BLOGGING AGAIN

Pirates of the Silicon Valley

2011-03-10T08:14:00.000-08:00

A movie review for Pirates of the Silicon Valley.

“No empire lasts forever.” Kerry Douglas Dye

The method of using these folks to narrate the story is dynamic and fun. At one point, Ballmer leaps from the screen to explain the scene that is happening. A super use of special effects! Surprisingly, the film does a very good job of capturing the public persona both of these individuals have become known for. Steve Jobs is portrayed as a domineering visionary who always has an eye on the melding of art and science. Bill Gates is shown as a shrewd businessman who always sees the how’s of the business deal.

The primary problem with Pirates of Silicon Valley is that it paints every person and event in it like Central Park caricatures. Wyle tries too hard at being the brilliant asshole. Anthony Michael Hall plays Bill Gates like the unpopular kid trying to take over the clubhouse. It also plays lip gloss to a lot of the real reasons for the popularity of Windows (hardware interoperability, business computing needs, supply chain distribution, and developer friendliness).

Eagle Eye

2011-03-10T07:57:00.000-08:00

A movie review of Eagle Eye.

“On the Run From Terrorists and a Disembodied Voice” A.O. Scott

From the start of the film you get a sense that something big is happening. Bigger than the people we are quickly getting to know more about. Jerry is a normal guy working at “Copy Cabana” and Rachael is a single mom working as a paralegal . With Jerry’s twin brother just dying and Rachael’s son just sent off on a school field trip, they are both very alone in their sad lives.

With a twist of fate the two each receive a phone call from a woman with very explicit instructions to follow. This is when the action becomes so intense I thought my fingers lost circulation from holding onto one another so tight.

So far, so good. The principals are a bit confused about what’s happening to them, and so is the audience, but that’s as it should be. Are Jerry and Rachel, who have been receiving menacing phone calls from a mysterious woman with an accentless, affectless voice, patsies in a terrorist conspiracy?

It seems that way, but then again, why would a terrorist organization with the capacity to hack into cellphone lines, construction cranes, city buses and security cameras need to mess with stressed-out ordinary citizens? Maybe it’s not terrorism at all but some kind of government conspiracy.

I sometimes wonder what would happen if the government could spy on me without my knowledge. This picture takes things a little farther when it injects a faulty computer capable of committing devious deeds. The battle between the computerâ€™s mind and the human mind is fascinating. I ROBOT comes to mind. The very thought of what could happen should this fantasy become a reality is scary.

I, Robot

2011-03-10T07:48:00.000-08:00

A movie review for I, Robot.

The year is 2035 and Will Smith is Detective Spooner with a distrust of robots. You see, robots are everywhere doing just about everything and society in general is quite happy about this. Robot cooks, maids, garbage men, just about manual labor job you can think of a robot is able to do. What the humans do to make money now isn't brought up, but you really have to wonder. Or not, it is just a movie after all.

Robots are perfect helpers. The three laws hardwired into their brains make them utterly incapable of harming a human. No robot has ever broken a single law, let alone hurt anyone. Still, Spooner doesn’t trust them. In fact he hates them, with the kind of fervent prejudice usually displayed only by more devout members of the Klan. Since he’s a cop, his hatred leads him into all sorts of bad situations. On his way to work he sees a robot running down the street with a purse and gives chase, automatically assuming the robot is a thief though no robot has ever committed a robbery. He tackles the automaton, only to discover the robot is racing to bring its owner her inhaler, a mistake which lands him in trouble with his cliché police chief (Chi McBride).

The ideas aren’t strictly fresh, some of the plot devices are a little too convenient, and yes, Will Smith is for the most part still doing the same old stuff you’d expect from Will Smith. But none of that really hurts. If there had been someone with the courage to avoid plopping in those extra “Big Willie” quips, Will could easily have made his character something special. As is, he shows enough flashes of intensity and grit to keep things on track while Proyas fills in the gaps with a robust mix of serious and fun. This isn’t the dark, heady Asimov movie we might have hoped for and this certainly isn’t Proyas at his best. But I, Robot is solid and exciting entertainment, well worth a lingering look.

Surrogates

2011-03-10T07:47:00.001-08:00

A movie review for Surrogates.

There's one moment in Surrogates that's so completely fantastic, so face-meltingly awesome it represents everything we hold to be true as human beings, and if they just made this scene the movie it would win every award from Academy to Nobel AND it would unify nations to one global consciousness. It involves Bruce Willis emerging from a room (after drinking some scotch, naturally) and beating the holy hell out of a laughing robot with his bare hands.

The rest of Surrogates isn't nearly as awesome as that brief moment. It starts off alright, but quickly becomes a warmed over stew of missed opportunities and movies (and chases) you've seen in the past, complete with unnecessarily convoluted plotting that's more obnoxious than clever and a "twist" I literally called during the opening credits. (It should be pretty obvious to anyone who's a sci-fi nerd. Or anyone who's ever read a science fiction story). It's pretty much a slightly dumber version of I, Robot, but with far less product placement.

WALL-E

2011-03-10T07:37:00.000-08:00

A movie review for WALL-E.

“In a world left silent, one heart beeps.” – A. O. Scott

That exactly is how I can elucidate this movie. Its first 30 minutes or so is I can say mind-numbing for there were no human figures neither any dialogues spoken nor narration that would at least explain what the character is doing. The scene is an intricately rendered city, bristling with skyscrapers but bereft of any inhabitants apart from a battered, industrious robot and his loyal cockroach sidekick. Hazy, dust-filtered sunlight illuminates a landscape of eerie, post-apocalyptic silence.

WALL-E (Waste Allocator Load Lifter - Earth Class) is the last of his kind, a robot created by the Buy-N-Large Corporation to clean up the piles of trash left on Earth by the conspicuous consumption of human beings. The humans themselves have evacuated the now-toxically trashed Earth for a Eden-like spaceship habitat called the Axiom (also created by BNL corp.), where they spend their days sipping meals out a cup and reclining on floating easy chairs. Though all his robotic compatriots have long since compacted their last, WALL-E continues plugging away at his job in an endearingly human way. He wakes up each day to the chime of a Macintosh starting up (score for the iFolks! Thanks Steve!) and heads out for another day among the trash heaps. He brings a battered coolie along with him to save the things he likes: a ping-pong paddle, a plastic dinosaur toy, a light bulb, a small seedling saved in an old boot. He ends each day in his home, watching an old video tape of Hello Dolly! - an important motif throughout the film.

WALL-E maintains a quiet, dutiful, and lonely existence. His sole companion is an indestructible cockroach, perhaps a direct descendant of Jiminy Cricket, whose presence confirms the rumor that roaches really will be the last creatures left on Earth. But WALL-E's life changes -- and our story takes off -- when a skyscraper-sized spaceship drops off a second robot, EVE (Extraterrestrial Vegetation Evaluator), and teases our hero with the potential of friendship.

Things change drastically for WALL-E the day EVE shows up. She is slick and futuristic and quite obviously a girl; WALL-E falls in love almost immediately. It turns out EVE has been sent from the Axiom to scan the earth for signs of habitable life. Their convincing courtship is done completely without dialogue, quite a feat for sound designer Ben Burtt who found a way to make ambient noise into recognizable words for WALL-E. Trying to impress the coolly modern EVE, WALL-E shows her the seedling he found, at which point EVE goes into a hibernation state and awaits the return of her spaceship. WALL-E, of course, cannot abide by his beloved EVE's status and hitches a ride into space to save her.

Though he is tiny and relegated to the dirtiest of the dirty jobs, WALL-E truly understands how to find value in sullied things and how to create magic out of useless objects. He is more human than the humans in that way and slowly, without preaching (he can't even talk), WALL-E begins to show them how to regain what they have lost through sloth and over reliance on technology. It's an environmentalist film, but also a poignant homage to simple joys in this era of iPods and digital everything.

This movie, for as hilarious and touching as it is, is at its heart a brutal indictment of corporate consumer culture. I laughed, I cried too, sometimes out of sentimentality but mostly out of sadness. A world without growing things is indeed uninhabitable and horrible, but a culture that puts comfort and money above ethics and shepherding the resources that make such comfort possible will indeed come to ruin. By the end of the movie, Wall-E's romance with Eve didn't make up for the not-so-subtle damning of our society and its misplaced values.

Why do we need to study technology/ies?

2010-12-09T23:23:00.000-08:00

A practical question needs to be answered practically. Simple, I need to study technology because it is the field of study that I chose since I'm an Information Technology student, it is just understandable that I MUST study this. :)

Kidding aside, when we speak of technology, it is EVERYTHING AROUND ME. It is the thing that wakes me up in the morning, the thing that aids me in making my breakfast. It also helps me to have a sleep at night. Everything around me is technology. Why do I have to study this? It's just that I have to learn something from the THING that helps me go through everyday.

SAD1 - Assign 5

2010-01-03T09:08:00.000-08:00

We were asked to know if the life cycle implemented by the university was really meant for the university and if it satisfies our needs. To start, System Life Cycle as known in the web, is a part of Software Engineering process, in which it is an examination of a system or proposed system that addresses all phases of its existence to include system design and development, production and/or construction, distribution, operation, maintenance and support, retirement, phase-out and disposal. The systems development life cycle (SDLC) is a conceptual model used in project management that describes the stages involved in an information system development project, from an initial feasibility study through maintenance of the completed application.

The life cycle of an embedded system varies dramatically, from processors embedded in disposable consumer goods to applications requiring maintenance and support for decades. Designing an embedded system often requires taking into account the complete product life cycle, from initial product concept, through its operational period, and into replacement with newer equipment. While the design phase is covered by other topics, areas of specific concern to a life cycle perspective are: an accurate life cycle economic model to guide engineering tradeoffs, taking into account requirements for logistics and support over the product operational period, and issues specific to refurbishing/retiring/discarding the system at end-of-life. While the term "life cycle" has different meanings to different technical communities, the central idea is to expand the traditional engineering emphasis on the "design cycle" to encompass optimizing utility, profits, and tradeoffs across the entire lifetime of the embedded system being designed.

The road to an institution’s establishing a niche of its own in the educational firmament is long and arduous. If the University of Southeastern Philippines wishes to gain a posi¬tion of leadership in the world of learning, we need to deploy our physical, human and financial resources in a manner which meets the needs of the future. New initiatives need to be adopted fast to provide the necessary impetus to propel USEP towards achieving its vision—that of becoming a premier university in the ASEAN Region. Having emerged and developed from a merger of small institutions of varied academic orientations twenty-nine years ago into a comprehensive regional university; it should have no time to waste. Rather than suffer obsolescence in a fast chang¬ing world that characterizes the globalization era, USEP should now reposition itself for the knowledge-based economy and sur¬mount the challenges of new knowledge evolutions. Globaliza¬tion as well as the knowledge economy has posed a new chal¬lenge for USEP not only to provide findings which can enhance the nation’s progress but also to produce graduates who are relevant, flexible, efficient and dynamic and of respectable char¬acter. Moreover, the knowledge economy demands for workers with knowledge that can be available only through lifelong learn¬ing. Hence, USEP commits itself to developing the potential of human resources to its optimum. To bring about change, the University embarked on planned change—conscious, deliberate and collaborative ac¬tions to change our self-system, social system or cultural system utilizing an understanding and utilization of its human resourc¬es.

Underlying assumptions adopted by the USEP community to manage change are: a USEP system committed to a man¬agement strategy for growth rationalized by its unique strate¬gic direction of each of the five campuses and highlighting their comparative advantage in the market; an enhanced capacity of each campus to contribute to the total system’s sustainability; a pervading culture that promotes performance, accountability and balanced with a just and humane incentive and reward sys¬tem; a data based planning system that balances internal and external growth opportunities with an internal capacity to self-organize and regulate for growth; and, a system of leadership that enables and influences the collaborative culture and growth of all campuses within the USEP system as said by the University President.

The President is actually having a 15-year plan that is to provide the University with a roadmap to reposition itself toward becoming more competitive and respon¬sive to the needs of its stakeholders. Essentially, this would mean USEP achieving academic excellence in the future and the leader in research, development and extension in Southern Philippines and the rest of the country.

As seen everywhere in the university, its VISION is to become a premier university in the ASEAN Region; the USEP shall be a center of excellence and development, responsive and adaptive to fast- changing environments. USEP shall also be known as the leading university in the country that fosters innovation and applies knowledge to create value towards social, economic, and technological developments. Its MISSION, is provide quality education for students to grow in knowledge, promote their well-rounded development, and make them globally competitive in the world of work; Engage in high impact research, not only for knowledge’s sake, but also for its practical benefits to society; and, Promote entrepreneurship and industry collaboration.

Honestly, I can’t think of anything with regards in the life cycle used in the University. Some may say that the university truly follows their so called “life cycle” yet it is not visible if you’d ask me. Though the University does follow their 15-year strategic plan but still I think it just doesn’t stop there. Since students are part of this, we should also be aware of what’s going on which means the administration must try to communicate with the students as to how their plan was going. If it satisfies our needs? I really cannot tell.

SAD assign4 :)

2009-12-22T12:55:00.000-08:00

The Systems Development Life Cycle (SDLC), or Software Development Life Cycle in systems engineering and software engineering, is the process of creating or altering systems, and the models and methodologies that people use to develop these systems. The concept generally refers to computer or information systems. In software engineering the SDLC concept underpins many kinds of software development methodologies. These methodologies form the framework for planning and controlling the creation of an information system: the software development process.

Developers worldwide will agree that building software takes more than just writing complex codes and implementing them in an environment. Developers usually start out their career in programming by developing programs or software according to their own plan and hope that someone will appreciate it. But once the developer is associated with a business or another software company, the creativity is limited to business and consumer needs. The pressure in creating accurate and efficient software is even bigger in the entrepreneurial stage.

To ensure developers have come up with the right software for the specific need, programmers have created steps on how a program could specifically created. This will ensure everything is built according to plan and tested extensively before it could be implemented for public or formal use in business. Under these circumstances the term “Systems Development Life Cycle” was born. The need to create accurate and efficient software has led to the formalization on certain stages and phases on how a program should be built.

Simply put, SDLC or Systems Development Life Cycle is a series of steps observed by developers on building specific software. Developers follow certain steps to ensure they have the right software for the right demand.

The history of the term “Systems Development Life Cycle” is very vague but it naturally came into being since the 1960s when developers started to create programs specific to a certain need. Slowly, the term has been observed by different software development companies. From a simple format of planning, building, testing and implementing, software companies have developed their own version of developing specific products for their clients. Each version of software development is called “Model”. As of this writing, there are 18 known software development models observed by differentsoftware development companies . These development models could be applied in a certain situation to ensure the product created is a success, since not all models could be used in a certain application. Skills and experience in software development will also dictate which model will work for software development.
There is a great temptation to just resign to the fact of creating software based on the problem. For example, the business needs a simple computing software embedded in their website. That is a simple problem that could be done by programmer, anytime. It is just a matter of using code to efficiently implement the software in a website.

But if you take a look at it deeply, there are steps that should be done before you can actually create the software. First you have to know what type of computing software and the components that should be added. Then they have to plan the actual codes that will be used and test it extensively before implementation. Without any of these steps, something will definitely go wrong once the program is implemented. With SDLC, software development companies or in-house developers will ensure the software released will have the following behaviors:

1. Software created are of high standard. Building a software is different from building a well built software. Anyone could create a software as there are available tools that does not even require a knowledge in extensive programming. But with SDLC, programmers have to look further than tapping in shortcuts to create a specific tool that the customer wants.

2. Project implementation and control will be easier. The role of developers does not end when the program is implemented. Even though a specific software is highly efficient when implemented, anything found wrong or a bug in the system should be worked on especially when the software did not go through beta testing. In this account, SDLC will ensure that controls of the software are stable. This is usually done be creating better documentation to guide the developers in controlling the specific function of a software.

3. Answer the need of the users or even exceeding their expectations. Every software that is created should answer the specific needs of their clients. Having a highly stable software will be nothing if the intended users cannot use the software. SDLC will make sure the needs are answered and could even provide more than they need. The steps they will be using are geared towards creating a software that is highly efficient as well as problem solving for better time management.

Although SDLC has different models, most of the models observe the following stages to ensure their software is a success.

1. Project planning, feasibility study. Developers have to study the market and know their needs. The theoretical plan of the software is created in this stage. Developers will conduct a study on how will this software affect the users and if there is an actual need for this software.

2. Systems analysis, requirements definition. After creating the theoretical plan and mapping out the need of the users, developers will have to sit down and determine the technical requirements in building the software. In this stage, developers will create a workflow that will be the basis of the actual design.

3. Systems design. Developers will now build the software based on the needs and the architectural plan of the software. Developers will either use a specific language to create a software or they could use an available component. This stage usually differentiates different models wherein some will actually use a specific language, some will use tools without the use of a specific language while other models will use the available components to create a software.

4. Implementation. As the software progresses, developers will need to test the software for proper implementation. Slowly the program is built from the scratch and each component is tested if the code or language used actually works.

5. Integration and testing. Once the software is completed, it will go through serious testing before integration to the actual working environment. The software will be placed on beta version. Usually the software will be available for selected users (closed beta) and gradually the software is opened for public use but will still be in beta version (open beta). Going from “closed beta” to “open beta” will test the software capability for simultaneous and multiple users. Bugs will be detected and developers can work on them before they are completely integrated on to the system.

6. Acceptance, installation, deployment. After a rigorous testing in beta version, the program is now ready to be used publicly. Complete installation of the program is offered with all the components applied.

7. Maintenance. Although the software is now stable it does not guarantee it will work properly at all times. But instead of looking out for bugs, developers will be reactive to the problem. The developers will only monitor the performance of the software and create the necessary adjustments to maintain the software.

8. Disposal phase. In course of time a software can no longer be required. A better software may take its place in the market, the software may no longer answer the concerns of its users or the project could not live according to the expectations, these are some of the reasons why a software should be disposed. Before actually disposing a software, Developers will have to inform its users in advance the discontinuation of support to the said product. Users, then will have the option to uninstall or disregard the software completely. In a software development environment, the disposal phase usually means another system is in the works to replace the software said to be disposed.

SDLC models can be described along a spectrum of agile to iterative to sequential. Agile methodologies, such as XP and Scrum, focus on light-weight processes which allow for rapid changes along the development cycle. Iterative methodologies, such as Rational Unified Process and Dynamic Systems Development Method, focus on limited project scopes and expanding or improving products by multiple iterations. Sequential or big-design-upfront (BDUF) models, such as Waterfall, focus on complete and correct planning to guide large projects and risks to successful and predictable results.

THE WATERFALL MODEL. The waterfall development model has its origins in the manufacturing and construction industries; highly structured physical environments in which after-the-fact changes are prohibitively costly, if not impossible. Since no formal software development methodologies existed at the time, this hardware-oriented model was simply adapted for software development.

The first formal description of the waterfall model is often cited to be an article published in 1970 by Winston W. Royce (1929–1995), although Royce did not use the term "waterfall" in this article. Royce was presenting this model as an example of a flawed, non-working model (Royce 1970). This is in fact the way the term has generally been used in writing about software development—as a way to criticize a commonly used software practice.

