The document summarizes the requirement analysis for a new information system at the Children Support Agency (CSA) using rich pictures and use case modeling. Key activities identified in the requirement analysis include processing pre-start leads, working on bids, and developing new projects. The analysis identified main actors such as the contract team, funding bodies, and regional directors. It also explored potential issues and areas of conflict within the existing system to help define requirements for the new system.
The document discusses the development of a new management information system (MIS) for Children Support Agency (CSA). CSA currently faces issues with its outdated information system, including inconsistent data collection and a lack of reporting capabilities. The new MIS aims to address these issues by standardizing data entry, producing reports, and allowing authorized access to financial and project data. An agile development method called DSDM is proposed for building the MIS in increments. High-level requirements focus on collecting accurate data, generating management reports, and including performance indicators to measure projects. Stakeholder interviews helped identify additional key requirements.
The document provides an overview of requirements analysis for the Homeless Help Mission charity. It includes:
1) A rich picture diagram showing the people, processes, and information flows within the organization.
2) An analysis of the key issues including inconsistent data systems, conflicts over developing a new management information system, and ensuring projects meet key performance indicators.
3) Use case diagrams and descriptions of primary and secondary scenarios for activities like assigning gardening tasks, volunteer registration, and reporting within the "Dig-it" project.
4) The document is divided into sections covering rich picture analysis, use case modeling, and a planned critique of the models.
Information System Engineering coursework by May Hnit Oo KhinMay Hnit
The document describes key actors and issues in AgeCare's Green Drive project based on analyzing tasks and use cases. Six main use cases are identified: recording received funds, registering clients, adding driver information, recording monthly shopping trip rotas, filling daily project routines, and reporting project performance. Primary actors include the center accountant, administrative staff, Doris Smith (who plans trips and records routines), and Claire Graham (project leader). Secondary actors are the center manager, head office, funders, and supermarkets. The document also discusses secondary scenarios and assumptions made in drawing the use case diagram to model the project's operations.
This document is Operational Performance Report Template. ItGrazynaBroyles24
This document is Operational Performance Report Template.
It is part of the supporting assessment resources for Assessment Task 4 of BSBMGT517.
Assessment Task 1
1.1.
The purpose of strategic plan is to help the business determine the best way to achieve the future ambitions by connecting the mission and the vision. The operational plan is used to outline the activities and the targets that must be carried out for the organization to achieve the set objectives within the short-term. It helps the organization to achieve its operational objectives by providing a framework for the day-to-day operations within a period of one year.
1.2.
The operational plan modelled for use by the organization as a whole can be used again and again. However, an operational plan that is for a particular goal or department can only be used to address the one-time project or event.
1.3.
The operational plan can be developed by the strategies method where the organization lays out the approaches that are necessary to achieving the given goals. It can also be developed using the actions approach where the right steps to achieving the objectives is set.
1.4.
A budget is used to provide a practical model on how the business is supposed to perform financially. It stipulates the strategies and events that when carried out can be used to enhance performance using the available resources. A budget forecasts income and the expenditure and hence the profitability of a venture.
1.5.
Budgeting processes are the financial planning approaches a company takes to ensure it remains profitable. The typical approaches are top down approach which is where the budgeting decisions are taken solely by the senior management. The bottom up approach is where the budgeting decisions are first made at the departmental level before the senior management can take the final decision.
1.6.
KPI helps the organization to define and measure the progress towards the set organizational goals. It is a tool that ensures that the poorly performing areas or where the KPI goals are not being met are improved. Therefore, using KPI it is easier to understand the trajectory of a company in terms of performance.
1.7.
Chaotic approaches
Ad hoc approaches
Frameworks
Methodologies
1.8.
Balanced scorecards are designed to provide a framework that is used to manage resources. The balanced scorecard with KPI can either take the financial, customer, internal process, and learning and growth perspectives. Using KPI balanced scorecard can help drive the operating efficiency and hence improve performance.
1.9.
Benchmarking is the process of measuring the performance of a business against a competitor. It helps to identify the specific areas of opportunity to enhance the competitiveness of a business. It helps to set the standards of operation through scientific and business methods to benefit the business.
1.10.
PCBU is a person usually an employer who has a primary duty of care and to ensure that the health ...
18Analysis of Organizational Behavior Issues i.docxRAJU852744
1
8
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
Abstract
In this paper, we will refer to the case study of Bremerton, Inc. (BI) to discuss some common pitfalls in organization structure caused by power mismanagement and inefficient organization hierarchy. Firstly, the issues in the case study project will be correlated with organizational behaviors that caused them. Then several alternative organizational behaviors and structures that could have prevented these issues will be discussed and support for the argument will be derived from classic Organizational Behavioral Theory. Our team has identified power abrogation, overly-redundant organizational hierarchical structure, incorrect delegation of authority and power, and failure to use empirical data to identify the issue as key organizational behavioral issues in this case study.
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
BREMERTON INC. (BI) is a worldwide integrated financial services company utilizing over 1000 individuals. It works in a profoundly competetive showcase condition where piece of the overall industry relies on name acknowledgment and comfort and flexibility of administrations and items. Following the traditional methods of practice and maintain the structure seems to be a big problem withing the organization. Accountability and transparency is important in any and every line of work.
Introduction
Current Situation (OB Issues)
The major problem with the organization is the lack of visibility that causses distrust and this is the vital thing that needs to be dealt with in addition to the below hierarchical issues, recorded beneath, likewise were uncertain:
1. Defining the marketable strategy to bolster and legitimize Threshold: As we have talked about finally somewhere else, there was contention and likely legitimate difference about the reasons for Threshold from a business perspective.
2. Deciding the way of thinking and general bearing of the upgraded IT framework abilities: Key executives secretly discussed whether exchange handling ought to be done halfway, or locally. The choice had significant financial and execution results. Issues of unwavering quality, cost, and client inclinations made a vague image of how best to move toward framework design. Without strong information, it was workable for every official to bolster either elective.
3. Responsibility for business items and administrations: Since the business course for both Bremerton and Threshold were not yet characterized, the variety of new items and administrations was additionally indeterminable.
4. Conceivable disposal of current business items, administrations, and procedures: Many may get out of date. Who ought to choose which, assuming any, of these may be changed or suspended, and who might control the ones that remained involved some concern and specubtion.
5. Everyday administration .
18Analysis of Organizational Behavior Issues i.docxaulasnilda
1
8
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
Abstract
In this paper, we will refer to the case study of Bremerton, Inc. (BI) to discuss some common pitfalls in organization structure caused by power mismanagement and inefficient organization hierarchy. Firstly, the issues in the case study project will be correlated with organizational behaviors that caused them. Then several alternative organizational behaviors and structures that could have prevented these issues will be discussed and support for the argument will be derived from classic Organizational Behavioral Theory. Our team has identified power abrogation, overly-redundant organizational hierarchical structure, incorrect delegation of authority and power, and failure to use empirical data to identify the issue as key organizational behavioral issues in this case study.
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
BREMERTON INC. (BI) is a worldwide integrated financial services company utilizing over 1000 individuals. It works in a profoundly competetive showcase condition where piece of the overall industry relies on name acknowledgment and comfort and flexibility of administrations and items. Following the traditional methods of practice and maintain the structure seems to be a big problem withing the organization. Accountability and transparency is important in any and every line of work.
