MIS Group Project Report Guidelines
A. Report Structure and Content
Your section headings should be numbered hierarchically, and their contents should be consistent with those specified below. All the bold, underlined words are section headings and should appear exactly as shown. For some of the required elements, examples are provided in boxes. 1. One-sentence Summary Summarize your report in a single sentence, avoiding any details that are explained only later in the paper (such as names or acronyms). This summary needs to stand on its own and make sense. A hospital patient billing system can create more customer satisfaction by tracking and minimizing billing errors.
2. Executive Summary This is the expanded, one-page version of the above. 3. The Existing System 3.1. The Business What business is the organization in? Describe its market, product/service, and competitors. What is the value-added it provides? If the company is a diversified conglomerate, focus only on the strategic business unit in which the project owner (PO) works. 3.2. The Structure Show and discuss the overall organizational structure using an organization chart. If the PO manages multiple units/departments, show those too. Pay special attention to the unit/department managed by the PO by explaining its function/role in the context of the larger organization of which it is a part. 3.3. The Business Variables 3.3.1. Mission State the mission of the organization.
Microsoft: "To empower people through great software – any time, any place, and on any device." Levi-Strauss: "To market the most appealing and widely worn casual clothing in the world."
3.3.2.A. Objectives What is the major objective of the unit/department managed by the PO? To what part of the mission of the organization does it relate? Managers often pursue multiple objectives. If these objectives are unrelated (rather unlikely!), then select only one of them for this project. On the other hand, if these objectives are related, then ask yourself, what is the nature of the relationship? • If the objectives are related vertically/hierarchically (i.e. means/ends), then select the highest end as the project objective. • If the objectives are related horizontally/laterally (i.e. both are means towards a higher end), then select that higher end as the project objective. Number each objective. If the objectives exist at several levels connected via the ends/means chain, show the relationships using a hierarchy of objectives. 1. To reduce pollution ( End) 2. To use grant funds to retrofit existing engines with cleaner burning technology ( Means) A sample hierarchy of objectives appears at the end of this document. It links these two objectives via all the intermediate, linking middle objectives. Critique & Redesign 3.3.2.B. Objectives Are all the right objectives identified? Are the objectives defined at the right levels of the hierarchy of objectives? Are the objectives related to one another logically and clearly? 3.3.3.A. Performance Indicators Inherent in each objective is a performance indicator. From each objective, derive its underlying performance indicator(s), each numbered, with the numbers keyed to the numbers assigned to the objectives. These should be consistent with the key performance indicators based on which the PO is rewarded by his/her superiors. For each performance indicator specify the standard associated with it, i.e., the level of acceptable performance. This is variously referred to as “budget”, “benchmark”, “target”, etc. Discuss where these standards come from and how they were set. Performance Indicators 1.A. Amount of Nitrogen Oxide reduction achieved per year Standard: 500 ppm (parts per million) 2.A. Total number of engines retrofitted with the use of grant funds per month Standard: 1000 3.3.3.B. Performance Indicators Critique & Redesign Do you agree with the performance indicators as formulated by the organization? Do you agree with the process by which the standards were set? With the standards?
3.4.A. The Information What are the most important reports currently produced by the existing management reporting system (MRS) that tell the PO how successful he/she is in accomplishing his/her goals? In the interest of confidentiality, feel free to change the contents of the reports and replace the real names, figures, and financials with bogus ones. But please leave the overall format of the report unchanged. In producing sample reports with bogus/fictitious numbers, create scenarios that reflect both satisfactory performance (good news, positive feedback) and unsatisfactory performance (bad news, negative feedback). Use color to distinguish the two as follows: Show the most positive information (good news) and its major components in green; show the most negative (bad news) information and its major components in red. Negative feedback (e.g., sales are down) prompts the PO to delve deeper and deeper into its root causes, whereas positive feedback (e.g. production costs are right on track) may be taken for granted and not cause the PO to investigate WHY it is positive. As such, good news information might provide little justification for diagnosis and drill down to figure out what has gone right. On the other hand, bad news information provides negative feedback that prompts the PO to delve deeper and deeper.
