Assignment 7(MIS2)

oogle is a highly successful Internet business. Recently they have broadened their scope with a multitude of new tools. Research Google’s business model and answer the following questions below. You may add additional information not included in these questions.

Questions :
Explain Google’s business model.
1. Who are their competitors?
2. How have they used information technology to their advantage?
3. How competitive are they in the market?
4. What new services do they offer?
5. What makes them so unique?

The challenge, and how Google AdWords fits in

Acquiring business and recognition in a highly competitive market was the key initial challenge that PurelyGadgets faced. Initially PurelyGadgets toyed with the idea of taking a hands-off approach to their advertising, by hiring a company who would take care of it for them. This approach wasn’t successful however, as Lim explains. “We believed that we could do this better [than an outside company] because we know our products and services.” Instead, PurelyGadgets turned to Google AdWords to assist them in creating an online presence. “I actually learned about online advertising from Google,” admits Lim. “We find Google very easy to use. The main reason is that we can control the budget so easily. We were a very new start-up company then and we were very concerned with costs and Google let us see…results within twenty-four hours.”
Advancing with AdWords

Having begun trading from home in 2004, as a company of four to five employees, PurelyGadgets now employs over 40 people in their London based offices. “We grew about 700% over the past two years,” declares Lim. “Without using Google we would not grow this fast.”

Expanding further on this point, Lim says “Google initially put us on a par with other big brands…I think Google is a trusted brand…the demographic feels more confident buying from us…because they see us from Google…If you’re looking at increasing market share, branding…and also customer acquisition… Google is a much better choice because it has a much bigger audience.”
Google tools

Given the competitiveness of the market in which PurelyGadgets operates it is necessary for them to be both extremely dynamic and make full use of all AdWords features available to them. This is something which they do to excellent effect, as Lim explains. “We eliminate a lot of unqualified leads with negative keywords…Although it’s a very simple functionality, I find negative keywords extremely useful.”

“We use Google Analytics which is fabulous,” he further comments. “AdWords Editor is very good as well…we change our prices every day…only Google allow us to have that sort of flexibility.”
Future Plans

Not content with entering into new territories from a retail perspective, PurelyGadgets intend to do so geographically as well. At present due to a lack of viable payment platforms, PurelyGadgets restrict their activities to the UK market. However, Lim is enthusiastic and optimistic about the imminent launch of the Google payment platform, Google Checkout. “I think that once the Google Checkout has been launched [we will] have a payment platform all across the world. I think that will open up our market totally’.

Speaking of future plans to continue growing with Google AdWords, Lim states “It feels like you do have somebody working for you in Google…I can’t find anything better.”




Google's Unique Advantage:

The fact can't be denied. Google have achieved a massive success and almost every developer wants to work for. Google is best known for search and for ads associated with search, that was obvious. This is in essence Google’s one true product. It is the one feature Google developed for the outside world. When Google developed search it was no different from a small company. It is what Google has done since then that makes Google different. Google doesn’t answer to any external power. They don’t have anyone they have to deliver a product to. There is no contract with a deadline. Due to not having any external dependencies, Google can continuously iterate over a product until it reaches a state of near perfection. It can stay in internal testing as long as Google wants and no one is going to care. See Gmail, Google Maps, etc. This then allows Google to use the perfect form of the agile process. Continuous iterations and testing and development, continues improvement. Then as Google sees fit, release the products. As they get better and better, more people use them and more money from ads come in. And that's undeniably beautiful! Another thing is that Google hit on the formula for ads before anyone else. They now have such a commanding lead in that arena that to compete with them you need deep pockets of money of your own. That makes it difficult to launch a company and follow Google’s lead of avoiding external dependencies and having the near perfect product development process. Google does have external contracts, especially for serving up ads on other sites. But notice that Google’s contracts are different from most companies’ contracts. Google isn’t developing a product for these companies. All they are doing is giving them an existing product that Google has already completed and released. Development on that product might still be happening, but it happens within Google, not within the realms of the contract. Google is still free to develop how ever they want (Mark Mzyk | March 17, 2008). And i agree to this point that Google has its unique advantage.



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GOOGLE APPS
Reference:
https://www.google.com/intl/en_uk/adwords/select/success/purelygadgets.htmlhttp://www.programmersparadox.com/2008/03/17/googles-unique-advantage/
http://www.atlassian.com/software/crowd/images/features/google_apps_diagram.png

Assignment 9(MIS2)

The pace of change seems to increase relentlessly, especially changes involving information technology. Using your crystal ball, identify and discuss three changes likely to have substantial impact on your school services in the next three years. (1500 words)

It's hard to believe in advances that are poised to change the world when everyone's just trying to survive. But these tireless innovators are developing technologies that are making the future worth looking forward to again. After the Internet bubble burst, people stopped thinking about the transforming powers of technology. And technology companies were forced to stop crowing about how they were set to change the world. Instead, they ate crow -- and concentrated on staying alive.But technology didn't stop evolving and maturing, no matter what the Nasdaq did. Imaginative researchers and engineers, by their nature, aren't very good at throttling back to a conservative idle. Day by day, we see new technologies springing up, taking shape and literally transforming our entire world. Discoveries are made on a daily basis in all areas of Technology. Our passion is to share these new developments with you. Technology is such an integral part of our lives these days that it is not only much of the time taken for granted, but often it seems we can't even keep up with the latest advances and developments. We regularly feature stories on the latest technologies, and we do so with the viewpont that a single breakthrough in some area of technology may have an impact on our lives in a totally different dimension.Because technology is becoming more 'inter-twined', one area often affects another. On our site, we try to give you a glimpse of how various technologies are developing and impacting our lives


Assuming that I have my my own crystal ball, I assume that three (3) years from now the University would likely develop and will have so much changes involving information technology. therefore, it would give more impact to the school services offered by the University.
[img]http://www.buzzle.com/img/articleImages/275188-968-10.jpg[/img]
[b] Wireless fidelity (WI-Fi)[/b]
- A communication technology that uses the 'Direct-sequence spread spectrum radio technology' and the 'Orthogonal Frequency Division Multiplexing radio technology', Wi-Fi is the trademark used by a trade group known as Wi-fi Alliance. The essence of the Wi-Fi technology is that, it acts as a bridge between wireless devices that operate on different technologies. So what does Wi-Fi stand for? The term Wi-Fi is used for wireless fidelity. Although the word, Wi-Fi is used as a substitute for 'wireless LAN', every single LAN (Local Area Network) is not necessarily certified by the Wi-Fi Alliance.
How Does Wi-Fi Work
Radio waves are used for the working of Wi-Fi technology. The wireless adapter of the computer and the wireless router play an important role in its working. The adapter receives data from the computer in digital form. This data, after its conversion in radio waves is sent to the router by means of an antenna. The router decodes the signal and sends it to the Internet. The process is reversed when information is sent from the Internet to a computer.