Introduction
Current Situation (OB Issues)
The major problem with the organization is the lack of visibility that causses distrust and this is the vital thing that needs to be dealt with in addition to the below hierarchical issues, recorded beneath, likewise were uncertain:
1. Defining the marketable strategy to bolster and legitimize Threshold: As we have talked about finally somewhere else, there was contention and likely legitimate difference about the reasons for Threshold from a business perspective.
2. Deciding the way of thinking and general bearing of the upgraded IT framework abilities: Key executives secretly discussed whether exchange handling ought to be done halfway, or locally. The choice had significant financial and execution results. Issues of unwavering quality, cost, and client inclinations made a vague image of how best to move toward framework design. Without strong information, it was workable for every official to bolster either elective.
3. Responsibility for business items and administrations: Since the business course for both Bremerton and Threshold were not yet characterized, the variety of new items and administrations was additionally indeterminable.
4. Conceivable disposal of current business items, administrations, and procedures: Many may get out of date. Who ought to choose which, assuming any, of these may be changed or suspended, and who might control the ones that remained involved some concern and specubtion.
5. Everyday administration ...
CSR Metrics: You can't measure temperature with a speedometer!Wayne Dunn
A CSR Thoughtpiece from the CSR Training Institute
-by Wayne Dunn
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
The document discusses performance management in the public sector. It explains that performance management utilizes quantitative and qualitative indicators called performance measures to understand, manage, and improve government programs and departments. Performance measures help evaluate the efficiency and effectiveness of departments, identify if goals are being met, and determine if improvement is needed. The document then discusses Loudoun County's current performance management framework, noting issues like measures not clearly indicating if objectives are achieved and departments focusing more on outputs than outcomes. It proposes a performance measure model to help analysts work with departments to develop more consistent and reliable performance measures across the county.
The document discusses the development of a new management information system (MIS) for Children Support Agency (CSA). CSA currently faces issues with its outdated information system, including inconsistent data collection and a lack of reporting capabilities. The new MIS aims to address these issues by standardizing data entry, producing reports, and allowing authorized access to financial and project data. An agile development method called DSDM is proposed for building the MIS in increments. High-level requirements focus on collecting accurate data, generating management reports, and including performance indicators to measure projects. Stakeholder interviews helped identify additional key requirements.
The document provides an overview of requirements analysis for the Homeless Help Mission charity. It includes:
1) A rich picture diagram showing the people, processes, and information flows within the organization.
2) An analysis of the key issues including inconsistent data systems, conflicts over developing a new management information system, and ensuring projects meet key performance indicators.
3) Use case diagrams and descriptions of primary and secondary scenarios for activities like assigning gardening tasks, volunteer registration, and reporting within the "Dig-it" project.
4) The document is divided into sections covering rich picture analysis, use case modeling, and a planned critique of the models.
Information System Engineering coursework by May Hnit Oo KhinMay Hnit
The document describes key actors and issues in AgeCare's Green Drive project based on analyzing tasks and use cases. Six main use cases are identified: recording received funds, registering clients, adding driver information, recording monthly shopping trip rotas, filling daily project routines, and reporting project performance. Primary actors include the center accountant, administrative staff, Doris Smith (who plans trips and records routines), and Claire Graham (project leader). Secondary actors are the center manager, head office, funders, and supermarkets. The document also discusses secondary scenarios and assumptions made in drawing the use case diagram to model the project's operations.
This document is Operational Performance Report Template. ItGrazynaBroyles24
This document is Operational Performance Report Template.
It is part of the supporting assessment resources for Assessment Task 4 of BSBMGT517.
Assessment Task 1
1.1.
The purpose of strategic plan is to help the business determine the best way to achieve the future ambitions by connecting the mission and the vision. The operational plan is used to outline the activities and the targets that must be carried out for the organization to achieve the set objectives within the short-term. It helps the organization to achieve its operational objectives by providing a framework for the day-to-day operations within a period of one year.
1.2.
The operational plan modelled for use by the organization as a whole can be used again and again. However, an operational plan that is for a particular goal or department can only be used to address the one-time project or event.
1.3.
The operational plan can be developed by the strategies method where the organization lays out the approaches that are necessary to achieving the given goals. It can also be developed using the actions approach where the right steps to achieving the objectives is set.
1.4.
A budget is used to provide a practical model on how the business is supposed to perform financially. It stipulates the strategies and events that when carried out can be used to enhance performance using the available resources. A budget forecasts income and the expenditure and hence the profitability of a venture.
1.5.
Budgeting processes are the financial planning approaches a company takes to ensure it remains profitable. The typical approaches are top down approach which is where the budgeting decisions are taken solely by the senior management. The bottom up approach is where the budgeting decisions are first made at the departmental level before the senior management can take the final decision.
1.6.
KPI helps the organization to define and measure the progress towards the set organizational goals. It is a tool that ensures that the poorly performing areas or where the KPI goals are not being met are improved. Therefore, using KPI it is easier to understand the trajectory of a company in terms of performance.
1.7.
Chaotic approaches
Ad hoc approaches
Frameworks
Methodologies
1.8.
Balanced scorecards are designed to provide a framework that is used to manage resources. The balanced scorecard with KPI can either take the financial, customer, internal process, and learning and growth perspectives. Using KPI balanced scorecard can help drive the operating efficiency and hence improve performance.
1.9.
Benchmarking is the process of measuring the performance of a business against a competitor. It helps to identify the specific areas of opportunity to enhance the competitiveness of a business. It helps to set the standards of operation through scientific and business methods to benefit the business.
1.10.
PCBU is a person usually an employer who has a primary duty of care and to ensure that the health ...
18Analysis of Organizational Behavior Issues i.docxRAJU852744
1
8
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
Abstract
In this paper, we will refer to the case study of Bremerton, Inc. (BI) to discuss some common pitfalls in organization structure caused by power mismanagement and inefficient organization hierarchy. Firstly, the issues in the case study project will be correlated with organizational behaviors that caused them. Then several alternative organizational behaviors and structures that could have prevented these issues will be discussed and support for the argument will be derived from classic Organizational Behavioral Theory. Our team has identified power abrogation, overly-redundant organizational hierarchical structure, incorrect delegation of authority and power, and failure to use empirical data to identify the issue as key organizational behavioral issues in this case study.
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
BREMERTON INC. (BI) is a worldwide integrated financial services company utilizing over 1000 individuals. It works in a profoundly competetive showcase condition where piece of the overall industry relies on name acknowledgment and comfort and flexibility of administrations and items. Following the traditional methods of practice and maintain the structure seems to be a big problem withing the organization. Accountability and transparency is important in any and every line of work.
Introduction
Current Situation (OB Issues)
The major problem with the organization is the lack of visibility that causses distrust and this is the vital thing that needs to be dealt with in addition to the below hierarchical issues, recorded beneath, likewise were uncertain:
1. Defining the marketable strategy to bolster and legitimize Threshold: As we have talked about finally somewhere else, there was contention and likely legitimate difference about the reasons for Threshold from a business perspective.
2. Deciding the way of thinking and general bearing of the upgraded IT framework abilities: Key executives secretly discussed whether exchange handling ought to be done halfway, or locally. The choice had significant financial and execution results. Issues of unwavering quality, cost, and client inclinations made a vague image of how best to move toward framework design. Without strong information, it was workable for every official to bolster either elective.
