BSBINM401

Implement workplace
information system
Learner Guide
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BSBINM401
Implement workplace information system
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Table of Contents
Unit Description .................................................................................................................................... 6
Performance Criteria ............................................................................................................................ 7
Skills and Knowledge ............................................................................................................................ 8
Range Statement .................................................................................................................................. 9
Evidence Guide .................................................................................................................................. 11
Housekeeping Items ............................................................................................................................... 12
Objectives ............................................................................................................................................... 12
1. Identify and source information needs ......................................................................................... 13
1.1 - Determine and locate information required by teams .................................................................. 14
Review the questions asked ............................................................................................................... 14
Organise the information ................................................................................................................... 16
Decide how to analyse information ................................................................................................... 17
1.2 - Acquire and review information held by the organisation to determine suitability, accessibility,
currency and reliability according to organisational policies ................................................................. 18
Activity 1a ........................................................................................................................................... 19
2. Collect, analyse and report information ....................................................................................... 21
2.1 - Collect information, which is adequate and relevant to the needs of teams, in a timely manner 22
2.2 - Ensure information is in a format suitable for analysis, interpretation and dissemination .......... 22
2.3 - Analyse information to identify and report relevant trends and developments in terms of the
needs for which it was acquired ............................................................................................................. 22
Databases ........................................................................................................................................... 22
Electronic publishing .......................................................................................................................... 23
Data harvesting................................................................................................................................... 23
Digitisation .......................................................................................................................................... 24
Pooled data analysis ........................................................................................................................... 24
Information in a format suitable for analysis ..................................................................................... 25
Format for data analysis ..................................................................................................................... 25
Define the request given to you for the gathering of the information .............................................. 25
Competitive analysis ........................................................................................................................... 26
Environmental analysis ....................................................................................................................... 26
Processing your data for interpretation numerically and or verbally ................................................ 26
Dissemination of findings ................................................................................................................... 26
The value of information .................................................................................................................... 27
Activity 2a ........................................................................................................................................... 28
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3. Implement information systems .................................................................................................. 29

3.1 - Implement management information systems effectively to store, retrieve and regularly review
data for decision making purposes ........................................................................................................ 30
3.2 - Use technology available in the work area to manage information effectively ............................ 30
Management information systems .................................................................................................... 30
Using basic office technology to manage information effectively ..................................................... 31
Technology restrictions in the workplace .......................................................................................... 31
Activity 3a ........................................................................................................................................... 32
3.3 - Submit recommendations for improving the information system to designated persons and/or
groups ..................................................................................................................................................... 33
Recommendations.............................................................................................................................. 33
Information management challenges ................................................................................................ 34
Activity 3b ........................................................................................................................................... 35
4. Prepare for information system changes ...................................................................................... 36
4.1 - Collect information about information system future needs in consultation with colleagues,
including those who have a specialist role in resource management ................................................... 37
Collect information about information system future needs ............................................................ 37
Strategy............................................................................................................................................... 37
Leadership .......................................................................................................................................... 37
Technology ......................................................................................................................................... 38
Using your colleagues or the suggested groups within the Range Statement................................... 38
Activity 4a ........................................................................................................................................... 39
Make assessments and evaluations of information systems without any involvement from users . 40
4.2 - Ensure estimates of information system future needs reflect the organisation's business plans,
and customer and supplier requirements .............................................................................................. 41
Application of evaluation strategies examples .................................................................................. 42
Customer and supplier requirements ................................................................................................ 42
Meeting customer and supplier requirements .................................................................................. 43
Activity 4b ........................................................................................................................................... 44
4.3 - Support proposals to secure resources by clearly presenting submissions that describe realistic
options, benefits, costs and outcomes................................................................................................... 45
Proposal ideas..................................................................................................................................... 45
Customers ........................................................................................................................................... 45
Transactions........................................................................................................................................ 46
Strategy............................................................................................................................................... 46
What is outsourcing? .......................................................................................................................... 47
Resources (financial management considerations) ........................................................................... 48
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4.4 - Prepare team members to work with new technology and information system changes ............ 49
Responsibilities ................................................................................................................................... 49
Processes ............................................................................................................................................ 49
Design and deliver training ................................................................................................................. 49
Evaluate/demonstrate the value of IS training .................................................................................. 49
System changes .................................................................................................................................. 50
Activity 4c ........................................................................................................................................... 51
Skills and Knowledge Activity ............................................................................................................. 52
Major Activity – An opportunity to revise the unit ................................................................................ 53
References .............................................................................................................................................. 55
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Unit Description

Description

This unit describes the performance outcomes, skills and knowledge required to implement the
workplace information system. It involves the identification, acquisition, initial analysis and use of
appropriate information, which plays a significant part in the organisation's effectiveness.

No licensing, legislative, regulatory or certification requirements apply to this unit at the time of
endorsement.

Employability Skills

This unit contains employability skills.