The difference between the radio waves sent by Wi-Fi and those sent by walkie-talkies and cell phones is that Wi-Fi uses high frequency waves of 2.4 GHz or 5 GHz. The Wi-Fi technology operates on the platform of IEEE 802.11 networking standards. Implemented by the IEEE LAN/MAN Standard Committee, the 802.11 networking standards have different forms such as 802.11a, 802.11b, 802.11g and 802.11n.
[b] Library Integrated Systems [/b]
- An integrated library system (ILS), also known as a library management system (LMS),[1][2] is an enterprise resource planning system for a library, used to track items owned, orders made, bills paid, and patrons who have borrowed.
An ILS usually comprises a relational database, software to interact with that database, and two graphical user interfaces (one for patrons, one for staff). Most ILSes separate software functions into discrete programs called modules, each of them integrated with a unified interface. Examples of modules might include:
- acquisitions (ordering, receiving, and invoicing materials)
- cataloging (classifying and indexing materials)
- circulation (lending materials to patrons and receiving them back)
- serials (tracking magazine and newspaper holdings)
- the OPAC (public interface for users)
[b] Online Examination Systems and internet based online examination .[/b]
- The first step in stream-lining the examination system is to computerise everything. The examinations are defined as computer files (ideally in some standardised format). The examinations are taken by the students with each student on one computer. The answers entered by the student are then retained on the computer, later processed by computer, and finally distributed by computer.
[b] RFID (New Student’s ID)[/b]

- RFID or Radio Frequency Identification is currently being used around the world. Philippines tried to implement a system with Radio Frequency Identification as their tool but unfortunately it’s implementation is being suspended (As Far As I know ) because some motorist in our country are complaining on the extra cost of installing a RFID on their vehicle and some people are concerned of privacy issues. RFID works like an identification card where every RFID is distinct and unique from each other. A gadget is pointed towards the RFID sticker and then data would be retrieved from the said RFID stickers. This is a big help to the authorities as they can know the driver of the vehicle even though they are far away from the field.

So how does this technology be useful to our school? It is simple. Give RFID cards to students instead of the normal plastic cards. This may sound useless but think of the relief that it could give to the authorities of the school. The security of the school would be improved if this technology would be utilized by the university. How could I say that the security may improve? Imagine a gadget similar to a close circuit television camera that could read RFID would be installed on the gate for example and a live feed of the entrance of the gate is being displayed on the guards monitor. If you have an RFID card clipped on your uniform, a mark would be put onto you by the system saying that you are a student of the university and people without marks could be easily identified as outsiders. Breach of security on the university would be minimized. Another possible use of this technology is could be a database of information for a specific student. Flashing your card to a gadget would easily retrieve your unique information and perform processes that a system may provide. For example, instead of lining up on the student’s account section of the finance division and asking how much your balance is but instead you may just flash your card on the gadget and after that a slip would be printed with all your liabilities to the school. This process could really hasten the process as you don’t have to wait for the personnel to check, compute and write your liabilities. (This could take up time especially if there is a long queue).

I foresee that processes around the school would be hastened with the help of RFID. It may replace all Identification Card being used inside the school such as our school identification card, library card, scholarship card and other cards that are being used inside the university. RFID cards are useful because it could serve as your walking database of school information.


my blog:

Reference:
http://bigdatamatters.com/bigdatamatters/2009/10/need-for-infrastructure-change.html
http://www.new-technology-world.com/newtechnology/2co-subscribe-1.htm?gclid=CN-bnsvcwKACFcFR6wodXDSX7g
http://www.1729.com/blog/InternetBasedExamSystem.html

Assignment 8 (MIS2)

Fast forward ..., you were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting.

Develop a list of questions you would ask the officers of the company and give an explanation and justification for each question. (1000 words).

Strategic Information Systems Planning

Strategic information systems planning (SISP) has been defined as the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business plans and realizing its business goals. SISP is an important activity for helping information executives and top management identify strategic applications and align IT with business needs. Previous researchers and practitioner observers have identified measures of successful SISP and have recommended many prescriptions for achieving success.

In this research, the SISP experiences of 105 planners contribute a new perspective on these prescriptions and the success of SISP. Planners extensively follow the prescriptions that promote the efficient management of the SISP study. Although they also extensively follow those prescriptions that lead to their own greater satisfaction, they do not so rigorously follow those that meet SISP objectives. However, the fit between information technology capabilities and the needs of the organization is important to them. Furthermore, plan implementation remains critical to meeting SISP objectives.

Combined, these generalizations suggest the central contribution of this research-planner's paradox: The planner must complete the SISP study rapidly to facilitate its implementation but in doing so risks compromising its fit to the organization and therefore reduces its chances of implementation. The planner must thus plan rapidly enough to produce the plan quickly but carefully enough to produce a relevant one.


Ten Reasons Why You Need a Strong Business Plan

A business plan is the cornerstone of starting a business as well as a significant tool for monitoring the progress and growth of your company. Below are 10 key reasons why you should have a business plan.

1. To Attract Investors. Before investors can decide whether or not to back your business financially, they will need to know as much as possible about how the business will operate and how their investment will be spent.
2. To See If Your Business Ideas Will Work. By writing a business plan and outlining each aspect of your business, you can determine if your idea is actually viable.

3. To Outline Each Area of the Business. A business plan will provide an overview of all aspects of the business. You will be able to detail the who, what, where, when, and why of your day-to-day business operations, costs, and projected profitability.

4. To Set Up Milestones. By forecasting where your business will be in six months, one year, or five years, you are not only letting potential investors know your plans, but also setting up realistic milestones for yourself and your employees.

5. To Learn About the Market. Researching, analyzing, and writing about the market not only provides you with an overview for the business plan, but gives you greater insight into the overall market.

6. To Secure Additional Funding or Loans. Your business plan can demonstrate that you have met goals and illustrate the company’s growth and need for additional funding.