3. Responsibility for business items and administrations: Since the business course for both Bremerton and Threshold were not yet characterized, the variety of new items and administrations was additionally indeterminable.
4. Conceivable disposal of current business items, administrations, and procedures: Many may get out of date. Who ought to choose which, assuming any, of these may be changed or suspended, and who might control the ones that remained involved some concern and specubtion.
5. Everyday administration .
18Analysis of Organizational Behavior Issues i.docxaulasnilda
1
8
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
Abstract
In this paper, we will refer to the case study of Bremerton, Inc. (BI) to discuss some common pitfalls in organization structure caused by power mismanagement and inefficient organization hierarchy. Firstly, the issues in the case study project will be correlated with organizational behaviors that caused them. Then several alternative organizational behaviors and structures that could have prevented these issues will be discussed and support for the argument will be derived from classic Organizational Behavioral Theory. Our team has identified power abrogation, overly-redundant organizational hierarchical structure, incorrect delegation of authority and power, and failure to use empirical data to identify the issue as key organizational behavioral issues in this case study.
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
BREMERTON INC. (BI) is a worldwide integrated financial services company utilizing over 1000 individuals. It works in a profoundly competetive showcase condition where piece of the overall industry relies on name acknowledgment and comfort and flexibility of administrations and items. Following the traditional methods of practice and maintain the structure seems to be a big problem withing the organization. Accountability and transparency is important in any and every line of work.
Introduction
Current Situation (OB Issues)
The major problem with the organization is the lack of visibility that causses distrust and this is the vital thing that needs to be dealt with in addition to the below hierarchical issues, recorded beneath, likewise were uncertain:
1. Defining the marketable strategy to bolster and legitimize Threshold: As we have talked about finally somewhere else, there was contention and likely legitimate difference about the reasons for Threshold from a business perspective.
2. Deciding the way of thinking and general bearing of the upgraded IT framework abilities: Key executives secretly discussed whether exchange handling ought to be done halfway, or locally. The choice had significant financial and execution results. Issues of unwavering quality, cost, and client inclinations made a vague image of how best to move toward framework design. Without strong information, it was workable for every official to bolster either elective.
3. Responsibility for business items and administrations: Since the business course for both Bremerton and Threshold were not yet characterized, the variety of new items and administrations was additionally indeterminable.
4. Conceivable disposal of current business items, administrations, and procedures: Many may get out of date. Who ought to choose which, assuming any, of these may be changed or suspended, and who might control the ones that remained involved some concern and specubtion.
5. Everyday administration ...
CSR Metrics: You can't measure temperature with a speedometer!Wayne Dunn
A CSR Thoughtpiece from the CSR Training Institute
-by Wayne Dunn
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
The document discusses performance management in the public sector. It explains that performance management utilizes quantitative and qualitative indicators called performance measures to understand, manage, and improve government programs and departments. Performance measures help evaluate the efficiency and effectiveness of departments, identify if goals are being met, and determine if improvement is needed. The document then discusses Loudoun County's current performance management framework, noting issues like measures not clearly indicating if objectives are achieved and departments focusing more on outputs than outcomes. It proposes a performance measure model to help analysts work with departments to develop more consistent and reliable performance measures across the county.
Running head TO DELEGATE OR NOT TO DELEGATE1TO DELEGATE.docxtoltonkendal
Running head: TO DELEGATE OR NOT TO DELEGATE
1TO DELEGATE OR NOT TO DELEGATE
3To Delegate or not to Delegate Vibert JacobSouth UniversityMemo
To Delegate or not to Delegate
In the first scenario, I would delegate because of the nature of the work involved in the process of looking for the most effective software to settle for in order to meet the specific accounting needs of the organization. The case presents that I am a manager and I have two employees working under my authority. The credit function of the organization plays a significant role in the running of the organization. The ability of the employees to accept and work with the new software will greatly depend on their capacity to understand the basics of the new software within the shortest time possible. For this reason, the delegation will see to it that the two employees under my authority are assigned tasked regarding the purchase of the new accounting software. For instance, the task can be divided into three subdivisions where each individual within the department is given one task to research and report within two weeks. The report from each individual will then be compiled to make up the final recommendation which will then be presented to the manager of the agency.
The reason for delegating the task is to ensure that my team members are involved in the processes because they will be among the key individuals who will also be tasked with the responsibility of using the system. The move will, therefore, present a great opportunity for the employees to give their opinion, input, and advice based on their experiences within the firm as well as the accounting industry as a whole. Moreover, the move will also help to build trust between me and my subordinates which will greatly improve the overall productivity of the credit functions of the agency. The delegation will be on an individual level since each of the two employees will be given different tasks to research regarding the new accounting system to be purchased.
The case presented in the second scenario brings out the fact that the fields manager is under pressure in regards to delivering the expected results within a limited time frame. As such, delegation would be an effective way to ensure that the organization is able to realize the desired objectives for the two major process that are being undertaken which are crucial for its overall success and sustainability, (Lyons, 2016). However, it is imperative to recognize that the nature of work involved in the case makes it challenging for the field manager to delegate his duties to those under his leadership.
To being with, the performance improvement project is aimed at improving the overall productivity and efficiency of the federal agents. These are programs that are designed to help the agents find more effective and convenient of undertaking tasks and responsibility that would be considered to be otherwise difficult. This means that the agents can onl ...
1) Keeping detailed logs of continuous improvement projects provides benefits like collecting knowledge, predicting future needs, and assessing the organization's lean maturity.
2) Accountants are well-suited to document projects because they are neutral and understand financial impacts. Recording financial and non-financial data in a centralized database allows learning across the organization.
3) An effective project log should capture details like the project goal, team members, tools used, and financial results. This allows analyzing trends and outcomes to guide future projects.
The Seven Enablers & Constraints Of IT Service Management - Research Update 2011Pink Elephant
This document discusses 7 key enablers and constraints for successful IT service management projects: leadership, resources, knowledge & skills, integrated tools, ability to deploy, ability to affect behavioral change, and program momentum. It summarizes research from 2008 and 2011 surveys on the importance and impact of these enablers. The 2011 survey found that higher education institutions were increasingly adopting ITSM practices. The document argues that while the enablers provide energy for projects initially, they can become constraints if lacking. Understanding and managing these constraints is critical for project success.
The 7 enablers and constraints of itsm 2011 v1 finalTroy DuMoulin
The document discusses seven key enablers that are critical for the success of IT service management projects, but can also act as constraints if not properly managed. These enablers are leadership support, resources, knowledge and skills, integrated tools, ability to deploy changes, ability to affect behavioral changes, and maintaining program momentum. The document reports on research conducted in 2008 and updated in 2011 that surveyed organizations on the challenges they faced with these enablers. It found that issues with leadership, resources, and affecting behavioral changes were the most common reasons for ITSM project failures. Effective management of these constraints is important for organizations to realize the benefits of their ITSM initiatives.
This document provides a summary of Catherine Joy C. Delante's qualifications and experience. It outlines her role as a BPO Mobilization/Transitions Manager at Accenture, with responsibilities including supporting solution realization and service transition activities. Previous roles at Accenture included Corporate Quality and Risk Management Lead, Global Project Management Officer, and Operations Review/Service Management Associate Manager. She holds a Bachelor's degree in Business Management from the University of the Philippines and has extensive training and seminars in areas such as management, project management, operations excellence, and business intelligence.
