Spring 2012

Master of Computer Application (MCA) Semester IV MC0076 Management Information Systems 4 Credits (Book ID: B0901)
Assignment Set 1 (60 Marks)

Each question carries six marks 10 x 6 = 60. 1. What do you understand by Information processes data? 2. How do you retrieve information from manual system? . 3. What are the challenges of information management? 4. Explain the different components of MIS. 5. Mention different characteristics of MRS. 6. List down the Potential External Opportunities, potential internal Weaknesses. 7. What are the technology evaluation factors that need to be considered during ERP selection. 8. What are the common business exposures and risk of using internet by organization. 9. Explain with relevant example the concept of business process. Also mention their elements. 10. Explain the link between MIS and BPR.

Spring 2012 Master of Computer Application (MCA) Semester IV MC0076 Management Information Systems (Book ID: B0901) Assignment Set 1 1. What do you understand by Information processes data? Ans. Data are generally considered to be raw facts that have undefined uses and application; information is considered to be processed data that influences choices, that is, data that have somehow been formatted, filtered, and summarized; and knowledge is considered to be an understanding derived from information distinctions among data, information, and knowledge may be derived from scientific terminology. The researcher collects data to test hypotheses; thus, data refer to unprocessed and unanalysed numbers. When the data are analysed, scientists talk about the information contained in the data and the knowledge acquired from their analyses. The confusion often extends to the information systems context, and the three terms maybe used interchangeably. 2. How do you retrieve information from manual system? . Ans. Retrieving desired data from manual systems can be time consuming and expensive executives spend approximately six weeks a year on average looking for misplaced material. Secretaries may spend as much as 30 percent of their time looking for paper documents and approximately 20 percent of that time searching for misfiled items. Because paper files require large amounts of space, managers may store the data on a different floor or even in a different building. The labour costs of retrieving even small amounts of information exceed those for retrieving information electronically unless the organization can create small and compact storage for its paper records. 3. What are the challenges of information management? Ans. In identifying their information management requirements, individuals face four major challenges in addition to securing the most appropriate information. First, they must deal with large quantities of information that may create overload. Second, they may face insufficient or conflicting information. Third, they must find ways to enhance their personal productivity.

Fourth, they must acquire and maintain the technical skills needed for effective personal information management. 4. Explain the different components of MIS. Ans. COMPONENT Hardware DESCRIPTION Multiple computer systems: mainframes, minicomputers, personal computers Computer system components are: central processor(s), memory hierarchy, input and output devices Communications: local area networks, metropolitan area networks, and wide area networks

Software Database Personnel Procedures

Systems software and applications software Organized collections of data used by applications software Professional cadre of computer specialists; end users in certain aspects of their work Specifications for the use and operation of computerized information systems collected in user manuals, operator manuals, and similar documents

5:-Mention different characteristics of MRS. Ans. Characteristics of MRS 1) MRS are usually designed by MIS professionals, rather than end users, over an extensive period time, with the use of life-cycle oriented development methodologies (as opposed to first building a simpler prototype system and then refining it in response to user experience). Great care is exercised in developing such systems because MRS is large and complex in terms of the number of system interfaces with various users and databases. 2) MRS is built for situations in which information requirements are reasonably well known and are expected to remain relatively stable. Modification of such systems, like their development, is a rather elaborate process. This limits the informational flexibility of MRS but ensures a stable informational environment. 3) MRS does not directly support the decision-making process as a search for alternative solutions to problems. Naturally, information gained through MRS is used in the manager's decision-making

process. Well-structured decision rules, such as economic order quantities for ordering inventory or accounting formulas for computing various forms of return on equity, are built into the MRS itself. 4) MRS is oriented towards reporting on the past and the present, rather than projecting the future. 5) MRS generally has limited analytical capabilities-they are not built around elaborate models, but rather rely on summarization and extraction from the database according to given criteria. Based on simple processing of the data summaries and extracts, report information is obtained and printed (or, if of limited size, displayed as a screen) in a prespecified format. 6) MRS generally report on internal company operations rather than spanning the company's boundaries by reporting external information. 5. List down the Potential External Opportunities, potential internal Weaknesses. Ans. Potential External Opportunities Serve additional customer groups Enter new markets or segments Expand product line to meet broader range of customer needs Diversify into related products Vertical integration Falling trade barriers in attractive foreign markets Complacency among rival firms Faster market growth Potential Internal Weaknesses No clear strategic direction Obsolete facilities Lack of managerial depth and talent Missing key skills or competence Poor track record in implementing strategy Plagued with internal operating problems Falling behind in R&D