To follow the waterfall model, one proceeds from one phase to the next in a purely sequential manner. For example, one first completes requirements specification, which are set in stone. When the requirements are fully completed, one proceeds to design. The software in question is designed and a blueprint is drawn for implementers (coders) to follow — this design should be a plan for implementing the requirements given. When the design is fully completed, an implementation of that design is made by coders. Towards the later stages of this implementation phase, separate software components produced are combined to introduce new functionality and reduced risk through the removal of errors.

Thus the waterfall model maintains that one should move to a phase only when its preceding phase is completed and perfected. However, there are various modified waterfall models (including Royce's final model) that may include slight or major variations upon this process.

The waterfall model is argued by many to be a bad idea in practice. This is mainly because of their belief that it is impossible for any non-trivial project to get one phase of a software product's lifecycle perfected, before moving on to the next phases and learning from them.

For example, clients may not be aware of exactly what requirements they need before reviewing a working prototype and commenting on it; they may change their requirements constantly. Designers and programmers may have little control over this. If clients change their requirements after the design is finalized, the design must be modified to accommodate the new requirements. This effectively means invalidating a good deal of working hours, which means increased cost, especially if a large amount of the projects resources has already been invested in Big Design Up Front.

Designers may not be aware of future implementation difficulties when writing a design for an unimplemented software product. That is, it may become clear in the implementation phase that a particular area of program functionality is extraordinarily difficult to implement. If this is the case, it is better to revise the design than to persist in using a design that was made based on faulty predictions and that does not account for the newly discovered problem areas.

The idea behind the waterfall model may be "measure twice; cut once", and those opposed to the waterfall model argue that this idea tends to fall apart when the problem being measured is constantly changing due to requirement modifications and new realizations about the problem itself. As a solution can serve some "investment of man-time", ordering some experienced developer to spend time on refactoring, to consolidate the SW back together. Another approach is to prevent these needs by a predicting design, targeting modularity with interfaces.

THE SPIRAL MODEL. The spiral model is a software development process combining elements of both design and prototyping-in-stages, in an effort to combine advantages of top-down and bottom-up concepts. Also known as the spiral lifecycle model (or spiral development), it is a systems development method (SDM) used in information technology (IT). This model of development combines the features of the prototyping model and the waterfall model. The spiral model is intended for large, expensive and complicated projects.

The spiral model was defined by Barry Boehm in his 1988 article "A Spiral Model of Software Development and Enhancement". This model was not the first model to discuss iterative development, but it was the first model to explain why the iteration matters.

As originally envisioned, the iterations were typically 6 months to 2 years long. Each phase starts with a design goal and ends with the client (who may be internal) reviewing the progress thus far. Analysis and engineering efforts are applied at each phase of the project, with an eye toward the end goal of the project. Game development is a main area where the spiral model is used and needed, that is because of the size and the constantly shifting goals of those large projects.

THE AGILE SOFTWARE DEVELOPMENT. Agile software development refers to a group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. The term was coined in the year 2001 when the Agile Manifesto was formulated.

Agile methods generally promote a disciplined project management process that encourages frequent inspection and adaptation, a leadership philosophy that encourages teamwork, self-organization and accountability, a set of engineering best practices that allow for rapid delivery of high-quality software, and a business approach that aligns development with customer needs and company goals. Conceptual foundations of this framework are found in modern approaches to operations management and analysis, such as lean manufacturing, soft systems methodology, speech act theory (network of conversations approach), and Six Sigma.

Agile methods break tasks into small increments with minimal planning, and do not directly involve long-term planning. Iterations are short time frames ("timeboxes") that typically last from one to four weeks. Each iteration involves a team working through a full software development cycle including planning, requirements analysis, design, coding, unit testing, and acceptance testing when a working product is demonstrated to stakeholders. This helps minimize overall risk, and lets the project adapt to changes quickly. Stakeholders produce documentation as required. An iteration may not add enough functionality to warrant a market release, but the goal is to have an available release (with minimal bugs) at the end of each iteration. Multiple iterations may be required to release a product or new features.

Team composition in an agile project is usually cross-functional and self-organizing without consideration for any existing corporate hierarchy or the corporate roles of team members. Team members normally take responsibility for tasks that deliver the functionality an iteration requires. They decide individually how to meet an iteration's requirements.

Agile methods emphasize face-to-face communication over written documents when the team is all in the same location. When a team works in different locations, they maintain daily contact through videoconferencing, voice, e-mail, etc.

Most agile teams work in a single open office (called bullpen), which facilitates such communication. Team size is typically small (5-9 people) to help make team communication and team collaboration easier. Larger development efforts may be delivered by multiple teams working toward a common goal or different parts of an effort. This may also require a coordination of priorities across teams.

Most agile implementations use a routine and formal daily face-to-face communication among team members. This specifically includes the customer representative and any interested stakeholders as observers. In a brief session, team members report to each other what they did yesterday, what they intend to do today, and what their roadblocks are. This standing face-to-face communication prevents problems being hidden.
Agile emphasizes working software as the primary measure of progress. This, combined with the preference for face-to-face communication, produces less written documentation than other methods—though, in an agile project, documentation and other artifacts rank equally with a working product. The agile method encourages stakeholders to prioritize wants with other iteration outcomes based exclusively on business value perceived at the beginning of the iteration.

MIS2- Assign6 :)

2009-12-22T12:16:00.000-08:00

CSFs (Critical Success Factor) are the essential areas of activity that must be performed well if you are to achieve the mission, objectives or goals for your business or project. By identifying your Critical Success Factors, you can create a common point of reference to help you direct and measure the success of your business or project.

Critical Success Factor is the term for an element that is necessary for an organization or project to achieve its mission. It is a critical factor or activity required for ensuring the success of your business. The term was initially used in the world of data analysis, and business analysis. For example, a CSF for a successful Information Technology (IT) project is user involvement.

A critical success factor is not a key performance indicator (KPI). Critical success factors are elements that are vital for a strategy to be successful. KPIs are measures that quantify management objectives and enable the measurement of strategic performance. A critical success factor is what drives the company forward, it is what makes the company or breaks the company. As staff must ask themselves everyday 'Why would customers choose us?' and they will find the answer is the critical success factors.

As a common point of reference, CSFs help everyone in the team to know exactly what's most important. And this helps people perform their own work in the right context and so pull together towards the same overall aims.

The idea of CSFs was first presented by D. Ronald Daniel in the 1960s. It was then built on and popularized a decade later by John F. Rockart, of MIT's Sloan School of Management, and has since been used extensively to help businesses implement their strategies and projects. Inevitably, the CSF concept has evolved, and you may have seen it implemented in different ways. This article provides a simple definition and approach based on Rockart's original ideas.

Rockart defined CSFs as:
"The limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organization. They are the few key areas where things must go right for the business to flourish. If results in these areas are not adequate, the organization's efforts for the period will be less than desired."

He also concluded that CSFs are "areas of activity that should receive constant and careful attention from management." Critical Success Factors are strongly related to the mission and strategic goals of your business or project. Whereas the mission and goals focus on the aims and what is to be achieved, Critical Success Factors focus on the most important areas and get to the very heart of both what is to be achieved and how you will achieve it.

The CSFs approach was applied in case studies carried out in the UK universities (Pellow & Wilson, 1993; Greene et al. 1996; Loughridge 1996). It was applied also as a component of a strategic information management (SIM) methodology put forward by Wilson (1992, 1994b). The CSFs approach was combined with the value chain concept by Porter (1985) in order to form an information audit (e.g. Ellis et al. 1993; Dimond, 1996; Buchanan & Gibb, 1998; see also Goldsmith, 1991). The methodology was tested in two case studies carried out in very knowledge-intensive sectors of Finnish industry. The process was funded by the Academy of Finland.

CRTICICAL SUCCESS FACTORS for Strategic Planning, Thinking, and Doing
1. Paradigm Shift. Shift your paradigm about organizations to one that is
the largest and most inclusive by beginning with societal good in
mind. Move out of your comfort zone and consider two bottom lines:
• Positive impact on society through improved quality of life.
• Profit over long term.

2. Results vs. Methods and Means. Distinguish between ends and means.
Define and plan results at the Mega, Macro, and Micro levels you
desire before choosing how to achieve them.

3. Link Mega, Macro, and Micro. Use all three levels of planning and
results, Mega, Macro, and Micro.

4. Measurable Objectives. Develop measurable objectives at the Mega,
Macro, and Micro levels of results that are linked systemically as a
value added chain. Don’t include methods and means in objectives.

5. Ideal Vision. Use an Ideal Vision as the foundation for strategic thinking
and planning. Don’t be limited to your immediate organization or
current paradigms.

6. Needs Are Gaps in Results. Define “needs” as a gaps in results, not as
insufficient resources, means, or methods.

These critical success factors are now explained in more detail.

Paradigm Shift. Paradigms, like mental models, are the ways
in which we perceive and filter reality. When the demands and pressures for
change within the organization intensify beyond just incremental changes,
then it’s one indicator that a paradigm shift is imminent.We can and should shift
paradigms, even when previous paradigms are not yet failing us. Thinking
about the future is not about “more of the same.” After all, the ways of thinking
that led to success yesterday can become a major barrier to creating future
success.

Distinguishing between ends and means. Distinguishing between ends and means is another characteristic of a strategic thinker. Results are ends that define in measurable terms the future we want to create. Means are the methods and tactics we choose to
achieve the results. It is also good sense, good logic, and good economics to define
the future desired state before selecting how you will get there. When methods,
means, resources, and tactics are chosen before the problem, opportunity, and result
are defined, then we are likely to end up somewhere other than where we desire.

Link Mega, Macro and Micro. Use and link all three levels of planning and
results. Each level of results focuses on a different, but related, client category.
The starting point for strategic planning—unless you aren’t concerned with the
health, safety, and well-being of your clients and community—is to define the desired results at the Mega level. Planning then proceeds down the chain of results to the Macro and Micro levels. In this way the three levels of results make up a value added chain of high payoff results. After all, we want to plan for useful results before selecting any methods or means for accomplishing those results.

Measurable Objectives. We create the future twice. We achieve it the first
time in our mind through imagining and dreaming, and then again through our
external accomplishments. For any useful results to be accomplished in tangible, measurable forms, first someone has to dream them. Since there are three levels of planning and associated results (Mega/Outcomes, Macro/Outputs, Micro/Products), strategic thinkers develop linked objectives for each of these in measurable terms. To
ensure we move out of our present paradigms and break the status quo, we must
be bold and audacious when we set and commit to our objectives. These objectives are called Smarter objectives. These are objectives that are not based on past processes; they specify the desired future in terms of results that ought to be accomplished, irrespective of the hindrances of today. They invent in the mind’s eye and commit to action results that have not yet been achieved (nor perhaps even conceived). As such, they don’t include methods and means— the methods and means describe the options for achieving the results, not the results themselves.

Ideal Vision. It is critical that strategic thinking and planning begin by stepping outside the limits of your organization. This step involves representative stakeholders in answering some fundamental questions about the sort of world you would like to create for tomorrow’s child. The Ideal Vision expresses in measurable terms what we wish to accomplish and commit to design and create.3 It describes ends and not means, processes, procedures, resources, or methods. In Chapter Four, Preparing to Plan, the Ideal Vision as the starting place for strategic thinking is described in greater detail.

Needs are gaps in results. Define “needs” as a gap between present results and desired results, not as perceived gaps in inputs and/or processes (which are really wants). By defining needs as gaps in results, we are thinking strategically, because we are designing the long-term future to be accomplished before deciding what methods and means might create it. Terminology should be precise when describing the world to which we will expect to commit many resources.

Critical Success Factors are the areas of your business or project that are absolutely essential to its success. By identifying and communicating these CSFs, you can help ensure your business or project is well-focused and avoid wasting effort and resources on less important areas. By making CSFs explicit, and communicating them with everyone involved, you can help keep the business and project on track towards common aims and goals.

LINKS used:
http://en.wikipedia.org/wiki/Critical_success_factor
http://www.mindtools.com/pages/article/newLDR_80.htm
http://media.wiley.com/product_data/excerpt/30/07879650/0787965030.pdf

SAD Assign3 :)

2009-12-22T11:33:00.000-08:00

We actually had the same interview we had during our previous assignments. I still have DLPC’s (Davao Light and Power Corporation) system analyst as my interviewee.

Project Manager and System Analyst has analytical work in the administration or operation of computer(s) or groups of computers, troubleshooting and improving operation systems, and monitoring the usage and workload of the computer systems and auxiliary equipment. Operational procedures of computer applications are analyzed to determine potential for automation to improve efficiency or correct recurring errors. Problems with operational functions and application performance are analyzed to determine when situations require changes or enhancements to be designed, tested and implemented. Updates to operational software or new utilities to optimize system performance are installed requiring analysis of impact to existing computer systems and languages and other applications.

COMPETENCIES:
Planning and Organizing. Ability to work independently to complete tasks, and able to stay on task.

Project Management. Ability to interact as a productive team member on a project team or manages a project task.

Technical Knowledge. Ability to apply basic programming concepts to JCL. Understands software installation concepts.

Technical Solution Development. Knowledge of available technologies to recommend solutions for work that is characterized by a limited number of user objectives and relatively stable work functions.

Technical Support. Ability to resolve routine operational problems referred from technicians. Able to solicit relevant information from client in order to sufficiently describe non-routine problems to technical expert, and effectively communicate solution to client.

Consultancy Skills. Understands user needs through discussion with customer.

Since that a Project manager have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development.

The person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which are; cost, time, and quality (also known as scope).

A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.

The specific responsibilities of the Project Manager vary depending on the industry, the company size, the company maturity, and the company culture. However, there are some responsibilities that are common to all Project Managers, noting:

• Developing the project plan
• Managing the project stakeholders
• Managing the project team
• Managing the project risk
• Managing the project schedule
• Managing the project budget
• Managing the project conflicts

In the modern workplace, it is imperative that Information Technology (IT) works both effectively and reliably. Computer and information systems managers play a vital role in the implementation and administration of technology within their organizations. They plan, coordinate, and direct research on the computer-related activities of firms. In consultation with other managers, they help determine the goals of an organization and then implement technology to meet those goals. They oversee all technical aspect of an organization, such as software development, network security, and Internet operations.

Computer and information systems managers direct the work of other IT professionals, such as computer software engineers and computer programmers, computer systems analysts, and computer support specialists (information on these occupations can be found elsewhere in the Handbook). They plan and coordinate activities such as installing and upgrading hardware and software, programming and systems design, the implementation of computer networks, and the development of Internet and intranet sites. They are increasingly involved with the upkeep, maintenance, and security of networks. They analyze the computer and information needs of their organizations from an operational and strategic perspective and determine immediate and long-range personnel and equipment requirements. They assign and review the work of their subordinates and stay abreast of the latest technology to ensure that the organization remains competitive.

Computer and information systems managers can have additional duties, depending on their role within an organization. Chief technology officers (CTOs),for example, evaluate the newest and most innovative technologies and determine how these can help their organizations. They develop technical standards, deploy technology, and supervise workers who deal with the daily information technology issues of the firm. When a useful new tool has been identified, the CTO determines one or more possible implementation strategies, including cost-benefit and return on investment analyses, and presents those strategies to top management, such as the chief information officer (CIO).

Computer and information systems managers generally work in clean, comfortable offices. Long hours are common, and some may have to work evenings and weekends to meet deadlines or solve unexpected problems; in 2008, about 25 percent worked more than 50 hours per week. Some computer and information systems managers may experience considerable pressure in meeting technical goals with short deadlines or tight budgets. As networks continue to expand and more work is done remotely, computer and information systems managers have to communicate with and oversee offsite employees using laptops, e-mail, and the Internet.

Injuries in this occupation are uncommon, but like other workers who spend considerable time using computers, computer and information systems managers are susceptible to eyestrain, back discomfort, and hand and wrist problems such as carpal tunnel syndrome.

Computer and information systems managers generally have technical expertise from working in a computer occupation, as well as an understanding of business and management principles. A strong educational background and experience in a variety of technical fields is needed.

LINKS:
http://www.osp.state.nc.us/CareerBanding/Specs/Operations%20&%20Systems%20Analyst.pdf
http://en.wikipedia.org/wiki/Project_manager

MIS2- Assign5 :)

2009-12-17T19:24:00.000-08:00

The rate of organizational change has not slowed in recent years, and may even be increasing. The rapid and continual innovation in technology is driving changes to organizational systems and processes. Witness the startling growth of the internet, which is enabling much faster and easier access to knowledge. Add to this the increased expectations of employees as they move more freely between organizations. And, of course, globalization has seen the tearing down of previous international market barriers. It is no wonder that relentless change has become a fact of organizational life.

In spite of the importance and permanence of organizational change, most change initiatives fail to deliver the expected organizational benefits. This failure occurs for a number of reasons. You might recognize one or more of these in your organization.
absence of a change champion or one who is too junior in the organization
poor executive sponsorship or senior management support
poor project management skills
hope rested on a one-dimensional solution
political infighting and turf wars
poorly defined organizational objectives
change team diverted to other projects

Failed organizational change initiatives leave in their wake cynical and burned out employees, making the next change objective even more difficult to accomplish. It should come as no surprise that the fear of managing change and its impacts is a leading cause of anxiety in managers.

Understanding your organization and matching the initiative to your organization’s real needs (instead of adopting the latest fad) is the first step in making your change program successful. Beyond that, recognize that bringing about organizational change is fundamentally about changing people’s behavior in certain desired ways. As is apparent from the above list of reasons for failure, lack of technical expertise is not the main impediment to successful change. Leadership and management skills, such as visioning, prioritizing, planning, providing feedback and rewarding success, are key factors in any successful change initiative.

Change Management Principles
Adopting a principled approach that displays integrity and engenders openness and trust will see your change program through the hard times. Our consultancy promotes five key principles of successful change management. Adopting these principles in both spirit and practice will enhance significantly your chances of success. These principles are:

1.Sponsorship
The change program has the visible support of key decision-makers throughout the organization and resources are committed to the program.

2.Planning
Planning is conducted methodically before program implementation and committed to writing. Plans are agreed with major stakeholders and objectives, resources, roles and risks are clarified.

3.Measurement
Program objectives are stated in measurable terms and program progress is monitored and communicated to major stakeholders.

4.Engagement
Stakeholders are engaged in genuine two-way dialogue in an atmosphere of openness, mutual respect and trust.

5.Support structures
Program implementers and change recipients are given the resources and supporting systems they require during and after change implementation.

Significant organizational change occurs, for example, when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. It also occurs when an organization evolves through various life cycles, just like people must successfully evolve through life cycles. For organizations to develop, they often must undergo significant change at various points in their development. That's why the topic of organizational change and development has become widespread in communications about business, organizations, leadership and management.