7. To Determine Your Financial Needs. The process of writing your business plan will force you to analyze your financial picture.

8. To Attract Top-Level People. Your business plan will give talented people an overview of your business.

9. To Monitor Your Business. A business plan should serve as an ongoing business tool that you can use to monitor your progress.

10. To Devise Contingency Plans. While business plans often include some contingency plans, by virtue of having the document available, you can see how and where you can make such changes relatively quickly if, and when, necessary.


Here are the following questions that I may discuss in the said meeting:
What is the company’s business plan?

The Strategic information systems plan must be inline or linked to the company’s business plan. Because the strategic information systems plan that will be developed will support the organization’s overall business plan.
― What is the scope and limitation of the Strategic Information Systems plan?
It is important to know the scope and limitation of the strategic information systems plan that I will develop so that I will not go overboard beyond the company’s needs. And it can also help prevent miss understanding between me and the company.

Does your organization ready for Strategic Planning?

-Planning for information systems, as for any other system, begins with the identification of
needs. In order to be effective, development of any type of computer-based system should be a
response to need--whether at the transaction processing level or at the more complex information and
support systems levels. The plan must be specific enough to enable understanding of each application and to know where it stands in the order of development. Also the plan should be flexible so that priorities can be
adjusted if necessary.
What are the company’s objectives and goals?

-This question is mostly asked by many interviewers, knowing that every company should possess an ideal success to the business. In making a business proper, the company should provide an objective and goal, because these two main words denote the achievement and success of the business. It would help give a direction and organize strategy to the business.

Is the company willing to provide risk involving budget?
-To know if in what way the company use money for implementing project.This would identify if the company is worthy in hiring to develop their Strategic
information system plan .Having a good budget SISP would be more success.

References:

http://www.jmis-web.org/articles/v13_n1_p35/index.html
http://www.allbusiness.com/business-planning-structures/business-plans/1716-1.htm

Assignment 1(MIS2)

Think about yourself worthy to be called as IT professional, how you see yourself 10 years from now, what are your strategies to get there? At least 3000 words.

Its is very important to set our goals in order to achieve what we want in the future. We can't deny the fact that each of us can encounter trials but it is part of our life to face this kind of a thing. Ten years from now for my own view as a student of Bachelor of Science in Information Technology my future job of course is related of this course either i will be a successful one or not, the position i want is Being an IT consultant. It is not easy to work as a career person but i know if a person has a determination to his/her work he/she can manage it and become a sucessful one. Why 10 years from now i want to be IT consultant? It is because an IT consultant works in partnership with clients, advising them how to use information technology in order to meet their business objectives or overcome problems. Consultants work to improve the structure and efficiency and of an organization's IT systems.

IT consultants may be involved in a variety of activities, including marketing, project management, client relationship management and systems development.

They may also be responsible for user training and feedback. In many companies, these tasks will be carried out by an IT project team. IT consultants are increasingly involved in sales and business development, as well as technical duties.
Typical work activities

Task typically involve:

* meeting with clients to determine requirements;
* working with clients to define the scope of a project;
* planning timescales and the resources needed;
* clarifying a client's system specifications, understanding their work practices and the nature of their business;
* travelling to customer sites;
* liaising with staff at all levels of a client organisation;
* defining software, hardware and network requirements;
* analysing IT requirements within companies and giving independent and objective advice on the use of IT;
* developing agreed solutions and implementing new systems;
* presenting solutions in written or oral reports;
* helping clients with change-management activities;
* project managing the design and implementation of preferred solutions;
* purchasing systems where appropriate;
* designing, testing, installing and monitoring new systems;
* preparing documentation and presenting progress reports to customers;
* organising training for users and other consultants;
* being involved in sales and support and, where appropriate, maintaining contact with client organisations;
* identifying potential clients and building and maintaining contacts.

What is An IT profession?
it is refer to a disciplined group of individuals who adhere to high ethical standards and are accepted by the public as possessing special knowledge and skills in a widely recognised, organized body of learning derived from specialized education and training. Inherent in this definition is the idea that the responsibility for the welfare, health and safety of the community takes precedence over personal considerations.

There are strategic planning that can give us an idea to have a good output.It is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ), PEST analysis (Political, Economic, Social, and Technological), STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors).

In today's highly competitive business environment, budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The firm must engage in strategic planning that clearly defines objectives and assesses both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track.