Application of Unit

Frontline managers play a significant role in contributing to the organisation's effectiveness in

identifying, acquiring, analysing and using appropriate information.

At this level, work will normally be carried out within routine and non routine methods and procedures,
which require planning and evaluation, leadership and guidance of others, and some discretion and
judgement.

Unit Sector

No sector assigned
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Performance Criteria

1. Identify and source 1.1. Determine and locate information required by teams
information needs 1.2. Acquire and review information held by the organisation to
determine suitability, accessibility, currency and reliability
according to organisational policies

2. Collect, analyse and 2.1. Collect information, which is adequate and relevant to the
report information needs of teams, in a timely manner
2.2. Ensure information is in a format suitable for analysis,
interpretation and dissemination
2.3. Analyse information to identify and report relevant trends
and developments in terms of the needs for which it was
acquired

3. Implement information 3.1. Implement management information systems effectively to

systems store, retrieve and regularly review data for decision making
purposes
3.2. Use technology available in the work area to manage
information effectively
3.3. Submit recommendations for improving the information
system to designated persons and/or groups

4. Prepare for 4.1. Collect information about information system future needs
information system in consultation with colleagues, including those who have a
changes specialist role in resource management
4.2. Ensure estimates of information system future needs reflect
the organisation's business plans, and customer and supplier
requirements
4.3. Support proposals to secure resources by clearly presenting
submissions that describe realistic options, benefits, costs and
outcomes
4.4. Prepare team members to work with new technology and
information system changes
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Skills and Knowledge

This section describes the skills and knowledge required for this unit.

Required skills
• Literacy skills to work with information, and to research and present information in ways
that are appropriate to the work team.
• Technology skills to work with a range of information systems.

Required knowledge
• Information management systems and technology that would be associated with the
workplace such as:
• budgets and financial management systems
• customer information software or records
• databases
• personal digital assistant (PDA)
• product and service information
• project management software
• record management systems
• spreadsheets.
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Range Statement
The range statement relates to the unit of competency as a whole. It allows for different work
environments and situations that may affect performance. Bold italicised wording, if used in
the performance criteria, is detailed below. Essential operating conditions that may be
present with training and assessment (depending on the work situation, needs of the
candidate, accessibility of the item, and local industry and regional contexts) may also be
included.
Information may include: • Archived, filed and historical background data
• Continuous improvement and quality assurance
data
• Data available internally or externally
• Data shared and retrieved in various forms such as
in writing or verbally, electronically or manually
• Financial and contractual data
• Marketing and customer-related data
• Organisational performance data
• Planning and organisational documents
• Policies and procedures

Organisational policies may include:
• Guidelines for decision making throughout the
organisation that link the formulation of strategy
with its implementation
• Sets of accepted actions approved by the
organisation
• Standard operating procedures

Technology may include: • Computerised systems and software such as

databases, project management and word
processing
• Telecommunications devices
• Any other technology used to carry out work roles
and responsibilities

Designated persons and/or groups • Groups designated in workplace policies and

may include: procedures
• Managers or supervisors with management roles
and responsibilities concerning information
systems
• Other stakeholders accessing the information
system such as customers and service providers
• Other work groups or teams whose work will be
affected by the system

Colleagues may include: • Employees at the same level or more senior

managers
• Occupational health and safety committee
members and other specialists
• People from a range of social, cultural and ethnic
backgrounds and with a range of physical and
mental abilities
• Team members
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Business plans may include: • Cash flow projections

• Long-term budgets/plans
• Operational plans
• Short-term budgets/plans
• Spreadsheet-based financial projections
• Targets or key performance indicators for
production, productivity, wastage, sales, income
and expenditure

Evidence Guide
The Evidence Guide provides advice on assessment and must be read in conjunction with the
performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for
the Training Package.
Overview of assessment
Critical aspects for assessment and
evidence required to demonstrate
competency in this unit
Context of and specific resources for
assessment
Method of assessment
Guidance information for assessment
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Evidence of the following is essential:
• Analysis of the information that is required for the
effective functioning of the team's work together
• Knowledge of the range of information systems that are,
or should be, available in the workplace
• Ability to recognise what information system changes and
improvements will be required in the future.
Assessment must ensure:
• Access to appropriate documentation and resources
normally used in the workplace.
A range of assessment methods should be used to assess
practical skills and knowledge. The following examples are
appropriate for this unit:
• Demonstration of techniques in working with information
management systems
• Direct questioning combined with review of portfolios of
evidence and third party workplace reports of on-the-job
performance by the candidate
• Oral or written questioning to assess knowledge of
relevant technology
• Review of documentation analysing information trends
and developments
• Written reports on future information system needs
• Review of preparation undertaken for team members to
work with new technology and information system
changes.
Holistic assessment with other units relevant to the industry
sector, workplace and job role is recommended, for example:
• Other units from the Certificate IV in Frontline
Management.
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Housekeeping Items

Your trainer will inform you of the following:

 Where the toilets and fire exits are located, what the emergency procedures are and
where the breakout and refreshment areas are.