Client Name Address City Name XYZ Hospital
123 MIS Lane Anytown, USA
Client Number
01-4948
TOTAL SALES # of accounts Avg. Balance Last New 8/1/2004 8/1/2004 8/1/2004 Business Cumulative 2003 2003 2003 Recovery Average age 2002 2002 2002 Current Fees % at Placement
5,120,022.93 4,503.038.12 4,203,292.92 5,899 5,019 4,910 $867.82 $897.19 $856.06 7/2004 36.9 25/35% 93 days Average age of accounts at listing is well below the norm for this class of business.
Sales have grown this year over past years data
Number of accounts verifies growth in sales this year
2004 average balance is consistent with previous years
New accounts sent last month
Fee schedule is competitive for this area?
Cumulative recovery is well above the set benchmark for this class of business.
Client Number
01-4948
Client Name Address City Name XYZ Hospital
123 MIS Lane Anytown, USA
TOTAL SALES # of accounts Avg. Balance Last New 8/1/2004 8/1/2004 8/1/2004 Business Cumulative 2003 2003 2003 Recovery Average age 2002 2002 2002 Current Fees % at Placement
2,120,022.93 4,503.038.12 4,203,292.92 3,494 5,019 4,910 $606.76 $897.19 $856.06 04/04 15.8 25/35% 211 days Is the average age of account when listed too high and affecting the recovery rate?
Sales are down over last two years...
Number of accounts verifies total sales drop
2004 average balance is down, but not enough to justify the drop in total KEY sales INDICATOR No new accounts since April 2004
Is current fee schedule competitive for this area?
Recovery is below the set benchmark for this class of business.
G
O
O
Identify each column (either by letters or numbers) and explain each separately. Make the link with the performance indicators (and their corresponding standards) discussed above very explicit. Where did the figures in that column come from? How were they calculated? How are they interpreted? 3.4.B. The Information Critique & Redesign Is the information system producing the right reports in terms of: • Frequency: Is the information provided as speedily and frequently as needed (hourly, daily, weekly, etc.)? • Level of aggregation: Is the information processed at a sufficiently high level, or is it still data that needs to be further processed manually by the PO? • Form: Is the information provided in the optimal format (graphic vs. numeric)? • Content: Is the right information provided, specifically relating to the performance indicators identified above? 3.5. The Data The reports produced about your operational system by your MRS are feedback produced based on data originating from your transaction processing system (TPS) via the database, as shown below:
Information Feedback Database
Data
Details Transaction Processing
Operations
3.5.1.A. Operational System First, diagram the operational system under the control of the PO and whose performance is reflected in the reports described earlier. Regardless of what specific type of diagram you use, it must be capable of showing the following components: • what tasks are done, and by whom (not a person’s name but his/her title; or the computer, if automated) • the flow of data from one process that generates it (output) to another process that needs it (input) • the flow of control (sequencing); which task is performed before or after which task, including branching (if ... then ... else ...) often shown as a diamond • which tasks generate/capture raw data (i.e., are transactions), and what data they generate • the starting point (trigger) and termination point of the process Although you do not have to, a particular type of diagram you may want to use is “swim-lane” diagram. Refer to the following website for an understanding of how to draw this type of diagram.http://zimmer.csufresno.edu/~sasanr/FresnoPW/FresnoPW.htm Click on any of the links, then click on the LEGEND link (on the right) to become familiar with the symbols used, and then click on a few sample processes to appreciate how the symbols are used in the diagrams. Second, describe in narrative form how the operational system works. This is a textual explanation of the diagram above, and should follow it closely. 3.5.1.B. Operational System Critique & Redesign Does the operational system consist of all the right steps, sequenced properly? If not, redesign the operational system, showing very clearly the points of departure from the existing system (how the existing system was modified). 3.5.2.A. Data Generation Consistent with the above, describe what raw transaction data is captured by the information system at each stage or phase of the operational system. Show any forms that may be used to capture this data. A sample data capture form appears at the end of this document 3.5.2.B. Data Generation Critique & Redesign Is the right data about operations being captured and recorded? Are appropriate procedures used for collecting this data?
3.5.3.A. Data Storage How is the above data organized and stored? If you are not able to get a glimpse of the current database structure, use your knowledge of database design to infer how data storage must be designed. A sample data storage diagram appears at the end of this document 3.5.3.B. Data Storage Critique & Redesign Is the data being organized and linked the right way?