Leaders and managers continually make efforts to accomplish successful and significant change -- it's inherent in their jobs. Some are very good at this effort (probably more than we realize), while others continually struggle and fail. That's often the difference between people who thrive in their roles and those that get shuttled around from job to job, ultimately settling into a role where they're frustrated and ineffective. There are many schools with educational programs about organizations, business, leadership and management. Unfortunately, there still are not enough schools with programs about how to analyze organizations, identify critically important priorities to address (such as systemic problems or exciting visions for change) and then undertake successful and significant change to address those priorities. This Library topic aims to improve that situation.

As I continuously browse the net for further articles, I had found some of the Major roles during and
Capacity Building, The process of organizational change can include a variety of key roles. These roles can be filled by various individuals or groups at various times during the change process. Sometimes, individuals or
groups can fill more than one role.

Change Initiator
It is conventional wisdom among organizational development consultants that successful change is often provoked by a deep “hurt” or crisis in the organization, for example, dramatic reduction in sales, loss of a key leader in the organization, warnings from a major investor, or even actions of a key competitor. It is not uncommon then that someone inside the organization reacts to that deep hurt and suggests the need for a major change effort. Often the person who initiates the change is not the person who becomes the primary change agent.

Change Agent
The change agent is the person responsible for organizing and coordinating the overall change effort. The change agent role can be filled by different people at different times during the project. For example, an outside consultant might be the first change agent. After the project plan has been developed and begins implementation, the change agent might be an implementation team comprised of people from the organization. If the change effort stalls out, the change agent might be a top leader in the organization who intercedes to ensure the change process continues in a timely fashion.

Champion for Change
Change efforts often require a person or group who continues to build and sustain strong enthusiasm about the change. This includes reminding everyone of why the change is occurring in the first place, the many benefits that have come and will come from the change process. The champion might be the same person as the change agent at various times in the project.

Sponsor of Change
Usually, there is a one key internal person or department that is officially the “sponsor,” or official role responsible for coordinating the change process. In large organizations, that sponsor often is a department, such as Human Resources, Strategic Planning or Information Technology. In smaller organizations, the sponsor might be a team of senior leaders working to ensure that the change effort stays on schedule and is sustained by ongoing provision of resources and training.

Leadership, Supervision, and Delegation
In this Field Guide, leadership is defined as setting direction and influencing people to follow that direction. A person can lead themselves, other individuals, other groups or an entire organization. Supervision is guiding the development and productivity of people in the organization. Effective supervisors are able to achieve goals by guiding the work of other people – by delegating.

Organizations can't change without people changing first. It is the collective action of individual change that emerges as organizational change. One approach to understanding how individuals change is the Transtheoretical Model (TTM), which is also known as Stages of Change (SOC). Change cannot be commanded, yet it is possible to influence individual change.

Automation is the use of control systems (such as numerical control, programmable logic control, and other industrial control systems), in concert with other applications of information technology (such as computer-aided technologies [CAD, CAM, CAx]), to control industrial machinery and processes, reducing the need for human intervention.In the scope of industrialization, automation is a step beyond mechanization. Whereas mechanization provided human operators with machinery to assist them with the muscular requirements of work, automation greatly reduces the need for human sensory and mental requirements as well. Processes and systems can also be automated.

The widespread impact of industrial automation raises social issues, among them its impact on employment. Historical concerns about the effects of automation date back to the beginning of the industrial revolution, when a social movement of English textile machine operators in the early 1800s known as the Luddites protested against Jacquard's automated weaving looms[4] — often by destroying such textile machines— that they felt threatened their jobs. One author made the following case. When automation was first introduced, it caused widespread fear. It was thought that the displacement of human operators by computerized systems would lead to severe unemployment.

Rationalization of Procedures is the application of efficiency or effectiveness measures to an organization. Rationalization can occur at the onset of a downturn in an organization's performance or results. It usually takes the form of cutbacks intended to bring the organization back to profitability and may involve layoffs, plant closures, and cutbacks in supplies and resources. It often involves changes in organization structure, particularly in the form of downsizing. The term is also used in a cynical way as a euphemism for mass layoffs.

Business process reengineering (often referred to by the acronym BPR) is the main way in which organizations become more efficient and modernize. Business process reengineering transforms an organization in ways that directly affect performance.

The two cornerstones of any organization are the people and the processes. If individuals are motivated and working hard, yet the business processes are cumbersome and non-essential activities remain, organizational performance will be poor. Business Process Reengineering is the key to transforming how people work. What appear to be minor changes in processes can have dramatic effects on cash flow, service delivery and customer satisfaction. Even the act of documenting business processes alone will typically improve organizational efficiency by 10%.

The best way to map and improve the organization's procedures is to take a top down approach, and not undertake a project in isolation. That means:

Starting with mission statements that define the purpose of the organization and describe what sets it apart from others in its sector or industry.
Producing vision statements which define where the organization is going, to provide a clear picture of the desired future position.
Build these into a clear business strategy thereby deriving the project objectives.
Defining behaviours that will enable the organization to achieve its' aims.
Producing key performance measures to track progress.
Relating efficiency improvements to the culture of the organization
Identifying initiatives that will improve performance.

To be successful, business process reengineering projects need to be top down, taking in the complete organization, and the full end to end processes. It needs to be supported by tools that make processes easy to track and analyze.

Paradigm Shifts (or revolutionary science) is the term first used by Thomas Kuhn in his influential book The Structure of Scientific Revolutions (1962) to describe a change in basic assumptions within the ruling theory of science. It is in contrast to his idea of normal science.

The term paradigm shift, as a change in a fundamental model of events, has since become widely applied to many other realms of human experience as well, even though Kuhn himself restricted the use of the term to the hard sciences. According to Kuhn, "A paradigm is what members of a scientific community, and they alone, share." (The Essential Tension, 1977). Unlike a normal scientist, Kuhn held, "a student in the humanities has constantly before him a number of competing and incommensurable solutions to these problems, solutions that he must ultimately examine for himself." (The Structure of Scientific Revolutions). Once a paradigm shift is complete, a scientist cannot, for example, posit the possibility that miasma causes disease or that ether carries light. In contrast, a critic in the Humanities can choose to adopt a 19th-century theory of poetics, for instance.
Think of a Paradigm Shift as a change from one way of thinking to another. It's a revolution, a transformation, a sort of metamorphosis. It just does not happen, but rather it is driven by agents of change.

Agents of change helped create a paradigm-shift moving scientific theory from the Plolemaic system (the earth at the center of the universe) to the Copernican system (the sun at the center of the universe), and moving from Newtonian physics to Relativity and Quantum Physics. Both movements eventually changed the world view. These transformations were gradual as old beliefs were replaced by the new paradigms creating "a new gestalt".

In initiating organizational change, the first step is raising awareness that some change is needed. An Organizational Assessment can be used as a point for initiating the dialogue that is necessary for organizational change to gain grassroots acceptance (the 1st step towards commitment). -”Rose A. Wirth, Ph D”

*References used in this assignment are posted at our forum:
http://usep-ic.forumsmotions.com/mis-2-f20/assignment-5-due-december-23-2009-before-0100p-t159.htm#2936

SAD1- Assign2 :)

2009-12-17T18:25:00.000-08:00

Question was interview a System Analyst and ask what skills and characteristics must a systems analyst develop in order to be more effective in any design modeling process, in this interview, evidences such as letters and pictures must be included. In our previous assignment I had already defined what is a System Analyst and their different characteristics. We actually had an interview with the Systems Analyst of Davao Light whose name I cant recall. (I'm sorry) Actually, during the interview I was late, yet I was able to catch up some of the important details needed for this assignment.

We already knew what a System Analyst is based on our previous discussions and repetitive mentioning of it every time we make assessments. Well, to recall, a System Analyst, is responsible for researching, planning, coordinating and recommending software and system choices to meet an organization's business requirements. The systems analyst plays a vital role in the systems development process. A successful systems analyst must acquire four skills: analytical, technical, managerial, and interpersonal.

The information systems analyst assists a senior analyst or consultant in determining the feasibility of
implementing new computer applications or upgrades. The information systems analyst meets with users to determine and assess user needs, and designs and tests applications and enhancements. The information systems analyst is also responsible for debugging applications and providing technical support and training to users. The information systems analyst will prepare technical documentation and procedural instructions for implementing systems software. Working relationships are established with state courts personnel. Work is performed under the general supervision of the Information Systems Analyst Manager.

Since a System Analyst has a known major skills, I think it would be appropriate to elaborate those. Analytical skills enable systems analysts to understand the organization and its functions, which helps him/her to identify opportunities and to analyze and solve problems. Technical skills help systems analysts understand the potential and the limitations of information technology. The systems analyst must be able to work with various programming languages, operating systems, and computer hardware platforms. Management skills help systems analysts manage projects, resources, risk, and change. Interpersonal skills help systems analysts work with end users as well as with analysts, programmers, and other systems professionals.

Systems analysts, as motivated and talented IT professionals, solve computer problems and apply computer technology, to meet the individual needs of an organization, realize the maximum benefit from investment in equipment, personnel, and business processes, plan and develop new computer systems, or devise ways to apply existing systems’ resources to additional operations.

As a systems analyst, one may design new systems, including both hardware and software, or add a new software application, to harness more of the computer’s power. Most system analysts work with specific types of systems-for example, business, accounting, or financial systems, or scientific and engineering systems-that vary within the organization and industry. Some system analysts are known as systems developers or systems architects.

As according to the interviewee, a System Analyst must have Communication Skills that is really needed for an organization like:
1. clear and effective interpersonal communication, whether written, verbal, or visual,
from writing reports to face–to–face conversations, to presentations in front of groups;
2. listening (accepting opinions and ideas from other project team members),
3. group facilitation or formal technical reviews (FTR) skills:
- setting an agenda,
- leading discussions,
- involving all parties in the discussion,
- summarizing ideas,
- keeping discussions on the agenda, etc.

If a System Analyst have those Communication Skills, he / she must also have Technical Skills but not they are not limited to, such as:
1. Computers (PCs, mini, mainframes, etc.)
2. Computer networks (LAN, WAN, VPNs, administration, security, etc.)
3. Operating systems (Unix, Mac/OS, Windows)
4. Data Exchange Protocols (ftp, http, etc.)
5. Programming languages (C++, Java, XML, etc.)
6. Software applications (Office, project managements, etc.)
7. Information systems (databases, MISs, decision support systems)
8. System development tools and environments (such as report generators, office automation
tools, etc.)

In Addition, a System Analyst has the ability to conduct a feasibility analysis of systems and programs requirements. Ability to prepare clear, detailed programs of instruction for users of the State Courts System management information system. Ability to detect errors on detailed charts, diagrams, and code sheets. Ability to interpret diagrammatic presentations of work flow, and prepare computer block diagrams and flow charts. Ability to act as a project leader. Ability to operate an on-line date entry terminal.

Most importantly, a System Analyst must have a good Managerial Skills as follows:
1. resource management
effectively managing the project’s resources, including time, equipment, hardware, software, people, money, etc.,

2. project management
determining the tasks and resources needed for a project and how they are related to each other,

3. risk management
identifying and minimizing risks,

4. change management
managing the system’s (organization's) transition from one state to another

Required technical skills can include knowledge of PL/SQL, Oracle, SQL Server 2000, MS-Access – Crystal Reports, Windows Server 2000/2003, Windows 2000/XP, Visual Basic, Microsoft.net MS -Office; Experience with enterprise finance and/or HR software systems; combined with demonstrable proficiency in producing appropriate, effective documentation are considered prerequisites for success in this field. Preferably, a BS in Computer Science, MIS or related area supplemented by a minimum of 5 yrs previous experience and/or training, that includes computer programming, systems analysis, computer operations and hardware/software troubleshooting, can enable you to find challenging opportunities in this field.

As highly trained skilled knowledge workers and information technology experts, they will be in demand. Some of the main duties and tasks include: design and development of new hardware and software systems, incorporating new technologies, new areas of specialization or changes in technology is prevalent. Typically seeking to work in offices or laboratories, in comfortable surroundings and even pursuing tele-commuting or self-employment, contract and project-work, working independently as contractors or consultants, are all viable options. A 40-hour work week is typical, but more and more weekend, evening and deadline-related, project-work, characterize the modern technology-driven environment. Other risks specifically to watch for, would be susceptibility to eyestrain, back discomfort, as well as hand and wrist problems such as carpal tunnel syndrome or cumulative trauma disorder.

To enhance your professional knowledge and broaden your opportunities, consider:
Keeping constantly updated in your specialty
Improving interpersonal skills
Setting standards and guidelines for safety/operations
Learning business management
Finding out about international networks

For systems analyst, programmer-analyst, and database administrator positions, many employers seek applicants who have a bachelor’s degree in computer science, information science, or management information systems (MIS). MIS programs usually are part of the business school or college and differ considerably from computer science programs, emphasizing business and management-oriented course work and business computing courses. Employers are increasingly seeking individuals with a master’s degree in business administration (MBA), with a concentration in information systems, as more firms move their business to the Internet.

References:
Skills_Pretest_Posttest_Answers.pdf
infosysanalyst.pdf
http://www.systemsanalyst.com/systems-analyst-solvers-of-computer-problems-and-master-craft-applicants-of-computer-technology/

Pictures taken as evidences:

MIS2 - Assignment 4 :)

2009-12-15T07:38:00.000-08:00

If I were invited by the university president to present my IS (Information System) Plan for the university in which I would really feel flattered for, and to discuss what are the steps to expedite or accelerate the implementation of my said IS (Information System) plan, I would first explain the foundation and grounds of an Information Systems Plan.

Any organization especially the university must be aware of the rationale of an Information System. In almost all the organizations in the world, they spend 5% of their gross income on information systems and their supports. If the corporation has $300-700 million dollar every year, $15,000,000 to $35,000,000 will be spent for the IS support which makes us think how on earth will our university have this lots of money just for an IS support, excluding of course the planning stage but then even planning costs a lot especially in a government organization.

Even though an information system costs from $1,000,000 to $10,000,000, and even through most chief information
officers (CIOs) can specify exactly how much money is being spent for hardware, software, and staff, CIOs cannot however state with any degree of certainty why one system is being done this year versus next, why it is being done ahead of another, or finally, why it is being done at all. I am referring to a million dollar company. But in case of USEP, I still find it hard to propose or much especially to have IS plan because of this one factor, BUDGET. I am sure that the university won’t spend lots and lots of millions just for an innovation. Well, it’s just what I think though.
Too many half-billion dollar organizations have only a vague notion of the names and interactions of the existing and under development information systems. Whenever they need to know, a meeting is held among the critical few, an inventory is taken, interactions confirmed, and accomplishment schedules are updated.

Rather than having centralized, long-range planning and management activities that address these problems, today's business units are using readily available tools to design and build ad hoc stop-gap solutions. These ad hoc systems not only do not interconnect, support common semantics, or provide synchronized views of critical corporate policy, they are soon to form the almost impossible to comprehend confusion of systems and data from which systems order and semantic harmony must spring. Not only has the computing landscape become profoundly different and more difficult to comprehend, the need for just the right--and correct--information at just the right time is escalating. Late or wrong information is worse than no information. Information systems managers need a model of their information systems environment. A model that is malleable. As new requirements are discovered, budgets modified, new hardware/software introduced, this model must be such that it can reconstitute the information systems plan in a timely and efficient manner.

There are five distinct characteristics of a QUALITY ISP (information Systems Plan) as according to Whitemarsh. A quality ISP must exhibit five distinct characteristics before it is useful. These five are presented in the table that follows.

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

Useable. The ISP must be useable. It must be so for all the projects as well as for each project. The ISP should exist in sections that once adopted can be parceled out to project managers and immediately started.

Maintainable. The ISP should be maintainable. New business opportunities, new computers, business mergers, etc. all affect the ISP. The ISP must support quick changes to the estimates, technologies employed, and possibly even to the fundamental project sequences. Once these changes are accomplished, the new ISP should be just a few computer program executions away.

Quality. While the ISP must be a quality product, no ISP is ever perfect on the first try. As the ISP is executed, the metrics employed to derive the individual project estimates become refined as a consequence of new hardware technologies, code generators, techniques, or faster working staff. As these changes occur, their effects should be installable into the data that supports ISP computation. In short, the ISP is a living document. It should be updated with every technology event, and certainly no less often than quarterly.

Reproducible. The ISP must be reproducible. That is, when its development activities are performed by any other staff, the ISP produced should essentially be the same. The ISP should not significantly vary by staff assigned.
Whenever a proposal for the development of an ISP (Information systems Plan) is created it must be assessed against these five characteristics. If any fail or not addressed in an optimum way, the entire set of funds for the development of an ISP (Information systems Plan) is risked.

It is very difficult to obtain consensus on a functional decomposition for any one application, much less across all the information systems within the entire corporation. That is because functional analysis requires identification and codification of how activities are performed. In short, the codification of style. This type of analysis leads to conflicts, power struggles, and endless nit-picking. In the end, nobody likes the results. Once, or if ever completed, both IBM and Martin use the resulting ISP as a foundation for identifying information systems. Building the ISP on top of such a foundation of discord cannot possibly result in stable, enduring information systems.

Finklestein's methodology requires the development of a fifth-normal form data model for the entire enterprise. Such an extraordinarily detailed effort certainly embraces three to five thousand entities, all the appropriate attributes, full definitions for entities and attributes, and a full exposition of every relationship among all entities. While development of such a edifice is a valuable final shrine once all the identified information systems have been implemented, it is totally unnecessary for the ISP.

Whitemarsh’s ISP: A Difference in Kind
Whitemarsh’s ISP approach was built directly on the strengths and designed-out the weaknesses of the three traditional approaches. The Whitemarsh approach employs:

! A mission based foundation for the ISP rather than the extremely politically charged function modeling.
! A data driven approach for the formulation of all databases, but only at a high level. That is, database objects.
! The Whitemarsh metabase to store, evolve, report and analyze all collected analysis products.
! Project, deliverable, and metric templates to make project estimation accurate and reproducible.
! Ron Ross’s interrelated resource life-cycles as a lattice upon which all ISP proposed projects are cast.

As a consequence of this difference in kind, the Whitemarsh ISP (Information Systems Plan) exhibits these characteristics:

Timely - Creation of the Whitemarsh ISP is timely because it can be created in less than three staff years. This is an order of magnitude less than IBM’s BSP, Martin’s SDP, or Finkelstein’s SMP. The time is even less if components already exist.

Useable - The Whitemarsh ISP enables its users to make both strategic and tactical decisions regarding business information system and database project sequencing based squarely on business fundamentals.

Maintainable - The Whitemarsh ISP is maintainable because it mainly uses metadata
already essential for enterprise database. Metadata that should be readily
available in the metabase.

High Quality – The Whitemarsh ISP is a quality product because it is accomplished through common-sense-based techniques that have been proven over 20+ years.

Reproducible - The Whitemarsh ISP is reproducible because at each review, the resources can be re-examined, new technology set into place, basic RLC precedence vectors re-cast, and then the whole plan regenerated.

The end product of the information systems project is an information systems plan (ISP).
Once deployed, the information systems department can implement the plan with confidence that
they are doing the correct information systems project at the right time and in the right sequence.