[1] Sharon Lavigne's 2015 annual performance appraisal summarizes her accomplishments and ratings on key performance indicators. [2] She completed her development plan and professional growth objectives for the year. [3] Her work on revenue forecasting and facilitating corporate changes was assessed as meeting or exceeding expectations.
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The document discusses the implementation of a performance management system in an IT service desk organization. It describes the background of the organization and the need for a performance management solution to address issues. It analyzes three approaches and recommends the best one. It then discusses the goals, objectives, and implementation process including communication, project structure, and risk mitigation. Finally, it covers an evaluation and reporting program to monitor the performance management program.
Sapna Ramesh is seeking a position that allows her to utilize her 11 years of experience in operations, business analysis, project management, and reporting at Fidelity Investments. She has a variety of skills including communication, analytical abilities, and project management. Her career at Fidelity has included roles in business analysis, program management, operations, and reporting where she has led projects, developed reports and dashboards, and ensured compliance.
The document discusses the challenges facing a consultant in the Malaysian construction industry, which include a highly fragmented industry, low barriers to entry, and intense competition. It also examines the roles of consultants, such as advising clients, project management, and ensuring quality control. Recommendations are provided to help consultants overcome challenges like unclear project scope and costs overruns.
Here are some potential reasons why it may be difficult to outsource human resources (HR) functions:
1. Loss of control - When HR functions are outsourced, the company loses direct control over how those functions are performed. Important strategic decisions may be made without full understanding of the company's culture and needs.
2. Lack of contextual knowledge - Outsourced HR providers may not have the same deep understanding of the company's business, goals, and employees as an in-house HR team. This contextual knowledge is important for effective HR.
3. Communication challenges - It can be more difficult to communicate and collaborate with an external HR provider. Important information may get lost or delayed in communication between the company and provider.
This document provides background information on the Balanced Scorecard Information Management System (BSCIMS) project. It discusses performance management and the balanced scorecard concept. It describes the problems with SEC's current paper-based balanced scorecard implementation, including lack of integration, communication challenges, and inability to properly evaluate performance. The project aims to design and develop a web-based BSCIMS to address these issues and automate SEC's balanced scorecard processes. The document outlines the balanced scorecard architecture and perspectives of financial, customer, internal processes, and learning and growth. It also presents the problem statement and objectives of the project.
This document provides guidance on developing and using performance information for the Queensland Government Performance Management Framework. It covers topics such as developing performance measures and setting targets, measuring performance through indicators, standards and other metrics, monitoring performance, and reporting. The intended audience is Queensland Government departments and statutory bodies. Performance information is presented as key to effective management and accountability.
The document discusses asset management planning in local councils in Queensland, Australia. It notes that only 37% of councils' asset management plans are currently up to date, representing a significant decline from the previous year when 60% were up to date. It goes on to provide guidance on improving asset management practices in councils, focusing on establishing basic asset registration and condition assessment processes, and integrating asset data collection into regular staff duties to inform strategic asset management planning.
Human Resource Practices in Software CompanyFakrul Hassan
This document is a report on HR practices at vQsolution Ltd submitted by Fakrul Hassan as part of his MBA coursework. It includes an introduction outlining the background and purpose of the report, as well as sections on literature review, the organization, findings and suggestions, and a conclusion. The report aims to analyze vQsolution's HR processes and identify areas for improvement, such as compensation packages, performance appraisals, and employee engagement, in order to enhance organizational performance.
The document provides details about a summer project report for a Bachelor in Information Management program. It discusses the background and objectives of the study, which is to develop an online store management system for Universal Computer and Mobile Center to modernize their record keeping. The organization currently uses a manual system but needs a computerized system for improved reliability, security, and customer convenience like online ordering. The report outlines the system design, implementation, findings from surveys that customers lack information and ordering options, and concludes the new system will address these issues.
1 PMGT 611 Team Project For this project, you .docxhoney725342
1
PMGT 611
Team Project
For this project, you will work in your assigned team. Each team will assign a project manager.
The Team Project is due in WBS 8 and the Team Project presentation is due in WBS Level 9.
Instructions for submission of all parts of the project are listed within those Levels.
Background Information
You have just been hired as the new chief information officer for a mid-size university. The
university has recently joined a group of other universities as part of a new alliance. This new
alliance requires the university to revisit its IT strategy, operations, policies, and budget to
optimize the use of Information Technology assets and resources. Major IT projects are
expected to take place in the future. One of these major projects is the implementation of a
uniform enterprise resources planning system to serve the university’s academic and
administration needs. This is a significant category of project that typically takes 1 to 2 years or
more to complete. Even more importantly, you observe that the current organization is
inadequate for implementing this major undertaking. This project will therefore involve almost
every single unit in the organization. Not only will you need to update the organizational
structure, but you will also need to train users on the new system, and work with every single
department to convert their existing data into the new system and make sure that all these
systems are now integrated.
In your first university executive steering committee meeting, you were told:
1. IT-related projects are hurting the university budget. The university has been struggling to
complete projects on time and within budget. Statistics show that:
24% of all projects were cancelled before they are completed,
44% of projects were late, over budget, and/ or missed meeting performance
requirements
Only 32% of projects were delivered on time and within budget.
2. Another problem is that IT-related projects within university departments and colleges are
not planned and executed in coordination with the Information Technology Division (ITD).
As a result, the ITD is not aware of or cannot support several systems.
3. You also gathered from the meeting that most deans and directors believe it is not
necessary to coordinate with ITD if the money is coming out of their budget. They also
believe that they know better than ITD what systems can better serve their needs.
4. In private, the university told you that the relationship between ITD and some university
departments needed to improve. Your assistant chief information officer has not exactly
been the most courteous when it comes to communication with university deans and
directors.
The Information Technology Division that you head is divided into three units:
1. Application Support,
2. Networking and Communication, and
3. PC support.
2
A director heads each unit. ...
This document provides an overview of key concepts related to corporate information strategy and management, including definitions of basic terms, levels of organizational structure, and management information systems. It discusses the top, middle, and lower levels of organizational management and their roles. It also defines management information systems and describes different types, including transaction processing systems, management information systems, decision support systems, and expert systems. Finally, it outlines levels of management information systems at the corporate, team/division, and individual levels. The document provides foundational information on organizational structure and management information systems.
The document provides an analysis of information requirements for a Homeless Help Mission organization. It includes a rich picture diagram depicting the stakeholders and processes. The key stakeholders identified are the CEO, finance director, information quality officer, director of central administrative support, external funders and agencies, volunteers, lead workers, assistant/center managers, and administrative assistants. The organizational structure has four levels - an executive committee that makes decisions, a head office that manages transactions and local centers, local project centers that implement projects, and volunteers. The analysis also describes primary and secondary use case scenarios to justify system requirements.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Running head TO DELEGATE OR NOT TO DELEGATE1TO DELEGATE.docxtoltonkendal
Running head: TO DELEGATE OR NOT TO DELEGATE
1TO DELEGATE OR NOT TO DELEGATE
3To Delegate or not to Delegate Vibert JacobSouth UniversityMemo
To Delegate or not to Delegate
In the first scenario, I would delegate because of the nature of the work involved in the process of looking for the most effective software to settle for in order to meet the specific accounting needs of the organization. The case presents that I am a manager and I have two employees working under my authority. The credit function of the organization plays a significant role in the running of the organization. The ability of the employees to accept and work with the new software will greatly depend on their capacity to understand the basics of the new software within the shortest time possible. For this reason, the delegation will see to it that the two employees under my authority are assigned tasked regarding the purchase of the new accounting software. For instance, the task can be divided into three subdivisions where each individual within the department is given one task to research and report within two weeks. The report from each individual will then be compiled to make up the final recommendation which will then be presented to the manager of the agency.