 Any rules, for example asking that all mobile phones are set to silent and of any
security issues they need to be aware of.

 What times the breaks will be held and what the smoking policy is.

 That this is an interactive course and you should ask questions.

 That to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.

 Ground rules for participation:

o Smile

o Support and encourage other participants

o When someone is contributing everyone else is quiet

o Be patient with others who may not be grasping the ideas

o Be on time

o Focus discussion on the topic

o Speak to the trainer if you have any concerns

Objectives

 Discover how to identify and source information needs

 State how to collect and analyse and report information

 Demonstrate how to implement information systems

 Show how to prepare for information system changes

 Gain the essential skills and knowledge required for this unit
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1. Identify and source information needs

1.1 Determine and locate information required by teams

1.2 Acquire and review information held by the organisation to determine suitability, accessibility,
currency and reliability according to organisational policies
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1.1 - Determine and locate information required by teams

Frontline managers play a significant role in contributing to the organisation's effectiveness in

identifying, acquiring, analysing and using appropriate information.

At this level, work will normally be carried out within routine and non routine methods and procedures,
which require planning and evaluation, leadership and guidance of others, and some discretion and
judgement.

Information:

 Archived, filed and historical background data

 Continuous improvement and quality assurance data

 Data available internally or externally

 Data shared and retrieved in various forms such as in writing or verbally, electronically
or manually

 Financial and contractual data

 Marketing and customer-related data

 Organisational performance data

 Planning and organisational documents

 Policies and procedures

Review the questions asked

Information gathering is reliant upon receiving or generating the right questions. The information asked
must be generated before the information can be gathered correctly.
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Before you begin to gather information, consider the following questions:

 Why do you need more information and how will it be used?

 Who can provide meaningful and relevant information?

 What method(s) will be used?

 What resources and time will be required to collect and analyse data?

 Who might be involved in planning, gathering and/or analysing this information?

 How will confidentiality be maintained?

 How will the summary of results be shared with those involved (if
applicable)?

 What concerns might people have about the process and use of this
information?

 Why is this particular information necessary?

 Does it relate to further questions?

 What kinds of decisions are to be made based on this information?

It is more productive for teams to carefully plan for the information they need and then, once the
information is collected, there is less of a requirement to look back and review their understanding of
the central issues and key questions.

Sometimes putting information together will raise important, unforeseen and relevant questions.

These can be noted for future reference and used in other activities
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Organise the information

Once you are ready to begin gathering the information:

1. Decide on the most appropriate method for getting the information you need

2. Collect the information

3. Decide what the information tells you

4. Respond, provide feedback or report as appropriate

5. Plan the next steps

The process of actually organising and gathering information for analysis or team use in any format will
vary according to the systems in place, the methodology of individuals and the policies or documented
practices in place within the organisation.

This type of function is likely to be common place and should have some form of recorded notes on the
procedures to follow. This will especially apply to electronic forms of data retrieval.

Sometimes it is best not to change the accepted practices so that the right information is determined
and located.

Decide on most appropriate method for getting the information you need:

 Decide what method to use. Think about why you are collecting the
information and how it will be used.

 Decide who can provide the most meaningful and relevant information.

 Match your data collection method to the types of information you

need, the people involved, and the resources and time available:

o Where it makes sense, involve others in the planning.

o Where appropriate ensure confidentiality is maintained.

o Gather together all relevant information that has been collected.

o If necessary, sort information into parts which belong together.

o Some may have already been analysed.

o Some may be partly analysed, and some may need analysis.

If requested, you may need to analyse the data further before presenting or handing the information
over to the teams.
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Decide how to analyse information

Analysis of information may be simply:

 Adding up numbers and averaging them out

 Commenting on figures or data

 Comparing text information

 Providing references or indexing

 Comment on the relationship of one thing to another

 Contrast information by setting two things in opposition so as to show the differences

Analyse quantitative information

It is more likely that quantitative (numbers) information will be requested and that type of data is often
stored on computers and other data storage devices.

There are several ways to analyse information including spreadsheets, summaries and specially written
software programs.

Integrate the information

Gathering and collating the information together in a manner that tells the complete story is usually a
vital ingredient to the team and its performance.

Partial analysis can be presented to the team and maybe follow up information at a later stage.
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1.2 - Acquire and review information held by the organisation to determine

suitability, accessibility, currency and reliability according to organisational
policies

Sets of accepted actions approved by the organisation

Standard operating procedures

Collecting the information

Explain to those involved in the process:

 The background and rationale for gathering the information

 How confidentiality will be maintained, if applicable

 How the results will be shared, if applicable

 How the information will be used

When using face to face collection methods:

 Set a positive tone.

 Give people lots of opportunities to ask questions and voice.

 Concerns about the process and use of the information.