The focus of the ISP is not one information system but the entire suite of information systems for
the enterprise. Once developed, each identified information system is seen in context with all other information systems within the enterprise.

The following steps are involved in ISP development (Whitemarsh):

1.Create the mission model
2.Develop a high-level data model
3.Create the resource life cycles (RLC) and their nodes
4.Allocate precedence vectors among RLC nodes
5.Allocate existing information systems and databases to the RLC nodes
6.Allocate standard work break down structures (WBS) to each RLC node
7.Load resources into each WBS node
8.Schedule the RLC nodes through a project management package.
9.Produce and review of the ISP
10.Execute and adjust the ISP through time.

CREATE MISSION MODEL. Missions and mission descriptions are represented through hierarchically composed text. They are natural and are devoid of the effects from organizational structure stylistic effects. Missions from enterprises from the same “line of business” are very similar. In contrast, their
function models may be quite different because of effects imposed by management styles and
organizational structures. Simply stated, mission descriptions are goal and objective oriented and
are best seen as characterizations of the idealized end-results, without any regard for “who and
how.”

For many organizations, the mission description document often represents the first
overall statement of their raison d’etre. The table that follows contains the overall mission
description of the mythical Systems Engineering Corporation, and then the subordinate mission
description for its human resources mission.

It is important to distinguish between missions and functions. At first, missions and
functions look very much alike. However they are not. The following table illustrates their key
differences.
-----------------------------------------------------------------------------------------------------------------
Missions are descriptions of the characteristics of the end result. Missions are noun-based
sentences
Functions are descriptions of how to accomplish an end result. Functions are verb-based
Sentences
-----------------------------------------------------------------------------------------------------------------
Missions are a-political. They are devoid of “who and how.” There should only be ONE
mission description for a mission.
Function hierarchies are commonly tainted by organizations and styles. There can be any
number of equivalent versions of a given function.
-----------------------------------------------------------------------------------------------------------------
Databases and Business Information Systems are based on missions
“Human” activities and organizations are based on business functions
When you “Business Process Re-engineering (BPR)” functions you still have the same
business.
When you “BPR” missions you have a different business.
-----------------------------------------------------------------------------------------------------------------
Mission descriptions are strategic and long range
Functions are tactical to operational, and medium to short range, and are organizationally
Sensitive
-----------------------------------------------------------------------------------------------------------------

BUILD THE HIGH LEVEL DATA. The high level data model is created in two steps: building database domains, and creating database objects.

It is critical to state that the objective of this step is the high-level data model. The goal is
NOT to create a low level or fully attributed data model. The reasons that only a high-level data
model is needed is straight forward:
- No database projects are being accomplished, hence no detailed data modeling is required
- The goal of the ISP is to identify and resource allocate projects including database
projects and for that goal, entity identification, naming and brief definitions is all that is
required for estimating.

The message is simple: any money or resources expended in developing a detailed data model is
wasted.

CREATE DATABASE DOMAINS. Database domains are created from the “bottom” leaves of the mission description texts. There are two cases to consider. First, if the mission description’s bottom leaves are very detailed, they can be considered as having being transformed into database domains. That is they will consist of lists of nouns within simple sentences. The other case is that the mission descriptions have been defined to only a few levels, and the lists of nouns that would result from the development of
database domains have yet to be uncovered.

Whenever a database domain describes complex sets of data, multiple levels of the database domain description may be required. These subdomains are expressed as additional paragraphs. A review of these paragraphs clearly show that the text is “noun-intensive.” The “who and how” is clearly missing. That is the way it should be. If the “who and how” were contained in the database domains then they would not be independent of either process or organization.

A series of diagraming techniques created especially for data and the relationships among data is called entity-relationship (ER) diagraming. Within one style of this technique, the entities are drawn as rectangles and the relationships are drawn as diamonds. The name of the relationship is inside the diamond. Another style of ER modeling is to just have named lines between the entities. In this methodology, since the domain of the diagram is data, it is called the database domain diagram.

The purpose of the database domain diagram is not to be precise and exacting but to be comprehensive. The goal is to have the reviewer say, “that's just the right kind of data needed to satisfy the required mission description.”

When all the database domain diagrams are created, siblings are combined. Entities that are named the same are not presumed to be the same. Analysis must show that to be true. If not, one or both of the entities must have their name and definition changed. As the sets of sibling diagrams are merged from lower to higher levels, the quantity of commonly named entities on different diagrams diminishes. Diagram merger becomes optional when the use analysis of a common entity is subject to update (add, delete, or modify) in one diagram and is only referenced (read) in another diagram.

CREATE RESOURCES AND THE RESOURCE LIFE CYCLES (RCL). Missions are the idealized characterizations of end results of the visionary state of the operating enterprise. Database objects, founded squarely on missions are the highlevel declarations of the data required to reflect the achievement of the mission’s vision. Resources and their life cycles are the names, descriptions, and life cycles of the critical assets of the enterprise, which when exercised achieve one or more aspects of the missions. Each life cycle is composed of RLC nodes.

A mission might be human resource management, where in, the best and most cost effective staff is determined, acquired and managed. A database object squarely based on human resources would be employee. Within the database object, employee, are all the data structures, procedures, integrity constraints, table and database object procedures necessary to “move” the employee database object through its many policy-determined states. A resource might also be named employee, and would set out for the employee resource the life cycle stages that reflect the employee resource’s “journey” through the enterprise. While an enterprise may have 50 to 150 database objects, there are seldom more than 20 resources.

Enterprises build databases and business information systems around the achievement of the life cycle states of its resources. Business information systems execute in support of a particular life cycle stage of a resource (e.g., employee promotion). These information systems cause the databases to change value-state of contained database objects to correctly reflect the resource’s changed state. The state of one or more database objects in the database is the proof that the resource’s state has been achieved. Resources become the lattice work against which database and business information systems are allocated.

ALLOCATE INFORMATION SYSTEMS AND DATABASES TO THE RLC NODES. Once the resource life cycle network has been created, it is stored into the metabase. Once there, its lattice can be employed to attach the databases and business information systems. Databases and their business information systems exist within a data architecture framework.

Most resource life cycle nodes contain at least one original data capture database application. The data from these ODC databases should be pushed to their respective TDSA databases. Once there, various subject area databases pull the data to build the longitudinal and broad subject area databases. It is likely that there is one subject area database for one or more resources. Data from the subject area databases, also called operational data stores by Bill Inmon, is again pulled to create one or more data warehouse databases. Most databases employ one or more reference data tables as standard semantics for selection, control-breaks and printing.

ALLOCATE STANDARD WORK BREAK DOWN (WBD) STRUCTURES TO EACH INFORMATION SYSTEMS AND DATABASE PROJECTS. The key reason for having a well engineered check list for identifying the types of work involved in either a database or business information system project is the ability to then used canned work breakdown structures (WBS). When these WBSs are coupled with experience-honed metrics that are embedded in a project management system that “self-learns” from on-going projects,
accurate, reliable and repeatable project plans result.

The figure below presents a very high level view of how project management and the projects associated with RLC nodes are interrelated. In actuality, there are many more tables within the Whitemarsh project management software. But, from this perspective, when the assessment checklist is compiled, the specific WBSs that are applicable are selected from the project template table.
The five distinct classes of projects are:
! Administration and management
! Specification
! Implementation
! Operation and maintenance
! Multiple category

LOAD RESOURCES INTO EACH PROJECT. Once the WBS is selected, the WBS list and associated deliverables and metrics are automatically brought into the project. When the quantities for each deliverable type is computed, then the overall gross hours estimate for the project is created.

The gross hours estimate is then finalized (either upwards or downwards) by the selection of work environment factors (e.g., nobody even knows who the users are (that’s a bad work environment factor)), and also by the specific persons assigned who have varying levels of capabilities in certain experience levels (e.g., someone is assigned to create the data model who doesn’t yet even know the meaning of the term, “ER diagram”). That’s a bad staffing factor.

The value in having highly engineered work environment and staffing experience factors that adjust the gross hours is that project managers can then relay back to management the exact reasons why a project will cost more or less than another project of even the same construct and size.

The resources are then exported to a text file that is able to loaded into a project management system such as Microsoft Project. This is necessary because the purpose of the Whitemarsh project management system is to support the planning of projects on an enterprise wide basis rather than the scheduling of individual projects.

SCHEDULE THROUGH A PROJECT MANAGEMENT PACKAGE. Project management systems like Microsoft Project, Welcom’s Open Plan Professional, or Primavera’s P3e all require PERT (activity network charts) to effectively schedule an entire RLC network of RLC node assigned projects. When WBSs are brought into a project management system, they are treated as selfcontained subprojects within the overall set of RLC node network of projects. The resource life cycles are depicted from their first to last node in a topdown fashion. The precedence vectors are shows from one node of a RLC to another node of a adifferent RLC. Multiple precedence vectors do not exist between resource life cycles.

PRODUCE AND REVIEW THE ISP. When the resource loaded network of projects is scheduled through a project management system, normal results are produced. That is, the enterprise is faced with the requirement for:
! Infinite resources
! Infinite time
! Infinite computer capacity and speed, and
! Zero time allocated by “management” to accomplish all the work.

The ISP produced by this technique is thus no more able to be accomplished on the first pass
than is any other information systems plan. Now, where the Whitemarsh starts to become very
different from other ISPs is that the Whitemarsh ISP is fundamentally data within a database. Because the Whitemarsh ISP is “data,” it can be reported, queried, updated, recalculated, and reprinted any number of times with only reasonable effort.

A second key distinction is that the data that supports the ISP is primarily contributed by and thus supported by management. After all, it is their missions, their database domains, their database objects, their resources, their resource life cycles, and their precedence vectors between the resource life cycles. The only parts that are truly owned by information technology are the proposals for IT projects that transform an “as-is” database or information system to a “to-be” database or information system.

EXECUTE AND ADJUST ISP THROUGH TIME. Enterprises, once they evolve beyond their first round of information systems, find themselves transformed from a project and package mentality to a release mentality. The diagram on the next page illustrates this new continuous flow environment. It is characterized by:
! Multiple, concurrent, but differently scheduled projects against the same subject area
database or warehouse database
! Single-database projects that affect multiple subject area and data warehouse databases
! Projects that develop completely new capabilities, that can assess required changes to
existing capabilities, and that can accommodate a variety of systems generation
alternatives (COTS, package, and custom programming)

The continuous flow environment contains four major sets of activities. The user/client is represented at the top in the small rectangular box. Each of the ellipses represents an activity list to accomplish a specific need. The four basic needs are essentially:
! Need Identification
! Need Assessment
! Design
! Deployment

REFERENCE:
informationsystemsplanning.pdf

SAD (Systems Analysis & Design 1) AssignONE

2009-12-15T07:08:00.000-08:00

Based on my learning on the previous chapter (chapter one), I should be able to identify and discuss some characteristics I may have as a system analyst. As I can recall, a System Analyst is responsible for researching, planning, coordinating and recommending software and system choices to meet an organization's business requirements. A System Analyst plays a vital role in the systems development process. As according to the reporter, a successful System Analyst must require these skills namely, ANALYTICAL skill, TECHNICAL skill, MANAGERIAL skill, and INTERPERSONAL skills.

The information systems analyst is also responsible for debugging applications and providing technical support and training to users. The information systems analyst will prepare technical documentation and procedural instructions for implementing systems software. Working relationships are established with state courts personnel. Work is performed under the general supervision of the Information Systems Analyst Manager.
As I have mentioned above the different skills that a successful System Analyst must acquire, as I make this assignment, I am able to evaluate myself if I have those skills. But then this one thing I am sure about, I may not have those skills NOW, but I know eventually, I can acquire those. For the meantime, I will explain further what those characteristics based on the reporters’ report previously.

To enable System Analyst to understand the organization and its functions, He or She must have an Analytical Skill, which helps him or her to identify opportunities and to analyze and solve problems. Technical skills help systems analysts understand the potential and the limitations of information technology. The systems analyst must be able to work with various programming languages, operating systems, and computer hardware platforms. Management skills help systems analysts manage projects, resources, risk, and change. Interpersonal skills help systems analysts work with end users as well as with analysts, programmers, and other systems professionals.

Because they must write user requests into technical specifications, the systems analysts are the liaisons between vendors and the IT professionals of the organization they represent[1] They may be responsible for developing cost analysis, design considerations, and implementation time-lines. They may also be responsible for feasibility studies of a computer system before making recommendations to senior management as according to Wikipedia.

Being a System Analyst is not just learning how to become one, or dealing with the business tycoons at the same time cooperating with the techie guys, but rather it comes from within. Its not just what you can gain in school but rather on how would you love being a System Analyst. Based on my readings, when it comes to AREAS of PERSONAL INTEREST, being a Mental – Problem Solver comes first, Following Instructions as second and third on rank is Hands-On physical Works which comprises only ¼ of the votes.

It is also important as a System Analyst, your WORK VALUES, you must have Pleasant Working Conditions, Achievement of work, Recognition, though you are working as a group one must also learn the value of his Independence, and most importantly, the Organizational support. A System Analyst also have this WORK STYLE CHARACTERISTICS as follows:

Attention to Detail
Analytical Thinking
Dependability
Integrity
Adaptability / flexibility
Innovation
Cooperation
Initiative
Stress tolerance
Persistence
Independence
Self-Control
Achievement / effort
Concern for Others
Social Orientation
Leadership

As a System Analyst, you must also possess IMPORTANT NATURAL ABILITIES, which we know that just comes from within. The ability that cannot be taught at school but rather acquire through experience and lessons in life. These important natural abilities are as follows (based on my readings):

Oral Comprehension
Using Rules To Organize Things Into Patterns
Anticipating Problems
Written Comprehension
Speech Clarity
Applying Rules Flexibly
Fluency Of Ideas
Near Vision
Deductive Reasoning
Oral Expression
Inductive Reasoning
Written Expression
Speech Recognition
Doing Math Quickly
Mathematical Reasoning
Recognizing Patterns In Complex Situations
Ability To Concentrate
Originality
Finger Dexterity
Recognizing Patterns Quickly
Perceptual Speed
Visualization

As I browsed the net early ago, I found this topic interesting. What are characteristics of a high-performance system analysis and design team? The characteristics of a high-performance team are the following:
1. shared vision or goal
2. sense of team identity
3. result-driven structure
4. competent team members
5. commitment to the team
6. mutual trust
7. interdependence among team members
8. effective communication
9. sense of autonomy
10. small team size
11. high level of enjoyment

Based on the different characteristics I mentioned above, I have a little characteristic but as I see the most important one of being a System Analyst and it is the COMMITMENT TO THE TEAM, I can say this because on the previous semesters even now, I or even we (including the classmates) engage in several group activities. I can say that having you committed to the team is very essential. Even on your down times especially when your group mates seems so wrong, everything seem isn’t right, you tend to lose everything. But if you have the sense of commitment, it seem like you have a pledge, an obligation that must be done not just to the work or the project but to the team members itself. And surely I know, I have this characteristic of a System Analyst, being committed to the group. It’s all I can think of as of now.

MIS2 - assign 2 =)

2009-12-01T03:30:00.000-08:00

What should be the nature of the relationship between the business plan and the IS (information system) plan?

To be real honest, without the aid of our technology, I won't be able to know what a Business Plan and an IS plan is. Thanks to the Internet. But then in order to find the relationship of the two, knowing what PLAN (PLANNING) means would give a little help.

As Time-Management.com said, planning is one of the most important project management and time management techniques. Planning is preparing a sequence of action steps to achieve some specific goal. If you do it effectively, you can reduce much the necessary time and effort of achieving the goal.

A plan is like a map. When following a plan, you can always see how much you have progressed towards your project goal and how far you are from your destination. Knowing where you are is essential for making good decisions on where to go or what to do next.

A plan can play a vital role in helping to avoid mistakes or recognize hidden opportunities. Preparing a satisfactory plan of the organization is essential. The planning process enables management to understand more clearly what they want to achieve, and how and when they can do it.

A well-prepared business plan demonstrates that the managers know the business and that they have thought through its development in terms of products, management, finances, and most importantly, markets and competition.
Planning helps in forecasting the future, makes the future visible to some extent. It bridges between where we are and where we want to go. Planning is looking ahead.

Now that I am able to give what planning is and its importance. I think what Business Plan is would be the next.

A Business Plan is a formal statement of a set of business goals, the reasons why they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals.

The business goals may be defined for for-profit or for non-profit organizations. For-profit business plans typically focus on financial goals, such as profit or creation of wealth. Non-profit and government agency business plans tend to focus on organizational mission which is the basis for their governmental status or their non-profit, tax-exempt status, respectively—although non-profits may also focus on optimizing revenue. In non-profit organizations, creative tensions may develop in the effort to balance mission with "margin" (or revenue). Business plans may also target changes in perception and branding by the customer, client, tax-payer, or larger community. A business plan having changes in perception and branding as its primary goals is called a MARKETING PLAN.

Business plans may be internally or externally focused. Externally focused plans target goals that are important to external stakeholders, particularly financial stakeholders. They typically have detailed information about the organization or team attempting to reach the goals. With for-profit entities, external stakeholders include investors and customers. External stake-holders of non-profits include donors and the clients of the non-profit's services. For government agencies, external stakeholders include tax-payers, higher-level government agencies, and international lending bodies such as the IMF, the World Bank, various economic agencies of the UN, and development banks.

Business plans are decision-making tools. There is no fixed content for a business plan. Rather the content and format of the business plan is determined by the goals and audience. A business plan should contain whatever information is needed to decide whether or not to pursue a goal.

For example, a business plan for a non-profit might discuss the fit between the business plan and the organization’s mission. Banks are quite concerned about defaults, so a business plan for a bank loan will build a convincing case for the organization’s ability to repay the loan. Venture capitalists are primarily concerned about initial investment, feasibility, and exit valuation. A business plan for a project requiring equity financing will need to explain why current resources, upcoming growth opportunities, and sustainable competitive advantage will lead to a high exit valuation.

Preparing a business plan draws on a wide range of knowledge from many different business disciplines: finance, human resource management, intellectual property management, supply chain management, operations management, and marketing, among others. It can be helpful to view the business plan as a collection of sub-plans, one for each of the main business disciplines.

Meanwhile, Information Systems Planning, or Planning for information systems, as for any other system, “begins with the identification of needs. In order to be effective, development of any type of computer-based system should be a response to need--whether at the transaction processing level or at the more complex information and support systems levels. Such planning for information systems is much like strategic planning in management. Objectives, priorities, and authorization for information systems projects need to be formalized. The systems development plan should identify specific projects slated for the future, priorities for each project and for resources, general procedures, and constraints for each application area. The plan must be specific enough to enable understanding of each application and to know where it stands in the order of development. Also the plan should be flexible so that priorities can be adjusted if necessary. King (King, 1995) in his recent article has argued that a strategic capability architecture - a flexible and continuously improving infrastructure of organizational capabilities – is the primary basis for a company's sustainable competitive advantage. He has emphasized the need for continuously updating and improving the strategic capabilities architecture.” - Somendra Pant and Cheng Hsu.