The reason for delegating the task is to ensure that my team members are involved in the processes because they will be among the key individuals who will also be tasked with the responsibility of using the system. The move will, therefore, present a great opportunity for the employees to give their opinion, input, and advice based on their experiences within the firm as well as the accounting industry as a whole. Moreover, the move will also help to build trust between me and my subordinates which will greatly improve the overall productivity of the credit functions of the agency. The delegation will be on an individual level since each of the two employees will be given different tasks to research regarding the new accounting system to be purchased.
The case presented in the second scenario brings out the fact that the fields manager is under pressure in regards to delivering the expected results within a limited time frame. As such, delegation would be an effective way to ensure that the organization is able to realize the desired objectives for the two major process that are being undertaken which are crucial for its overall success and sustainability, (Lyons, 2016). However, it is imperative to recognize that the nature of work involved in the case makes it challenging for the field manager to delegate his duties to those under his leadership.
To being with, the performance improvement project is aimed at improving the overall productivity and efficiency of the federal agents. These are programs that are designed to help the agents find more effective and convenient of undertaking tasks and responsibility that would be considered to be otherwise difficult. This means that the agents can onl ...
1) Keeping detailed logs of continuous improvement projects provides benefits like collecting knowledge, predicting future needs, and assessing the organization's lean maturity.
2) Accountants are well-suited to document projects because they are neutral and understand financial impacts. Recording financial and non-financial data in a centralized database allows learning across the organization.
3) An effective project log should capture details like the project goal, team members, tools used, and financial results. This allows analyzing trends and outcomes to guide future projects.
The Seven Enablers & Constraints Of IT Service Management - Research Update 2011Pink Elephant
This document discusses 7 key enablers and constraints for successful IT service management projects: leadership, resources, knowledge & skills, integrated tools, ability to deploy, ability to affect behavioral change, and program momentum. It summarizes research from 2008 and 2011 surveys on the importance and impact of these enablers. The 2011 survey found that higher education institutions were increasingly adopting ITSM practices. The document argues that while the enablers provide energy for projects initially, they can become constraints if lacking. Understanding and managing these constraints is critical for project success.
The 7 enablers and constraints of itsm 2011 v1 finalTroy DuMoulin
The document discusses seven key enablers that are critical for the success of IT service management projects, but can also act as constraints if not properly managed. These enablers are leadership support, resources, knowledge and skills, integrated tools, ability to deploy changes, ability to affect behavioral changes, and maintaining program momentum. The document reports on research conducted in 2008 and updated in 2011 that surveyed organizations on the challenges they faced with these enablers. It found that issues with leadership, resources, and affecting behavioral changes were the most common reasons for ITSM project failures. Effective management of these constraints is important for organizations to realize the benefits of their ITSM initiatives.
This document provides a summary of Catherine Joy C. Delante's qualifications and experience. It outlines her role as a BPO Mobilization/Transitions Manager at Accenture, with responsibilities including supporting solution realization and service transition activities. Previous roles at Accenture included Corporate Quality and Risk Management Lead, Global Project Management Officer, and Operations Review/Service Management Associate Manager. She holds a Bachelor's degree in Business Management from the University of the Philippines and has extensive training and seminars in areas such as management, project management, operations excellence, and business intelligence.
[1] Sharon Lavigne's 2015 annual performance appraisal summarizes her accomplishments and ratings on key performance indicators. [2] She completed her development plan and professional growth objectives for the year. [3] Her work on revenue forecasting and facilitating corporate changes was assessed as meeting or exceeding expectations.
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The document discusses the implementation of a performance management system in an IT service desk organization. It describes the background of the organization and the need for a performance management solution to address issues. It analyzes three approaches and recommends the best one. It then discusses the goals, objectives, and implementation process including communication, project structure, and risk mitigation. Finally, it covers an evaluation and reporting program to monitor the performance management program.
Sapna Ramesh is seeking a position that allows her to utilize her 11 years of experience in operations, business analysis, project management, and reporting at Fidelity Investments. She has a variety of skills including communication, analytical abilities, and project management. Her career at Fidelity has included roles in business analysis, program management, operations, and reporting where she has led projects, developed reports and dashboards, and ensured compliance.
The document discusses the challenges facing a consultant in the Malaysian construction industry, which include a highly fragmented industry, low barriers to entry, and intense competition. It also examines the roles of consultants, such as advising clients, project management, and ensuring quality control. Recommendations are provided to help consultants overcome challenges like unclear project scope and costs overruns.
Here are some potential reasons why it may be difficult to outsource human resources (HR) functions:
1. Loss of control - When HR functions are outsourced, the company loses direct control over how those functions are performed. Important strategic decisions may be made without full understanding of the company's culture and needs.
2. Lack of contextual knowledge - Outsourced HR providers may not have the same deep understanding of the company's business, goals, and employees as an in-house HR team. This contextual knowledge is important for effective HR.
3. Communication challenges - It can be more difficult to communicate and collaborate with an external HR provider. Important information may get lost or delayed in communication between the company and provider.
This document provides background information on the Balanced Scorecard Information Management System (BSCIMS) project. It discusses performance management and the balanced scorecard concept. It describes the problems with SEC's current paper-based balanced scorecard implementation, including lack of integration, communication challenges, and inability to properly evaluate performance. The project aims to design and develop a web-based BSCIMS to address these issues and automate SEC's balanced scorecard processes. The document outlines the balanced scorecard architecture and perspectives of financial, customer, internal processes, and learning and growth. It also presents the problem statement and objectives of the project.
This document provides guidance on developing and using performance information for the Queensland Government Performance Management Framework. It covers topics such as developing performance measures and setting targets, measuring performance through indicators, standards and other metrics, monitoring performance, and reporting. The intended audience is Queensland Government departments and statutory bodies. Performance information is presented as key to effective management and accountability.
The document discusses asset management planning in local councils in Queensland, Australia. It notes that only 37% of councils' asset management plans are currently up to date, representing a significant decline from the previous year when 60% were up to date. It goes on to provide guidance on improving asset management practices in councils, focusing on establishing basic asset registration and condition assessment processes, and integrating asset data collection into regular staff duties to inform strategic asset management planning.
Human Resource Practices in Software CompanyFakrul Hassan
This document is a report on HR practices at vQsolution Ltd submitted by Fakrul Hassan as part of his MBA coursework. It includes an introduction outlining the background and purpose of the report, as well as sections on literature review, the organization, findings and suggestions, and a conclusion. The report aims to analyze vQsolution's HR processes and identify areas for improvement, such as compensation packages, performance appraisals, and employee engagement, in order to enhance organizational performance.
The document provides details about a summer project report for a Bachelor in Information Management program. It discusses the background and objectives of the study, which is to develop an online store management system for Universal Computer and Mobile Center to modernize their record keeping. The organization currently uses a manual system but needs a computerized system for improved reliability, security, and customer convenience like online ordering. The report outlines the system design, implementation, findings from surveys that customers lack information and ordering options, and concludes the new system will address these issues.