Strategic planning is the PROCESS by which the GUIDING MEMBERS of an organization ENVISION its future and develop the necessary PROCEDURES AND OPERATIONS to achieve that future.
The planning process can be viewed as a somewhat circular flow of topics and action steps, where the results from one step initiate study and action in the next step. However, the process does not necessarily always flow in one direction. Issues that arise in a particular step may cause the planning team to go back to an earlier step to do additional work. If desired, the order of the steps can even be altered to suit the particular needs of the planning team. The implementation step also does not end the planning process. Analysis of results could easily result in additional analysis or a change in strategic direction. Also, it is recommended that the plan be reviewed on an annual basis to verify that all the base assumptions are still valid and that the implementation plan is progressing according to expectations.
Steps of the Strategic Planning Process:
 Role of the Planning Consultant
- Initiating a strategic planning process can be very scary with many new activities that can trigger internal cultural and political hot spots. It is for this reason that many companies hire a planning consultant to lead the organization through the process, not only the first time, but in succeeding annual reviews. The role the consultant plays can range from being an outside expert on planning to being actively involved with the planning results. The critical point is that the role be clearly defined up-front so as not to cause any organizational confusion during the planning period. If necessary, the role can shift as different needs arise during the planning process. Ideally, the outside consultant can team with someone inside the organization to guide the planning team through the process together. The possible roles of the Planning Consultant are:
1. Trainer - Explain the process.
2. Facilitator - Provide assistance in moving through difficult phases.
3. Coach - Provide active direction throughout the process.
4. Strategist - Actively help set strategy.
5. Advocate - Actively pursue certain ideas.
6. Stakeholder - vested interest in results.
 Planning to Plan
- emember that the process of development is much important than the final product, which is just a plan on paper.
Planning to plan includes the work that must be accomplished before the formal start of the strategic planning process.
Determine whether the organisation is ready for strategic planning. Key people in the organisation should be aware that:
• Planning needs expenditure and resources;
• Strategic planning is planning for change.
Typical questions to ask before starting a strategic plan include:
• How much commitment is there to a planning process?
• Who should be involved?
• How can we involve stakeholders who are not participating now?
• How does the planning process fit into the financial year and other organisational planning?
• How long will planning take?
• What information do we need to plan successfully?
• Who will collect and develop the data?
In assessing wether an organisation or team is ready to start the process of strategic planning we should be aware of:
• The organisation's (or team’s) fiscal viability;
• The vitality of product and services;
• The organisational culture;
• How resources are spread now;
• The commitment of the CEO;
• The risk that commitment will change.
Commitment, especially from the organisation's CEO (or the person with executive responsibility over the project), is needed for successful planning.
• The CEO can simply abort the planning process.
• A CEO may see danger in a planning process that is not under his/her direct control.
• A CEO may verbally commit to planning, but not follow through, or be too busy to get involved.
Reluctant to support may due to a CEO:
• Seeing planning as imposing a discipline on themselves which are not comfortable with;
• Being reluctant to share power and information;
• Having a different vision to that guiding planning;
• Lack of faith in the planning process or planning team;
• Prior involvement for an unfortunate planning experience.
Form a Planning Team
The size of the team will depend on many factors. Effective team for large projects have no fewer than 5 and no more than 12 members. Experience shows planning teams of 7 to 9 often work best. Teams of more than 12 have a tendency to break down into sub-groups, which can then generate conflict.
Pay attention to group process and group dynamics in forming the team. How will the members work together? Are there members who will facilitate group processes? Aim for a mixture of people with skills in the strategic planning, and people without previous experience.
Educate the entire organisation, especially the planning team, about the process of strategic planning,
• Find ways to involve the team members in the planning process
• Tasks should be given as an 'opportunity' not as obligation
• Be explicit about how the team members are selected and what is expected of them.
 Values Scan
- Evaluation of Business Culture is Critical
• Personal values of the Planning team
- not to change, but to understand each other
• Values of Organization as a whole
- profit vs. growth
- to what extent is this to be a value added organization
- importance of being a good "corporate citizen"
- importance of being a "good" place to work
• Company's operating philosophy
- How work is done
- How conflict is managed
- Accounting procedures
• Impact of and on other stakeholders

simplified view of the strategic planning process is shown by the following diagram:


The Strategic Planning Process


1.Mission &
Objectives

2.Environmental
Scanning

3.Strategy
Formulation

4.Strategy
Implementation

5.Evaluation
& Control


Mission and Objectives

The mission statement describes the company's business vision, including the unchanging values and purpose of the firm and forward-looking visionary goals that guide the pursuit of future opportunities.

Guided by the business vision, the firm's leaders can define measurable financial and strategic objectives. Financial objectives involve measures such as sales targets and earnings growth. Strategic objectives are related to the firm's business position, and may include measures such as market share and reputation.

Environmental Scan

The environmental scan includes the following components:

* Internal analysis of the firm
* Analysis of the firm's industry (task environment)
* External macroenvironment (PEST analysis)

The internal analysis can identify the firm's strengths and weaknesses and the external analysis reveals opportunities and threats. A profile of the strengths, weaknesses, opportunities, and threats is generated by means of a SWOT analysis

An industry analysis can be performed using a framework developed by Michael Porter known as Porter's five forces. This framework evaluates entry barriers, suppliers, customers, substitute products, and industry rivalry.

Strategy Formulation

Given the information from the environmental scan, the firm should match its strengths to the opportunities that it has identified, while addressing its weaknesses and external threats.

To attain superior profitability, the firm seeks to develop a competitive advantage over its rivals. A competitive advantage can be based on cost or differentiation. Michael Porter identified three industry-independent generic strategies from which the firm can choose.

Strategy Implementation

The selected strategy is implemented by means of programs, budgets, and procedures. Implementation involves organization of the firm's resources and motivation of the staff to achieve objectives.

The way in which the strategy is implemented can have a significant impact on whether it will be successful. In a large company, those who implement the strategy likely will be different people from those who formulated it. For this reason, care must be taken to communicate the strategy and the reasoning behind it. Otherwise, the implementation might not succeed if the strategy is misunderstood or if lower-level managers resist its implementation because they do not understand why the particular strategy was selected.

Evaluation & Control

The implementation of the strategy must be monitored and adjustments made as needed.

Evaluation and control consists of the following steps:

1. Define parameters to be measured
2. Define target values for those parameters
3. Perform measurements
4. Compare measured results to the pre-defined standard
5. Make necessary changes

In order for me to reach what i want 10 years from now i will strive hard and study hard so that i will be able to help my family and besides i can pursue my desire to have this job.

Reference:
http://www.quickmba.com/strategy/strategic-planning/
http://www.prospects.ac.uk/p/types_of_job/it_consultant_job_description.jsp

Assignment 6 (MIS2)

Identify and discuss the steps for "critical success factors" approach?
(at least 1,500 words)
Critical Success Factor (CSF) is the term for an element that is necessary for an organization or project to achieve its mission. It is a critical factor or activity required for ensuring the success of your business. The term was initially used in the world of data analysis, and business analysis. For example, a CSF for a successful Information Technology (IT) project is user involvement. An element of organizational activity which is central to its future success. Critical success factors may change over time, and may include items such as product quality, employee attitudes, manufacturing flexibility, and brand awareness. This can enable analysis. Any of the aspects of a business that are identified as vital for successful targets to be reached and maintained. Critical success factors are normally identified in such areas as production processes, employee and organization skills, functions, techniques, and technologies. The identification and strengthening of such factors may be similar. ..
How are they important to your business?
Identifying CSF's is important as it allows firms to focus their efforts on building their capabilities to meet the CSF's, or even allow firms to decide if they have the capability to build the requirements necessary to meet Critical Success Factors (CSF's).

A plan should be implemented that considers a platform for growth and profits as well as takes into consideration the following critical success factors:
• Money: positive cash flow, revenue growth, and profit margins.
• Your future: Acquiring new customers and/or distributors.
• Customer satisfaction: How happy they are.
• Quality: How good is your product and service?
• Product or service development: What's new that will increase business with existing customers and attract new ones?
• Intellectual capital: Increasing what you know is profitable.
• Strategic relationships: New sources of business, products and outside revenue.
• Employee attraction and retention: Your ability to extend your reach.
• Sustainability: Your personal ability to keep it all going.

