Up Foundations Of Information system

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MODULE 3MODULE 3

Business Information Systems

Introduction:

Drawing on Module 2 and Porter’s Value Chain, a business is made up of

many parts with many processes that need to be co-ordinated for the

organisation to be successful.

If you look at both the primary and secondary activities, you can see that

for one area to work well it is dependent on another area for its success.

Often a process is cross-functional – it starts in one area and completes

in another. It can be complicated.

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Porter’s Value Chain Model (Rainer & Prince, 2019, p. 57)

Imagine you are the CEO of a small but growing manufacturing company.

You are evolving rapidly, and customers love your products, but it hasn’t

been easy building your company from scratch. The bigger your little

company gets, and the more volume you manufacture the less a quick

chat between departments is enough to ensure that everybody has the

information they need.

How do you ensure that all departments are working well together? How

is it going right now?

1. The accountants are complaining that there is inventory lying as ‘dead stock’ because the goods are incomplete – no more money should be released until production pull their socks up!

2. Your production team are furious because the accountants won’t release payment to a supplier and so they cannot complete goods to release to customers.

3. Sales is upset because their orders cannot be met, and customers are defecting to competitors.

4. Marketing have a great campaign to sell widgets next season because they are the ‘hot item’ in the market but Sales is warning against aggressive campaigns owing to non-delivery of goods.

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It has reached the point where Executive Leadership Team (ELT) meetings

are about putting out operational ‘�res’ rather than strategy. Everybody

sees the world from di�erent perspectives in each functional area –

sometimes it even feels like they speak a di�erent language.

While this is understandable – it really isn’t optimal for the success of the

enterprise.

As the leader of this company, how can you get all areas ‘on the same

page’ – how do you break ‘windows’ into each functional area’s silo so

that they can share information and keep those cross-functional

processes working? How do you get consistency in the practices so that

there is less friction and smooth success? What would you do?

Becoming CEO has been your big break, and everybody is looking to you

for the answers because you have been with the company from day 1.

Surely other businesses have solved this problem before – there must be

a system to help?

Indeed, Pearlson, Saunders & Galletta (2016) de�ne an Enterprise System

as “a set of IS tool that many organisations use to enable information to

�ow within and between processes across the organisation.”

This Module will cover:

Module 3.1 – Enterprise Systems – ERP & CRM

Module 3.2 – Enterprise Systems – Business Intelligence

This Module will help you achieve the following outcomes:

a) Critically analyse the key information systems concepts and technologies in the context of contemporary businesses and organisations.

b) Apply business and IS knowledge and concepts to develop veri�able solutions and recommendations to address and support strategic goals of a business or an organisation.

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Time Management:

Your workload expectation is 20 hours for this module.

20 hours per module (two weeks): facilitated study: 3 hours / week. Personal Study: 7 hours / week. 

3 hours facilitated study consists of attending class, responding to facilitator feedback.

You are to allocate 7 hours of personal learning. This includes essential time spent on pre-reading and viewing materials, assessment progression and learning activities.

Assessment Progression:

Scrum 1 is completed in alignment with Module 3.1 in Week 5 and is the

�rst part of your group project – Assessment 2 - which will culminate in

the submission of your group report in at the end of Module 4.1 (Week 7)

and group presentation at the end Module 4.2 in Week 8.

Scrum 2 is completed in alignment with Module 3.2 in Week 6 and is the

second part of your group project – Assessment 2 - which will culminate

in the submission of your group report in at the end of Module 4.1 (Week

7) and group presentation at the end Module 4.2 in Week 8.

Tasks to undertake in this module to prepare for your scrums include

reviewing the Team Contract you have completed to make sure you are

clear about the scrum board concept and where you are in your project

plan so that you can con�rm that you are on track. There are readings

associated with how to scrum from Module 2.2.

In your lead up to submission of Assessment 2 – Group Report please

keep up to date with essential readings and learning activities for this

subject which will ensure that you have covered the subject matter and

content to successfully complete Assessment 2.

Student Expectations:

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You are expected to have worked through the essential learning resources and activities for this module before attending the facilitated session (face-to-face or online session) – this enables informed discussion and full participation in learning activities.

Participate in all scheduled facilitated sessions.

This time is intended to be used by you and your learning facilitator to work through activities and engage in discussion about the module content.

These sessions provide a space for you to raise questions about the module content and seek guidance on writing your assessments.

You will review, explore and discuss more deeply the information presented in the learning resources.