From the definitions declared above, since that Information System Planning is a process for developing a strategy and plans for aligning information systems with the business strategies of an organization, and that business plan is formal statement of a set of business goals, the reasons why they are believed attainable, and the plan for reaching those goals. Both are essential to the development of an organization. It can make or break an organization. And as during our lectures, with proper business planning in lined with proper strategic IS plan, an organization may bloom. And as to what the both are naturally related with, well, both deals with proper Time Management and Planning for the betterment of an organization. Well, I hope I said it well and right.

References:
http://en.wikipedia.org/wiki/Business_plan
http://wiki.answers.com/Q/What_is_information_system_plan
http://viu.eng.rpi.edu/publications/strpaper.pdf
http://en.wikipedia.org/wiki/Planning
http://www.time-management-guide.com/planning.html

MIS2-assign1 :)

2009-11-22T21:09:00.000-08:00

Becoming a professional in every field you do is important. An IT professional must begin with a solid knowledge about personal computer, many basic applications, and ability to do troubleshoot using a logical explanation in fixing an error in computer system.

Information Technology Professionals or also known as IT professional handle a wide range of computer related duties like, INSTALLING SOFTWARE, UPGRADING HARDWARE, and some, MAINTAINING COMPUTER NETWORKS. 10 years from now, I would love to see myself doing those tasks.

IT professionals work on behalf of many different companies, handling all the computer and technological issues that occur for a business. These workers ensure that all hardware and software function properly in addition to making sure that networks run smoothly. Career InfoNet, notes that IT professionals regularly identify and solve technological problems. Typically, IT professionals work together on a team and split up the necessary tasks among themselves. Other technological job duties may occur for experts in this field depending on their role and position.

I have not dreamed yet of becoming famous in IT field, I even ask myself why am I pursuing this field anyway. But then, given enough chance to become successful, I would like to be an IT CONSULTANT.

As according to Common Impact, the IT Consultant is a unique, exciting position that will allow you to use and develop a number of different skillsets.

-An excellent problem solver and critical thinker who can synthesize information, ask
insightful questions, and spot trends quickly. You should feel comfortable in situations where you are simultaneously interviewing a client, taking notes, summarizing information back to the client, anticipating the next question you’ll ask, and reflecting on how you’ll use the information once you return to the office.

-A self-starting, energetic leader who elicits the respect and trust of staff and external
partners. In this position, you’ll get to work with everyone from a director of a two-person nonprofit to a C-level executive of a Fortune 500 company. We are looking for someone with a strong sense of good consulting practices, who knows how to lead client meetings to successful outcomes, and who has at least three years of direct experience doing comparable work. (In your first year, this position will likely not require you to travel or supervise other employees, although as you grow, such opportunities may arise.)

-An independent worker who can juggle a wide range of simultaneous projects. Each
Consultant works with 10 to 15 nonprofit clients over the course of a year, each of which may be at a different point in our consulting process. We’re looking for a successful project manager who is organized, who is able to keep track of many small details, and who can handle projects with $competing priorities.

-An excellent verbal and written communicator who is able to translate technology into
layman’s terms. Some of our nonprofit clients do not have anyone on staff who is formally trained in technology. Thus, clear and simple verbal communication is critical for this position.

-Knowledgeable about a diverse range of technologies. Common Impact and its clients use a wide range of technologies including: Salesforce.com, open source web content management systems, HTML, Java, ASP.NET, Microsoft Office (including Access), and a Windows Server 2003 environment. While we do not expect the IT Consultant to have experience with all of these technologies, knowledge in these areas is a plus.

-Committed to working with diverse communities.

-Enthusiastic for the mission of Common Impact.

Challenges for an IT CONSULTANT:
As the IT Consultant, you will be responsible for:

• Identifying high-performing nonprofits. You will field questions and read proposals from interested nonprofit applicants, select a subset of organizations from the initial applicant pool, conduct second round interviews, and make final selections to determine our client portfolio.

• Devising solutions to nonprofits’ technology challenges. You will be responsible for working with 10 to 15 nonprofit clients each year and developing technology strategies for those clients.
You will understand each client’s business process, determine what projects would be of greatest benefit, and write requirements documents for your recommended solutions. Our assessments typically cover topics such as information systems, CRM, use of the web, and IT staffing.

• Facilitating successful relationships between nonprofits and employee-volunteer teams. Common Impact offers many different projects to corporate employee-volunteers: someone can join a day of service project, a six-month team project, or act as a coach or mentor to a nonprofit.
You will be responsible for managing these teams as they build projects like databases orwebsites, and for overseeing the entire implementation to ensure that the project goes smoothly.

• Supporting the growth of Common Impact’s services. Common Impact currently runs a full service site in Boston and is building sites in New York and Richmond. As we continue to grow our new sites into full-service operations, you will work closely with our Managing Director to build systems that facilitate this growth. This includes:

o Designing Common Impact’s IT strategy. You will oversee our internal IT systems including the development of our project management and CRM platform, facilitating connectivity between remote offices, and managing our IT support vendors. (Specific technologies are listed below.)

o Modeling growth and expansion opportunities. You will work cross-functionally with other Common Impact staff to understand current sales opportunities in our pipeline, analyze current staff workloads, and ensure that staff members are allocated on an optimal number of projects. You will also model our work in new cities to determine when we should hire staff in these geographies.

o Helping to expand our services. The IT Consultant will play a critical thought leadership role as we develop, refine, and grow our services to scale.

• Enhancing the organizational culture at Common Impact. At Common Impact, we strongly believe that the spirit in which we do our work is as important as the work itself. We pride ourselves on excellence, innovation, fostering collaboration between groups that might not otherwise interact, and a willingness to have fun with our work. A successful candidate for this position will also hold these values.

Years from now, after college, I would still love to study any IT related field because If given the chance to be an IT consultant someday, I want it to be done in a more professional manner. If you'd ask me in what way, I cannot tell.

LINKS USED:
http://www.effiharyanti.com/becoming-an-it-professional/
http://www.technology-colleges.info/index2.html
http://www.commonimpact.org/pdf/IT_Systems_Architect.pdf

ANOTHER heartbreak! :D

2009-11-16T05:11:00.000-08:00

Yahoo!2nd semester at last. Im kinda excited and thriiled. Who won't be? I feel like a car hanging on a cliff that would be fallen when I make a wrong move. My college life won't be that relaxing though. Knowing that, WE MUST NOT FAIL EVEN JUST ONE SUBJECT or else it would be the end of our world. Kinda hard right? But I know we're gonna make it. :D

I just have to step out of my shell. Make much effort, if having no sleep means that I can comply all the necessary things to pass, then, NO SLEEP IT IS. But know what, I'm loving and enjoying every pressure I feel now. It makes me realize more how hard it is to live. (naks! :D)

Now that semester is starting, much pressure is expected. More bloggings to look forward to. Especially MIS stuff and all. But this time, I'm taking things more seriously.

Break a leg for me and my colleagues! :D

1st Part of ASSIGN 9. :))

2009-10-01T10:09:00.000-07:00

TOPIC: Identify an information environment of your choice and write an essay to address the following questions: (3000 words)

• What should be your role within this environment?
• How can the principles of information organization and representation help you in performing this role?
• What are the challenges facing you in performing the role? How will you address these challenges?

To identify what information environment I will discuss, first I will define what is environmental information or information environment.

What is environmental information?
The definition of environmental information is very wide and is defined in the EIRs as information which relates to:
• The state of elements of the environment – such air, water, soil, land, landscape and natural sites, flora and fauna, including cattle, crops, GMOs, wildlife and biological diversity – and it includes any interaction between them

• The state of human health and safety, conditions of human life, the food chain, cultural sites and built structures, which are, or are likely to be, affected by the state of the elements of the environment and the interaction between them

• Any factor such as substances, energy, noise, radiation or waste, including radioactive waste, emissions, discharges and other releases affecting, or likely to affect, the state of the elements of environment or any interaction between them

• Measures and activities affecting, or likely to affect, or intended to protect the state of the elements of the environment and the interaction between them. This includes administrative measures, policies, legislation, plans, programmes and environmental agreements

• Emissions, discharges and other releases into the environment

• Cost benefit and other economic analyses used in environmental decision making

Environmental information covers a broad range of topics, such as:
• the environment itself, including air, water, earth and the habitats of animals and plants
• things that affect the environment, such as emissions, radiation, noise, and other forms of pollution
• policies, plans and laws on the environment

Examples of environmental information are:
• levels of chlorine in swimming pools
• water-quality and air-quality test reports
• genetically modified crops
• air-conditioning systems in public buildings

Regulation 2(1) ‘Environmental information’ has the same meaning as in
Article 2(1) of the Directive, namely any information in written, visual, aural,
electronic or any other material form on —

Information can therefore include or be found in:

•Documents, leaflets, reports, books, notes, data sets, memos, meeting notes,
post-its, the back of an envelope - in fact, anything written.
•Pictures, maps, plans, designs, models, video, posters, diagrams, sketches,
graphs, illustrations.
•Tape recordings, answer phone recordings, recorded presentations,
Dictaphone tapes, compact discs.
•Any type of computer file, word-processor file, database, spreadsheet,
computer models (including 3D models), specially written bespoke programs,
calendars, emails, archived webpages/sites, temporary or cached files, still
images, video images, computer-generated images.
•Any other material form – that is, other forms not widely available, or not yet
developed or invented.

However, it does not include information that does not yet exist but that could
be created by the manipulation of existing information. In other words authorities are only obliged to release information held and are not required to
research or manipulate data to create new information. Example: If an authority is asked for a graph of air quality for the last 12 months, but it only
holds the raw data and no graph has been created, they would only be required to release the data, and would not be required to create a graph.

Information is not restricted by geographical location
A. The state of the elements of the environment, such as* air and
atmosphere, water, soil, land, landscape and natural sites including
wetlands, coastal and marine areas, biological diversity and its components,
including genetically modified organisms, and the interaction among these
elements;

*Note use of ‘such as’ – this indicates that the elements listed here are purely
representative, and are not the only things which should be considered as
elements.

The state of the elements – this includes the physical, biological and
chemical characteristics. It is not limited to current conditions but includes past
and predicted future conditions.

Air and atmosphere – the atmosphere is the collection of gases that
surround the earth and that are retained by the earth’s gravitation. The
atmosphere extends up to approximately 660km in altitude. The distinction
between air and atmosphere suggests that air refers to air within buildings and
structures, underground, indoors, in the workplace and elsewhere where it is
confined in some way. Air and atmosphere should not always be taken to mean
‘air’ as a whole and in its entirety. The gases which make up the atmosphere
and air are also included separately: for example, carbon dioxide, oxygen etc.

Water – will mean water in all its forms (vapour, ice, liquid) and is not limited
by scale (from oceans to the smallest droplet). It includes water underground or
on the surface, water in natural settings (rivers, lakes) and man-made settings
(canals, ponds).

Soil – soil can be taken to mean the
unconsolidated mineral or organic
material top layer of the earth’s surface in which plants grow.

Land – land was described in the guidance for the 1992 EIR as: all land
surfaces, buildings, land covered by water, and underground strata. By
including underground strata the implication is that land covers natural minerals
and deposits such as salt, coal, limestone, slate, iron etc.

Landscape – Landscape is defined by the European Landscape Convention
2000 as ‘an area, as perceived by people, whose character is the result of the
action and interaction of natural and/or human factors’. A more technical
definition may be of more use when attempting to ascertain what landscape will mean in terms of environmental information. A specialist environmental
definition of landscape is ‘the traits, patterns, and structure of a specific
geographic area, including its biological composition, its physical environment,
and its anthropogenic or social patterns. An area where interacting ecosystems
are grouped and repeated in similar form’ (from EPAGLO).

Natural sites, including wetlands, coastal and marine areas – ‘natural
sites’ recognises the importance of protected areas such as Sites of Special
Scientific Interest (SSSI) and Areas of Outstanding Natural Beauty (AONB).
However, a site will not need to have been designated to qualify as a ‘natural
site’. All natural sites that are ascribed a specific value, local value, special
natural or historic value can be taken to be a natural site. ‘Natural’ does not
necessarily mean devoid of human interference, and the management of a site
will not preclude it from being classified as natural. Wetlands, coastal and
marine areas were included specifically (Amendment 15) by the European
Parliament as they thought that ‘natural sites’ did not make it clear that these
types of areas were also to be considered.

Biological diversity and its components – Article 2 of the Convention on
Biological Diversity 1992 defines the term as ‘the variability among living
organisms from all sources including, inter alia, terrestrial, marine and other
aquatic ecosystems and the ecological complexes of which they are part; this
includes diversity within species, between species and of ecosystems’. The
components of biodiversity then must be taken to mean: genetic diversity – the
genetic composition of a species (genes, DNA, RNA, etc.); species diversity -
every living thing, every single species (plant, animal, bacteria, viruses etc);
ecosystem diversity – all habitats whether natural or man-made (from arctic
wilderness to urban sprawl). In addition, biological diversity and its components
should not be limited in time; for instance, it will include dead and extinct
individual organisms and species.

‘Genetically modified organism’ (GMO) – UNECE describe GMOs as ‘any
organism with the exception of human beings that possesses a novel
combination of genetic material obtained through the use of modern
biotechnology’. In addition, the European Community has used the following
definition: ‘genetically modified organism (GMO) means an organism, with the
exception of human beings, in which the genetic material has been altered in a
way that does not occur naturally by mating and/or natural recombination’.
Please note: definitions for ‘modern biotechnology’ and ‘micro-organism’ are
available if required, please consult the reference listed in note 3.

the interaction among these elements – this recognises that no one aspect
of the environment can be fully understood in isolation and that the interaction
between the elements is just as important as the elements themselves.

Assignment 9. :D:D [2nd Part]

2009-10-01T10:06:00.000-07:00

...CONT

B. Factors, such as substances, energy, noise, radiation or waste, including radioactive waste, emissions, discharges and other releases into the
environment, affecting or likely to affect the elements of the environment referred to in (a);

•Factor – factor in this sense should simply be taken to mean something that has an effect on an element of the environment.

It is important to note at this stage that it is possible for an ‘element’ to be a ‘factor’, for instance, water will become a ‘factor’ in an incidence of
flooding. Equally, a ‘factor’ may also be an ‘element’.

•Substances – includes all material/matter, natural or synthetic, for example chemicals, pharmaceuticals, hormones, antibiotics, oil, particulates, gases, liquids. A European definition of substances states: ‘substances means any chemical element and its compounds, as they occur in the natural state or as produced by industry, whether in solid or liquid or gaseous form’

•Energy – can be expressed in traditional scientific language, as thermal, chemical, electrical, kinetic, potential, light, and sound. Common usage for the term centres on power generation, oil-fired, coal-fired, gas-fired, nuclear and renewable energy (wind power, solar energy etc). However, energy is not restricted to large-scale power plants and electricity generation. It also includes heat (heat, in the form of hot water emitted into a river for example, can have a drastic affect on the plants, animals and fish living in the vicinity). Energy will include sunlight, geothermal energy, radio waves, microwaves etc.

•Noise – although noise is itself energy, it is included here separately. It was also specifically mentioned in the original European Directive on Environmental Information in 1990 (1990/313/EEC) and in the original UK EIR in 1992. Noise is subjective, localised and transient. A simple dictionary definition of noise is ‘a sound, especially one that is loud, unpleasant, or disturbing’. Noise also includes vibrations (Environmental Protection Act, 1990, s79(1)(g)). Many different laws and standards in the UK relate to noise. Examples include construction noise, transport noise, noise from aircraft, noise from premises, occupational noise, noise-making equipment, day time noise, evening noise, night-time noise.

•Radiation or waste, including radioactive waste – radiation can be natural (sun, cosmic rays, radioactive minerals), or man-made. There are two main types of radiation: ionising and non-ionising. Ionising radiation is either particulate (alpha, beta, neutrons) or electromagnetic (x-rays, gamma rays).
Non-ionising radiation consists of electromagnetic radiation from extremely low frequency (ELF) to ultraviolet (UV).

•Waste – waste can be broadly interpreted to mean anything discarded. This would include household waste, industrial waste and commercial waste (which are collectively described as Municipal Solid Waste (MSW)); construction and demolition wastes; mining and agricultural wastes; sewage sludge and dredged spoils; and Special Waste, hazardous, toxic waste. The waste sector is highly regulated and the definition of waste can be controversial. For instance, if ‘waste’ is to be used to generate power through incineration, it has been argued that this therefore allows it to be categorised as fuel as opposed to waste (at the time of writing, it is classified as waste until full recovery, i.e. combustion, is complete).
There are many categories of waste, and special rules/prohibitions apply to transboundary movement of wastes (Basel Convention, 1992). The Environment Agency regulates waste in the UK and has a good section on its website if further information is required.

•Radioactive waste – radioactive materials are used in many situations, settings and industries and are more widespread than you might think.
Radioactive materials are used in common products such as the luminous dials on watches,ceramic glazes and smoke detectors. Radioactive waste is generated by hospitals, pharmaceutical industry, research establishments, and of course the nuclear power generation industry. Radioactive waste is
categorised as either High-level Waste (HLW), Intermediate-Level Waste (ILM), Low-Level Waste (LLW) or Very-Low-Level Waste (VLLW). VLLW is disposed
of in landfill or by incineration; LLW is disposed of at a facility at Drigg, near Sellafield. ILW and HLW are both stored on-site, and there is currently no
government policy for the disposal of ILW and HLW.

•Emissions, discharges and other releases – a common, widely quoted definition of emission comes from the European IPPC Directive: ‘emission shall mean the direct or indirect release of substances, vibrations, heat or noise from individual or diffuse sources (…) into the air, water or land’. ‘Discharges’ is not expressly defined in legislation; however, common usage of the term in this context suggests it is generally reserved (although not exclusively) for liquid releases into water. A definition for ‘releases’ is available from the Environmental Protection Act 1990 which states, ‘…release includes – (a) in relation to air, any emission of the substance into the air; (b) in relation to water, any entry (including any discharge) of the substance into water; (c) in relation to land, any deposit, keeping or disposal of the substance in or on land…’

•affecting or likely to affect the elements of the environment referred to in (a) - information about the factor will not be environmental information unless the factor is affecting or likely to affect the elements of the environment, although it is hard to imagine when a factor would not have such an effect. There is no indication that the effect must be detrimental or large scale, so it may be minimal or negligible. The test for ‘likely to affect’ is that the effect must be substantially more than remote. However, it need not be more likely than not.

“The definition of environmental information should be clarified so as to encompass information in any form on the state of the environment, on
factors, measures or activities affecting or likely to affect the environment or designed to protect it, on cost-benefit and economic analyses used within the
framework of such measures or activities and also information on the state of human health and safety, including the contamination of the food chain,
conditions of human life, cultural sites and built structures in as much as they are, or may be, affected by any of those matters.”

