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INTRODUCTION TO

COMPUTERS

Project Topic:

1.Management Information System(MIS)

2.System Development Life Cycle(SDLC)

Team Members:

Chintan Shah- 13

Kruti Shah-Kushal Shah- 21

Siddharth Vora- 46

Yash Sawant- 58

Ritika Jaggi- 59


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MANAGEMENT INFORMATION SYSTEM(MIS)

Management Information Systems is a general name for the academic discipline

covering the application of information technology to business problems.

As an area of study it is also referred to as information technology management. The

study of information systems is usually acommerce and business administrationdiscipline, and frequently involves software engineering, but also distinguishes itself by

concentrating on the integration of computer systems with the aims of the organization.

The area of study should not be confused with computer science which is moretheoretical in nature and deals mainly with software creation, and not with computer

engineering, which focuses more on the design of computer hardware. IT servicemanagementis a practitioner-focused discipline centering on the same general domain.

In business, information systems support business processes and operations, decision-making, and competitive strategies.

Management Information Systems focuses on business applications of computing,

including analysis, development, implementation, evaluation, and management. This

degree is also in the College of Business. The major prepares students for professionalcareers as MIS professionals with an emphasis on both breadth and depth. Both

applications of information technology and understanding of data communication and

information flows among the functional areas of business are emphasized. Thecontinuing integration of the computer and information technology in all aspects of

business and the critical need for responsive management information systems has

created a strong demand for graduates with expertise in both information systems andbusiness administration.

The first two years of study involve foundations coursework in mathematics, statistics,

and computer science as well as English, accounting, economics, psychology and other

courses intended to develop a broad educational background. The junior and senior yearsfocus on specialized courses in information systems and computer applications in

business, including programming, database management, expert and decision support

systems, systems analysis and design, data communications, management sciencemethods, enterprise resource planning and electronic commerce. The balanced coverageof both technical and business topics prepares MIS graduates to understand

information needs required for complex decisions and organizations for w

information systems are developed, and to create value for their organizations.
http://en.wikipedia.org/wiki/Information_technology_managementhttp://en.wikipedia.org/wiki/Commercehttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Software_engineeringhttp://en.wikipedia.org/wiki/Software_engineeringhttp://en.wikipedia.org/wiki/Computer_sciencehttp://en.wikipedia.org/wiki/Computer_engineeringhttp://en.wikipedia.org/wiki/Computer_engineeringhttp://en.wikipedia.org/wiki/IT_service_managementhttp://en.wikipedia.org/wiki/IT_service_managementhttp://en.wikipedia.org/wiki/IT_service_managementhttp://www2.bus.okstate.edu/http://en.wikipedia.org/wiki/Information_technology_managementhttp://en.wikipedia.org/wiki/Commercehttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Software_engineeringhttp://en.wikipedia.org/wiki/Computer_sciencehttp://en.wikipedia.org/wiki/Computer_engineeringhttp://en.wikipedia.org/wiki/Computer_engineeringhttp://en.wikipedia.org/wiki/IT_service_managementhttp://en.wikipedia.org/wiki/IT_service_managementhttp://www2.bus.okstate.edu/


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In order for a business to remain competitive today, it must be able to integrate efficient

and up-to-date technology into its everyday operations. To ensure the process is a smooth

one, organizations hire management information systems (MIS) professionals. MISdirectors and employees provide a number of services, such as ensuring the availability

and security of computerized data, fixing any problems that arise from the use of such

technology and instructing company employees on how to operate it correctly. Accordingto the U.S. Bureau of Labor Statistics, while entry-level positions may only require an

associate degree or other formal, certified training, a bachelor's degree is usually required

for management positions. As more information systems managers are expected to make

significant technology or business decisions for their organizations, however, moreemployers than ever require a graduate degree, especially a master's degree in business

administration (MBA) with technology as a core component.

Historical development

The role of business information systems has changed and expanded over the last four

decades.