 Probe for the information you need.

 Ask questions that encourage people to describe applicable occurrences and situations.

 Try to write down the words the person is saying, not your own interruption of the
words.

 Tell people how and when you will report your findings back to them if appropriate. If
not appropriate you need to tell people.

Decide what the information tells you:

 Avoid conducting any analysis until collection process is finished. This ensures you do
not jump to the wrong conclusion.

 When appropriate, involve others in interpreting the collected information. Different

viewpoints strengthen analysis of the results and help you recognise your own personal
biases.

 Sort the information into manageable pieces that can be understood by others.

 Use suitable tools and methods to analyse the results. Don't hesitate to seek assistance
from those who are experienced with data interpretation techniques and tools.
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Activity 1a
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Respond, provide feedback or report as appropriate

 Decide who needs to hear the information and tailor your report to them (e.g. senior
management, staff teams, peers or transition teams).

 Consider the analysis as preliminary and in draft form until you've had the chance to
present the material to stakeholders and obtain their feedback.

Plan the next steps

The most important step in gathering information from others is developing your action plans. Action
plans should include who will do what and by when.
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2. Collect, analyse and report information

2.1 Collect information, which is adequate and relevant to the needs of teams, in a timely manner

2.2 Ensure information is in a format suitable for analysis, interpretation and dissemination

2.3 Analyse information to identify and report relevant trends and developments in terms of the
needs for which it was acquired
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2.1 - Collect information, which is adequate and relevant to the needs of teams,
in a timely manner
2.2 - Ensure information is in a format suitable for analysis, interpretation and
dissemination
2.3 - Analyse information to identify and report relevant trends and
developments in terms of the needs for which it was acquired

Challenges

 Collect information

 Ensure information is in a format suitable for analysis

 Analyse information to identify and report relevant trends

Databases
The database is one of the cornerstones of information technology and its ability to organise, process
and manage information in a structured and controlled manner is key to gathering and providing
information to work teams.

Information will grow naturally into company databases.

A database is a collection of data which has been organised so that a

computer program can quickly select desired items.

Database tools and applications are designed to help you store and manage
data in a controlled and structured manner.

This could be something as straightforward as a list of names in alphabetical order or a list of numeric
codes. The secret to the successful use of database technology is the way in which data or information
is structured to enable efficient searching, retrieval and processing.

If the request for data gathering will benefit from a more permanent base from which team participants
could view and access the information themselves or even in summary, databases are a great tool for all
members to use for further study or reference to support the initial information supplied.

A database in this context is used here in the very broad sense of an accessible collection. To be fully
accessible it will need to be without password and not behind security walls.

It could be that the database is on a website and freely available. Participants can use it at their
discretion.
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Electronic publishing
Electronic publishing or e-Publishing includes the digital publication of e-books and electronic articles,
and the development of digital libraries and catalogues.

With the proliferation of web publishing software e-publishing is frequently listed via websites making
the sharing and distribution of the final product relatively easy.

 Gathering data

 Collecting information

 Ensuring information is in a format suitable for analysis

 Analyse information to identify and report relevant trends

All can be accessed via e-publishing techniques giving added access to an international and global
database.

Blogs and similar social or professional networks are also a way of sharing information gathering from
those who also share similar research gathering objectives.

Validation is vital in open source shared blogs etc as “wild” unfounded statements can be made at
any time in such forums.

Data harvesting
To add to e-publishing methods, data gathering services can be employed and outsourced:

 Data capturing service from the web

 catalogue/database management

 Internet research, email mining and customized list making

 Portal management support

 E-newsletters/e-clippings

 Secondary research/market intelligence

 Digitisation
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Digitisation
Digitisation is the conversion of images, characters, or sounds to digital codes so that the information
may be processed or stored by a computer system.

This format of presenting data for teams can be very useful in terms of presentation and understanding.

Digitising can be done in-house or outsourced.

The detail and sophistication will dictate the design of your data gathering project.

The digital technology revolution has given libraries, archives and cultural institutions the ability to
reproduce their assets, so that research for information is far more “graphic” and broad in its relevancy.

Benefits of digitisation:

 Long term and safe preservation of documents

 Orderly archiving of documents

 Easy & customised access to information

 Easy information dissemination through images, text, CDs, DVDs, internet, intranets
and extranets (an extranet is a computer network that allows controlled access from
the outside)

 Allows for a paperless environment

 Easy maintenance and retrieval

 Documents/drawings can be integrated with the teams or clients software

environment

Pooled data analysis

Data from multiple sites is pooled and combined for numeric and/or pattern analysis.

This is a natural extension of database creations when the data pooled needs to be analysed and results
of this analysis shared.

In its simplest form, e.g., a survey, the results could be shared.