References:

http://74.6.239.67/search/cache?ei=UTF-8&p=what+is+information+environment&fr=yfp-t-157&fp_ip=PH&u=www.ico.gov.uk/upload/documents/library/environmental_info_reg/introductory/eirwhatisenvironmentalinformation.pdf&w=information+environment+environmental+environmentalist&d=Gjp4rd29Tcbt&icp=1&.intl=us&sig=7sVXvDCMWaE8vLyA2mkYBA--

http://74.6.239.67/search/cache?ei=UTF-8&p=what+is+information+environment&fr=yfp-t-157&fp_ip=PH&u=www.ico.gov.uk/upload/documents/library/environmental_info_reg/introductory/what_is_environmental_information.pdf&w=information+environment+environmental+environmentalist&d=XYhn2t29Tdep&icp=1&.intl=us&sig=NWnCbGok3Ru_26958ElaGA--

http://www.itspublicknowledge.info/Law/EIRs/EnvironmentalInformation.asp

Now, the information environment that I chose is the WORLD WIDE WEB.
What is the WorldWideWeb anyway? As according to Wikipedia, a system of interlinked hypertext documents accessed via the Internet. With a web browser, one can view Web pages that may contain text, images, videos, and other multimedia and navigate between them using hyperlinks. Using concepts from earlier hypertext systems, English physicist Tim Berners-Lee, now the Director of the World Wide Web Consortium, wrote a proposal in March 1989 for what would eventually become the World Wide Web. He was later joined by Belgian computer scientist Robert Cailliau while both were working at CERN in Geneva, Switzerland. In 1990, they proposed using "HyperText [...] to link and access information of various kinds as a web of nodes in which the user can browse at will", and released that web in December.

Connected by the existing Internet, other websites were created, around the world, adding international standards for domain names and the HTML. Since then, Berners-Lee has played an active role in guiding the development of Web standards (such as the markup languages in which Web pages are composed), and in recent years has advocated his vision of a Semantic Web. The World Wide Web enabled the spread of information over the Internet through an easy-to-use and flexible format. It thus played an important role in popularizing use of the Internet. Although the two terms are sometimes conflated in popular use, World Wide Web is not synonymous with Internet. The Web is an application built on top of the Internet.

What should be your role within this environment? The terms Internet and World Wide Web are often used in every-day speech without much distinction. However, the Internet and the World Wide Web are not one and the same. The Internet is a global system of interconnected computer networks. In contrast, the Web is one of the services that runs on the Internet. It is a collection of interconnected documents and other resources, linked by hyperlinks and URLs. In short, the Web is an application running on the Internet.

As a student and so exposed with the applications roaming all around the Internet, I should be aware of what are the advantages and disadvantages of over usage of it. By that, my role in the World Wide Web is to bring the user and the applications closer by telling my peers the compensation of duelling the web, as vice versa, I should also be able to tell my peers the drawbacks of excess usage in the web. The Web can be a great partner especially those times when we are bored, we can easily sit down on our chairs, turn on our computers, and browse the internet, and then we can surf all the web applications that finds our interests. In addition, as an Information Technology student, I can use my field of study to spread information using blogs, social network applications, and the like so that people will be aware of the happenings every now and then.

How can the principles of information organization and representation help you in performing this role? In performing this role, I should be quite observant enough. As based on the facts above, Information does not stop on geographical location. To be honest, it is not that easy for me to get in touch always in the web for the reason that there are much important things that needs my concern rather than to browse the web. I may have not stated explicitly all the principles that could help me in performing the roles, yet , I do know that the ‘hidden’ principles would be an advantage for me to help me represent my field of study.

What are the challenges facing you in performing the role? How will you address these challenges? First challenge for me, if I were to convey information on the web, is the lack of time to research the true story of a certain event. I am not a web user addict, but I find myself leaning on it especially on ‘nothing-to-do’ times. To address this, obviously, I must spend my time gathering inputs first before posting it on my personal web journals. Also, information can be gathered not just by surfing the internet, I can also make use of the broadcasting technology for me to congregate more necessary inputs. And secondly, if I were to convey infos, another challenge, is my sense of consistency. You can not gather data in just one sitting, you must be steady enough for you to finish congregating data.

The web is so transparent nowadays. I myself can sometimes gain news from browsing different web applications especially yahoo. But still, vigilance is always the best tool for everything.

Reference:
http://en.wikipedia.org/wiki/Www

ASSIGNMENT 8. :D

2009-08-29T11:04:00.000-07:00

TOPIC: As a student, you were invited by the Dean of the Institute of Computing to attend a seminar-workshop on information systems planning with some of the faculty members. In one of the sessions, a discussion of outsourcing came up. You have been asked to present your evaluation about outsourcing the information systems functions of the school.
Required:

You are to take a position- outsource or in-source and justify your position. (3000words)

I actually go for OUTSOURCING. Reasons are, paying an IT personnel to maintain your website for example would be costly than keeping someone who would be in charge of your site in a contract manner. I mean, there would be a big difference. If you actually go for customization all the time, then you must go insource. But if your budget is limited, outsourcing would be a great deal.

So, what is outsourcing? Outsourcing is contracting with another company or person to do a particular function. Almost every organization outsources in some way. Typically, the function being outsourced is considered non-core to the business. An insurance company, for example, might outsource its janitorial and landscaping operations to firms that specialize in those types of work since they are not related to insurance or strategic to the business. The outside firms that are providing the outsourcing services are third-party providers, or as they are more commonly called, service providers.

Although outsourcing has been around as long as work specialization has existed, in recent history, companies began employing the outsourcing model to carry out narrow functions, such as payroll, billing and data entry. Those processes could be done more efficiently, and therefore more cost-effectively, by other companies with specialized tools and facilities and specially trained personnel.

Currently, outsourcing takes many forms. Organizations still hire service providers to handle distinct business processes, such as benefits management. But some organizations outsource whole operations. The most common forms are information technology outsourcing (ITO) and business process outsourcing (BPO).

Business process outsourcing encompasses call center outsourcing, human resources outsourcing (HRO), finance and accounting outsourcing, and claims processing outsourcing. These outsourcing deals involve multi-year contracts that can run into hundreds of millions of dollars. Frequently, the people performing the work internally for the client firm are transferred and become employees for the service provider. Dominant outsourcing service providers in the information technology outsourcing and business process outsourcing fields include IBM, EDS, CSC, HP, ACS, Accenture and Capgemini.

Some nimble companies that are short on time and money, such as start-up software publishers, apply multisourcing -- using both internal and service provider staff -- in order to speed up the time to launch. They hire a multitude of outsourcing service providers to handle almost all aspects of a new project, from product design, to software coding, to testing, to localization, and even to marketing and sales.

In all cases, outsourcing success depends on three factors: executive-level support in the client organization for the outsourcing mission; ample communication to affected employees; and the client's ability to manage its service providers. The outsourcing professionals in charge of the work on both the client and provider sides need a combination of skills in such areas as negotiation, communication, project management, the ability to understand the terms and conditions of the contracts and service level agreements (SLAs), and, above all, the willingness to be flexible as business needs change.

The challenges of outsourcing become especially acute when the work is being done in a different country (offshored), since that involves language, cultural and time zone differences.

RESEARCH & DEVELOPMENT
The competitive pressures on firms to bring out new products at an ever rapid pace to meet market needs are increasing. As such, the pressures on the R&D department are increasing. In order to alleviate the pressure, firms have to either increase R&D budgets or find ways to utilize the resources in a more productive way. There are situations when a firm may consider outsourcing some of its R&D work to a contract research organizations or universities. Reasons why a firm could consider outsourcing are:

• new product design does not work
• project time and cost overruns
• loss of key staff
• competitive response
• problems of quality/yield.

The key drivers for R&D outsourcing are emerging mass markets and availability of expertise in the field. In this context, the two most populous countries in the world, China and India, provide huge pools from which to find talent. Both countries produce over 200,000 engineers and science graduates each year. Moreover both countries are low cost sourcing countries. Other strategic drivers for outsourcing R&D are access to expertise and intellectual property, filling gaps in the capabilities of the R&D function, managing risk better, reducing the time to market, and focusing on the core competence or activities of the firm.

REASONS FOR OUTSOURCING
Organizations that outsource are seeking to realize benefits or address the following issues:

• Cost savings. The lowering of the overall cost of the service to the business. This will involve reducing the scope, defining quality levels, re-pricing, re-negotiation, cost re-structuring. Access to lower cost economies through offshoring called "labor arbitrage" generated by the wage gap between industrialized and developing nations.

• Focus on Core Business. Resources (for example investment, people, infrastructure) are focused on developing the core business. For example often organizations outsource their IT support to specialized IT services companies.

• Cost restructuring. Operating leverage is a measure that compares fixed costs to variable costs. Outsourcing changes the balance of this ratio by offering a move from fixed to variable cost and also by making variable costs more predictable.

• Improve quality. Achieve a step change in quality through contracting out the service with a new service level agreement.

• Knowledge. Access to intellectual property and wider experience and knowledge.

• Contract. Services will be provided to a legally binding contract with financial penalties and legal redress. This is not the case with internal services.

• Operational expertise. Access to operational best practice that would be too difficult or time consuming to develop in-house.

• Access to talent. Access to a larger talent pool and a sustainable source of skills, in particular in science and engineering.

• Capacity management. An improved method of capacity management of services and technology where the risk in providing the excess capacity is borne by the supplier.

• Catalyst for change. An organization can use an outsourcing agreement as a catalyst for major step change that can not be achieved alone. The outsourcer becomes a Change agent in the process.

• Enhance capacity for innovation. Companies increasingly use external knowledge service providers to supplement limited in-house capacity for product innovation.

• Reduce time to market. The acceleration of the development or production of a product through the additional capability brought by the supplier.

• Commodification. The trend of standardizing business processes, IT Services and application services enabling businesses to intelligently buy at the right price. Allows a wide range of businesses access to services previously only available to large corporations.

• Risk management. An approach to risk management for some types of risks is to partner with an outsourcer who is better able to provide the mitigation.

• Venture Capital. Some countries match government funds venture capital with private venture capital for startups that start businesses in their country.

• Tax Benefit. Countries offer tax incentives to move manufacturing operations to counter high corporate taxes within another country.

QUALITY RISKS OF OUTSOURCING
Quality Risk is the propensity for a product or service to be defective, due to operations-related issues. Quality risk in outsourcing is driven by a list of factors. One such factor is opportunism by suppliers due to misaligned incentives between buyer and supplier, information asymmetry, high asset specificity, or high supplier switching costs. Other factors contributing to quality risk in outsourcing are poor buyer-supplier communication, lack of supplier capabilities/resources/capacity, or buyer-supplier contract enforceability. Two main concepts must be considered when considering observability as it related to quality risks in outsourcing: the concepts of testability and criticality.

Quality fade is the deliberate and secretive reduction in the quality of labor in order to widen profit margins. The downward changes in human capital are subtle but progressive, and usually unnoticeable by the out sourcer/customer. The initial interview meets requirements, however, with subsequent support, more and more of the support team are replaced with novice or less experienced workers. India IT shops will continue to reduce the quality of human capital under the pressure of drying up labor supply and upward trend of salary, pushing the quality limits.

Such practices are hard to detect, as customers may just simply give up seeking help from the help desk. However, the overall customer satisfaction will be reduced greatly over time. Unless the company constantly conducts customer satisfaction surveys, they may eventually be caught in a surprise of customer churn, and when they find out the root cause, it could be too late. In such cases, it can be hard to dispute the legal contract with the India outsourcing company, as their staff are now trained in the process and the original staff made redundant. In the end, the company that outsources is worse off than before it outsourced its workforce to India.

PUBLIC OPINION
There is a strong public opinion regarding outsourcing (especially when combined with offshoring) that outsourcing damages a local labor market. Outsourcing is the transfer of the delivery of services which affects both jobs and individuals. It is difficult to dispute that outsourcing has a detrimental effect on individuals who face job disruption and employment insecurity; however, its supporters believe that outsourcing should bring down prices, providing greater economic benefit to all. There are legal protections in the European Union regulations called the Transfer of Undertakings (Protection of Employment). Labor laws in the United States are not as protective as those in the European Union. On June 26 2009, Jeff Immelt, the CEO of General Electric, called for the United States to increase its manufacturing base employment to 20% of the workforce commenting that the U.S. has outsourced too much and can no longer rely on consumer spending to drive demand.

LANGUAGE SKILLS
In the area of call centers end-user-experience is deemed to be of lower quality when a service is outsourced. This is exacerbated when outsourcing is combined with off-shoring to regions where the first language and culture are different. The questionable quality is particularly evident when call centers that service the public are outsourced and offshored.

The public generally find linguistic features such as accents, word use and phraseology different which may make call center agents difficult to understand. The visual clues that are present in face-to-face encounters are missing from the call center interactions and this also may lead to misunderstandings and difficulties.

In addition to language and accent differences, a lack of local social and geographic knowledge is often present, leading to misunderstandings or mis-communications.

SOCIAL RESPONSIBILITY
Outsourcing sends jobs to the lower-income areas where work is being outsourced to, which provides jobs in these areas and has a net equalizing effect on the overall distribution of wealth. Some argue that the outsourcing of jobs (particularly off-shore) exploits the lower paid workers. A contrary view is that more people are employed and benefit from paid work. Despite this argument, domestic workers displaced by such equalization are proportionately unable to outsource their own costs of housing, food and transportation.

On the issue of high-skilled labor, such as computer programming, some argue that it is unfair to both the local and off-shore programmers to outsource the work simply because the foreign pay rate is lower. On the other hand, one can argue that paying the higher-rate for local programmers is wasteful, or charity, or simply overpayment. If the end goal of buyers is to pay less for what they buy, and for sellers it is to get a higher price for what they sell, there is nothing automatically unethical about choosing the cheaper of two products, services, or employees.

Social responsibility is also reflected in the costs of benefits provided to workers. Companies outsourcing jobs effectively transfer the cost of retirement and medical benefits to the countries where the services are outsourced. This represents a significant reduction in total cost of labor for the outsourcing company. A side effect of this trend is the reduction in salaries and benefits at home in the occupations most directly impacted by outsourcing.

QUALIFICATIONS OF OUTSOURCERS
The outsourcer may replace staff with less qualified people or with people with different non-equivalent qualifications.

In the engineering discipline there has been a debate about the number of engineers being produced by the major economies of the United States, India and China. The argument centers around the definition of an engineering graduate and also disputed numbers. The closest comparable numbers of annual graduates of four-year degrees are United States (137,437) India (112,000) and China (351,537).

SOURCES:
http://www.sourcingmag.com/content/what_is_outsourcing.asp
http://en.wikipedia.org/wiki/Outsourcing

ASSIGNMENT 7. :)

2009-08-29T09:40:00.000-07:00

SONA 2009. PGMA envisions Philippines to become a strong republic. With regarding to the ICT community, PGMA just gave a little talk about having a department of ICT without elaborating much of it. Well, honestly, that soon-to-be department must be too far from being soon. Hehe. You know what I mean. Lol.

“Kung noong nakaraan, lumakas ang electronics, today we are creating wealth by developing the BPO and tourism sectors as additional engines of growth. Electronics and other manufactured exports rise and fall in accordance with the state of the world economy. But BPO remains resilient. With earnings of $6 billion and employment of 600,000, the BPO phenomenon speaks eloquently of our competitiveness and productivity. Let us have a Department of ICT.” -PGMA

--That’s it. Department of ICT? That would be really great. But when? 10 years from now? When people start to ride a flying car? Hehe. Lol.

“Taxes should come from alcohol and tobacco and not from books. Tax hazards to lungs and livers, do not tax minds. Ang kita mula sa buwis sa alak at sigarilyo ay dapat gamitin sa kalusugan at edukasyon. Pondohan ang Philhealth premiums ng pinakamahihirap. Pondohan ang mas maraming classroom at computers.” -PGMA

-- I think this is somehow related to having a department of ICT. As what I can see, if this is really gonna happen or is happening now, the soon-to-be department of ICT’s job is to make sure that the taxes that come from alcohol and tobacco must be for the benefit of those school (especially public ones). Giving them new and efficient computer sets for the students to be more acquainted with the technology. Because it is known that some of the public school students are not computer literate. The soon-to-be department of ICT must make sure that the promises of PGMA must be done.

“In sum:
1. We have a strong economy and a strong fiscal position to withstand global shocks.
2. We built new modern infrastructure and completed unfinished ones.
3. The economy is more fair to the poor than ever before.
4. We are building a sound base for the next generation.
5. International authorities have taken notice that we are safer from environmental degradation and man-made disasters.” –PGMA

-- I am not on opposition side, in fact, I do like how PGMA is working on for the betterment of this country. But all I can read from her SONA was pure fallacy. I just don’t know where those big moneys are right now. This would be her last year if cha-cha is not pursued. It’s never too late for PGMA to make a move. I am aware that being a president is not as easy as being a classroom president. PGMA made sacrifices but only those on administration side saw it. There are so many intellectual giants living here. We, Filipinos are so intelligent that nothing can bring much contentment to us if we are not on power. Instead for fighting for the highest position, better help one another save this country. “We Filipinos are worth dying for”, that was according to Ninoy. But If I were him, I would not waste my life saving people who are not even worth it. See what I mean?

SOURCE:
http://quintessentialy.wordpress.com/2009/07/27/2009-sona-by-pgma-posted-on-inquirer-net/

ASSIGNMENT 6. :-*

2009-08-28T22:58:00.000-07:00

TOPIC: If you were hired by the university president as an IT consultant, what would you suggest (technology, infrastructure, innovations, steps, processes, etc) in order for the internet connectivity be improved? (3000words)

If I was hired as an IT consultant in the university, before giving suggestions to improve the internet connection, I would first state some possible reasons why the internet connection fails. (This is according to Bob Ranklin. )

“There are several possible reasons why your Internet connection might suddenly stop working. If you were on dialup, the most likely scenario would be noise on the phone line, but since you have a high-speed cable connection, we can rule that out.

In a recent Ask Bob Rankin article Do Computers Get Tired? I addressed the subject of electronic devices that fail at random times, and gave some scientific basis for occasionally turning the device off and then back on. I have a cable modem as well, and have found that sometimes a slow or dropped Internet connection is restored simply by unplugging the cable modem, waiting 30 seconds and powering it back on. Not pretty, but it works. If the problem is happening every day, though, it might be better to replace the modem.

There could also be a software-related issue which is causing your Internet connection to fail. If you have other computers on a home network, and they have no trouble getting online, then I'd cast a wary glance in the direction of your firewall. Firewalls are designed to block certain Internet connections, so it's entirely possible that a bug in the firewall software is erroneously shutting down ALL network connections. You may even have told the firewall to do this without meaning to.

Open your firewall's configuration screen and check to see what programs are being blocked from connecting to the Internet. If nothing obvious appears to be erroneously blocked, try shutting down or uninstalling the firewall software, then reboot and see if the problem persists. If that fixes the problem, consider ditching the software-based firewall, especially if you have a router between your computer and the cable modem. Routers have hardware-based firewalls built in, which makes firewall software superfluous for most users.