In the incipient decade (1950s and '60s), elecsystems could be afforded by only the

largest organizations. They were used to record and store bookkeeping data such as

journal entries, specialized journals, and ledems were used to generate a limited rangeof predefined reports, including income statements (they were called P & Ls back

then), balance sheets and sales reports. They were trying to perform a decision

making support role, but they were not up to the task.

By the 1970s decision support systems were introduced. They were interactive in the

sense that they allowed the user to choose between numerous options and configurations.

Not only was the user allowed to customize outputs, they also could configure theprograms to their specific needs. There was a cost though. As part of your mainframe

leasing agreement, you typically had to pay to have an IBM system developer

permanently on site.

The main development in the 1980s was the introduction ofdecentralized computing.Instead of having one large mainframe computer for the entire enterprise, numerous PCs

were spread around the organization. This meant that instead of submitting a job to the

computer department forbatch processing and waiting for the experts to perform theprocedure, each user had their own computer that they could customize for their own

purposes. Many poor souls fought with the vagaries of DOS protocols, BIOS functions,

and DOS batch programming.
http://en.wikipedia.org/wiki/Batch_processinghttp://en.wikipedia.org/wiki/Batch_processing


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As people became comfortable with their new skills, they discovered all the things their

system was capable of. Computers, instead of creating a paperless society, as was

expected, produced mountains of paper, most of it valueless. Mounds of reports weregenerated just because it was possible to do so. This information overload was mitigated

somewhat in the 1980s with the introduction ofexecutive information systems. They

streamlined the process, giving the executive exactly what they wanted, and only whatthey wanted.

The 1980s also saw the first commercial application of artificial intelligence techniques

in the form ofexpert systems. These programs could give advice within a very limited

subject area. The promise of decision making support, first attempted in managementinformation systems back in the 1960s, had step-by-step, come to fruition.

The 1990s saw the introduction of the Strategic information system. These systems used

information technology to enable the concepts of business strategy developed by scholars

like M. Porter, T Peters, J. Reise, C. Markides, and J. Barney in the 1980s. The

sustainability of these applications has since been called into question by N. Carr, whichPiccoli and Ives, among others, have countered.

The role of business information systems had now expanded to include strategic support.

The latest step was the commercialization of the Internet, and the growth of intranets andextranets at the turn of the century

Potential benefits of MIS investments

Investing in information systems can pay off for a company in many ways.

1. Such an investment can support a core competency. Great companies invariably

have one or two core competencies, something they can do better than anyone

else. This could be anything from new product development to customer service.It is the heart of the business and no matter what it is, information technology can

support that core competency. An IT investment in a company's core competency

can create a significant barrier to entry for other companies, defending theorganization's primary turf and protecting its markets and profits.

2. It can build supply chain networks. Firms that are a part of an integrated supply

chain system have established relationships of trust with suppliers. This meansfaster delivery times, problem-free delivery and an assured supply. It can also

mean price discounts and other preferential treatment. The inability of new

entrants to get onto a supply chain/inventory management system can be a major

barrier to entry.
http://en.wikipedia.org/wiki/Strategic_information_systemhttp://en.wikipedia.org/wiki/Core_competencyhttp://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Strategic_information_systemhttp://en.wikipedia.org/wiki/Core_competencyhttp://en.wikipedia.org/wiki/Supply_chain


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3. It can enhance distribution channel management. As with supplier networks,

investment in distribution channel management systems can ensure quickerdelivery times, problem free delivery, and preferential treatments. When the

distribution channel management system is exclusive, it can mean some control

over access to retailers, and, once more, a barrier to entry.

4. Such an IT investment can help build brand equity. To build a brand, firms often

invest huge sums in advertising. A huge brand name is a formidable barrier to

enter and sustaining it can be facilitated by investment in marketing information

systems and customer relationship managementsystem.

