system is relatively straightforward. It is time consuming if
done right but it is still possible to do. Major surprises about what a system does or how it
performs after it is installed can usually be traced back to a rushed or otherwise inadequate
evaluation.
The tasks described below are not meant to be a formula for success. They represent an example
of one way to do they job and they should be examined with the same degree of thoroughness as
any other approach. The main reason these tasks are included is to show how a logical plan can
be constructed that makes sense to users - under the right circumstances - and incorporates the
all-important aspects of user participation and responsibility that are central to quality
improvement in any of its forms.
Project Planning
A good project plan is more than a list of tasks, completion dates and assigned responsibilities.
Too often simple project schedules are drawn up by one or two people who would like the effort
to be conducted in a certain fashion (usually quick and cheap) with little regard for the real
problems they will encounter. This results in a plan that may be completely unrealistic and is
therefore abandoned or significantly modified almost every week.
Key individuals in all affected departments must understand the plan and believe it is the best
way to make the decision
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Why does a well qualified vendor sometimes decline to bid - often to the dismay of the
purchasing organization?
What value are site visits when participants often cannot even remember which system
they saw let alone many of its important features?
Why is it that procurements seem to go smoothly until proposals are received and it is
time to make a decision?
Who do complaints arise about how a decision was made after the selection is finished?
After considering these and numerous other questions the author developed a list of tasks aimed
at addressing such "process" questions. Because the environment has changed - users buy
"packages" not "development" - it was appropriate to start over in preparing a task schedule. The
tasks can be grouped into three stages as shown as shown in the Figure above.
Since understanding what was available - not writing specifications for a system - was the
primary concern, education formed the core of the new methodology. Part of the education was
structured through classes and textbooks while other elements were informal. These consisted of
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Preliminary Justification
The question of when and how to justify a computer system plagues every organization. One
cause of this difficulty is that justification is seen as a "one shot" process with a straight forward
yes or no answer. Many people simply want to know whether a computer system can be justified
and they would like to know the answer before they waste money evaluating systems.
The problem is that much of the information needed to do a thorough justification is not
available until a significant portion of the evaluation is complete. This can be seen when the
"justification question" is rephrased in a more meaningful fashion.
"Is it in the best interest of the organization to invest this amount of money on this product at this
time?"
It is obvious from such a statement that a detailed justification cannot be accomplished before
proposals are received. That's when system costs will be known. Justification at the outset of a
project should be stated differently
Team Selection
Most project teams are too large. They also suffer from a lack of structure. A core project team of
4-8 people should be adequate to conduct most evaluations. As mentioned earlier, it is important
to separate technical evaluation from management guidance and approval. If this is done
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Vendor Screening
An initial screening should be conducted quickly to eliminate vendors that are least appropriate
for the organization. Vendors that are new to the market and have limited experience would be
eliminated by organizations that prefer low risk approaches.
Vendors with a poor track record in support would not be considered by organizations that
typically rely heavily on such service. Published lists of vendors as well as experience of peers
can form the basis for initial screening.
This task should conclude with a list of vendors eliminated and the reason(s) each one was
excluded. A second list should include the names of vendors selected for evaluation along with a
brief description of each.
Materials Review
Although it is tempting to start a search by talking to vendors and seeing installed systems, this is
a mistake. Team members that are inadequately prepared waste their time as well as the time of
vendor representatives and other uses when they ask the wrong types of questions.
Reading standard material provided by a vendor before the representative comes in for a
presentation will make each meeting much more productive. Some understanding of terminology
and distinguishing features of a system prior to meeting with the vendor will add significantly to
the value of the presentation.
Sales Presentations
Vendor visits must be structured by the user. Otherwise, each one discusses different aspects of a
system and no comparison can be made. Certainly each representative should be encouraged to
point out unique features of his or her product, but the overall format should be similar. While it
is common practice to have products demonstrated - through terminal connection or PC software
- their are drawbacks to demonstrations at this stage.
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Preliminary Proposals
Even though a final configuration cannot be determined until later in the project, it is possible to
obtain pricing information on a tentative configuration. Most companies can produce a
"budgetary proposal" with a small effort and skeletal information about transaction volumes. It is
very important that the user suggest the number of terminals, printers, etc. so that all companies
will propose roughly comparable systems.
While some - particularly first time users - will find it difficult to guess at a configuration, it is
better than letting the vendor guess. The vendor is generally biased towards underconfiguring at
this stage. They do not want to look high priced so if they believe the user will need 20-30
devices, they will propose 20 - or less sometimes.
The results of this budgetary proposal should be used to determine whether or not the
preliminary justification was on track. If prices, are much higher than suggested earlier, it would
be legitimate to ask whether the original analysis was still valid.
In guessing at the initial configuration, it is better to err on the high side rather than to
underconfigure. Now one has ever gotten into trouble for saying "we have decided to spend less
money by removing some of the terminals from the original configuration". On the other hand,
how many people have ever said they made a mistake and bought too many terminals?