4. Analysis and Feedback 4.1.A. Analysis Describe an instance (real or fictitious) of reports discussed in section 3.4.1. containing negative news about the performance relative to the performance indicators discussed in section 3.3.3. In the current organizational setting, how would this “bad news” be analyzed and interpreted? What drill-down mechanisms (if any) would be used to get better insights into the sources/causes of the trouble? How far, and in terms of what variables, would the information be capable of being drilled down? Critique & Redesign 4.1.B. Analysis Is the information analyzed properly? Are the drill down methods effective? Do they cover all the variables in terms of which dill down can take place? 4.2.A. Feedback What mechanisms would be used in the organization to provide feedback to operational levels? Which operational units would receive the feedback, and how? How would the negative feedback be converted into a positive plan of action? What learning would place? What insight/knowledge would be generated? What operational changes would take place as the result of the analysis in section 4.1.? 4.2.B. Feedback Critique & Redesign Is the right feedback provided to the right people at the right time? The right form? The right time?
B. Writing Style
Write the report as a professional project write-up rather than an academic paper. Use the outline format (with numbers or bullets showing hierarchical division) to explain details. For instance, if identifying three problems with the current system, number each problem, give it a short characterization, and then explain its details. Do not confuse using the bullet outline form (such as the one used in this document) with the “telegraphic outline” form in which each bullet contains a single word without any explanation of what it means or what it relates to. Type single-space, using Times New Roman 12-point font for the main text. Do not use any covers or binders to hold the pages together. Just staple them at the top left corner. Provide a table of contents, with page numbers specified. There is no constraint pertaining to the length of the report. To further clarify your writing, use every opportunity to show: Samples of the forms/documents/reports of the current system. Sketches (with bogus data) of the forms/documents/reports of the proposed system. If you are using any acronyms outside the scope of those defined in the course (such as TPS, MRS, etc.), then list all of them alphabetically in an appendix and define/explain each. If any diagram is too small or is unreadable for any other reason, it will be treated as nonexistent. Every table/diagram/graph/form needs to be numbered sequentially and referred to as such in the body of your paper. If you use any special symbols in a diagram, explain them in a legend. If you use any special symbols, explain them in a separate appendix. In addition to turning in a hard copy, you are required to email the final version. Please make sure you send me a single word file. If you need to refer to spreadsheets or other types of files, please incorporate them into the word document; do not send them as separate documents.
C. Oral Presentation
The team leaders will not take part in the oral presentations. They may be involved in the discussion. Team leaders will receive all the points intended for the oral presentation of the project findings to class despite their not taking part in the presentation itself. This is because of the substantial amount of time and effort they will be spending with their group informing them about their company, its operations, and all the other facets relevant to the project. In your oral presentation, please observe the following points: • Avoid staring at the instructor. Since this is a presentation to the entire class, please look at them! • All your PowerPoint slides should be based on the contents of your written report. Do not include any material (particularly diagrams) in the oral presentation that is not also included in the written report. • Diagrams should be large enough to be legible. If a diagram is too small to read, you will not receive any points for it; it will be considered nonexistent.
Sample Hierarchy of Objectives To reduce pollution (in Central Valley)
To prevent future emissions 31% To reduce stationary sources (refineries, power plants, food facilities, …)
To reduce existing emissions
68% To reduce mobile sources
1% To reduce natural sources
50% To reduce passenger vehicle source emissions To reduce heavy duty mobile source emissions: (trucks, farm equipment, trains, and busses) To reduce miscellaneous mobile source emissions (off road, boats and other)
To retrofit existing engines with cleaner burning technology
To provide incentives to purchase new equipment
Mandate retrofits
To use grant funds (to …)
Sample Data Capture Form
Sample Data Storage Diagram
Customer
Customer ID, Product ID, Sales details
Production
4. Produce Management Report
Management
Management reports
1. Purchase products
Order info Sales record
Sales records
Accounting
Billable invoice Invoice
Add customer
Customer info and credit limit
Product info and inventory
Sales
Sales records
3. Produce invoice
Customer
Sales records Packing slip
Customer
Product
Product info and inventory
2. Ship
products
Shipping Info
Product info and inventory
Shipping/ Receiving
Production
doc_373475157.pdf
A. Report Structure and Content
Your section headings should be numbered hierarchically, and their contents should be consistent with those specified below. All the bold, underlined words are section headings and should appear exactly as shown. For some of the required elements, examples are provided in boxes. 1. One-sentence Summary Summarize your report in a single sentence, avoiding any details that are explained only later in the paper (such as names or acronyms). This summary needs to stand on its own and make sense. A hospital patient billing system can create more customer satisfaction by tracking and minimizing billing errors.
