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    MIS supports decision making at different organizational levels and with varying degrees of structure. At the operational level, transaction processing systems handle structured, day-to-day tasks. The tactical layer utilizes management reporting systems to monitor performance and allocate resources using semi-structured decisions. Finally, executive support systems aid strategic decision making, which tends to be unstructured, through scenario building and alternative path mapping. Developing effective information systems requires overcoming challenges through collaborative requirements analysis, design, implementation, and maintenance following an iterative systems development life cycle approach.

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    MIS supports decision making at different organizational levels and with varying degrees of structure. At the operational level, transaction processing systems handle structured, day-to-day tasks. The tactical layer utilizes management reporting systems to monitor performance and allocate resources using semi-structured decisions. Finally, executive support systems aid strategic decision making, which tends to be unstructured, through scenario building and alternative path mapping. Developing effective information systems requires overcoming challenges through collaborative requirements analysis, design, implementation, and maintenance following an iterative systems development life cycle approach.

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    MIS ARCHITECT

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    MIS supports decision making at different organizational levels and with varying degrees of structure. At the operational level, transaction processing systems handle structured, day-to-day tasks. The tactical layer utilizes management reporting systems to monitor performance and allocate resources using semi-structured decisions. Finally, executive support systems aid strategic decision making, which tends to be unstructured, through scenario building and alternative path mapping. Developing effective information systems requires overcoming challenges through collaborative requirements analysis, design, implementation, and maintenance following an iterative systems development life cycle approach.

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    © All Rights Reserved
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    8 views20 pages

    Class

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    rahevarjaypalsinh2611
    MIS supports decision making at different organizational levels and with varying degrees of structure. At the operational level, transaction processing systems handle structured, day-to-day tasks. The tactical layer utilizes management reporting systems to monitor performance and allocate resources using semi-structured decisions. Finally, executive support systems aid strategic decision making, which tends to be unstructured, through scenario building and alternative path mapping. Developing effective information systems requires overcoming challenges through collaborative requirements analysis, design, implementation, and maintenance following an iterative systems development life cycle approach.

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    of 20

    MIS CATEGORIES Session-15

    1
    MIS SUPPORTS DECISION MAKING PROCESS

    Decisions Taken

    Strategic Unstructured

    Tactical Semi-structured

    Structured
    Operational
    DECISION STYLES – MIS BASED VIEWS
    MIS HAS COMPONENTS ACROSS LAYERS OF ORGANIZATION
    TPS AND ROLES AND RESPONSIBILITIES
    OF OPERATIONAL LAYER
    Roles: This layer consists of employees who execute day-to-
    day tasks, such as technicians, support staff, and frontline
    workers.
    Responsibilities: Their primary responsibilities involve
    carrying out specific tasks, following procedures, and
    ensuring daily operations run smoothly. They may also be
    responsible for reporting progress, issues, and other
    relevant information to their supervisors or managers.
    TPS LAYER OF MIS
    What it should look for?
    • Transaction Processing System (TPS) needs-
    • Transaction Owner
    • Service Provider
    • Transaction Processor (Rules/Logics)
    • Transaction Monitor (Databases and Events)
    • Transaction Logs
    • Transaction Sessions (Cycles)
    MRS AND TACTICAL LAYER
    Roles: This layer includes middle management, team leaders,
    and supervisors who oversee the operational staff.
    Responsibilities: Tactical roles involve planning, organising,
    and coordinating the activities of the operational layer to
    meet short-term and medium-term goals. They are
    responsible for allocating resources, monitoring performance,
    problem-solving, and ensuring the operational layer meets
    its targets. They also link the strategic and operational
    layers, communicating goals, priorities, and feedback
    between the two.
    MANAGEMENT REPORTING SYSTEM
    Does not look into details of Transactions
    What is a Report?
    Aims at serving Middle Management •Data / Information arranged
    in a sequence or
    Mostly looks at the Routine Reports received in a manner that
    would provide inputs for
     Example: Trial Balance/Raw material utilization product wise/ employee decisions
    attendance reports
     Stock holding costs product wise