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Site Visits
Contrary to what many people think, the purpose of a site visit is not to learn what a system does.
Only the vendor can tell you that - preferably in writing in a contract. While the average user you
meet during a site visit has some information about the capabilities of the system, he or she may
be completely wrong in important aspects.
They know how they use the system. They may not know about capabilities it has which their
organization choose not to install - maybe even before they were hired. They do not know about
capabilities the vendor is now marketing which don't happen to be in the version they installed.
They may not know that a particular feature of the system which they like very much was
custom developed for their organization and is not available to the visitor's facility.
The main purpose of a site visit is to determine one user's reaction to the system and to see how
it operates in a roughly comparable environment. A second purpose is to discuss issues of
installation and operation which will be valuable later on. In these areas, users are the experts not
the vendors. Many of these issues will be common to all vendors so it should not be considered a
waste of time to visit an installation of a vendor that is subsequently eliminated.
Finalists Determined
Sending out Request for Proposal's (RFP) and reading the responses is a time consuming job. As
a result, the number of vendor's receiving an RFP should be strictly limited. It is difficult to do
justice to detailed proposals from more than four our five vendors. Most organizations do not
find it difficult to reduce the number of vendors to a manageable number before sending out
RFP's. If a vendor is going to be eliminated because they do not have a strong record, for
example, this can be done without the effort of proposal preparation and review.
Finalists can be chosen through a simple matrix scoring scheme using high level functionality
and vendor strength criteria. Only vendors that score highest at this level should be considered
for detailed evaluation.
Evaluation Criteria
A major flaw in many system selection projects is that no formal evaluation system is developed
until very late in the game. In particular, many organizations do not develop the criteria and
methodology for evaluation until after proposals are received. It is at this point they realize how
difficult is to make a decision where many people with different needs are involved.
Pricing should be excluded from the evaluation until a ranking based on system capability and
corporate strength has been completed.
They also realize that one system will not be judged best by all participants so a method of
compromise must be developed. This method usually involves an assignment of weights and
scores to various system features which are then totaled to come up with the final vendor
ranking.
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A hierarchical approach works best when assigning weights. This allows weights to be
changed in various components without changing them throughout the entire system.
Not all participants should evaluate all elements. Individuals were selected because of
their expertise in specific areas. They and they alone should judge the system in the areas
were they have the most experience.
Pricing should be excluded from the evaluation until a ranking based on system
capability and corporate strength has been completed. After this ranking is done and
comparable proposals have been received, it is possible to make a decision concerning
the difference in capability vs. the difference in price among all the vendors.
Mandatory requirements should be kept to a minimum for two reasons. First, a large
number of mandatory requirements will more than likely eliminate every vendor since
they only have to miss one to be disqualified - if they are indeed mandatory requirements.
Also, mandatory requirements are often dropped when the price to meet them is
determined. So, in fact, they weren't mandatory at all. They are like all other
"requirements" - desirable if they are affordable.
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On-Site Demonstrations
It is now time to bring in terminals or small systems for a live demonstration. The field has been
narrowed so adequate time can be devoted to each system. With fewer vendors, the confusion
about which system does what will be minimized. With a good background in the general
capabilities of each system, team members are in a much better position to probe more deeply
into how each system works than they would have been during initial presentations. Finally, It is
close to the time for a detailed evaluation so the knowledge gained through very recent on-site
demonstrations is more likely to be of benefit in this process.
As with all aspects of the selection, demonstrations should be structured so each vendor
addresses roughly the same topics. Because each representative will be on-site for a day or more,
it is possible to expose a significant number of people - not just the project team - to the
intricacies of each product. If certain aspects of a system are to be demonstrated at a particular
time, individuals who have knowledge in these areas should be brought in to observe.
The more exposure key individuals get before a system is installed, the less confusion there will
be during the installation.
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System Evaluation
More evaluations grind to a halt during this task than at any other point in the process. The
reason is simple. As mentioned earlier most organizations do not give adequate attention to the
evaluation criteria and methodology before attempting to perform the evaluation. As a result,
they realize at this point how difficult it will be to make a decision that is best for the
organization but that may not be considered best by one or more individuals or units. The simple
decision making approach that works for small systems that affect few people cannot be "scaled
up" to handle complex procurements.
At this critical juncture, the unprepared organization is forced to confront the issue of "exactly
how are we going to decide" for the first time. The lucky ones struggle with this problem and
finally determine how the evaluation will be done and then realize they did not collect the correct
information during previous tasks. So they go back for with a revised RFP or a second round of
questions. The unlucky ones are not able to devise a workable methodology and the process
slows to a crawl or stops altogether.
