Classification of Training Systems & Information Management
Classification of Training Systems
According to Organizational Levels
- Departmental Systems
- Institutional Systems
- Inter-organizational Systems
According to Functional Areas
- Accounting Systems
- Financial Systems
- Manufacturing Systems
- Marketing Systems
- Personnel Management Systems
By Type of Support They Provide
- TPS (Transaction Processing System)
- MIS (Management Information System)
- OAS (Office Automation System)
- GSS (Group Support System)
- DSS (Decision Support System)
- EIS (Executive Information System)
- ISS (Intelligent Support System)
By Computer Architecture
- Based on Centralized Mainframes
- Network-based Central Servers
- Distributed (Client/Server, Intranet)
- Independent PCs
Supported by Level of Activity
- Strategic
- Tactical/Management
- Operational
TPS (Transactional Systems)
Characteristics
- Large volumes of data, repetitive transactions
- Operational level of the organization
- Monitoring, processing, storage organization (database), scattering, summaries
- Introduced in the 1960s
- Collection of data continues frequently daily
- Critical systems supporting core mission activities
- Examples: purchase orders, dispatch orders, money orders, sales records, customer account invoices, waybills
MIS (Management Information Systems)
Characteristics
- Management support for tactical or middle management functional areas: short-term planning, organization, and control
- Quick response to periodic consultations: Regarding efficiency, effectiveness, productivity
- Typical reports: statistical summaries, disappointment reports, ad-hoc reports, comparative analysis, forecasts, early detection of errors
- Supports routine decisions
- Introduced in the 1970s
EIS (Executive Information System)
Characteristics
- Top management support
- Strategic level
- Information from the corporate database and external environment
- Introduced in the 1990s
CIS (Computer Information Systems)
Supports the work of operation, administration, and management within an organization. It is an organized collection of people, machines, procedures, and programs aimed at providing an organization with the necessary information accurately and timely. This information can be used for making decisions in a competitive environment.
Information System User Types
- Primary and secondary effects: Direct use of the system (final) vs. monitoring system instruction
- Frequent and occasional
- Experts and novices
- Operational vs. executive
- Motivated vs. unmotivated
Organizational Information
Organizations need information for their daily operations, relationships with other organizations, strategic, tactical, and operational decision-making, products, services offered, etc.
Levels of Problems in Information Communication
- Technical problems
- Semantic problems
- Effectiveness problems
Internal Development (In-house)
Internal development is in the area of computer organization and ensures the development of power systems operation and evolution added later.
Advantages
- Experience of developers and the general organization
- Ability to undertake a project, carry out maintenance, upgrades, and extensions
- Facilitates the control of development and information security
- Greater flexibility in development
- Easy to manage company information
External Development (Outsourcing)
To pass a good option, there should be a function responsible for information management and outsourcing contracts.
Reasons for Outsourcing
- Cost savings
- Lack of internal resources for development
- Taking advantage of external computing resources
- Quickly building an information systems infrastructure
Advantages
- Faster application development
- Acquired experience
- Prevents recurrent costs
Disadvantages
- Problems in monitoring and contract management
- Difficult to control system development
- Loss of inner experience and computer literacy
- Communication problems
Risks
- Problems with information security
- Creating dependency with the consulting firm may lead to increased costs by reducing bargaining power
- Instability in the supply generates additional costs
Recruitment Process for Outsourcing
Preliminary Study
- Define and delimit the project scope
- Define the system requirements
- Define the development method
- Set deadlines
Evaluation and Selection of External Service
- Analysis of each vendor’s financial solvency, technical expertise, guaranteed reliability, technical and personnel capacity, ancillary service capacity, and technical and economic analysis of proposals
Contract
- Legally define responsibilities of both parties
- Financial terms should include fines, bonds, guarantees, and advances
- Technical requirements, deadlines, required standards, documentation, manuals, training, maintenance, and release plans
Project Development Management
Activities for finished products, according to the contract.
Completion, Project Implementation, and Release
- Verification of the implementation as specified in the contract
- If satisfactory, install and leave operational
- Deployment and release