5. Information systems can mean betterproduction processes(1). Such systems have

become essential in managing large production runs. Automated systems are the

most cost efficient way to organize large scale production. These can produceeconomies of scalein promotion, purchasing, and production; economies of scope

in distribution and promotion; reduced overhead allocation per unit; and shorter

break-even times more easily. This absolute cost advantage can mean greaterprofits and revenue.

6. IT investment can boost production processes (2). Information systems allow a

company flexibility in its output level. Michael Porterclaims that economies of

scale are a barrier to entry, aside from the absolute cost advantages they provide.This is because, a company producing at a point on the long-run average cost

curve where economies of scale exist has the potential to obtain cost savings in

the future, and this potential is a barrier to entry.

7. Implementing IT experience can leverage learning curve advantages. As acompany gains experience using IT systems, it becomes familiar with a set of best

practices that are more or less known to other firms in the industry. Firms outside

the industry are generally not familiar with the industry specific aspects of usingthese systems. New entrants will be at a disadvantage unless they can redefine the

industries best practices and leap-frog existing firms.
http://en.wikipedia.org/wiki/Distribution_(business)http://en.wikipedia.org/wiki/Brand_equityhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Economies_of_scalehttp://en.wikipedia.org/wiki/Economies_of_scalehttp://en.wikipedia.org/wiki/Economies_of_scopehttp://en.wikipedia.org/wiki/Michael_Porterhttp://en.wikipedia.org/wiki/Distribution_(business)http://en.wikipedia.org/wiki/Brand_equityhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Economies_of_scalehttp://en.wikipedia.org/wiki/Economies_of_scopehttp://en.wikipedia.org/wiki/Michael_Porter


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8. IT investment can impact mass customization production processes. IT controlled

production technology can facilitate collaborative, adaptive, transparent, or

cosmetic customization. This flexibility can increase margins and increasecustomer satisfaction.

9. Leverage IT investment in computer aided design (1). CAD systems facilitate the

speedy development and introduction of new products. This can create proprietaryproduct differences. Product differentiation can be a barrier to entry. Proprietary

product differences can be used to create incompatibilities between competing

products. These incompatibilities increase consumers switching costs. High

customer switching costs is a very valuable barrier to entry.

10. It means expanded E-commerce. Company web sites can be personalized to eachcustomers interests, expectations, and commercial needs. They can also be used to

create a sense of community. Both of these tend to increase customer loyalty.Customer loyalty is an important barrier to entry.

11. Information systems leverage stability. Technologically sophisticated firms with

multiple electronic points of contact with customers, suppliers, and others enjoygreater stability. This monumental appearance of stability can be a barrier to

entry, especially in financial services.

12. The simple fact that IT investment takes a significant amount of money makes it a

barrier to entry. Anything that increases capital requirements is a barrier to entry.
http://en.wikipedia.org/wiki/Mass_customizationhttp://en.wikipedia.org/wiki/Product_differentiationhttp://en.wikipedia.org/wiki/Mass_customizationhttp://en.wikipedia.org/wiki/Product_differentiation


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OBJECTIVES OF MIS

The oldest of these, and the best known, is the waterfall: a sequence of stages in which

the output of each stage becomes the input for the next. These stages can becharacterized and divided up in different ways, including the following:

Project planning, feasibility study: Establishes a high-level view of the intendedproject and determines its goals.

Systems analysis, requirements definition: Refines project goals into defined

functions and operation of the intended application. Analyzes end-user information

needs.

Systems design: Describes desired features and operations in detail, including

screen layouts, business rules, process diagrams, pseudocode and other documentation.

Implementation: The real code is written here.

Integration and testing: Brings all the pieces together into a special testingenvironment, then checks for errors, bugs and interoperability.

Acceptance, installation, deployment: The final stage of initial development,where the software is put into production and runs actual business.

Maintenance: What happens during the rest of the software's life: changes,

correction, additions, moves to a different computing platform and more. This, the least

glamorous and perhaps most important step of all, goes on seemingly forever.