If, however, the organization worked on the evaluation process ahead of time it is only a matter
of working through the steps that were agreed to before RFP's were sent out. Very little
additional material should be needed precisely because the RFP questions were developed to
collect the information the organization felt would be useful in comparing systems.
Without this core technical content all the legal language in the world will not form the basis for
a satisfactory installation.
At the conclusion of this task, the team should have a tentative ranking of vendors along with a
list of reasons why each was ranked as it was. The ranking is a numeric score and the reasons
justify each score.
Phone Surveys
User contacts to this point have been limited to site visits - generally one per vendor. After the
detailed evaluation, the team will undoubtedly have questions remaining. Some of these can best
be answered by talking to other users. Another set of questions - relating to each vendor's recent
installation experience - can only be addressed by the newest clients. A structured survey - where
at least five recent clients of each of the top ranked vendors are called - is appropriate at this
time. Each site should be ask similar questions except for items that are vendor specific.
A third set of questions have little to do with vendor selection but are helpful in any case.
Questions about the "installation experience" in general will help the organization avoid some of
the problems faced by others. Open ended questions like "What should we watch out for?" and
"What would you do different next time?" will allow others to share their experience with your
team right before the installation is initiated.
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Cost/Benefit Analysis
If necessary, a detailed cost-benefit analysis can be performed at this time. All of the information
including exact system costs and complete descriptions of capability are available. In addition,
the experience of other users - in terms of installation and operational costs - can be factored in
to provide an accurate life cycle projection.
Justification is often difficult and may be done in steps. The aspects of justification that can be
accomplished during each phase of evaluation are shown in the accompanying Figure.
Contract Negotiations
Contract negotiations almost always take longer than anticipated. The only way to make this task
go quickly is to accept the standard contract with few changes. Significant changes must be
reviewed and agreed to by executives and lawyers from both sides. This process takes time.
A contract, however, should not be looked at strictly as the purview of attorneys. First and
foremost it must describe - in user terms - exactly what the vendor is proposing to install.
Without this core technical content all the legal language in the world will not form the basis for
a satisfactory installation.
A poorly run selection process cannot be salvaged at the last minute by bringing in a shrewed
contract negotiator. A good contract is the culmination of a sequence of well-planned evaluation
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Final Decision
Some organizations rank vendors and negotiate with the top ranked company. Others negotiate
with the top two or three. In either case, lower ranked vendors should not be ruled out until an
agreement is signed.
Board Presentation
The final presentation to the Board of Directors is straight forward at this point since the
necessary homework has been done. All questions about system capability, cost, benefits,
installation effort and impact on the organization have been addressed. A simple overview of the
process and the resulting recommendation is backed up by volumes of technical detail.
Since board members have limited understanding of many applications, their questions are more
likely to address process issues. Did you consider ...? Why did you take this particular step. Etc.
Because the process was well-structured and all parties agreed it was the best approach, there
should be little difficulty in answering questions of this nature.
Conclusion
A complex system selection process should not be initiated without careful planning. Not just
any plan will work. Before any evaluation activity is undertaken the following questions must be
considered:
Does the plan make sense in content and structure to all parties?
Is the approach in line with the modern concept of packaged software as opposed to an
earlier model based on custom programming?
Have all parties who will be relied on for significant contributions agreed to commit the
time and energy?
Has the approach worked well in our organization before? In other organizations? If not,
what assurance do we have that it will be successful here?
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Approaches to IS Responsibilities
There are three possible approaches to these IS responsibilities which will discuss
Centralised: decisions are taken at the most senior or central level.
Decentralised: decisions are taken at some level lower than the most senior; typically
by individual work units within the organisation or even by individual staff.
Core-periphery: decisions are taken at both senior and lower levels, either
separately or in an integrated manner.
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Sharing resources
A well-planned centralised system holds data used across the organisation in one place, allowing
all staff to access it. This makes it both faster and easier to undertake organisation-wide
activities. Central planning and operation also allows compatible technology and skills to be
introduced. Exchange of hardware, software and staff between organisational systems and units
therefore becomes much easier.
Avoidance of duplication
One main intention of centralised approaches is to have a single version of any particular
information system for the whole organisation, and to store any item of data once and only once.
As a result, there is no wasted effort, no wasted storage capacity, and no inconsistency of data.
problems
of
inadequate
security,
maintenance
and
allowing technology purchases and system developments that are not organizational priorities
to be blocked.
Achievement of scale economies
Centralised approaches allow most activities to be undertaken more cheaply per unit. Items
purchased externally computers, software packages, consumables, staff training, etc. can be
decided upon once and then bought in greater bulk. Activities undertaken internally from
system development to implementation and maintenance, and management of all these processes
cover a greater number of staff.
Constraints to centralised approaches
However, centralised approaches are beset by problems, some of which are outlined in this and
the following section. First, there are constraints: most public sector organisations encounter
considerable barriers if they attempt to develop a centralized approach to information systems, as
described below.
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