1 PMGT 611 Team Project For this project, you .docxhoney725342
1
PMGT 611
Team Project
For this project, you will work in your assigned team. Each team will assign a project manager.
The Team Project is due in WBS 8 and the Team Project presentation is due in WBS Level 9.
Instructions for submission of all parts of the project are listed within those Levels.
Background Information
You have just been hired as the new chief information officer for a mid-size university. The
university has recently joined a group of other universities as part of a new alliance. This new
alliance requires the university to revisit its IT strategy, operations, policies, and budget to
optimize the use of Information Technology assets and resources. Major IT projects are
expected to take place in the future. One of these major projects is the implementation of a
uniform enterprise resources planning system to serve the university’s academic and
administration needs. This is a significant category of project that typically takes 1 to 2 years or
more to complete. Even more importantly, you observe that the current organization is
inadequate for implementing this major undertaking. This project will therefore involve almost
every single unit in the organization. Not only will you need to update the organizational
structure, but you will also need to train users on the new system, and work with every single
department to convert their existing data into the new system and make sure that all these
systems are now integrated.
In your first university executive steering committee meeting, you were told:
1. IT-related projects are hurting the university budget. The university has been struggling to
complete projects on time and within budget. Statistics show that:
24% of all projects were cancelled before they are completed,
44% of projects were late, over budget, and/ or missed meeting performance
requirements
Only 32% of projects were delivered on time and within budget.
2. Another problem is that IT-related projects within university departments and colleges are
not planned and executed in coordination with the Information Technology Division (ITD).
As a result, the ITD is not aware of or cannot support several systems.
3. You also gathered from the meeting that most deans and directors believe it is not
necessary to coordinate with ITD if the money is coming out of their budget. They also
believe that they know better than ITD what systems can better serve their needs.
4. In private, the university told you that the relationship between ITD and some university
departments needed to improve. Your assistant chief information officer has not exactly
been the most courteous when it comes to communication with university deans and
directors.
The Information Technology Division that you head is divided into three units:
1. Application Support,
2. Networking and Communication, and
3. PC support.
2
A director heads each unit. ...
This document provides an overview of key concepts related to corporate information strategy and management, including definitions of basic terms, levels of organizational structure, and management information systems. It discusses the top, middle, and lower levels of organizational management and their roles. It also defines management information systems and describes different types, including transaction processing systems, management information systems, decision support systems, and expert systems. Finally, it outlines levels of management information systems at the corporate, team/division, and individual levels. The document provides foundational information on organizational structure and management information systems.
The document provides an analysis of information requirements for a Homeless Help Mission organization. It includes a rich picture diagram depicting the stakeholders and processes. The key stakeholders identified are the CEO, finance director, information quality officer, director of central administrative support, external funders and agencies, volunteers, lead workers, assistant/center managers, and administrative assistants. The organizational structure has four levels - an executive committee that makes decisions, a head office that manages transactions and local centers, local project centers that implement projects, and volunteers. The analysis also describes primary and secondary use case scenarios to justify system requirements.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
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Table of Contents
A. REQUIREMENT ANALYSIS USING RICH PICTURE ....................................................................... 2
1. INTRODUCTION........................................................................................................................ 2
2. RICH PICTURE........................................................................................................................... 2
3. PROCESSING OF MAKING RICH PICTURE................................................................................ 3
A. IDENTIFY KEY ACTORS......................................................................................................... 3
B. KEY ISSUES AND AREAS OF CONFLICT ................................................................................ 4
C. MAIN FOCUS OF THE ENVIRONMENT ................................................................................. 5
D. CONTROL OF SYSTEM, DATA, PROCESSING LIE IN THE ENVIRONMENT .......................... 5
B. REQUIREMENT ANALYSIS USING USE CASE ............................................................................... 5
1. USE CASE ................................................................................................................................... 6
A. USE CASE 1: PROCESS PRE-START LEAD.............................................................................. 6
B. USE CASE 2: WORKING ON THE BID ................................................................................... 7
C. USE CASE 3: DEVELOP NEW PROJECT................................................................................. 7
2. PROCESS OF DRAWING USE CASE ........................................................................................... 8
A. IDENTIFY THE ACTORS ........................................................................................................ 8
B. IDENTIFY KEY ACTIVITIES ................................................................................................... 8
C. IDENTIFY ALTERNATIVE USE TO PRODUCE THE SECONDARY SCENARIOS...................... 9
D. ASSUMPTIONS ABOUT THE SYSTEM.................................................................................... 9
C. CRITICAL EVALUATION..............................................................................................................10
CONCLUSION...................................................................................................................................12
A. THE SAME THINGS BETWEEN RICH PICTURE & USE CASE ............................................12
B. THE DIFFERENCE BETWEEN RICH PICTURE & USE CASE...............................................12
D. REFERENCES................................................................................................................................ 13
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Information Systems Engineering
Individual Coursework
A. Requirement analysis using Rich Picture
1. Introduction
“The Children Support Agency (CSA) is a national charity based in the UK that cares for young people
(aged 12-24) who require additional support to help them live their lives effectively. There are 4 key99 areas
where CSA work: housing, family support, education & training, and tackling crime.i
”
2. Rich Picture
FIGURE 1 RICH PICTURE
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3. Processing of making Rich Picture
a. Identify key actors
As CSA case study description, we need to get the overview of system clearly to identify the current situation
with main actors and conflicts between them. Its important process to draw rich picture so we need to
identify and order the key actors of CSA but not at all are mentioned in this. I need to analyze the CSA
system and decide to choose which one to put on rich picture – the actors whom have direct effect to the
current system. As the definition of Wikipedia “Stakeholder, an entity that can be affected by the results of
that in which they are said to be stakeholders, i.e. that in which they have a stake. ii
“. In CSA, I have identify
stakeholders who be a part of system and have roles or affected directly to system as below:
Administrative Service Director
o This key actors have important role in CSA system, they help to make sure that projects
and reference activities run efficiently. Besides that, they need to show off the value which
made from the fund to funding bodies – who sponsor the money for the origination.
Finance Director:
o Their responsibility are provide accurate financial data from Regional Directors and Area
Managers. Moreover, they have to plan for project financial in future and report to trustees
with dependable data.
Head of Human Resource (HR):
o Head of HR have to manage the CSA’s staff resource by using the software which
developed before.
Contract and Funding Raising Team:
o This team role are be a partnership with Area Managers to help Regional Directors for
developing new projects, sorting out the contracts with funding bodies, like manage and
plan make sourcing funds for project. This team have managed throughout Administrative
Services Department.
Regional Director:
o They have responsible for developing new projects, sorting out the contracts with funding
bodies, identifying project deliverables, and so on.
Area Manager:
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o The Area Manager have to overseeing the management of all of the projects being run in
their area.
Leader Worker:
o Being a part of team member in each project, Leader Work have responsible for
overseeing and managing the project. In some case of big project which have a significant
number of member, they have to manage whole the project team.
Senior Executive Group:
o This group are made of the Chief Executive, the Finance Director, Head of HR,
Marketing Director, Administrative Services Director and the three Regional Directors.
This is the main key actors of CSA which make decision which need to ratify by the Board
of Trustees.