2. Executive Summary This is the expanded, one-page version of the above. 3. The Existing System 3.1. The Business What business is the organization in? Describe its market, product/service, and competitors. What is the value-added it provides? If the company is a diversified conglomerate, focus only on the strategic business unit in which the project owner (PO) works. 3.2. The Structure Show and discuss the overall organizational structure using an organization chart. If the PO manages multiple units/departments, show those too. Pay special attention to the unit/department managed by the PO by explaining its function/role in the context of the larger organization of which it is a part. 3.3. The Business Variables 3.3.1. Mission State the mission of the organization.
Microsoft: "To empower people through great software – any time, any place, and on any device." Levi-Strauss: "To market the most appealing and widely worn casual clothing in the world."
3.3.2.A. Objectives What is the major objective of the unit/department managed by the PO? To what part of the mission of the organization does it relate? Managers often pursue multiple objectives. If these objectives are unrelated (rather unlikely!), then select only one of them for this project. On the other hand, if these objectives are related, then ask yourself, what is the nature of the relationship? • If the objectives are related vertically/hierarchically (i.e. means/ends), then select the highest end as the project objective. • If the objectives are related horizontally/laterally (i.e. both are means towards a higher end), then select that higher end as the project objective. Number each objective. If the objectives exist at several levels connected via the ends/means chain, show the relationships using a hierarchy of objectives. 1. To reduce pollution ( End) 2. To use grant funds to retrofit existing engines with cleaner burning technology ( Means) A sample hierarchy of objectives appears at the end of this document. It links these two objectives via all the intermediate, linking middle objectives. Critique & Redesign 3.3.2.B. Objectives Are all the right objectives identified? Are the objectives defined at the right levels of the hierarchy of objectives? Are the objectives related to one another logically and clearly? 3.3.3.A. Performance Indicators Inherent in each objective is a performance indicator. From each objective, derive its underlying performance indicator(s), each numbered, with the numbers keyed to the numbers assigned to the objectives. These should be consistent with the key performance indicators based on which the PO is rewarded by his/her superiors. For each performance indicator specify the standard associated with it, i.e., the level of acceptable performance. This is variously referred to as “budget”, “benchmark”, “target”, etc. Discuss where these standards come from and how they were set. Performance Indicators 1.A. Amount of Nitrogen Oxide reduction achieved per year Standard: 500 ppm (parts per million) 2.A. Total number of engines retrofitted with the use of grant funds per month Standard: 1000 3.3.3.B. Performance Indicators Critique & Redesign Do you agree with the performance indicators as formulated by the organization? Do you agree with the process by which the standards were set? With the standards?
3.4.A. The Information What are the most important reports currently produced by the existing management reporting system (MRS) that tell the PO how successful he/she is in accomplishing his/her goals? In the interest of confidentiality, feel free to change the contents of the reports and replace the real names, figures, and financials with bogus ones. But please leave the overall format of the report unchanged. In producing sample reports with bogus/fictitious numbers, create scenarios that reflect both satisfactory performance (good news, positive feedback) and unsatisfactory performance (bad news, negative feedback). Use color to distinguish the two as follows: Show the most positive information (good news) and its major components in green; show the most negative (bad news) information and its major components in red. Negative feedback (e.g., sales are down) prompts the PO to delve deeper and deeper into its root causes, whereas positive feedback (e.g. production costs are right on track) may be taken for granted and not cause the PO to investigate WHY it is positive. As such, good news information might provide little justification for diagnosis and drill down to figure out what has gone right. On the other hand, bad news information provides negative feedback that prompts the PO to delve deeper and deeper.