To uninstall the firewall software, click on the Start button, open Control Panel, then Add/Remove Programs. Find the firewall in the list and click the Remove button. Note that your firewall may be bundled with an anti-virus of internet security package. If that's the case, click on that package (ex: eTrust EZ-Armor or Norton Internet Security), and make sure you select ONLY the firewall for removal, leaving the anti-virus protection in place.

If none of those things helps, report the problem to your Internet provider. If the problem has something to do with your modem or the cabling in your neighborhood, it might be affecting your neighbors as well.” – Bob Ranklin

After stating some possible reasons why the internet connectivity fails, here are some of the steps, tips, and some warnings in maximizing your internet connection. (Internet based.)

STEPS:
1. Do some basic maintenance on your PC. Run Disk Defrag, a scan disk, a virus scan, a malware scan, and clear your recycle bin. An unusually slow Internet connection experience is often the only sign that your computer is infected with viruses or other malware. Delete old files and temporary files. Never allow the free space on your C: drive to be less than 10% of the total size or twice the installed RAM (which ever is larger). A well maintained PC will operate much better than a PC that has never had any maintenance. Google or your local computer repair store should be able to help you with this if you don't know how.

2. Reset Your Home Network. Sometimes restarting your home network if you have one will drastically increase the speed of your connection.

3. Optimize your cache or temporary Internet files. These files improve your Internet connection performance by not downloading the same file over and over. When a web site puts their logo graphic on every page your computer only downloads it when it changes. If you delete the temporary files it must be downloaded again. if you disable the cache, it must be downloaded every time you view a page that uses it. This can be done by opening Internet Explorer, clicking on "Tools" at the top and choosing "Internet Options". On the General tab, click the "Settings" button next to Temporary Internet Files. Set Check for newer versions to "Automatically". Set amount of disk space to use to 2% of your total disk size or 512 MB, which ever is smaller. On Firefox, click "Tools" then "Options," and go to the privacy tab. Then click on the Cache tab within this.

4. Never bypass your router. Most routers include a firewall that is very difficult for hackers to defeat. If you don't need to use Wireless then hook your computer directly to your router. Routers will only slow down your connection by a few Milli-seconds. You won't notice the difference but the hackers will.

5. If you are using a Wireless router, make sure it doesn't conflict with a cordless phone or wireless camera. Wireless routers come in two varieties; 802.11bg (2.4Ghz) or 802.11a (5.8Ghz) If you are using a 2.4Ghz Cordless phone and 2.4Ghz Wireless router then your Internet connection speed will slow while you use the cordless phone. The same is true of wireless security cameras. Check on your phone and camera, if it's 900Mhz then it's fine. If it says 2.4Ghz or 5.8Ghz then it could be the cause of your slow connection speed while they're in use.

6. Call your Internet service provider (ISP). Sometimes you just have bad service. They can usually tell if your connection is substandard without having a technician come to your home. Just be nice and ask.

7. Upgrade your computer. If your computer is slow, it doesn't matter how fast your Internet connection is, the whole thing will just seem slow. You can only access the Internet as fast as your PC will allow you to.

8. Replace your old cable modem. Any solid-state electronics will degrade over time due to accumulated heat damage. Your broadband modem will have a harder and harder time 'concentrating' on maintaining a good connection as it gets older (signal to noise ratios will go down, and the number of resend requests for the same packet will go up). An after-market cable modem as opposed to a cable-company modem will frequently offer a better connection.

9. Often your connection speed is slow because other programs are using it. To test if other programs are accessing the Internet without your knowing, Click Start, Click Run. Type "cmd" (without quotes). Type "netstat -b 5 > activity.txt". After a minute or so, hold down Ctrl and press C. This has created a file with a list of all programs using your Internet connection. Type activity.txt to open the file and view the program list. Ctrl Alt Delete and open up the Task Manager. Go to the process menu and delete those processes that are stealing your valuable bandwidth. (NOTE: Deleting processes may cause certain programs to not function properly)

10. After you have tried all this try your connection again and see if it's running any faster.

TIPS:
1. Call your ISP and have them verify all of your TCP/IP settings if you are concerned. Ask them to verify that your Proxy settings are correct.

2. Don't expect dial up or high speed lite service to be fast. The Internet is primarily geared towards Broadband Connections. Sometimes, you have to wait a little.

3. Download programs that make browsing faster:
- Loband.org is a browser inside of a browser that loads web pages without the images.

-Firefox and Opera both have options to disable images.
-In Firefox, you can also use extensions such as NoScript that let you block scripts and plug-ins that would otherwise slow things down a lot.
-If you are using Internet Explorer or Firefox, try downloading Google Web Accelerator. It is meant to speed up broadband connections, but it can also slow your Internet connection. Try enabling it and disabling it and see when your Internet connection runs faster.
-If you are using Firefox, download the Fasterfox extension and Firetune.
-Reduce the amount of programs running that use your Internet connection (Instant Messengers, RSS Feeders, and MS Applications set to send Internet data)
-Google Accessible Is designed to search pages in order of how clean they are of junk. This will bring up pages that are usually not only easy to read, but are quick to load.

4. Upgrade your RAM. This will not only improve your regular computer use, but it will affect the speed of your Internet connection because your computer works faster.

5. Use the Stop button to stop loading pages once you've gotten what you want.
6. Some times malware on your computer can eat up your bandwidth. Make sure you have an up-to-date malware protection program.

7. Most Internet Providers have flaky DNS servers (no citation necessary, it's a given) - so, instead of using those provided by your ISP, switch your DNS servers to use those of OpenDNS. OpenDNS is far faster, and more reliable, simply using 208.67.222.222 and 208.67.220.220 as your domain name servers will speed up most flaky DNS problems (may even speed up your networking since OpenDNS has large caches).

8. Look into running your own local DNS server on your network. Some newer routers may include their own nameserver, otherwise, check into AnalogX.com's DNSCache program, it works great to hold commonly accessed domain names in the "cache" so that the IP addresses do not have to be looked up everytime you navigate to a new page.

WARNINGS:
1. Viruses and malware can often use up your bandwidth and slow down your Internet connection. Make sure you have protection against this. Many ISP's will provide software for this. Make sure your anti-virus and malware scanners are up-to-date.

2. Bypassing the router will leave you more vulnerable to attacks because you no longer have the built-in firewall from your router protecting you.

3. Watch out for scams that claim to make your Internet go a lot faster for free. They may tell you to download their program, which usually has a lot of other hidden programs attached that might steal your identity.

ASSIGNMENT 5.ü

2009-08-26T19:32:00.000-07:00

TOPIC: Based on your adopted orgnaization(s), identify and discuss barriers in their IS/IT implementation ..(2000words)

Barriers to Technology Integration
Ever since computers were first used in commercial situations, organizations have tried to improve the operation of their business processes through the application of information technology in ways that have come to be described as "automation." While automation has achieved many stunning successes, experts in management and information technology have begun to recognize its considerable limitations. In brief, when business processes are automated without first streamlining and improving them (for instance by eliminating redundant activities), organizations generally fail to achieve significant benefits from their large investments in information technology. Also, when automation efforts are confined to small pieces of a business process (such as those pieces that fall within the boundaries of a particular functional unit of the organization), it can happen that the larger process is suboptimized, and performance is degraded, rather than improved.

Growing recognition of the limitations of the traditional "automation" paradigm has led experts to urge managers to conduct their system acquisition and system development activities in the context of larger organizational "reengineering" efforts. By carefully scoping out the boundaries of the whole business process and identifying its critical performance measures and the major points of leverage on them before selecting or developing an information system, managers can avoid the twin automation pitfalls of automating a bad process and automating the wrong process.

A barrier is defined as “any condition that makes it difficult to make progress or to achieve an objective” (WordNet, 1997). The objective under scrutiny in this study is increased technology integration. The understood and yet unspoken connotation of a barrier is that its removal acts as an aid towards the achievement of the objective. Therefore, the study of barriers as they pertain to technology integration is essential because this knowledge could provide guidance for ways to enhance technology integration. Ertmer (1999) echoed this sentiment, in stating that by providing “teachers with knowledge of barriers, as well as effective strategies to overcome them, it is expected that they will be prepared to both initiate and sustain effective technology integration practices” (Conclusion section, ¶ 4).

Common Barriers
The act of integrating technology into teaching and learning is a complex process and one that may encounter a number of difficulties. These difficulties are known as barriers. In order to lay the foundation for this, it is necessary to illustrate the established set of common technology integration barriers. Although these are often labeled, measured, and rated differently, researchers (Hadley & Sheingold, 1993; Anderson et al.1998; Jacobsen, 1998; Ertmer, 1999; Ertmer et al., 1999; Newhouse, 1999; Beggs, 2000; Becker, 2000b; Rogers, 2000; Cuban, 2001; Pajo & Wallace, 2001; Beaudin, 2002; Snoeyink & Ertmer, 2002; Bariso, 2003) have identified these or similar variations as widespread barriers:
-lack of computers,
-lack of quality software,
-lack of time,
-technical problems,
-poor funding,
-lack of teacher confidence,
-resistance to change,
-poor administrative support,
-lack of computer skill,
-poor fit with the curriculum,
-lack of incentives,
-scheduling difficulties ,
-poor training opportunities,
-and lack of vision as to how to integrate.

In order to draw conclusions, researchers have long attempted to categorize or group barriers through a factor analysis. This is the approach taken in this study. Hadley and Sheingold (1993) conducted a study involving known technology integrators at the 4-12 grade level, their factor analysis identified the following seven themes (ranked here from the most to least) which accounted for over 50% of the variance. The most cited barriers to technology integration were:
1. Poor administrative support
2. Problems with time, access, space, supervision, and operations
3. Poor software
4. Curriculum integration difficulties
5. Teacher’s attitudes and knowledge towards computers
6. Computer limitations and inadequate numbers of computers
7. Lack of technical support.

As stated by SONY:
1. MONEY
2. IT Support
3. Training
4. IT Infrastructure
5. Time
6. Priorities
7. Changing Technologies
8. Planning
9. Fear

Barriers Always Present
To best demonstrate the existence of barriers to technology integration independent of the environment, it is essential to examine the recent history of technology in the classroom. This allows one to see that as the main barrier – lack of technology access – was removed, other barriers still remained. Nevertheless, common sense dictates that in institutions that lack sufficient access to technology, effective technology integration would be a daunting, if not impossible task. It appears that Maddux’s (1998) claim that “it is essential that computers be placed in classrooms. Until that happens, true integration is unlikely to take place” remains true.

They found that abundant access to technology was not enough to ensure technology integration. This means that even in better than average technology-rich schools, teachers were still not integrating technology to any substantial degree. It appeared that even the straightforward task of scheduling a computer lab acted as a barrier. Yet again, the essential element of this study is that as a laptop institution, access to technology is not an issue. This provides depth to the investigation into the remaining technology integration barriers. Some of the barriers preventing teachers from integrating technology were poor computer literacy, lack of time, lack of confidence, and hardware malfunctions. Though access as a barrier had been overcome, others still remained. Similar sentiments are echoed by Cuban (2001) since he found that lack of time and inadequate generic training remained technology integration barriers in technology-rich high schools. He also noted that at technology-rich Stanford University, faculty continue to cite lack of time and poor technical support as barriers to technology integration.

Barrier Elimination
Recommendations as to the methods of eliminating technology integration barriers differ according to the type and intensity of the barrier. (Ertmer, 1999, Obtaining Resources Section, ¶ 1).

1. the less sophisticated technology integrator will require more professional development (sessions on ways to integrate technology) and more basic technical support (who to call when the computer crashes) because they are less independent;

2. the more advanced technology integrator will require more sophisticated technology support (things like learning how to make a CD) and advanced professional development (sharing sessions with other advanced integrators).

Links and Pdf's:

file:///C:/Users/ImpulsE/Desktop/MIS_assign5/6.htm
file:///C:/Users/ImpulsE/Desktop/MIS_assign5/barriers.htm
file:///C:/Users/ImpulsE/Desktop/MIS_assign5/Implementing%20a%20New%20Information%20System%20_%20Bizcovering.htm

http://is2.lse.ac.uk/asp/aspecis/19940017.pdf
barriers_ehr_implementation.pdf
ITbarriers.pdf
lthe02_05.pdf

ASSIGNMENT 4. :))

2009-08-17T00:55:00.000-07:00

-GREEN CAMPUS COMPUTING spot.

UC Berkeley iNews
http://inews.berkeley.edu/articles/Spring2009/green-computing

At UC Berkeley, energy efficiency relates to the "triple bottom line" philosophy, the view that social, environmental, and economic consequences should all be considered when planning for the future. Chancellor Birgeneau has committed the University to lowering its greenhouse gas emissions to 1990 levels by 2014, a target six years ahead of California's statewide goal. But this is a tall order, as much has changed on campus in the last 19 years. For one, the role computers play has dramatically increased — and, despite the improved efficiency of newer machines, so has the energy that computing consumes.

To support and promote these efforts, the Go Green team recommends launching a "green computing" educational campaign; recognizing and rewarding individuals who conserve energy; adopting campuswide purchasing guidelines for computing equipment; and creating a more effective funding model for energy efficient IT projects. Their long-term recommendations for the University include creating a file-sharing service, upgrading the campus network, establishing a regional data center, and installing "smart" meters to allow for more accurate monitoring of energy usage.

Green computing doesn't mean sacrificing reliability or functionality, said Linda Algazzali, one of the team's seven members. "Any change in the service model needs to take into account that services need to be enhanced, not degraded," she said.

Green Campus Computing at the U of U
(University of Utah)
http://www.it.utah.edu/leadership/green/index.html

U of U students and staff and the residents of Salt Lake City have an opportunity to recycle their household e-waste for free at the U of U campus in conjunction with many campus Earth Day activities. All of the e-waste that is collected at the event will be recycled responsibly by Guaranteed Recycling Xperts (GRX) of Utah. GRX is recognized by the Basel Action Network (BAN) as an E-steward and was awarded the e-waste recycling contract for the State of Utah.

Green computing techniques are easy to incorporate and will result in:
• A reduction in overall operating costs by reducing power use, using shared hardware resources, reusing similar systems, and reducing supplies such as toner, ink and paper.
• Enhanced work environments such as campus computer lab space and office work space with reduced noise pollution and eye strain from traditional CRTs.
• Corporate and social responsibility through a focus on the Triple Bottom Line, an expanded set of success values focusing on people, planet and profit.
• An enhanced University Image: green computing solutions on the U campus can be used as marketing tools for potential students and researchers.

The Chronicle of Higher Education
Campus Computing Goes Green to Save Money
By: Josh Keller
http://chronicle.com/article/Campus-Computing-Goes-Green-to/1484/

Relocate a college's server computers next to a solar-power generator. Replace AC power with DC power. Cool the servers only where they get the hottest. Put the servers in the ocean and power them with waves.
Those were a few of the ideas discussed last week at a conference, "Greening the Internet Economy," that was designed to address the problem of the soaring financial and environmental costs of information technology. The event, held by the University of California at San Diego, offered a sampling of a new generation of technologies that promise to help colleges make their IT departments both more efficient and more sustainable.
The goal is to encourage engineers to try different computing strategies to reduce electricity consumption, said Thomas A. DeFanti, principal investigator on the project and a senior research strategist at the university's California Institute for Telecommunications and Information Technology.

Basic Energy Conservation Strategy:
* Turn off your computer and/or peripherals when they are not in use. Turning on and off will not harm the equipment.
* Don’t run computers continuously unless they are in use continuously.
* Turn off at night and on weekends
* Look for ways to reduce the amount of time your computer is on without adversely affecting your productivity.

Actually, even if you implement so many energy conservation strategies, still it is up to the students / people involved on how they conserve energy in their own way. Though, personally, I don’t think I am conserving energy but I am not wasting too much of it either.

[Sorry for the DELAY. ]

ASSIGNMENT 3. :D

2009-07-14T23:45:00.000-07:00

TOPIC: Your thoughts on automated elections with reference to the current situation ... (1000 words)

Automated Election: Are we ready?

The Malacañang's Department of Budget and Management produce the P11.9 billion supplemental budget for this coming election which will be automated. Christian Monsod has been explaining how the Open Election System method of automation works.

“Monsod stressed that the proposed OES-based automated election system, combined with an optical mark recognition (OMR) technology, could cost government about P8 billion for the equipment and operations. If Comelec prefers getting the OES automated election system alone, it will cost around P4 billion."

And he added that "The choice of automation technology and its successful implementation is key to the credibility of the elections."

What was really the "Automated Election"?
Based on the Senate Bill No. 2231: (13th Congress) which entitled:

AN ACT AMENDING REPUBLIC ACT NO. 8436, ENTITLED AN ACT AUTHORIZING THE COMMISSION ON ELECTIONS TO USE AN AUTOMATED ELECTION SYSTEM IN THE MAY 11, 1998 NATIONAL OR LOCAL ELECTIONS AND IN SUBSEQUENT NATIONAL AND LOCAL ELECTORAL EXERCISES, TO ENCOURAGE TRANSPARENCY, CREDIBILITY, FAIRNESS AND ACCURACY OF ELECTIONS, AMENDING FOR THE PURPOSE BATAS PAMBANSA BLG. 881, AS AMENDED, REPUBLIC ACT NO. 7166 AND OTHER RELATED ELECTIONS LAWS, PROVIDING FUNDS THEREFOR AND FOR OTHER PURPOSES.

On section 2 on the said article defines the automated election system as:
A system using appropriate technology for voting, counting, consolidating, canvassing, transmission of election results and other processes in the conduct of electoral exercises.

Equipments or components that are being used for Automated Election:
1. Counting machine - a machine that uses an optical scanning mark-sense reading
2. Data storage device - a device used to electronically store counting and device of any similar advanced technology to count ballots; canvassing results, such as, memory pack or diskette;
3. Computer set - a set of equipment containing regular components, i.e., monitor, central processing unit or CPU, keyboard and printer;
4. National Ballot - refers to the ballot to be used in the automated election system for the purpose of the May 1998 elections. This shall contain the names of the candidates for president, vice-president, senators and parties, organizations or coalitions participating under the party-list system;

This ballot shall be counted by the counting machine:
5. Local Ballot - refers to the ballot on which the voter will manually write the names of the candidates of his/her choice for member of the House of Representatives, governor,vice-governor, members of the provincial board, mayor, vice-mayor, and members of the city municipal council.
6. Board of Election inspector - there shall be a Board of Election Inspectors in every precinct composed of three (3) regular members who shall conduct the voting, counting and recording of votes in the polling place.

Many questions and complains arise from this issue such as:
How reliable can be the automated election system be?

Some people said that anything that is being done through computerized would be easier to falsify.
In the side of indigenous people it would be hard for them to vote if the election will be done automatically because some of them are illiterate.