Management factors
Key success factors generally include exceptional management of several of the following:
• Product design
• Market segmentation
• Distribution and promotion
• Pricing
• Financing
• Securing of key personnel
• Research and development
• Production
• Servicing
• Maintenance of quality/value
• Securing key suppliers
• New product development
• Good distribution
• Effective advertising
• Innovative response to customer needs
• Consumer loyalty
• Linkage of technology to market demand
• Link marketing to production
• Investment in growth markets
• Unique positioning advantage
• Strong brand image and awareness
• Prevention of price wars
• High product quality
• Patent protection
• Low product cost
• Large marketing resource budget
• Marketing research quality
• Information system power
• Analytic support capability
• Develop human resources
• Attract the best personnel
• Managerial ability and experience
• Quick decision and action capability
• Organizational effectiveness
• Learning systematically from past strategies

Five key sources of Critical Success Factors
MAIN ASPECTS OF Critical Success Factors and their use in analysis
CSF's are tailored to a firm's or manager's particular situation as different situations (e.g. industry, division, individual) lead to different critical success factors. Rockart and Bullen presented five key sources of CSF's:
1. The industry,
2. Competitive strategy and industry position,
3. Environmental factors,
4. Temporal factors, and
5. Managerial position (if considered from an individual's point of view). Each of these factors is explained in greater detail below.

 The Industry
Industry: There are some CSF's common to all companies operating within the same industry. Different industries will have unique, industry-specific CSF's
An industry's set of characteristics define its own CSF's Different industries will thus have different CSF's, for example research into the CSF's for the Call centre, manufacturing, retail, business services, health care and education sectors showed each to be different after starting with a hypothesis of all sectors having their CSF's as market orientation, learning orientation, entrepreneurial management style and organizational flexibility.
In reality each organization has its own unique goals so while thee may be some industry standard - not all firms in one industry will have identical CSF's.
Some trade associations offer benchmarking across possible common CSF's.

 Competitive strategy and industry position
Competitive position or strategy: The nature of position in the marketplace or the adopted strategy to gain market share gives rise to CSF's Differing strategies and positions have different CSF's

Not all firms in an industry will have the same CSF's in a particular industry. A firm's current position in the industry (where it is relative to other competitors in the industry and also the market leader), its strategy, and its resources and capabilities will define its CSF's
The values of an organization, its target market etc will all impact the CSF's that are appropriate for it at a given point in time.
 Environmental Factors
Environmental changes: Economic, regulatory, political, and demographic changes create CSF's for an organization.
These relate to environmental factors that are not in the control of the organization but which an organization must consider in developing CSF's Examples for these are the industry regulation, political development and economic performance of a country, and population trends.
An example of environmental factors affecting an organization could be a de-merger

 Temporal Factors
Temporal factors: These relate to short-term situations, often crises. These CSF's may be important, but are usually short-lived.
Temporal factors are temporary or one-off CSF's resulting from a specific event necessitating their inclusion.
Theoretically these would include a firm which "lost executives as a result of a plane crash requiring a critical success factor of rebuilding the executive group".
Practically, with the evolution and integration of markets globally, one could argue that temporal factors are not temporal anymore as they could exist regularly in organizations.
For example, a firm aggressively building its business internationally would have a need for a core group of executives in its new markets. Thus, it would have the CSF of "building the executive group in a specific market" and it could have this every year for different markets.
 Managerial Position
Managerial role: An individual role may generate CSF's as performance in a specific manager's area of responsibility may be deemed critical to the success of an organization.
Managerial position. This is important if CSF's are considered from an individual's point of view.
For example, manufacturing managers who would typically have the following CSF's: product quality, inventory control and cash control.
In organizations with departments focused on customer relationships, a CSF for managers in these departments may be customer relationship management.

Finding information for writing Critical Success Factors (CSF's)
• For the organization following the CSF method, the foundation for writing good CSF's is a good understanding of the environment, the industry and the organization In order to do so, this requires the use of information that is readily available in the public domain. Externally, industry information can be sourced from industry associations, news articles, trade associations, prospectuses of competitors, and equity/analyst reports to name some sources. These would all be helpful in building knowledge of the environment, the industry and competitors. Internally, there should be enough sources available to management from which to build on their knowledge of the organization. In most cases, these won't even have to be anything published as managers are expected to have a good understanding of their organization Together, the external and internal information already provides the basis from which discussion on CSF's could begin.



References:
http://en.wikipedia.org/wiki/Critical_success_factor
http://en.wikipedia.org/wiki/Critical_success_factor
http://rapidbi.com/created/criticalsuccessfactors.html#top

Assignment 5(MIS2)

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In the spectrum of organizational change, which is the most radical type of change: automation, rationalization of procedures, business reengineering, or paradigm shifts? (You are expected to read an article about this question)... at least 3000 words)


There are several phrases regarding organizational change and development that look and sound a lot alike, but have different meanings. As a result of the prominence of the topic, there seems to be increasingly different interpretations of some of these phrases, while others are used interchangeably. Without at least some sense of the differences between these phrases, communications about organizational change and development can be increasingly vague, confusing and frustrating.


"Organizational Change?"
Organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of organization-wide change might include a change in mission, restructuring operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates.

Change should not be done for the sake of change -- it's a strategy to accomplish some overall goal. Example is the Organizational Performance Management. We're used to thinking of ongoing performance management for employees, for example, setting goals, monitoring the employee's achievement of those goals, sharing feedback with the employee, evaluating the employee's performance, rewarding performance or firing the employee. Performance management applies to organizations, too, and includes recurring activities to establish organizational goals, monitor progress toward the goals, and make adjustments to achieve those goals more effectively and efficiently. Those recurring activities are much of what leaders and managers inherently do in their organizations -- some do them far better than others. Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to more stable and planned development. Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization.

Why is Organization-Wide Change Difficult to Accomplish?
Typically there are strong resistances to change. People are afraid of the unknown. Many people think things are already just fine and don't understand the need for change. Many are inherently cynical about change, particularly from reading about the notion of "change" as if it's a mantra. Many doubt there are effective means to accomplish major organizational change. Often there are conflicting goals in the organization, e.g., to increase resources to accomplish the change yet concurrently cut costs to remain viable. Organization-wide change often goes against the very values held dear by members in the organization, that is, the change may go against how members believe things should be done. That's why much of organizational-change literature discusses needed changes in the culture of the organization, including changes in members' values and beliefs and in the way they enact these values and beliefs.