In terms of gathering information and reporting the findings to all participants pooled data can be
shared with many.
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Gathering data from direct and indirect sources:

 Observations

 Questionnaires

 Interviews

 Experiments

 Other research

Information in a format suitable for analysis

Take time to carefully review all of the data you have collected from your research and prepare to
present it in a format suitable for review and understanding.

 Use charts and graphs to help you analyse the data and patterns.

 Did you get the information you had expected?

 What did you find out from your research?

 Was there additional information beyond that which was requested that you feel
important?

Really think about what you have discovered and use your data to help you explain why you think
certain things apply.

Format for data analysis

 Analysing business data needs a formatted plan of action.

 In a business environment analysis the goal of the information provided to teams and
others is the pursuit of knowledge.

 The entire process should be systematic.

 There should be a standard set of principles and procedures followed in examining a

particular situation and making appropriate recommendations.

Define the request given to you for the gathering of the information
 Establish the objectives

 Formulate alternatives (using reasonable and out-of-box thinking)

 Analyse the alternatives (using pros & cons and in a reasonable criteria scheme)

 Recommend a solution (considering the original problems and objectives)

 Create a plan for implementation (maximising feasibility and minimising cons of the
choice)
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Competitive analysis
 It is important to understand the competitive forces of the information you are
gathering, especially if that information is being used in a competitive sense.

 Maybe it is for supporting discussion on where does the company stand relative to the
suppliers, customers, and competition?

 If not part of your data gathering brief, the team may be going to conduct a type of
SWOT or other comparative analysis (the organisation's strengths, weaknesses,
opportunities and threats) relative to the competition?

 What changes are occurring in the industry?

 What changes are likely to occur?

Environmental analysis
 In addition to the company, customers, and competition, you may be asked to analyse
or gather data on the external environment.

 Are there any changes taking place, or expected to take place in the political, legal,
social, technological, or economic environment that may affect the organisation?

 Look for environmental threats as well as environmental opportunities in any SWOT or

similar analysis.

 Realise that what at first may appear to be a threat may actually be a great opportunity
for the firm.

Processing your data for interpretation numerically and or verbally

 Statistics

 Themes or perspectives

 Graphs

Dissemination of findings
 Written reports

 Presentations

 Seminars

 Supply to media
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The value of information

Information can be useful, but what determines its real value to the organisation?

In general, the value of information is determined by:

 The ability and willingness to act on the information

 The accuracy of the information

 The level of indecisiveness that would exist without the information

 The amount of variation in the possible results

 The level of risk aversion

 The reaction of competitors to any decision improved by the information

 The cost of the information in terms of time and money

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Activity 2a
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3. Implement information systems

3.1 Implement management information systems effectively to store, retrieve and regularly review
data for decision making purposes

3.2 Use technology available in the work area to manage information effectively

3.3 Submit recommendations for improving the information system to designated persons and/or
groups
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3.1 - Implement management information systems effectively to store, retrieve

and regularly review data for decision making purposes
3.2 - Use technology available in the work area to manage information
effectively

Management information systems

Acceptable definition:

A management information system (MIS) provides information needed to manage organisations

efficiently and effectively.

Management information systems involve three primary resources:

1. People

2. Technology

3. Information

Management information systems are distinct from other information systems in that they are used to
analyse operational activities in the organisation.

The tools used in implementing these systems are many and varied but usually include:

 Computerised systems and software such as databases, project management and word
processing

 Telecommunications devices

 Any other technology used to carry out work roles and responsibilities

Using system analysts is one option in using technology available in the work area to manage
information effectively. Many are employed by the organisation so there is no need to outsource this
function.

CAUTION: They could be more involved in their own career path, instead of designing a system that is
suitable for your organisation:

 Management with limited knowledge of IT may place their trust in the IT specialists.

 IT specialists cannot possible know what is best for all parts of the organisation.

 The manager may get a system that does not benefit all parts of the organisation.
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Using basic office technology to manage information effectively

Technology in the workplace includes all powered equipment (also known as hardware) that may assist
in complementing data gathering and storage:

Most companies have the following technologies.:

 Telephone system

 Computers

 Facsimile machine

 Photocopier

 Printers

 Data projectors

 Scanners

 Modems

 CD burners

 Devices and appliances

Technology restrictions in the workplace

Access to these technologies is sometimes restricted to certain staff.:

 Most computer systems require staff to log on with an identification code or user.

 ID and a password which enables the administrators of that technology to keep control
over confidential information.

 Photocopiers may require a code to be entered before they can be used in order to
count usage and allocate the pages to jobs.

 Printers are sometimes not accessible to all employees, particularly colour printers.

 Over usage of the expensive colour toner may be controlled.

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Activity 3a
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3.3 - Submit recommendations for improving the information system to

designated persons and/or groups

Stakeholders likely to be included:

 Groups designated in workplace policies and procedures.

 Managers or supervisors with management roles and responsibilities concerning

information systems.

 Other stakeholders accessing the information system such as customers and service
providers.

 Other work groups or teams whose work will be affected by the system.

