Sistem Informasi Manajemen 1 Bab 4 The Systems

Sistem Informasi Manajemen 1 Bab 4 The Systems Approach Ati Harmoni Fakultas Ilmu Komputer dan Teknologi Informasi Universitas Gunadarma 2006

Problem -- good and bad. • Problem solving -- respond to problems to: • • • Suppress harmful effects Capitalize on opportunity for benefit Decision -- selection of a course of action • The act of selecting a strategy or action

Elements of Problem Solving • • • Desired state Current state Constraints • • } Difference = Solution Criterion Internal -- limited resources External -- pressures to restrict resource flows

Problem Elements of the Problem-Solving Process Elements of the conceptual system Standards Desired state Current state Information Alternate solutions Problem solver (manager) Solution Constraints

Problems versus Symptoms Know the difference • • • symptoms are produced by the problem causes the symptoms when the problem is corrected the symptoms will cease , but not vice versa

Problem Structure • • Structured -- elements and relationships understood Unstructured Semistructured DSS concept of managers and the computer working jointly towards a solution

Problem Structure Computer Solve Structured DSS Semi-structured Manager Solve Unstructured

The Systems Approach John Dewey, 1910 Columbia philosophy professor 1. Recognize the controversy 2. Weigh alternative claims 3. Form a judgment Problem Solution

A Series of Steps Decisions are made at each step of the definition and solution phases

Phases and Steps of the Systems Approach Phase I: Preparation Effort Step 1. Step 2. Step 3. View the firm as a system Recognize the environmental system Identify the firm’s subsystems Phase II: Definition Effort Step 4. Step 5. Proceed from a system to a subsystem level Analyze system parts in a certain sequence Phase III: Solution Effort Step 6. Step 7. Step 8. Step 9. Step 10. Identify the alternative solutions Evaluate the alternative solutions Select the best solution Implement the solution Follow up to ensure that the solution is effective

Tying Together: (1) The systems approach (2) The problem (3) The decisions (4) The CBIS

Preparation Effort • Step 1 View the firm as a system • Step 2 Recognize environmental system • Step 3 Identify the firm’s subsystems

The Systems Approach Requires Decision Making PHASE Definition Effort Solution Effort STEP DECISION Where is the problem? Do new data need to be gathered, or do data to a subsystem level. already exist? 5. Analyze system parts in a How will data be gathered? certain sequence. What is causing the problem? How many alternatives should be identified? 6. Identify alternative Are these alternatives feasible? solutions. Which criteria should be used? How does each alternative measure up to 7. Evaluate the alternative each criterion? solutions. Do all criterion have equal weight? 8. Select the best solution. Is there enough information to make a selection? Which alternative measures up best to the criteria? When should this solution be implemented? 9. Implement the solution. How should the solution be implemented? Who should perform the evaluation? 10. Follow up to ensure that How well is the solution meeting the solution is effective. objectives? 4. Proceed from a system

Subsystems of the CBIS Help the Manager Solve a Problem The Systems Approach Decision CBIS subsystem Decision CBIS subsystem Evaluate alternative solutions Decision CBIS subsystem Select the best solution Decision CBIS subsystem Proceed from system to subsystem Analyze parts in sequence Identify alternative solutions Problem Implement the solution Follow up

Preparation Effort • Steps taken in any order or at the same time. Start now • • • Functional decomposition (structured analysis) Management levels can also be subsystems Note that both information and decision flow can "skip" levels

Each Functional Area is a Subsystem President Marketing Subsystem Manufacturing Subsystem Human Resources Subsystem Finance Subsystem Information Services Subsystem

Each Management Level is a Subsystem Standards Inputs Transformation Process Outputs Standards Inputs Transformation Process Management Control Level Outputs Operational Control Level Standards Inputs Transformation Process Information Flow Strategic Planning Level Outputs Decision Flow

Other Opportunities for Subsystems: 1. Resource flows 2. Products (General Motors) 3. Customers 4. Geographic area

Definition Effort Trigger Identify the Problem Understand the problem 1. Proceed from system to subsystem level 2. Analyze system parts in a certain sequence

Something Triggers the Definition Effort The trigger can be: 1. An action 2. The passage of time 3. From within the firm or the environment

Proceed from System to Subsystem Level • • • Each level is a system Are subsystems integrated into a smoothly functioning unit? Does the subsystem need to be broken down further?

Analyze System Parts in a Certain Sequence 1. Evaluate standards. They must be: • • valid realistic understandable measurable

Analyze System Parts (continued) 2. Compare system outputs with standards 3. Evaluate management 4. Evaluate the information processor 5. Evaluate the inputs and input resources 6. Evaluate the transformation processes 7. Evaluate the output resources

Each Part of the System Is Analyzed in Sequence 1. Standards 3. 5. + Inputs. . . input resources 4. Management Information processor 6. 7. Transformation processes Output resources 2. Outputs

Example: Symptom: Firm not meeting its sales objective following the sequence of system parts 1. Marketing management has experienced a high turnover 2. Marketing standards have been unrealistic 3. Marketing research has been providing inadequate information 4. Marketing research needs an improved information processor

Analyze the firm as a system Standards Outputs Management Information processor Inputs and input resources Transformation processes Output resources Analyze a subsystem within the firm (marketing division) Standards Outputs Management Information processor Inputs and input resources Transformation processes Output resources Analyze a subsystem within the marketing division (marketing departments Standards Outputs Management Informatio n processor Inputs and input resources Transformation processes Output resources The Systems Approach Provides the Path to Problem Definition

Solution Effort Identify alternatives Find different ways to solve the same problem • • Brainstorming Joint Application Design (JAD) session

Example Problem: Inadequate computer Alternatives: 1. Upgrade existing system 2. Get larger computer 3. Go to LAN

Evaluation of Alternatives Alternative 1: Upgrade Existing System Advantages Alternative 2: Install Larger System Alternative 3: Install Microcomputer Network 1. Small increase in 1. Very responsive 1. Slight decrease cost of operation to information in cost of operation 2. No user training requests 2. Slightly adaptable to required 2. Good data security changing user needs 3. Provides maximum 3. Easily adaptable to data security changing user needs Disadvantages 1. Moderately respon- 1. Large increase in cost 1. Some user training sive to information of operation required requests 2. Much user training 2. Moderately respon 2. Not easily adaptable required sive to information to changing user requests needs 3. Presents data security problems

Evaluate Alternative Solutions Evaluation Criteria 1. Cost 2. User training 3. Responsiveness 4. Data security 5. Adaptability to changing user needs

Select the Best Solution Three ways that managers can select the best alternative: 1. Analysis 2. Judgment 3. Bargaining

Final Steps of the Solution Effort • Implement the solution • Follow-up to ensure that the solution is effective

An Integrative Model of the Systems Approach Definition Effort 4. Proceed from a system to a subsystem level 5. Analyze system parts in a certain sequence Solution Effort 6. Identify alternative solutions 7. Evaluate the alternative solutions 8. Select the best solution 9. Implement the solution 10. Follow-up to ensure that the solution is effective

The Problem Phases Followed by the CIOs Problem Identification (I) Design of New Alternatives (D) Step 1 Search for Ready-Made Alternatives (S) Evaluation/Choice (E) Authorization (A) Step 2 Step 3 Step 4

Problem-Solving Frequently Reverted to Previous Phases 13 Design of New Alternatives (D) 2 Problem Identification (I) Step 1 5 12 Evaluation/Choice (E) Search for Ready-Made Alternatives (S) Step 2 10 Step 3 3 Authorization (A) Step 4