Drivers Of Organizational Change

Organizational change management is becoming increasingly important to the business community. The intensification of competition from manufacturers in emerging economies who can produce superior goods at cheaper prices, the introduction of new technology and changing consumer preferences and tastes can result in companies having to redefine their business goals and objectives. The following factors are some of the primary drivers of organizational change.

Inadequate Financial Performance: Companies that fail to achieve financial benchmarks are forced to evaluate their business objectives and processes. This is one of the most important drivers of organizational change. If a new competitor enters the market with cheaper labor or a superior technology, companies that formally enjoyed prosperity can suddenly find a cannibalization of their market share. A failure to maintain a competitive presence in the market place can stress company resources and force a rethink of the opportunity cost of capital and resource redeployment.

Change In strategic Objectives: If a company shifts its focus form a product centric to a customer centric orientation, new processes are required to facilitate this re-orientation. This can result in redundancy to existing staff or manufacturing processes. Company restructuring from this is a primary driver of organizational change as the old is replaced with the new.

End of the Product Development Life Cycle: A product can reach the end of its product life cycle and companies are forced to cut production and operating costs or exit the market. At this stage some companies sell out or merge with existing competitors. This results in structural changes to a companies business processes to either maintain profitability or refocus on new opportunities.

New technology: New technology can be a significant driver of organizational change. Consider the effect the internet is having on old style media and print companies. As internet access levels increase on a worldwide scale, companies are forced to adapt their existing operations to shifting consumer preferences. Companies that neglect rising trends face a diminishing market share to competitors who better understand and address the demands of their customers.

Mergers and Acquisitions: When companies merge or consolidate operations, significant costs cutting and a re-engineering takes place. Redundancy and restructure to align with management objectives drives organizational change. The integration of two companies creates significant challenges to streamline operations and integrate existing IT operations into a centralized structure. Consider the implications of merging two independent billing systems which use different platforms and infrastructure. The careful dedicated planning required to bring this to fruition is part of the change management process.

As business and markets evolve, so too do business processes. The above represents some of the pertinent drivers of organizational change.

Causes of Organizational Changes

Companies are required to modify productive processes or strategic goals and aims in response to an external influence, change in consumer behavior or a shift in the industry landscape. This necessitates a reorientation of capital, resources, employees and corporate systems. Below are some of the common causes of organizational change:

Exit Strategy at The End of the product Life Cycle: As the market for a companies product reaches maturity, market growth and profits begin to diminish. Despite the fact that cost cutting occurs and marketing budgets are reduced, when the opportunity cost of deploying capital and resources to another more favorable opportunity presents, companies either sell off existing operations or cease production altogether. This can be in response to a new superior product release, a change in consumer purchasing habits or the introduction of a new technology. Irrespective of the cause, capital and labor are redeployed to new more promising business activities. The exit strategy is a common cause of organizational change.

Change in Government: Employees that work for government departments can find existing initiatives get discontinued when a change in government takes place. The subsequent refocus of priorities that takes place as a result of the new governments mandate can create redundancies or a radical change in the way the department conducts its affairs.

Mergers and Acquisitions: When two competitors merge the existing business operations of both companies get centralized and streamlined. This can result in the merging of departments and processes, cost cutting and a redeployment of existing resources. Mergers and acquisitions are one of the most frequent causes of organizational change.

Strategic Refocus: When the company changes its business processes to adopt a new paradigm organizational change ensues. Consider the plight of a company that shifts its focus form a product centric to a customer centric platform. New manufacturing specifications, new marketing and a change in logistical operations create a change reaction for change throughout the organization.

Structural Change: When new administrative processes get introduced, organizational change results. Consider the ramifications of centralizing an archiving process using computer technology. Old redundant processes get replaced by new software and hardware and staff members are required to retrain to operate the new systems.

Process Oriented: When a company redefines its manufacturing operations by changing its manufacturing process to a JIT operation, infrastructure, warehousing and logistical operations are required to be redesigned and deployed. This structural shift in the way a product is created has a domino effect on organizational change.

Terminologies of Radical Type of change

1.Automation is the use of control systems (such as numerical controlprogrammable logic control, and other industrial control systems), in concert with other applications of information technology (such as computer-aided technologies [CAD, CAM, CAx]), to control industrial machinery and processes, reducing the need for human intervention. 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 reduces the need for human sensory and mental requirements as well. Processes and systems can also be automated.
Automation plays an increasingly important role in the global economy and in daily experience. Engineers strive to combine automated devices with mathematical and organizational tools to create complex systems for a rapidly expanding range of applications and human activities.
Many roles for humans in industrial processes presently lie beyond the scope of automation. Human-level pattern recognition, language recognition, 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.
Specialized hardened computers, referred to as programmable logic controllers (PLCs), are frequently used to synchronize the flow of inputs from (physical) sensors and events with the flow of outputs to actuators and events. This leads to precisely controlled actions that permit a tight control of almost any industrial process.
Human-machine interfaces (HMI) or computer human interfaces (CHI), formerly known as man-machine interfaces, are usually employed to communicate with PLCs and other computers, such as entering and monitoring temperatures or pressures for further automated control or emergency response. Service personnel who monitor and control these interfaces are often referred to as stationary engineers.

2.Paradigm shifts
Paradigm shift (or revolutionary science) is the term first used by Thomas Kuhn in his influential book The Structure of Scientific Revolutions (1962) to describe a change in basic assumptions within the ruling theory of science. It is in contrast to his idea of normal science.The term paradigm shift, as a change in a fundamental model of events, has since become widely applied to many other realms of human experience as well, even though Kuhn himself restricted the use of the term to the hard sciences. According to Kuhn, "A paradigm is what members of a scientific community, and they alone, share." (The Essential Tension, 1977). Unlike a normal scientist, Kuhn held, "a student in the humanities has constantly before him a number of competing and incommensurable solutions to these problems, solutions that he must ultimately examine for himself." (The Structure of Scientific Revolutions). Once a paradigm shift is complete, a scientist cannot, for example, posit the possibility that miasma causes disease or that ether carries light. In contrast, a critic in the Humanities can choose to adopt a 19th-century theory of poetics, for instance.Since the 1960s, the term has been found useful to thinkers in numerous non-scientific contexts. Compare as a structured form of Zeitgeist.