Recommendations
The construction of software systems in each workplace or organisation will never match
exactly the complete list of needs of all users in every situation.

Small to medium sized organisations will usually have a flexible and moderate budget in
order to survive and the markets often dictate such things as improvements to information
systems.

Generally, you will have to be flexible in order to survive.

To deal with these controls, organisations will likely adapt their products, work processes and
information systems to a priority.

Training and in-house equipment development is one method for improving the information systems:

 Improve roles – Formal and informal role development within the organisation and
allocate specific training to the person concerned e.g. the expert for Microsoft Excel.

 Review problem areas – Information systems will likely contain all kinds of employee
problems, which could be solved with appropriate end user training and improvements
e.g. usability problems.

 Problem solving strategies – training and identifying users’ behaviour in case of a

problem with their hardware or software (e.g. users ask their colleagues for help).

 Learning resources – focus on learning resources which are used to improve the
knowledge base by users while operating software systems.

 IT infrastructure awareness – review and determine which parts of a technical

infrastructure may be hidden to user’s e.g. backup systems.

 Infrastructure development – Training and awareness to influence the infrastructure

development of the companies information systems. This could influence management
to decide to buy new software or make suggestions to adapt an existing one.
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 Adaptation culture – does the company encourage its employees to adapt its IT
infrastructure? e.g. the company may have an open culture allowing employees to
adapt their systems.

Information management challenges

Organisations are confronted frequently with not only recommending improvements to the information
systems in place, but other more common information management problems.

It is not a surprise to most people that the growth and development of innovative software and
hardware systems far out paces the capacity of many employees.

 There are often issues such as integration or coordination between information

systems

 Systems requiring basic upgrading or replacement

 Highly competition areas when trying to chose between information management

systems

 Lack of a company strategic direction for technology

 Limited and patchy adoption of existing information systems by staff

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Activity 3b
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4. Prepare for information system changes

4.1 Collect information about information system future needs in consultation with colleagues,
including those who have a specialist role in resource management

4.2 Ensure estimates of information system future needs reflect the organisation's business plans,
and customer and supplier requirements

4.3 Support proposals to secure resources by clearly presenting submissions that describe realistic
options, benefits, costs and outcomes

4.4 Prepare team members to work with new technology and information system changes
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4.1 - Collect information about information system future needs in consultation

with colleagues, including those who have a specialist role in resource
management

Colleagues may include:

 Employees at the same level or more senior managers

 Occupational health and safety committee members and other specialists

 People from a range of social, cultural and ethnic backgrounds and with a range of
physical and mental abilities

 Team members

Collect information about information system future needs

How and why would you do this?

Like all assessments, there will be a reason or series of reasons to make informed assessments.

In this example, you are collecting information about your existing information systems and projecting
the future needs, in a consultative manner.

Making these assessments will likely involve several key areas:

Strategy
Questions about where the organisation is going:

 Mission and vision

 Customers

 Business focus

Leadership
Questions about how the organisation is guided:

 Executive direction

 Capital planning

 Project management

 Performance management
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Technology
Questions about the organisation's systems

 Acquisition

 Architecture

The other area of making an informed assessment about future system needs is to identify the scope of
the assessment.

 Is it about a specific, identified IT information system, or

 The general overall IT infrastructure of the organisation.

Using your colleagues or the suggested groups within the Range Statement
 Employees at the same level or more senior managers

 Occupational health and safety committee members and other specialists

 People from a range of social, cultural and ethnic backgrounds and with a range of
physical and mental abilities

 Team members

Surveying the assessment once you have determined the scope and the range that you wish to include,
is best done internally amongst the colleagues. A simple assessment template can be designed with
options, suggestions, concerns etc and either restrict this to those who are “qualified” in this field or sue
the research to gather information as a general assessment.

 Collecting, analysing, and comparing results from within the organisation is highly
recommended over using external surveyors.

 The value of doing this in-house will be from comparing the responses
from team to team or from department to department to get a clear
picture of trends, patterns, and common themes.

 Make sure you include people from a range of social, cultural and ethnic
backgrounds and with a range of physical and mental abilities which will
provide useful insights into problem areas.
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Activity 4a
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Make assessments and evaluations of information systems without any involvement

from users
Evaluating information systems can mean that the evaluation is carried out without any involvement
from users.

 Data collection for such evaluation includes system hardware and software and is
produced by the system as documentation.

 How the evaluation is performed depends on the “programmed strategy” incorporated

into the system and what parameters it is being asked to provide.

 “Information in....information out....”

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4.2 - Ensure estimates of information system future needs reflect the

organisation's business plans, and customer and supplier requirements

Is the assessment being made in the full light of the company’s corporate direction?

Acquisition of information systems from the various evaluation methods cannot be made separately
without placing it into the context of a wider asset or budging process.