Client Name Address City Name XYZ Hospital
123 MIS Lane Anytown, USA
Client Number
01-4948
TOTAL SALES # of accounts Avg. Balance Last New 8/1/2004 8/1/2004 8/1/2004 Business Cumulative 2003 2003 2003 Recovery Average age 2002 2002 2002 Current Fees % at Placement
5,120,022.93 4,503.038.12 4,203,292.92 5,899 5,019 4,910 $867.82 $897.19 $856.06 7/2004 36.9 25/35% 93 days Average age of accounts at listing is well below the norm for this class of business.
Sales have grown this year over past years data
Number of accounts verifies growth in sales this year
2004 average balance is consistent with previous years
New accounts sent last month
Fee schedule is competitive for this area?
Cumulative recovery is well above the set benchmark for this class of business.
Client Number
01-4948
Client Name Address City Name XYZ Hospital
123 MIS Lane Anytown, USA
TOTAL SALES # of accounts Avg. Balance Last New 8/1/2004 8/1/2004 8/1/2004 Business Cumulative 2003 2003 2003 Recovery Average age 2002 2002 2002 Current Fees % at Placement
2,120,022.93 4,503.038.12 4,203,292.92 3,494 5,019 4,910 $606.76 $897.19 $856.06 04/04 15.8 25/35% 211 days Is the average age of account when listed too high and affecting the recovery rate?
Sales are down over last two years...
Number of accounts verifies total sales drop
2004 average balance is down, but not enough to justify the drop in total KEY sales INDICATOR No new accounts since April 2004
Is current fee schedule competitive for this area?
Recovery is below the set benchmark for this class of business.
G
O
O
Identify each column (either by letters or numbers) and explain each separately. Make the link with the performance indicators (and their corresponding standards) discussed above very explicit. Where did the figures in that column come from? How were they calculated? How are they interpreted? 3.4.B. The Information Critique & Redesign Is the information system producing the right reports in terms of: • Frequency: Is the information provided as speedily and frequently as needed (hourly, daily, weekly, etc.)? • Level of aggregation: Is the information processed at a sufficiently high level, or is it still data that needs to be further processed manually by the PO? • Form: Is the information provided in the optimal format (graphic vs. numeric)? • Content: Is the right information provided, specifically relating to the performance indicators identified above? 3.5. The Data The reports produced about your operational system by your MRS are feedback produced based on data originating from your transaction processing system (TPS) via the database, as shown below:
Information Feedback Database
Data
Details Transaction Processing
Operations
3.5.1.A. Operational System First, diagram the operational system under the control of the PO and whose performance is reflected in the reports described earlier. Regardless of what specific type of diagram you use, it must be capable of showing the following components: • what tasks are done, and by whom (not a person’s name but his/her title; or the computer, if automated) • the flow of data from one process that generates it (output) to another process that needs it (input) • the flow of control (sequencing); which task is performed before or after which task, including branching (if ... then ... else ...) often shown as a diamond • which tasks generate/capture raw data (i.e., are transactions), and what data they generate • the starting point (trigger) and termination point of the process Although you do not have to, a particular type of diagram you may want to use is “swim-lane” diagram. Refer to the following website for an understanding of how to draw this type of diagram.http://zimmer.csufresno.edu/~sasanr/FresnoPW/FresnoPW.htm Click on any of the links, then click on the LEGEND link (on the right) to become familiar with the symbols used, and then click on a few sample processes to appreciate how the symbols are used in the diagrams. Second, describe in narrative form how the operational system works. This is a textual explanation of the diagram above, and should follow it closely. 3.5.1.B. Operational System Critique & Redesign Does the operational system consist of all the right steps, sequenced properly? If not, redesign the operational system, showing very clearly the points of departure from the existing system (how the existing system was modified). 3.5.2.A. Data Generation Consistent with the above, describe what raw transaction data is captured by the information system at each stage or phase of the operational system. Show any forms that may be used to capture this data. A sample data capture form appears at the end of this document 3.5.2.B. Data Generation Critique & Redesign Is the right data about operations being captured and recorded? Are appropriate procedures used for collecting this data?
3.5.3.A. Data Storage How is the above data organized and stored? If you are not able to get a glimpse of the current database structure, use your knowledge of database design to infer how data storage must be designed. A sample data storage diagram appears at the end of this document 3.5.3.B. Data Storage Critique & Redesign Is the data being organized and linked the right way?