3. Business Process Re-engineering (BPR): The radical redesign of business processes, combining steps to cut waste and eliminating repetitive, paper-intensive tasks to improve cost, quality, and service and to maximize the benefits of information technology
• Involves radical rethinking
• Can change the way an organization conducts its business
• IT allowed Baxter to be a manager of its customer’s supplies
• Strikes fear, its expensive, its very risky and its extremely difficult to carry out and manage
• Develop the business vision and process objective
• Identify the processes to be redesigned (core and highest payback)
• Understand and measure the performance of existing processes
• Identify the opportunities for applying information technology
• Build a prototype of the new process



Refenrences:
http://en.wikipedia.org/wiki/Paradigm_shift
http://en.wikipedia.org/wiki/Automation
http://managementhelp.org/org_chng/org_chng.htm
[u]

Assignment 4(MIS2)

You were invited by the university president to prepare an IS plan for the university, discuss what are the steps in order to expedite the implementation of the IS Plan.


Assuming that i am invited by the university president to prepare a IS plan. So it is very important to be prepared. So it needs to gather informations of what is the content of ISplan.

Information has emerged as an agent of integration and the enabler of new competitiveness for
today’s enterprise in the global marketplace. However, has the paradigm of strategic planning
changed sufficiently to support the new role of information systems and technology? We reviewed
the literature for commonly used or representative information planning methodologies and found
that a new approach is needed. There are six methodologies reviewed in this paper. They all tend to
regard planning as a separate stage which does not connect structurally and directly to the
information systems development. An integration of planning with development and management
through enterprise information resources - which capture and characterize the enterprise - will
shorten the response cycle and even allow for economic evaluation of information system
investment.

[b] The Perspective of Strategic Information Systems Planning[/b]
In order to put the planning for strategic information systems in perspective, the evolution of
information systems according to the three-era model of John Ward, et al.(1990) is pertinent.
According to this model there are three distinct, albeit overlapping, eras of information systems,
dating back to the 60’s. The relationship over time of the three eras of information systems.



Some characteristics of strategic IS planning are:
• Main task: strategic/competitive advantage, linkage to business strategy.
• Key objective: pursuing opportunities, integrating IS and business strategies
• Direction from: executives/senior management and users, coalition of users/management and
information systems.
• Main approach: entrepreneurial (user innovation), multiple (bottom-up development, top down
analysis, etc.) at the same time.
Strategic Information Systems Planning in the present SIS era is not an easy task because
such a process is deeply embedded in business processes. These systems need to cater to the
strategic demands of organizations, i.e., serving the business goals and creating competitive
advantage as well as meeting their data processing and MIS needs. The key point here is that
organizations have to plan for information systems not merely as tools for cutting costs but as means
to adding value. The magnitude of this change in perspective of IS/IT’s role in organizations is
highlighted in a Business Week article, ‘The Technology Payoff’ (Business Week, June 14, 1993).
According to this article, throughout the 1980s US businesses invested a staggering $1 trillion in the
information technology. This huge investment did not result in a commensurate productivity gain -
overall national productivity rose at a 1% annual rate compared with nearly 5% in Japan. Using the
information technology merely to automate routine tasks without altering the business processes is
identified as the cause of the above productivity paradox. As IT is used to support breakthrough
ideas in business processes, essentially supporting direct value adding activities instead of merely
cost saving, it has resulted in major productivity gains. In 1992, productivity rose nearly 3% and
the corporate profits went up sharply. According to an MIT study quoted in the above article, the
return on investment in information systems averaged 54% for manufacturing and 68% for all
businesses surveyed. This impact of information technology on re-defining, re-engineering
businesses is likely to continue and it is expected that information technology will play increasingly
important roles in future. For example, Pant, et al. (1994) point out that the emerging vision of
virtual corporations will become a reality only if it is rooted in new visionary information
technology. It is information technology alone which will carve multiple ‘virtual corporations’
simultaneously out of the same physical resources and adapt them without having to change the
actual organizations. Thus, it is obvious that information technology has indeed come a long way in
the SIS era, offering unprecedented possibilities, which, if not cashed on, would turn into
4
unprecedented risks. As Keen (1993) has morbidly but realistically pointed out that organizations
not planning for strategic information systems may fail to spot the business implications of
competitors’ use of information technology until it is too late for them to react. In situations like
this, when information technology changes the basics of competition in an industry, 50% of the
companies in that industry disappear within ten years.
3. Strategic Information Systems Planning Methodologies
The task of strategic information systems planning is difficult and often time organizations
do not know how to do it. Strategic information systems planning is a major change for
organizations, from planning for information systems based on users’ demands to those based on
business strategy. Also strategic information systems planning changes the planning characteristics
in major ways. For example, the time horizon for planning changes from 1 year to 3 years or more
and development plans are driven by current and future business needs rather than incremental user
needs. Increase in the time horizon is a factor which results in poor response from the top
management to the strategic information systems planning process as it is difficult to hold their
attention for such a long period. Other questions associated with strategic information systems
planning are related to the scope of the planning study, the focus of the planning exercise - corporate
organization vs. strategic business unit, number of studies and their sequence, choosing a strategic
information systems planning methodology or developing one if none is suitable, targets of planning
process and deliverables. Because of the complexity of the strategic information systems planning
process and uniqueness of each organization, there is no one best way to tackle it. Vitale, et al.
(1986) classify SISP methodologies into two categories: impact and alignment. Impact
methodologies help create and justify new uses of IT, while the methodologies in the “alignment”
category align IS objectives with organizational goals.



Reference:
http://viu.eng.rpi.edu/publications/strpaper.pdf

Assignment 3 (MIS2)

What are the two most frequently experienced causes of frustration of IS professionals and users while working on an IS plan? Note: you are required to interview an IS professional/s for your answer ... (at least 3000 words)



The adopted company we have been interviewed is the Rhine Marketing. During the interview our group discover that the RMC-CD branch in Davao City has adopted an in-house programmer. The Rhine System, (name of their IS) was developed by their self-employed personnel. We interviewed Mr. Cris, the MIS head of RMC-CD and fortunately he gives us information about their company and the causes of frustration of the IS professional.
Rhine - A Filipino Success Story

People from all walks of life have associated Rhine Marketing Corporation with sewing machines. Rhine started its operation in Cebu by selling sewing machines on the installment plans. Today, there are more than 64,000 homes in the country with a Rhine sewing machine. Rhine, known for its low cost appliance installment schemes, has been improving the quality of life for thousands of Filipinos by making available all types of appliances, computers and small industrial equipment: sewing machines, TV's, refrigerators, pianos, sing-along systems, stereos, VCD & DVD players and components, electric fans, furniture, spring beds, gas ranges, washing machines, and many more consumer items, on affordable terms.