Advantages of the system to this coming 2010 election:
• There will be no ballot box snatching as the ERs are transmitted electronically for canvassing
• There is less work for the Board of Election Inspectors (BEI)
• If all precincts are connected, national results can be produced within one hour after the close of voting
• There is automated tally of votes at the city/municipal level
• The DRE can include an automated voter validation system
• Canvassing at the city/municipal and provincial levels is almost instantaneous
• There is an instantaneous tally of votes at the precinct level
• Ballots are pre-printed and voters simply mark choices

Manual V.S. Automated

In manual voting, each of the positions are simply printed, with an underlined space on which the voter writes his choices. In the automated system, where both voting and canvass is done through a printed ballot fed into a machine, voters will need to shade an oval space beside the printed names of each of the candidates of each of these positions. So the ballot will contain some 300 names of persons or parties. Go figure how this can be done.
In the manual system official ballot, the fonts used are probably 24. In the automated system, will they use font 8? That will make it extremely difficult for senior citizens with poor eyesight, and worse for those who have not been properly initiated into the new system, as in the country’s hinterlands and islands where the Comelec’s “massive” information program may not connect. The ridiculous alternative is to use large font, but that would make the ballot as long as two meters.

REFERENCES:
http://www.lawphil.net/statutes/repacts/ra2007/ra_9369_2007.html
http://hubpages.com/hub/Automated-Election-Are-we-ready
http://technogra.ph/20090303/sections/editorial/how-the-philippines-can-in-lead-election-automation/
http://technogra.ph/20090622/sections/editorial/why-the-2010-election-automation-is-a-disaster-waiting-to-happen/

2009-07-10T00:34:00.000-07:00

July 03, 2009. COMDDAP Exhibition held at Apo View Hotel. I was there, and I was able to attend the 2nd day seminar from 1:00pm up to 6:00 pm. I implemented a strict policy just for myself intended for that day actually. And it is to dress properly which means formal blouse not a dress because I am not comfortable with it, with matching high heeled shoes that would fit for my attire that day, and to act accordingly which means I should not make any unnecessary movements such as speaking loudly, laughing as if there is no tomorrow and acting like a boy. Just kidding! (hehe.)

I was not able to attend for July 2 seminar unlike my other classmates because I WAS REGISTERED LATE. I cannot make it even if I want to since that the seats are limited. (sigh!) In relation to that, I was registered for July 3 schedule, and it was the only option available. I was able to attend the ERIC-DMS seminar, the HP Thin Client, The Windows Server 2008 and The Open Source Forum. From the topics I mentioned, the Open Source forum was the one I find really interesting.

From The ERIC-DMS seminar or lecture (hehe), whose name of the speaker I forgot, I think he emphasizes that mostly their clients are from the Cars Industry. As mentioned by him are MITSUBISHI, MAZDA, HONDA, VOLVO, and a lot more. ERIC which stands for Enterprise Resource Information and Control , and DMS for Dealer Management System. ERIC-DMS which was under by Jupiter Systems Inc., is a 24-year old enterprise software company which is owned purely by Filipinos. Aren’t we somehow proud of that? (hehe) The Dealer Management System (DMS) has the following coverage:
-Customer Relationship Management,
-Vehicle Sales Administration,
-Sales Management,
-Parts Inventory,
-Payroll/Time Card,
-Purchasing or Procurement,
-General Ledger,
-Accounts Payable,
-Accounts Receivable, and
-Order Entry and Billing.

As I take down notes all of the must post details, unfortunately, I was not able to catch up all the things that the speaker said. (hehe) Meanwhile, the CRM (I don’t know what this stands for) Pre-Sales has these following features:
-Sales lead monitoring from initial inquiry to actual close
-Sales quotation processing
-Supervisor review of appointment schedules and sales calls
-Monitor sales stages
-Classifies sales probabilities
-Keeps all call histories
-Prospect follow-up reminders
-Lead generation reports

The ERIC DMS-Vehicle Sales Administration:
-The system supports sales of new and used vehicles
-The vehicle inventory checking in multiple branches and warehouses
-Vehicle purchase agreement processing
-Vehicle Sales Invoicing
-Process receivables and payable form
-Vehicle delivery Advice Entry
-Vehicle Receipt to Warehouse
-Vehicle Inventory Calling
-Registers all vehicle purchase to service management and CRM module
-Online interface to ERIC accounting module

And lastly, their Service Management General Features:
-Advance Bookings/Customer Appointments
-Operation Maintenance/FLAT Rates
-Repair orders
-Customer Service history
-Technician Time-in/Time-out
-Parts Requisitioning and Picking
-Warranty claims and Processing
-Field Service Actions(campaigns)
-Service Reminders
-Highly graphical technician assignments and loading window
-Sublet P.O processing

Just for the sake of being honest, I have this notes without listening to the speaker as to what he is really talking. Why? Because he was really a very FAST and spontaneous speaker. Especially that, I as just a student, cannot relate to what he is talking about and to what message he wants to say. Because of that, I just chat down notes, act as if I am really interested and copy all the necessary information that can be seen on his slides. (hehe.)

After the very fast ERIC-DMS, here comes HP Thin-Client which for me is more informative and the topic I can much relate to than the first one. The speaker whose name must not be mentioned here, first discussed what is a Thin Client. At first look, for me it was really just a thin and simple system unit. Just another product made by HP, but as the discussion went on, it was clear that Thin Client can really make your life much easier. I mean, less hassle, no need to set up many anti-virus on every unit that you have, it may be a lot expensive than a simple system unit when it comes to purchasing, but in the long run you will find that it is much cheaper if you sum up all the expenses.

As said by the speaker, HP today is one of the FORTUNE 500 companies, one of the leading and powerful companies in IT Industry. HP (Hewlett-Packard) have their operations in 178 countries worldwide. They are customer focus, and 3rd on the rank in releasing patents worldwide. Actually they can produce 11 patents a day. I had learned the challenges for IT professionals as based on the speaker himself, they are the following:
-Provide information security
-Deployment and maintenance
-Total Cost of Ownership (TCO)

And also, with a brief explanation of what a Thin Client is, it is a computing device without a hard drive, which displays data and applications from remotely located servers, blade PCs, or virtual desktops. Thin Client can also be used independently, as a task specific computing device with a minimal set of applications installed.

Right after Mr. Thin Client, was Mr. Windows Server 2008. I am not so really interested with this part since that it was more technical than the previous two topics. Also, they were discussing more on installation process of the different Directory Roles in the server which for more is not so interesting. I had gone through with so many installation processes during my Data Communications subject and I cannot force myself to get a hold of the topic because my interest was not there. I didn’t mean to be rude or what but I just don’t like the topic even if I know that it would give me a great help someday. (sigh!)

But then I was able to take down notes. I did jut down the different Active Directory roles which are the Active Directory Domain Services, the Active Domain Certificate Services, Active Domain Federation Services, Active Domain Lightweight Directory, and Active Domain Rights Management Services. As to what are the functions of these, well, that is something I cannot answer. Actually, the speaker was also a very fast one. (hehe)

And lastly, the Open Source forum. This was the most interesting among them all. Actually, I was not able to start the forum because I had my early dinner that time, so what was left for me to attend to are the different softwares that can be found on the web such as Joomla, Drupal, Tomcat, MySql, and names I cannot recall. It was really a nice topic, so many things that can be found on the web, and that outsourcing can be fun but you must make sure that you are relying on a competent site. For you not to fail as a client.

"Given Enough eyeballs, ALL BUGS ARE SHALLOW" -Linus' Law.

ASSIGNMENT 2. :D

2009-07-06T04:06:00.000-07:00

Topic : Based on the organization(s) that you visited, what do you think are the risks associated with business and IS/IT change? (1000 words)

In organizations without a formal information technology (IT) change management process, it is estimated that 80% of IT service outage problems are caused by updates and alterations to systems, applications, and infrastructure. Consequently, one of the first areas to address to improve service reliability is to track all changes and systematically manage change with full knowledge of the risks of the change and the potential organizational impact. While tracking change events is fairly well understood and is a common practice, consistently and reliably predicting the impact of change requires a disciplined, standards-based approach to assessing risk and likelihood of impact, a technique not usually found in off-the-shelf change tracking tools. –PNNL, Joanne R. Hugi

Since that the company I conducted an interview in my previous assignment was SONY, to be consistent, I would still used this company as my reference for this current assignment. Sony is still located at Magallanes beside Aljem's Inn. Based on the interview I conducted two weeks ago, I observed that even a large and international company like SONY can be very dwarf in terms of their Information System. I mean, as what their assigned IT said, their home base or main server is located at MANILA, therefore, all the sales, expenses, and other important matters are relayed via internet.

But still, he gave me some of the problems they encounter as their IS change. Since they relay data via internet, one of their problem is NETWORK CONNECTION, according to him, this happens every time especially when an interruption to the signal occurs. Some of the said possible reasons (internet based) were it may be that you have simply made a typing mistake, and there is an error in the name of the remote host computer. In this case you should also receive an error stating that the host is unknown. Second, There may be problems with the configuration or physical setup of the network connection. Verify that other network connections are functioning. And, there may also be a temporary problem with the remote host computer. If this is the case, you should wait for a while and try to connect again later. Contact the administrator of the remote host computer for additional information.

SONY as stated earlier has only ONE MAIN SOURCE, or they only have one main server which is currently located in Manila. Therefore, if IT personnel changes or there IS (Information System) changes, it would be very difficult for the new employee (if IT personnel changes) to cope up with the main server unless if He is used to having a main server on a far area or location. Data Recovery would also be prolonged if their would be an IS change, IT personnel in charged especially if it is outsourcing, would feel different and likely would not use the new implemented system.

But then before a change of a system, a company such as SONY focuses on controlling the integrity of information systems and resources, including all network devices, computer systems, applications, and databases in the infrastructure. To accomplish this, the change management process tracks all changes and requires reviews and approvals commensurate with the potential impact of the change. To promote thorough consideration of change impact prior to instituting the change, the process is integrated with the systems and software development lifecycle: change risks are considered before systems are built and tested. Modifications to the change release plan during the build and test phases are allowed, but the plan will be reviewed before implementation is approved. After implementation, a release status report records the success of the change, permitting self-assessment of change effectiveness.

My learnings are, actually, a system needs to be changed in order to improve its efficiency and competitiveness. Even though a change is crucial to a success, but still as an IT we must accept and embrace change, since that technology is fast pacing, nothing is constant except CHANGE nowadays, we really have to deal with it. But as changes occur, we must make sure that we keep on the right track. Implementing changes is a repeatable process, one must learn to get abide with it as quick as it should be.

--whew!i had hard time composing these since that I was supposed to have an interview with JOLLIBEE regarding this assignment. I was hoping for their call but 'till now, I haven't received any. (sigh!)

2009-06-24T22:53:00.000-07:00

TOPIC: Identify a local organization(s) and discuss some of their best IT /IS practices. This should be well supported with evidences. 1000 words.

Honestly, Im shocked about the news that I heard a while ago. RSG posted that the company that must be interviewed for the sake of the assignment given must be approved by him first before posting it on the forum. Im really puzzled on what must I post, the COMPANY THAT I VISITED YESTERDAY or must I post different companies and organizations for RSG’s approval. Im puzzled, really.hehehe..

AVID Sony Shop Inc.

Well, as seen above, the company that I visited was SONY, located at Magallanes beside Aljem’s Inn. I interviewed the IT assigned in that office. Actually, I forgot to ask for his name. What we really did was just a small talk. I think, just about 5 minutes. He gave me the site in which I can refer to for their history and background purposes.

SolidService, the only authorized service center for Sony & Aiwa Products. Started servicing Sony products since 1971, under Solid Industries Inc., then the Sony exclusive licensee in the Philippines. In 1982, Solid Electronics Corporation (SEC) was established as a separate company to specifically concentrate on after-sales service. Subsequently, as the branch network expanded, Solid Electronics Services Inc. was formed to cover provincial branches. SEC and SESI together comprise the nationwide service network for Sony and Aiwa, now commonly known as SolidService, under contract with Sony Philippines as the only authorized service center for Sony and Aiwa products in the country.

SolidService has the most number of owned-operated branches compared to other service organizations in the same industry. There are currently eight branches in the National Capital Region (NCR), eleven in Luzon, eight in Visayas region and five in Mindanao area.

Its mission and vision. SolidService aims to be the leading and most trusted service network in the electronics industry, providing Customer Satisfaction through Quality Service by Quality people.

SolidService has its values, the CUSTOMER FIRST attitude, its CONTINUOUS IMPROVEMENT, and TRUSTWORTHINESS.

I may sound promoting this organization, but SolidService delivers prompt and reliable repair service in accordance with high quality Sony standards. SolidService branches nationwide operate within the same parameters and well-defined practices to assure customers of consistency in service and pricing. SolidService centrally sources, keeps stock, and distributes needed spare parts efficiently to the branches in the least time possible, generally, within 12 hours in Manila and 48 hours in provincial areas. If parts are not readily available, airship from Sony World repair Parts Center is done. Sony has several services offered, two of them is the HOME SERVICE, and SHOP REPAIR where the customers visit their branches nationwide.

Base on my interview yesterday, the IT assigned in the main office here in Davao cannot really identify or provide me their IS best practices since that their main branch is on Manila. Therefore, he just gave me the flow of how their Information System works. Their main server which is on Manila, uses MySql.

Everyday, they import data on their main server via online. Sales, inventory and all other functions are gained online. They have no specific Information System wherein they separately store, keep and retrieve data.

[To Sir Gamboa, I'm very very sorry for this post, I really have no idea about the MUST POST FIRST THE COMPANY BEFORE POSTING ON THE FORUM. I'm sorry I just heard about it a while ago. :) peace!]

I've taken this pictures as my evidences. :)

2009-06-23T01:12:00.000-07:00

TOPIC: HIMANTAYON.COM

NOTE: This is NOT RELATED to MIS! :D I posted this just for FUN. (out of BOREDOM)

Sa usa ka episode sa Wowowee…

Host: Kung ang Tagalog ng “pain” ay “sakit”, ano naman ang Tagalog ng “rain”!?

Contestant #1: Singsing!

Host: Wrong answer. Pwede mag steal..

*Steal pod ang Contestant #2*

Contestant #2: Utak!?

Mga chicks sa jeep para Mandaue City…

Girl 1: Lami ang donut, noh? As in, lami jud!

Girl 2: Lagi…pero di jud ko ganahan ug donut na ang toppings kay naa sa ilalom.

Girl 1: Mao jud.

12/06/07, Thursday, Wowowee, Bigatin Round.

Mariel: Kumpletuhin ang sentence sa nursery rhyme na ito: “Baa baa _________”

Contestant: Boo!!!

SOME PICS. :D haha.lol.

haha. :D My friends were crazy about this too. The site is AMAZINGLY FUNNY. :D haha.
Better check this site guyz. :D

http://www.himantayon.com/

2009-06-22T23:37:00.000-07:00

Topic: MANAGERIAL ROLES --Henry Mintzberg's point of view

Because all organizations are dependent on effective management and organization to survive and prosper, great care should be taken choosing and training people for management jobs. In many cases, long-time and responsible employees, and those who are experts in their jobs get promoted into management positions. While loyalty, length of service and job-specific expertise are admirable qualities for organizational leaders, they are not enough.

The skills and competencies needed to successfully coordinate and direct the work of others are diverse and multi-faceted. A proper balance of analytical and intuitive decision making styles and task and people behaviors are necessary to solve organizational problems and to get the best out of the workers. Goal setting and strategy formulation and execution are just as important as attending to the personal and professional needs of the workers.

Mintzberg then identified ten separate roles in managerial work, each role defined as an organised collection of behaviours belonging to an identifiable function or position. He separated these roles into three subcategories: interpersonal contact (1, 2, 3), information processing (4, 5, 6) and decision making (7-10).

1. FIGUREHEAD
- the manager serves as the symbolic head of the organization and performs obligatory social or legal duties.

2. LEADER
- the manager provides vision, direction, and motivation for workers to achieve organizational goals.

3. LIAISON
- the manager serves as a bridge between outside supporters and the organization.

4. MONITOR
- the manager seeks and receives internal and external information of importance to the organization.

5. DISSEMINATOR
- the manager transmits received information to members of the organization.

6. SPOKESPERSON
- the manager transmits information about the organization to parties outside the organization.

7. ENTREPRENEUR
- the manager seeks out productive opportunities and initiates efforts to bring about changes.

8. DISTURBANCE HANDLER
- the manager is responsible for corrective actions to remedy disturbances and crises.

9. RESOURCE ALLOCATOR
- the manager is responsible for the allocation of all kinds of organizational resources.

10. NEGOTIATOR
- the manager bargains with other groups to gain advantages for his or her own group or organization.

Effectively managing an organization is a demanding task. Managers not only must develop skills related to the functional areas of management but also must learn how to integrate these activities. What makes this process demanding is that events and activities external and internal to an organization can radically change the techniques and methods managers must use in order to arrive at successful outcomes. Managers cannot afford to be limited in their view of management, nor can they simply rely on how things were done in the past.

REFERENCES:
http://www.provenmodels.com/88/ten-managerial-roles/mintzberg
http://www.reporternews.com/news/2006/aug/11/10-roles-key-to-managerial-effectiveness/?printer=1/
http://www.en.articlesgratuits.com/managerial-roles-id1587.php
http://oak.cats.ohiou.edu/~ml325898/esp/Roles.html

2009-06-21T16:54:00.000-07:00

TOPIC: Discuss first day reflections/learnings.

First day was not a tough day.hehe. :D The thing that caught RSG's attention was the number of students occupying the room. There were 16 students I guess. hehe. :) Im a transferee though.hehe..

I can recall the 4 keys (key activities) in Management. PLANNING. DIRECTING. ORGANIZING. CONTROLLING. RSG asked us if we were an employee, would we like it if we were controlled? At first, we answered YES, we would like it. Reasons were for us to know what we should do, what works must be done, and to work efficiently one has to be managed in order to be organized. In short, if we were employees, we would want to have a MANAGER. Then, RSG asked me to danced. I laughed. Why would I do that? Then he said,you want to be managed,right? So you wanna be controlled. If RSG is the manager, and Im his employee and if he wants me to dance, I should. Just as simple sa that.

Then we realized, as an employee, we dont wanna be controlled but we need to be managed. We were puzzled then. One of my classmates said, WE MUST BE LED. RSG said yeah, that's right. So the right term was LEAD. Meaning there must be a leader not a dictator. RSG said that Leadership and Management are two different words. Both handle people but the two have their different missions. A manager directs, controls and dictates. While a Leader guides, has a mission and vision to stand to. Then we realized that rsg was right. We dont really wanna be managed but we must be led.

That's all I can recall as far as my memory is concerned.hehe. :) 'till next blogging time! :D

my MIS BLOG! :D

2009-06-20T01:05:00.000-07:00

Management Information System

My official blog spot for MANAGEMENT INFORMATION SYSTEM subject led by Mr. Randy S. Gamboa. Im Alyssa Rae Verona Soriano, a 4th-yr BSIT student. :D hehe.

Somehow excited about this blogging activity again. Im not a super "blogger".hehe Now, I feel so oblige to do this blogging thing again.hehe (peace sir! :D )

So, expect updates from my blog. Come and do visit me as often as you readers can.hehe.

See yah 'round! :D