Board of Trustees:
o They get the appropriate management information which provide by Administrative
Services and have responsible to support or make final decision for Senior Executive
Group.
Funding Bodies:
o This is most important part of CSA organization because they provide fund for all activities
of system.
b. Key issues and areas of conflict
By analyze and research carefully about current situation of CSA through case study and interviews, I have
defined the key issues and area of conflict which affect directly to the environment (CSA). All of this have
put on the rich picture above.
First of all, which key issue mentioned is between Regional Director (Sean McNally – Northern RD) and
Administrative Services Director. He don’t want head office to continually interfere with what they do as
this time. Because the CSA origination have a number of office in regionals which have so differently
manage style and not consistent between them. Sean McNally thought that he only need a system which
help him or the other director to manage staff and running project in his regional, the development for new
system that allows head office to meddle regional’s business are unnecessary and make his staff become to
overworked. This make of the fray with Administrative Service Director.
Next key issue is between Finance Director with Regional Directors and Area Manager. As mention above,
Finance Director have responsibility to provide accurate financial and project’s performance to analyze
effectiveness of system. However, as Steve Sutherland – Director of Finance department said: “It was quite
clear that Area Managers and Regional Directors haven’t been providing accurate financial data for some
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time and that clearly isn’t good enough”. As the result of this, it will make him can’t analyze exactly the
efficient of fund for projects which are running.
The third issue is depend on conflict between Leader Worker and Information Quality Officer. The team
leader feel boring because he must to do whole time for administrative tasks to send back information about
member, project’s status or other metric to Information Quality Officer as requires each periodic required.
He don’t have time to work with children and help them in some way, instead of this need to write report,
fill form, correct pieces of data or something else.
c. Main focus of the environment
As case study mentioned, The Children Support Agency is a national charity based in the UK that cares for
young people who require additional support to help them live their lives effectively. Such office of CAS
have been put in a larger area which head office in central London and another. A lot of staff chose not to
move to new office, in additionally include area office make CSA became too difficult to manage their
staffs. They cannot centralize origination and work around in a standard process. Not at all project which
running in CSA have typical style of managing and working so directors and staff only care about which they
do in their area. Moreover, the funding bodies who be an important part of CSA only care about how
effective of fund they spent and doesn’t know how CSA and staff do for running project fluently and be
successful. For all above, the main focus of the CSA environment are make contracts consistent and
centralize manage to improve the organization performance and make sure fund are effective.
d. Control of system, data, processing lie in the environment
As I draw in rich picture above, the Head Office is general control of CSA system. Senior Executive Group
also called or defined as general control of system because it made of most important roles of CSA. This
group will make decision for which project will be invest fund or not for running in the future. However it’s
not final decision, all need to ratify by Board of Trustees.
In CSA environment, almost software which they using are out of date and make the higher level too
difficult to manage system – as Director of Human Resource said that and result of analyze base on case
study.
In each child offices – mention Area Office or project team also have difference managing style. Therefore
it a reason why the Contract team and raising funding department complain about the quality of KPI’s
report and project’s performance report which provide by lower manager.
This session defined the control of systems, data and processing lie in the CSA environment and after
research and analyze problems which existed in the environment.
B. Requirement analysis using Use Case
This section using Use Case Modeling to analyze requirements of system.
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FIGURE 2 USE CASE DIAGRAM
1. Use case
a. Use case 1: Process pre-start lead
Pre-conditions:
- The lead identified meets the criteria of CSA.
- Lead’ requirements are able to meet the requirements of the tender or identified by
CSA to make sure what would be needed for the project to succeed.
Flow of events:
- CSA receive lead with references details.
- The Contract Team identify lead’ requirement in partnership with the appropriate
Regional Office and Area Office.
- Researching existed system information to be an audit of resources as human,
finance…
- Analyze appropriate factorials for the project to succeed.
- Make final decision.
Post conditions:
- Lead’ details, include references data as human resource, finance resource, lead’
requirements will be stored in the central database.
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b. Use case 2: Working on the bid
Pre-conditions:
- Lead’ details, include references data existed in the central database.
Flow of events:
- Lead’s details shown off with appropriate factorials for the project to succeed.
- The team working on the bid make a Go/No Go decision as to whether to proceed
any further.
- The similar contracts (leads) that have been successful in the past are shown up for
helping write bids.
- The bid is written to meet the criteria of the Funding Body.
- The bid goes to SEG of CSA for agreement.
- The bid is sent to the appropriate funding body.
Post conditions:
- The bid with relevant details is stored in the central database.
Alternative scenario:
- If the team working on the bid make a “No Go” decision, then they put information
into file to describe the reason.
- Stop process and do not writing the bid.
c. Use case 3: Develop new project
Pre-conditions:
- The appropriate Funding Body received the bid with relevant information – which
stored in the central database.
Flow of events:
- The Funding Body approve the bid.
- A new contract is created.
- Sets up all of the relevant information for the contract.
Post conditions:
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- Details of the setting up all of the relevant information for the contract are stored in the
central database.
Alternative scenario:
- If the Funding Body doesn’t agree with bid, then they put information into file to
describe the reason and stop process immediately.
- If the Funding Body answer “Yes, Subject to some changes”, CSA will cover tasks to
change until the bid and the criteria of the Funding Body are meet or informed. If yes
the process will continue as the main scenario. If no, the process will be the first
alternative scenario above.
2. Process of drawing Use Case
a. Identify the actors
Generally, we need to analyze and define clearly actors who have responsible in system which references
with interactions between their role and system as the use cases above. As Wikipedia said “The actor can be
a human, an external system or time”. By this report, the use case diagram describe about people or
departments which are most important in the system.
Not at all personal/roles which drawn in rich picture – section A are important or play roles which could
not missing in The Children Support Agency. This is reason why the Funding Bodies have chosen to be
one of actors in my use case.
By the organization rule and main process, all of people who work in CSA can’t work smoothly without fun
which provide by them. As officially, all the final decisions are depend in the Funding Bodies. Next, by
play roles which have responsibility to prepare bid with analyze requirement, bidding and tracking project
records, the Contract Team have become to key actor of CSA system.
b. Identify key activities
In the use case, there are three key activities: Process pre-start lead, Working on the bid and Develop new
project. By analyze the case study with references information, the “Process pre-start lead” activity is the
most important in the system. The future of coming next projects are depend almost at this step by high
quality of results and working hard of team’ members. There are many activities are mentioned in case
study and describe in the use case above:
Working on the bid
Identify Lead
Audit of resources
Put information into file
Use data of similar contracts that have been successful in the past
Develop New Project
Get approval from Funding Body
Create contract
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Marketing and publicity for Lead
Making sure the allocate resources
Sets up all of the relevant information
c. Identify alternative use to produce the secondary scenarios
By focus into case study and the use case, I have identity scenarios as described above. Follow to what have
learn about skills and technique to define the secondary scenarios, I have identity the target result of system
which CSA want to do, beside make “W” questions with expected conditions as “What…If…”,
“What…When…”.
Furthermore, I have analyze what system will do with my real able experiences to write down the secondary
scenarios. For example, in the use case “Develop new project”, follow the requirement and make the
questions: “What will happened when the Funding Bodies doesn’t agree with bid?”, “When the answer is
Yes, what they need to do?”