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Software Concept

The first step is to identify a need for the new system. This will include determining

whether a business problem or opportunity exists, conducting a feasibility study todetermine if the proposed solution is cost effective, and developing a project plan.

This process may involve end users who come up with an idea for improving their work

or may only involves IS people. Ideally, the process occurs in tandem with a review of

the organization's strategic plan to ensure that IT is being used to help the organizationachieve its strategic objectives. Management may need to approve concept ideas before

any money is budgeted for its development.

Requirements Analysis

Requirements analysis is the process of analyzing the information needs of the end users,

the organizational environment, and any system presently being used, developing the

functional requirements of a system that can meet the needs of the users. Also, therequirements should be recorded in a document, email, user interface storyboard,

executable prototype, or some other form. The requirements documentation should be

referred to throughout the rest of the system development process to ensure the

developing project aligns with user needs and requirements.

IS professionals must involve end users in this process to ensure that the new system will

function adequately and meets their needs and expectations.

Architectural Design

After the requirements have been determined, the necessary specifications for the

hardware, software, people, and data resources, and the information products that will

satisfy the functional requirements of the proposed system can be determined. Thedesign will serve as a blueprint for the system and helps detect problems before these

errors or problems are built into the final system.

IS professionals create the system design, but must review their work with the users to

ensure the design meets users' needs.


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Coding and Debugging

Coding and debugging is the act of creating the final system. This step is done by IS

professionals.

System Testing

The system must be tested to evaluate its actual functionality in relation to expected orintended functionality. Some other issues to consider during this stage would be

converting old data into the new system and training employees to use the new system.

End users will be key in determining whether the developed system meets the intendedrequirements, and the extent to which the system is actually used.

Other points to consider

Buy vs. Develop

The system development life cycle does not change if the decision is made to purchase an

off-the-shelf program rather than develop a home grown system. The coding anddebugging process is replaced with a process used to evaluate the potential purchased

products, and to actually purchase the software.

Coding and debugging may be required for the interfaces that link the purchased softwareto existing systems that must communicate with the new system.

Importance of planning

The planning stages, requirements analysis and architectural design, are the mostimportant stages. Good planning will help reduce errors and reduce the chance formissing or extending production schedules. An undetected design error will take 10

times longer to fix during the debugging stage than had it been detected and corrected

during the planning stage.


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Moving back

It is possible to go back to previous steps as subsequent analysis warrants. Typically, the

life cycle has a spiral shape rather than a linear one, with repeated steps back to prioractivities as requirements are refined and new information is gathered.

Business Case & Project Plan

A business case and a project plan are created during the concept stage, and then

continually updated throughout the life cycle as users and developers gain a clearer idea

of the scope of the project. Management reviews both of these revised documents on aregular basis and determines whether resources should continue to be committed to the

project.

TECHNIQUE

The systems development life cycle is a project management technique that divides

complex projects into smaller, more easily managed segments or phases. Segmenting

projects allows managers to verify the successful completion of project phases beforeallocating resources to subsequent phases.

Software development projects typically include initiation, planning, design,development, testing, implementation, and maintenance phases. However, the phases

may be divided differently depending on the organization involved. For example, initial

project activities might be designated as request, requirements-definition, and planningphases, or initiation, concept-development, and planning phases. End users of the system

under development should be involved in reviewing the output of each phase to ensure

the system is being built to deliver the needed functionality.

Note: Examiners should focus their assessments of development, acquisition, and

maintenance activities on the effectiveness of an organizations project management

techniques. Reviews should be centered on ensuring the depth, quality, and sophistication

of a project management technique are commensurate with the characteristics and risks ofthe project under review.


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INITIATION PHASE

Careful oversight is required to ensure projects support strategic business objectives andresources are effectively implemented into an organization's enterprise architecture. The initiationphase begins when an opportunity to add, improve, or correct a system is identified and formally

requested through the presentation of a business case. The business case should, at a minimum,describe a proposals purpose, identify expected benefits, and explain how the proposed systemsupports one of the organizations business strategies. The business case should also identifyalternative solutions and detail as many informational, functional, and network requirements aspossible.