PROGRESSIVE

Rhine has been actively involved in various socio-economic and civic projects of such institution as the Boy Scouts of the Philippines and the Philippine Business for Social Progress. Personal involvement of the Chairman of the Board Mrs. Isabel Caro Wilson and Mr. Hernando Streegan ensure the company's support and active participation in worthwhile community undertakings.

In 1980 Rhine started granting college scholarships under the Claude M. Wilson Scholarship Program. An average of eight deserving students is selected per year. At present, there are now 80 students who have fully availed of the program.

Internally, Rhine's close to 1,000 employees throughout the country enjoy substantial social benefits: a company retirement plan, group hospitalization, plan emergency loan plan, group life insurance and employees discount/terms on appliance purchases.

For 39 years, the company has served more than 700,000 families by granting them credit through installment sales of more than 1.1 billion pesos. Rhine also gives P30,000.00 death cash benefit to the beneficiary of any Rhine customer who at the time of death due to an accident still has an up to date account of Rhine Marketing Corporation. Consequently, the remaining balance shall be waived and the unit purchased by the deceased customer shall be considered fully paid.

Rhine Marketing Corporation also honors the people who for a number of years have rendered their loyal and faithful service to the company. The company believes that to these individuals, recognition for their hardwork is what they all truly deserve. Every year, service awards are given to its employees who have reached five, ten, fifteen, twenty and twenty five years in the company. Awardees are distinctively awarded with plaques and cash incentives for their respective number of years.

STRATEGIES

Inspite of adversities faced by the appliance retailing industry in the form of stiff competition and government regulations. Rhine has devised innovative schemes and incentive programs to boost the company's installment sales and capture a large segment of the market.

These efforts have resulted in high efficiency ratings, and improved net earnings vis-a-vis owner's equity. The company's credit lines, while available, are used minimally, a good standard achievement since Rhine finances its installment sales.

SALES TOOL

Through the years, Rhine has consistently identified itself with low installment plans. White other appliance firms accept installment sales, few concentrate on it as much as Rhine, which gears its entire marketing stategy to the cultivation of long-term customers who are possible sources of repeat sales. Supporting this strategy are carefully calibrated ranges of installment terms among which a customer is sure to find one perfectly suited for his earning power and budget priorities. Other companies treat installments as subsidiary sales mechanisms: for Rhine, it is a major sales tool.

Rhine is a self-financing installment house. Unlike other appliance outlets, Rhine does not channel receivables to independent finance companies whose collectors and agents deal directly with the customer. At Rhine, the company maintains and trains in-house personnel to adequately service a customer's account. This set up is advantageous to the customer as well as to the company since it helps establish rapport and trust which consequently improves collections and after-sales service.

Before i’ve been tackle the different frustration of the said company i will define first what is Frustration???
PROVIDING CUSTOMER SUPPORT
• On-Site Servicing. Rhine professionalism is extended to help you maintain your computer system right in your home of office. This process gets rid of the hassles of bringing your PC's to service centers.


• Repair and Maintenance Center. Apart from the warehouse that promises ready inventory, the RMA team at the Plant Site caters to PC problems that may not be solved at the Service Center level. Thus, this fully guarantees customers a continued servicing of their PCs.


• Nationwide Network of Sales and Service Center. To provide you with utmost service satisfaction, Rhine has extended its reach and set up a total of 19 Branches and Sub-branches nationwide, making it one of the largest distributor of computer products and peripherals.


• Business Areas. Personal Computer manufacturing * Systems Integration (provides local area networking) * PC consultancy and business solutions * Service and Maintenance.

 Frustration

Frustration is a common emotional response to opposition. Related to anger and disappointment, it arises from the perceived resistance to the fulfillment of individual will. The greater the obstruction, and the greater the will, the more the frustration is likely to be. Causes of frustration may be internal or external. In people, internal frustration may arise from challenges in fulfilling personal goals and desires, instinctual drives and needs, or dealing with perceived deficiencies, such as a lack of confidence or fear of social situations. Conflict can also be an internal source of frustration; when one has competing goals that interfere with one another, it can create cognitive dissonance. External causes of frustration involve conditions outside an individual, such as a blocked road or a difficult task. While coping with frustration, some individuals may engage in passive-aggressive behavior, making it difficult to identify the original cause(s) of their frustration, as the responses are indirect. A more direct, and common response, is a propensity towards aggression.

Different frustrations that he encountered in working with the Information System Plan:

1. Cost – see to that the system costing would depend on the quality of a project. Making a system is impossible without financial support. From the hardware to software, all of this has a cost. That's the reason why a company must have good financial capacity to cater expense of systems.

2. Mood- it refers to the behavioral condition of a programmer. Moods might influence the quality and performance of programmers while programming. It is evident from literature that positive and negative moods influence divergent thinking, quantity/quality of ideas and creative problem solving. The programmers' performance and the quality of their work could be affected by their moods when they develop or test an application.

3 Limitation (restriction) – it refers to the time allocated for the system to be finished.

4. System flow or manual procedure- see to it that whatever the customer wants, it is pertinent that he/she must prepare the important things or data needed in a particular project. For an instance, customer wishes for a quality and easy system, it is important to consider the following like manual procedure had been set, there is legal contract between you (programmer) and customer and finalize first the data and reports needed.

A process for developing a strategy and plans for aligning information systems with the
business strategies of an organization.

Characteristics:
-*Timely. The ISP must be timely. An ISP that is created long after it is needed is
useless. In almost all cases, it makes no sense to take longer to plan work
than to perform the work planned.

-*Useable. The ISP must be useable. It must be so for all the projects as well as for
each project. The ISP should exist in sections that once adopted can be
parceled out to project managers and immediately started.
-*Maintainable. The ISP should be maintainable. New business opportunities, new
computers, business mergers, etc. all affect the ISP. The ISP must support
quick changes to the estimates, technologies employed, and possibly even
to the fundamental project sequences. Once these changes are
accomplished, the new ISP should be just a few computer program
executions away.
-*Quality. While the ISP must be a quality product, no ISP is ever perfect on the first


References:
http://www.rhine.com.ph/about-us/rhine-computer-division.html
Wikipedia.com