    Preparation of Information Matrix


    Categories of Reports:
     Detailed Reports (Journal/ Day Book)
     Historical (Party wise account for last 15 days)
     Summary( Summary of payments made as on date party wise, Trial
    Balance) MIS;CHAPTER-9,PRM-43
     Exception ( Outstanding advances employee wise)
     Prediction/Projections( project a balance sheet, P& L Account)
    STRATEGIC LAYER AND ESS
    Roles: The strategic layer consists of top-level
    management, such as CEOs, board members, and
    executive directors, who are responsible for setting the
    organisation’s overall direction and long-term objectives.
    Responsibilities: The primary responsibilities of the
    strategic layer involve defining the organisation’s vision,
    mission, and goals, developing long-term strategies and
    policies, and making high-level decisions that shape the
    organization's future. This layer also monitors the
    organisation’s overall performance, evaluates the
    effectiveness of strategies, and makes adjustments as
    needed to ensure long-term success.
    ESS: SMART PRINCIPLES
    ❑ Synergetic. Must be ergonomically and visually compelling for a user to synergise
    information about different aspects within a single screen view.
    ❑ Monitor KPIs. Must display critical KPIs required for effective decision-making for
    the domain to which a dashboard caters.
    ❑ Accurate. Information being presented must be accurate to gain user confidence in
    the dashboard. The supporting dashboard data must have been well-tested and
    validated.
    ❑ Responsive. Must respond to predefined thresholds by creating user alerts in
    addition to the visual presentation on the dashboard (e.g., sound alarms, e-mails,
    pagers, blinkers) to draw immediate user attention to critical matters.
    ❑ Timely. Must display the most current information possible for effective decision-
    making. The information must be real-time and right-time.
    10
    ESS LAYER OF MIS
    Traditionally, ESS supports strategic layer and thus
    unstructured decisions
     It receives inputs from the tactical layer
     It desires external interfaces
     It supports business solutions through
     Scenario Building
     Alternate paths mapping

    ESS has the following properties


     User Interfaces Component
     Database
     Menu-driven dashboard
     Model
    CHALLENGES IN DEVELOPING IS
    User-Led ISD
    IT centre-Led ISD

    High: High: IT Domain


    Business Collaborative Knowledge
    Logics
    ISD

    Involvement
    Involvement
    of
    of
    Users
    IT- Centre

    Low: Business Low: IT Domain


    Logics Knowledge

    Undesirable Ideal Undesirable


    CHALLENGES IN DEVELOPING IS
    ONE POSSIBLE ANSWER: PURSUE SDLC
    Tools: Use Systems Thinking approach;
    Systems Requirement Events analyses; MCS of OMNIS model;
    Determination #1 Context Diagrams; Estimates of projects
    (Time, efforts, cost…)

    Systems
    Analysis #2

    Systems
    Design #3

    Systems
    Implementation #4

    Systems
    Maintenance #5
    CONTEXT DIAGRAM
    ONE POSSIBLE ANSWER: PURSUE SDLC
    Tools: Use Systems Thinking approach;
    Systems Requirement Events analyses; MCS of OMNIS model;
    Determination #1 Context Diagrams; Estimates of projects
    (Time, efforts, cost…)
    Tools: Functional Systems of OMNIS
    Systems model – Processes (Rules/Logics),
    Analysis #2 Events…Transactions.., Process Flow
    Diagrams…
    Systems
    Design #3

    Systems
    Implementation #4

    Systems
    Maintenance #5

    CHAPTER-7,MIS-PRM43
    PROCESS FLOW DIAGRAM
    ONE POSSIBLE ANSWER: PURSUE SDLC
    Tools: Use Systems Thinking approach;
    Systems Requirement Events analyses; MCS of OMNIS model;
    Determination #1 Context Diagrams; Estimates of projects
    (Time, efforts, cost…)
    Tools: Functional Systems of OMNIS
    Systems model – Processes (Rules/Logics),
    Analysis #2 Events…Transactions.., Process Flow
    Diagrams…
    Systems Tools: E-R Diagrams (one of the tools which is
    Design #3 included in this course- there are others..);
    Information Matrices; Data and Process
    Matrices…
    Systems Tools: User involvement through quality
    Implementation #4 systems mapping; Tests- Unit, White Box, Black
    Box, Integration, Validations, Performance tests
    – Alpha, Beta; Installation Tests……
    Systems
    Maintenance #5
    SDLC- THE LIMITATIONS
    Traditional SDLC methodology for current IT Projects are not
    always appropriate:
    Many systems projects fail to meet objectives
     Difficulty in estimating costs
     Each project is often so unique that previous experience may not provide
    the necessary skills
     Objectives may be too broad or too narrow
     Opportunity may not be appropriately leveraged.
     There may not be enough time to comply each step of the SDLC
    ORGANIZATIONAL LEVEL (CONT.)

    1. Enterprise: It manages HRMS details.


    2. Below enterprise, we have ledgers. Ledgers hold accounting codes, charts of accounts, and
    Currency. If you are operating with different currencies then multiple ledges are required.
    Asset, Liability, equity, expense and revenue
    3. Legal organisation: it is the next layer. The country and its law are included in the legal
    organisation.
    4. Business organization: this is the level at which you communicate with your suppliers,
    customers, and other organizations. It is also known as the balance sheet level.
    5. Final level is inventory management level. All business functions take place at inventory
    organization level.

    20

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