The presentation of a business case provides a point for managers to reject a proposal beforethey allocate resources to a formal feasibility study. When evaluating software developmentrequests (and during subsequent feasibility and design analysis), management should considerinput from all affected parties. Management should also closely evaluate the necessity of eachrequested functional requirement. A single software feature approved during the initiation phasecan require several design documents and hundreds of lines of code. It can also increase testing,documentation, and support requirements. Therefore, the initial rejection of unnecessary features

can significantly reduce the resources required to complete a project.

If provisional approval to initiate a project is obtained, the request documentation serves as astarting point to conduct a more thorough feasibility study. Completing a feasibility study requiresmanagement to verify the accuracy of the preliminary assumptions and identify resourcerequirements in greater detail.


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CASE STUDY ON MIS

Bank-funded project in Maharashtra, India

The product

MIS: Management Information System

A comprehensive system for the planning, design, construction, monitoring, operation

and maintenance of irrigation schemes

The clientIrrigation Department, Government of Maharashtra

The department controlling water resources in India's most industrialised state

Project

Development and establishment of management information systems (MIS) for six selected majorirrigation projects under the World Bank-funded Maharashtra Composite Irrigation

Project - III (restructured)

BackgroundO

ut of the six selected irrigation projects, three schemes - Kukadi, Bhima and Krishna - are

located in the Krishna river basin. The remaining three - Upper Penganga, Majalgaon and

Jayakwadi - are located in the Godavari river basin in the state of Maharashtra.

These six projects are administered by the chief engineer (specified projects), Pune, andthe chief engineer (specified projects), Aurangabad. Each of the six projects is

administratively divided into two circles - a project circle, headed by a superintending

engineer and a command area development (CAD) circle, headed by an administrator.Each circle administratively controls four to five divisions, and each division, in turn, has

four to five sub-divisions.

A special analysis and evaluation cell (SAEC), headed by a superintending engineer,

coordinates and interacts with the different project circles, CADA circles and associatedinstitutions like the directorate of irrigation research and development (DIRD), the public

works department (PWD), the revenue department (resettlement and rehabilitation), the

quality control organisation and the agriculture department. The roles of the associatedinstitutions have been specified by the state irrigation department.


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ObjectiveT

he primary objective of developing and establishing an MIS for the selected majorirrigation schemes was to provide a comprehensive system facilitating planning, design,

construction, monitoring, operation and maintenance of the schemes.

The system developed by CMC

Provides quick, accurate and relevant information

Improves data management and handling capacity

Provides effective sharing of data and information amongst various management levels

and with associated offices

ScopeCMC handled the study, design, development, testing and installation of the managementinformation system, training of officials, as well as implementation support for the

system.

MIS has the following modules:

Construction

Land acquisition

Rehabilitation and resettlement

Resource requirement planning

Procurement monitoring

Stores and inventory

Asset management

Schedule of rates

Roads and bridges

On-farm development works

Quality control

Construction monitoring and management

Works accounts


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Operation and maintenance

Plan of operation and management

Drainage network monitoring maintenance management

Resource requirement planning

Coordination with water users' associations (WUAs)

Command area agricultureAsset management

Integrated agriculture development

Maintenance management

Project management


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Administration managementPersonnel administration

System

The system is based on a

client-serverconfiguration. The

server is a Pentium

machine with open SCOUnix as the operating

system and open Ingres

as the back-end. The

clients are 486 PCs with

Gupta SQL 5.0 (withIngres router) as the

front-end, operating inMS Windows.

MIS covers the offices

of the secretary, the joint

secretary and the deputysecretary of the state

irrigation department based in Mumbai, and is connected to the offices of the chief

engineers (specified projects) in Pune and Aurangabad.


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ANOTHER CASE STUDY AND EXAMPLE ON MIS

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