Most important activities to make sure you can cover all and identify the secondary scenario correctly are
analyze system and requirements carefully. It will help you easy to identify all future cases happened with
less time.
d. Assumptions about the system
This part will make an assumption about the CSA system after analyzing the current system and
requirements. First at all, assume that I have enough time and suitable situations to ask all of people whom
working in CSA for questions which prepare before.
1. Interviewees: Finance Director, Information Quality Officer:
- How the others such as Leader Worker, Area Managers or Regional Directors can provide
references data/report on time to you? FAX, Email or throw General Information System?
2. Interviewees: The Contract Team:
- In the current system, have you ever met the case which duplicate contracts are using same
bidding? How did you resolve this problem?
3. Interviewees: The ICT Department, Finance Department:
- Does the current system have sub ICT Departments in each regional for manage existing data?
Who manage them?
- In new system where data have put in only general locale, whom have responsibility to tracking
and running?
4. Interviewees: Administrative Services
- Who have responsibility for decide the bid are meet the criteria of the Funding Body?
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5. Interviewees: The Senior Executive Group
- What the responsible of the marketing in system and SEG?
- Which process need them to join and work? Pre-processing/Write bid/Develop project
- Does the Board of Trustees and Funding Bodies have right access to system?
- If yes, what limitation of data which expose for them to access?
6. Interviewees: ICT Department
- What type of application users are expected to using in future? Web application or Desktop
application (Mobile application for extent).
C. Critical evaluation
This section describe about two techniques which I have use to analyze the requirement of CSA system. By
applied which studied: Rich picture and Use case modelling tool, it help me to get understand quite clearly
about current system and also analyzing the system requirement meet what customer expected. In general,
each of them have difference elements to dissect the problem. Using both of them to solve problem/analyze
system is necessary and help the project get best success in the shortest time with.
Following the article about Soft Systems Methodology in Wikipedia, a team named Lancaster had summary
main criteria known as CATWOE. Which means:
- Clients (or Customer): Who/What would benefit or suffer of this system?
- Actors: Who have responsibility to implement this system?
- Transformation: What transformation does this system bring out when start until the end?
- Worldview (or Weltanschauung): What make this system become meaning?
- Owner: Who have highest authorization to decide the existing of this system?
- Environment: What affect to the system but doesn’t control this system?
In case of the Children Support Agency system, by definition is “How to get high rate successful of the
meeting between the qualities of project and the Funding Bodies satisfaction?” with CATWOE:
- Clients (or Customer): Funding Bodies (Funding Bodies’ satisfaction).
- Actors: CSA’ staffs who involve into deliverable process.
- Transformation: Project’ reports which provide in one a year/each 6 month/monthly.
- Worldview (or Weltanschauung): Bring up the innovation, improvement, pressure to project
and project team.
- Owner: The head of CSA.
- Environment: Project Budget, Location of project implement and real life situation of project.
Rich picture known as most important part of requirement analysis. The system have describe quite clearly
with main process, actors involve to and their roles, current problems with human concern about in rich
picture. Follow what I have learn about Soft System Methodology (SSM) – which “used to support and to
structure thinking about, and intervention in, complex organizational problemsiii
”, I have analyze and drawn
the rich picture above.
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FIGURE 3 SOFT SYSTEMS METHODOLOGY PROCESS
(Source: The Process of Soft Systems Methodology - http://cci.drexel.edu/faculty/sgasson/SSM/Process.html)
The other can easy to view the rich picture and understand the CSA main process (known as workflow),
organization structure with relationship between members and groups of CSA system. Furthermore, the
rich picture also help people to know about roles and responsible of member who working in CSA beside
their concerns or complains about what they think un-rational in current system. When start to draw the
rich picture, I have drawn a draft version which have classical actors and basic system modelling as case
study describe.
FIGURE 4 MY DRAFT VERSION RICH PICTURE
At next part, by using technique “Use case modelling” method I have analysis quite clearly about the
Children Support Agency and activities of actors with scenarios reference. This method help me so much
when try to describe the case study by drawing models with functions and system workflows – which easier
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to understand and get more information about the system. If only apply Rich picture method, we also get
only the current situation of system without don’t know how they running or how system looks like.
Identifying actors will help us to understand what we need to do when develop the system which comes with
fully user requirement base on each reasonable scenario. More than that, each use case also need to fill up
(or describe) successful result and alternative results (usual known as second scenario), beside the detail of
steps which system running. The use case also help us to avoid the error of system with less time of analyze
system requirements.
It’s not all reason why I have choose Use case modelling method to analysis the CSA. Drawing use case will
help developer to identify and decide which are main actors they need to focus, purpose which activities
need to focus and put the priority for development phase. Mostly functions will describe in System
Requirement Specification (SRS) as a traditional way, with a number of document pages and numbered list
inside. However, Use case diagrams break requirements into smaller section with shorter scenarios to help
reader easy to read and understand. Finally, Use case also help development team can cover un-expected
case when the system run in production environment, so that they can list and refer to project planning task
as estimate time, budget…and get the less risk in development time.
Conclusion
a. The same things between Rich Picture & Use Case
Both of two tools mentioned above also help me to get the fullest information about the Children Support
Agency. By following the Rich Picture or Use case also help reader or users can communicate with system
and know what they need to do, what requires and the final result of each task. Both of Rich Picture and
Use case also describe the actors in system but have difference that actors in Rich Picture are all people
belong to the CSA system, and actors in Use case only describe who have relationship in the Contract
Teams (or Contract System).
b. The difference between Rich Picture & Use Case
Rich Picture bring up the view of current CSA system with user’ confuses or dissatisfied about the others. In
the other hand, use case describe/propose how system running in the new develop. So the rich picture
couldn’t help us to find out solution for requirements as the use case did. However, without Rich Picture we
cannot get an over-view about conflictions which we need to solve. In next state we had put the actors left
out of the system and only focus to drawn/analyze how user interact/communicate with system. That the
way I do in using Use case Modelling tool for analysis the Children Support Agency system requirement. So
the use case models have meet their expectation with the new system.
In conclusion, when working and apply together two tool Rich Picture and Use Case in system analysis and
gathering requirements is the best way to get a highest result. Although all of them also have specific
characteristics but tools have provide/support each other when processing. In specific, Rich Picture bring up
an over view with quite clearly about the current situation of system. So by looking and assessment to
working with Use case for solve the problem/describe the communication between users and system in real
life.
Over the coursework time, I have got quite good understanding about SSM, Rich Picture, and Use case.
Beside that help me to recognize and right assess about the important of the analysis system and gathering
requirements in a general project development process.
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D. References
- The Information System Engineer Coursework - TERM 1 2014/15
- Stakeholder (Wikipedia) http://en.wikipedia.org/wiki/Stakeholder
- Actors (Wikipedia) http://en.wikipedia.org/wiki/actors
- Introduction to Soft Systems Methodology - http://www.learnaboutor.co.uk/strategicProblems
- The Process of Soft Systems Methodology, Drexel University -
http://cci.drexel.edu/faculty/sgasson/SSM/Process.html.
- Use case Benefit – http://casecomplete.com/use-case-benefit.
i
The Information System Engineer Coursework - TERM 1 2014/15
ii
Stakeholder (Wikipedia) http://en.wikipedia.org/wiki/Stakeholder
iii
Introduction to Soft Systems Methodology - http://www.learnaboutor.co.uk/strategicProblems/m_s_3frs.htm