Any decision on is assessment or recommendations to purchase should always be based on an

organisations goals and analysis of its needs, but some situations, such as obsolescence of current
technology, or maybe a favourable situation in a market, can accelerate the decision.

If the decision is procurement, evaluation of a given stage should depend on adequacy of analysis and
validity of the decision:

 Analysis of the organisation goals and business plans

 Possibilities that the assessments will not meet set criteria

 Assessments and recommended decisions on acquisitions are sound and based on

goals and organisation needs

 What are the specifications needed for setting up any new is requirements?

 Details of planning and execution of the procurement, choosing the best tender for
example

 Installation of purchases and IS operation

Ensure estimates of information system future needs reflect the organisation's business plans:

 Goal-free

 Goal-based

 Criteria-based
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Application of evaluation strategies examples

Strategy Objectives Data sources Application

Goal-free evaluation is To get understanding IS itself and its Introductory study.

defined as gathering and introductory documentation. There are fewer
data on a broad array knowledge about IS. resources; there are no
of various actual users available.
effects and evaluating
the importance of
these effects.

Goal-based evaluation Analysis of fulfilment of IS itself and its Strictly defined

means that some goals the desired business documentation, evaluation is
from the organisational goals. description of goals, necessary. There are
business model drives requirements & fewer resources; there
the evaluation. specification. are no users available.

Criteria-based Analysis of the quality IS itself and its A focused evaluation is

evaluation uses some of IS from different documentation, wanted. There are
explicit general criteria. perspectives. description of criteria. fewer resources; there
The criteria used are are no users available.
derived from specific
views or theories.

Customer and supplier requirements

Organisations use information systems strategically so that they may gain a competitive advantage over
the opposition and to gain more business from their regular customers.

The significance of information systems as a tool to achieve this lies in the fact it does not matter how
technically sophisticated the system is, it is much more important in the role the systems play in the
organisations competitive advantage.

Information gained or produced will assist in planning and implementation for better serving the
customer.

IS is an important tool in the organisations strategic plan so opportunities based on the business
management plan must be included.
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Meeting customer and supplier requirements

Using a similar assessment process as suggested for IS evaluation in the earlier table, a focus on meeting
customer needs, supplier needs and other results driven data can be gathered.

1. Hold meetings or “think tanks” on competitive information system strategy.

2. Include:

a) strategic thrusts

b) strategic targets

c) competitive strategy

3. Conduct assessments with the TEAM to gain “ideas” on challenges and impacts. In
effect, conduct a SWOT on the systems and the impact on customers.

4. Use the experience of the team members to correlate and condense the ideas.

5. Introduce the customer and supplier requirements assessments to senior executives to

gain support and approval to proceed.

6. Results need to summarised and placed into a reporting process.

7. Information Services management customer assessment needs to provide an overview

of the process describing a series of case studies of customers and suppliers

8. Meet with Information Services management or technicians to ensure any suggested

changes or developments to improve customer relations are achievable.

9. Test the IS systems if changes are available in-house.

Evaluate these changes or ideas in terms of the competition and the suppliers to ensure relevancy
and that you are not making assessment to change unnecessarily.
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Activity 4b
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4.3 - Support proposals to secure resources by clearly presenting submissions

that describe realistic options, benefits, costs and outcomes

Realistic options Benefits Costs Outcomes Processes

Identify the Present a concise Back up your Explain how the Present a
problems that the summary of the problem project objectives timetable for each
project will project and its statement with address the phase of the
address. most important statistics, if problems you project.
benefit. available. have identified.

State specific, List the key List proposed Provide an List quality
measurable benefits of the work items and organisation chart assurance steps
project project. resource of the project that will occur
objectives. requirements. management during the
team. project.

Explain how you List evaluation Provide a budget Discuss how and List endorsements
will act on the methods that will for the project. when the project from individuals
results of your be used after the Use a table or will be evaluated. or organisations,
assessments and project is chart to show if available.
project complete. budgeted items
evaluation. and total cost.

Proposal ideas
 A review of your current situation in respect to Information Systems

 Year xxxx sales research results as it applies to IS

 Summary of your proposed new products

 Return on investment projections

 Terms and conditions of any acquisition

 Strategy and time schedule

 Questions and answers

Customers
 Will it improve sales and overall marketing needs?

 Will it assist in presenting complex concepts quickly and clearly?

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Transactions
 E.g. will it help to make sales faster?

 Will it benefit the sales leverage database information e.g., sales numbers, customer
locations, statistics etc.?

Strategy
 Tactic #1

 Tactic #2

 Tactic #3

Jan Feb Mar Apr May Jun

Task #1

Task #2

Task #3

Task #4

Task #5

Proposals invariably come with assessment and appraisal.

Regardless of the size or complexity of the proposal, a measurement of the project‘s success against
well-defined criteria is necessary.

The evaluation criteria developed before the start of the project should be used as a baseline when
reviewing the project.