 Too narrow a product line Weak market image Weaker distribution network Below-average marketing skills Unable to finance needed changes in strategy Higher overall unit costs relative to key competitors 6. What are the technology evaluation factors that need to be considered during ERP selection. Ans. Technology Evaluation Factor

1) Client server architecture and its implementation-two tier or three tier. 2) Object orientation in development and methodology. 3) Handling of server and client based data and application logic. 4) Application and use of standards in all the phases of development and in the product. 5) Front end tools and back end data based management system tools for the data, process presentation management. 6) Interface mechanism: Data transfer, real time access, OLE/ODBC compliance. 7) Use of case tool, screen generators, report writers, screen painter and batch processor. 8) Support system technologies like bar coding, EDI, imaging, communication, network. 9) Down loading to PC based packages, MS-Office, lotus notes, etc. 10) Operating system and its level of usage in the system. 11) Hardware-software configuration management. 7. What are the common business exposures and risk of using internet by organization. Ans. The common business exposures and risk of using internet by organization are Business Exposure Erroneous record keeping Some of the Possible Causes Incomplete or inaccurate processing of transactions

Unacceptable accounting Business interruption Erroneous management decisions Fraud or embezzlement Statutory sanctions Excessive costs Loss or destruction of resources Loss of competitive advantage

Improper interpretation or Willful disregard for accounting practices Many factors including irreparable damage to organizational databases Misleading information or failing to acquire necessary information Deliberate communication of wrong information Violation of laws or reporting regulations Failure to acquire approvals for high-value expenditures Lack of adequate safeguards over organizational resources Many factors including use of poor IS/IT to satisfy customer requirements

8. Explain with relevant example the concept of business process. Also mention their elements. Ans. The business process is defined as 'a set of activities performed across the organisation creating an output of value to the customer'. Every process has a customer who may be internal or external to the organisation. The scope of the process runs across the departments and functions and ends up in substantial value addition which can be measured against the value expectation of a customer. For example, the order processing scope in the traditional sense is within the marketing department. But when it comes to re-engineering, the scope expands to manufacturing, storing, delivering and recovering the money. Likewise, the scope of the bill payment is not limited to the accounts and finance departments but it covers ordering the vendors, receipt and acceptance or goods and paying the bill amount. Basic elements of business process are: Motivation to perform Data gathering, processing and storing Information processing Checking, validating and control Decision making Communication 10. Explain the link between MIS and BPR. Ans. Any exercise towards building design of the management information system will be preceded by an exercise of business process re-engineering. Building the MIS is a long-term project. It is,

therefore, essential to have a relook at the organisation where the mission and goals of the organisation are likely to be replaced. The business itself would undergo a qualitative change in terms of the business focus, work culture and style and the value system. This would change the platform of business calling for a different MIS. The MIS will concentrate more on the performance parameter evaluation which is different in the reengineered organisation. The data capture, processing, analysis and reporting would be process central and performance efficiency would be evaluated in relation to the value generated by the processes. The decision support systems will be integrated in the business process itself, where triggers are used to move the process. The triggers could be business rules and stored procedures, enabling the process to become automotive in its execution. The MIS in the re-engineered organisation would be more of a performance monitoring tool to start with and then a control for the performance. The traditional MIS is function-centered like finance, production, material, etc. The Management Information System in a re-engineered organisation would be process centred, evaluating customer satisfaction, expectations and perceptions. The role of Management Information System will be raised to a level where the following activities would be viewed for the management action: Control of process cycle time Work group efficiency Customer satisfaction index Process efficiency and effectiveness Effectiveness of the Management in enterprise management and not in enterprise resource The strength of the organisation in terms of knowledge, learning and strategic effectiveness The traditional role of the MIS as a decision supporter will continue, however.

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