BUS 188: Chapter 12 Outline

Matthew Mercado

08/06/16

BUS 188 (11:00am-3:00pm)

Chapter 12 Outline (2 page minimum)

Aggarwal

Chapter 12 Outline: Information Systems Development

            Though businesses processes, information systems, and applications often are a topic of confusion to many, but many people have to understand that there are key differences in each topic and that they all correlate to one another. By having the knowledge, it makes it easier to appreciate the ways processes, systems, and applications are fully developed and can help us become a team member on developmental projects. With businesses processes and information systems, there’s a certain system is follows. For example, business processes include preparing quotation, verifying availability, check customer credit, approve special terms, and finally process order. This is known as an application where it is a combination of hardware, software, and data components to accomplish a set of requirements. Every IS has at least one application because every IS includes a software components. All 3 (Business processes, IS, and applications) have different characteristics and components, the relationship of businesses processes to IS are many-to-many (one relates to another), and every IS has at least one application.

            Business Process management (or BPM) is use to create new businesses processes and to manage changes within existing processes. The only exception to this is start-ups because organizations already have processes. BPM is often used to manage the evolution of existing businesses processes from one version to an improved version. For BPMs, there is a business process management and a IS development. Business processes are a network of activities, repositories, roles, resources, and flows that interact to accomplish a business function. Each of the words mentioned all have a distinct definition. Role is a collection of activities. Resources are people and computer applications assigned to roles. Flow is either a control flow (directs order of activities) or a data flow (movement of data amongst activities and repositories. In a nutshell, roles are like titles and they all have a distinct system on how they manage things. Processed in all need management because they constantly evolve. Process quality can improve depending on efficiency (use of resources) and effectiveness (accomplishing strategy). The only way to change a process is if it needs tuning or if problems arise. However, if a process is going along smoothly, it doesn’t hurt to try and improve on it so it can be better. Another thing to take note is technology because, as I’ve said before, technology is evolving at an alarming rate.

            Technology is the second reason to manage processes. Any new technological advancement will change the processes’ activities in a very pivotal way. Take for example Apple Inc. They have made strides in innovation and improving upon their phones, tablets, and computers. Each year, new models are introduced as well as features, enhanced resolution, having the ability to multi-task, and so on. Technology is evolving so fast to the point where creative and unique individuals are making it convenient for everyone to use because we, as humans, are constantly evolving. A third reason to challenge business processes is a change in business fundamental. A change in market, product lines, supply chains, company policies, company organization, internationalization, and business environment could modify the business process entirely. The fundamentals are the staple mark for businesses and if any of those were to somehow change, then those need to be taken into consideration.

            The blueprints for any business process are the understanding of the current process and for designing new versions of that processes. When looking at a process, you always define it, determine its requirements, design components related to the process, implement it, and finally maintain it. To be able to perform a function, the process behind it has to be successfully built and maintained so it abides by business standards. The scope of the system/process is all dependent if it’s feasible, form a requirement, and it able to be maintained. When the process is efficient and effective, it then turns into a system that, with most businesses, also tends to evolve on a daily basis to become better.

            Regarding systems, a conversion is often used to convert business activity from old systems to new. There are 4 types of conversions: pilot, phased, parallel, and plunge. Pilot installation revolves around the organization implementing the entire system on a limited portion of the business. The phased installation revolved around the new system/business process installed in phases across the organization. Parallel installation is the new system/business process that runs parallel with the old until a new system is test and becomes operational. Lastly, plunge installation is where the organization shuts off the old system and begins a new old. Structure is the key in any system and when the process/system is able to retain its structure, then its convenient for companies to evolve/improve upon it because structures change. Processes, systems, and structures will continue to evolve so long as there’s room for improvement on the part of the organization/business/company.