4. Analysis and Feedback 4.1.A. Analysis Describe an instance (real or fictitious) of reports discussed in section 3.4.1. containing negative news about the performance relative to the performance indicators discussed in section 3.3.3. In the current organizational setting, how would this “bad news” be analyzed and interpreted? What drill-down mechanisms (if any) would be used to get better insights into the sources/causes of the trouble? How far, and in terms of what variables, would the information be capable of being drilled down? Critique & Redesign 4.1.B. Analysis Is the information analyzed properly? Are the drill down methods effective? Do they cover all the variables in terms of which dill down can take place? 4.2.A. Feedback What mechanisms would be used in the organization to provide feedback to operational levels? Which operational units would receive the feedback, and how? How would the negative feedback be converted into a positive plan of action? What learning would place? What insight/knowledge would be generated? What operational changes would take place as the result of the analysis in section 4.1.? 4.2.B. Feedback Critique & Redesign Is the right feedback provided to the right people at the right time? The right form? The right time?
B. Writing Style
Write the report as a professional project write-up rather than an academic paper. Use the outline format (with numbers or bullets showing hierarchical division) to explain details. For instance, if identifying three problems with the current system, number each problem, give it a short characterization, and then explain its details. Do not confuse using the bullet outline form (such as the one used in this document) with the “telegraphic outline” form in which each bullet contains a single word without any explanation of what it means or what it relates to. Type single-space, using Times New Roman 12-point font for the main text. Do not use any covers or binders to hold the pages together. Just staple them at the top left corner. Provide a table of contents, with page numbers specified. There is no constraint pertaining to the length of the report. To further clarify your writing, use every opportunity to show: Samples of the forms/documents/reports of the current system. Sketches (with bogus data) of the forms/documents/reports of the proposed system. If you are using any acronyms outside the scope of those defined in the course (such as TPS, MRS, etc.), then list all of them alphabetically in an appendix and define/explain each. If any diagram is too small or is unreadable for any other reason, it will be treated as nonexistent. Every table/diagram/graph/form needs to be numbered sequentially and referred to as such in the body of your paper. If you use any special symbols in a diagram, explain them in a legend. If you use any special symbols, explain them in a separate appendix. In addition to turning in a hard copy, you are required to email the final version. Please make sure you send me a single word file. If you need to refer to spreadsheets or other types of files, please incorporate them into the word document; do not send them as separate documents.
C. Oral Presentation
The team leaders will not take part in the oral presentations. They may be involved in the discussion. Team leaders will receive all the points intended for the oral presentation of the project findings to class despite their not taking part in the presentation itself. This is because of the substantial amount of time and effort they will be spending with their group informing them about their company, its operations, and all the other facets relevant to the project. In your oral presentation, please observe the following points: • Avoid staring at the instructor. Since this is a presentation to the entire class, please look at them! • All your PowerPoint slides should be based on the contents of your written report. Do not include any material (particularly diagrams) in the oral presentation that is not also included in the written report. • Diagrams should be large enough to be legible. If a diagram is too small to read, you will not receive any points for it; it will be considered nonexistent.
Sample Hierarchy of Objectives To reduce pollution (in Central Valley)
To prevent future emissions 31% To reduce stationary sources (refineries, power plants, food facilities, …)
To reduce existing emissions
68% To reduce mobile sources
1% To reduce natural sources
50% To reduce passenger vehicle source emissions To reduce heavy duty mobile source emissions: (trucks, farm equipment, trains, and busses) To reduce miscellaneous mobile source emissions (off road, boats and other)
To retrofit existing engines with cleaner burning technology
To provide incentives to purchase new equipment
Mandate retrofits
To use grant funds (to …)
Sample Data Capture Form
Sample Data Storage Diagram
Customer
Customer ID, Product ID, Sales details
Production
4. Produce Management Report
Management
Management reports
1. Purchase products
Order info Sales record
Sales records
Accounting
Billable invoice Invoice
Add customer
Customer info and credit limit
Product info and inventory
Sales
Sales records
3. Produce invoice
Customer
Sales records Packing slip
Customer
Product
Product info and inventory
2. Ship
products
Shipping Info
Product info and inventory
Shipping/ Receiving
Production
doc_373475157.pdf