As a start, the following areas define and form the scope of the proposal assessment:

 The outcomes/benefits

 The customers/stakeholders

 The work/tasks which are required

 The resources (both human and financial)

 Criteria by which the project’s success will be evaluated

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Appraisal of proposals/ strategic – criteria by which the project’s success will be evaluated

 Relevance of the proposal, especially to the organisations business plan

 Does the proposal have the potential to make a real and measurable difference?

 Does it link with current work practice?

 Does it link to both local and global actions (known as ‘vertical integration’)?

 Does it involve engaging ‘strategic’ partners?

 Does it have grounded and sound analysis?

 Will it impact on stakeholders?

 Will the necessary financial capacity and resources be available?

 Are the expected results of the project likely to be sustainable and for how long?

What is outsourcing?
Outsourcing can be defined as the process where an organisation invites tenders and awards the right
for an external provider or contractor to provide goods or services which are part of the organisations
project plan.

The principles of outsourcing - also known as contracting out, market testing, inviting expressions of
interest and invitation to offer - are based on several considerations relating to the business such as
contestability, value for money, specialist service provision, and human resource and industrial relations
issues.

This may well be part of the submission options as well as the evaluation
Competitive tendering is defined as the process of advertising tender (or BID in USA speak) documents
and specifications for a service, project or works to be considered by interested contractors and the
service, supply or area being awarded to a ‘preferred tender’.

Why outsource?
The reasons why organisations choose to use competitive tendering and outsourcing are generally
based on:

 Lower costs

 Improved service delivery and quality

 Greater flexibility

It is theorised that the competition between potential bidders creates incentives to

minimise costs and develop innovative products that provide a competitive edge in
the market.
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Resources (financial management considerations)

In supporting your proposals to secure resources, there is a range of management financial assessment
needed to compliment the process:

Variance analysis

 Analysing the potential revenues and estimated expenditures that may occur with the
acquisition of the recommended information systems.

 Any recorded comparison to the budget figures or previous figures. (see more details
below)

 Any line item that may be analysed by a certain dollar amount or a certain percentage

Trends analysis

 Analysing the financial data to ascertain industry trends that will assist in short and
long term planning.

Budgets and forecasts are a key tool for the assessment

 A budget is an estimate of the expected financial result for a future period.

 A forecast is essentially the same mechanism, however a budget is usually framed for a
set period – primarily a one year period – and forecasts can be made to amend the
budget expectation, usually after proportions of the “budget year” have elapsed and
the actual results for the elapsed months are known.
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4.4 - Prepare team members to work with new technology and information
system changes

Responsibilities
The process for ensuring that staff and stakeholders are fully prepared to work with new technology is
today regarded as not simply a support function, but a strategic element in achieving corporate
objectives.

 Align IT training with business goals

 Enlist executive-level experts

 Involve critical stakeholders

 Identify and assess IT training needs as it applies to overall strategy

Processes
 Document competencies/skills required for each job description

 Perform a gap analysis to determine needed training

 Allocate IS training resources

 Use an budgeted or approved financial model to select and manage training projects

 Provide resources for management training, e.g., leadership

Design and deliver training

 Give trainees choices among different training delivery methods

 Build courses using reusable components for future use

Evaluate/demonstrate the value of IS training

 Collect information on how job performance is improved by training

 Assess evaluation results in terms of business model and budgets

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System changes
As organisations move forward to develop and implement effective IS training programs, and in many
cases with fewer financial resources, they are exploring innovative approaches to training using both
existing and emerging practices.

 Enlisting the aid of executive-level staff will ensure that training strategies are
incorporated into corporate decision making and accurately aligned with business goals

 Involving critical stakeholders, such as top management, business unit managers, IS in-
house experts, etc, addresses future skill needs and new technologies as part of the
planning process

By linking the new or current IS training programs to the organisation’s business plan can also promote
staff development with a focus of how corporate objectives can be achieved.

Address future skill needs and new technologies as part of the planning process.
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Activity 4c
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Skills and Knowledge Activity

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Nearly there...

Major Activity – An opportunity to revise the unit

At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an
opportunity to revise the entire unit and allows your trainer to check your knowledge and
understanding of what you have covered. It should take between and 1-2 hours to complete and your
trainer will let you know whether they wish for you to complete it in your own time or during session.
Once this is completed, you will have finished this unit and be ready to move onto the next, well done!
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Congratulations!

You have now finished the unit BSBINM401A 'Implement workplace information system'.
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References

These suggested references are for further reading and do not necessarily represent the contents of
this Learner Guide:

 Gathering Information Sources: CHR Process Improvement, Volume II, Unit 7, Data
Collection, CHR: Listening to Patients/Customers: A Process Guide

 Improving proactive information systems Daniel Billsus, David M. Hilbert, Dan Maynes-
Aminzade

 Strategic Information Systems Paperback: Year of Publication: 1988 ISBN 0256060304:

Author: Charles Wiseman: Publisher McGraw-Hill