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The Warana Valley-unfolded an epic of sorts with the establishment of sugar factory along the Warana river area by, TATYASAHEB KORE A man of great foresight, he realized although the economic condition of the irrigated farmers were uplifted, the percentage of such farmers was only 15-20%. Further economic development was necessary to cover the dry land farmers, small holders, landless laborers and weaker sections. This leads emergence of one of the country's most successful dairy co-operative. SHREE WARANA SAHAKARI (JTPADAK PRAKRIYA SANGH LIMITED, KORENAGAR was established in the year 1968 by Late Shri. Tatyasaheb Kore with the financial assistance provided by Shareholders and State Government. The object of establishing this dairy was to improve the milk producer's economical, social and educational leave and to provide the employment. This scheme has provided the ready market to the milk producers for sale of mild in the villages through co-operative and on the other hand it provides wholesome, hygienic, good quality, processed milk and milk products to the urban customers at remunerative prices.Since the establishment it is continuously progressing. It has been certified by ISO 9002 and HACCP certification. The milk is procured from about 5 tehsils, which are in milk-shed area. At present nearly 763 societies are functioning from 389 villages. The Warana sangh has an elected board of Directors. The plant was expanded in the year 1975, Warana dairy has Five chilling centers at Ganeshwadi, Gandhinglaj, Jath, Mudhol, Solapur ,and milk packaging centers at Washi,Gadhinglaj,Mudhol,Solhapur.Warana Sangh is popular due to "Shrikhand". ln addition to this Butter, Ghee, Table Butter,Lassi, Dahi, Paneer, Cheese, SCM, Milk Powders (SMRWMPJDairy Whitner), Tetra Pack Milk and Flavoured Milk are also manufactured here. This dairy is marketing the products under the brand name 'Warana' which has established good impression through out the Maharashtra. It haa become benchmark for the products in other milk plants.

Plant Photo

Warana Milk AT A GLANCE

ADDRESS OF DAIRY :- Shree Warana Sahakary Dudh Utpadack Prakriva Sangh Ltd. Tatyasaheb Korenagar, Tal-Panhala Dist-Kolhapur Pin-416113 YEAR OF ESTABLISHMENT;-1968 FORM OF ORGANIZATION:Co-operative society DISTANCE FROM CITY:- Warana dairy is 30Km. Away from Kolhapur city. TOTAL AREA OF DAIRY: acres CATCHMENT AREA FOR MILK COLLECTION:- From the villages of Panhala, Hatkangale, Shirol and Walava Talukas of Kolhapur and Sangali districts.

RAW MILK RECEPTION DOCK Introduction: RMRD at Warana dairy is well equipped with the advanced equipment hke computerised and pneumatic auto sampler, milk testing machines, electronic weighing system. There is spacious area in front of the dock to park the vehicles. The dock having two ran reception lines, so has two units of each equipment like can opener, weights tank Dump Tank, Strait throgh can washer.

The process on RMRD starts from unloading the Vehicles. The cans are conveyed on Hook chain conveyer. On the way to tilting point auto lid opener opens can lids an organoleptic tests are conducted. If anything wrong with can then it is detected and sue can is taken out from conveyor. Then O.K. cans are unloaded / emptied in dump tan^ manually at tilting point. The cow and buffalo milk are collected aseparetaly om RMRD . The suspected / sour milk is not allowe d to mix with good /fresh milk . It is diverted from that line and conveyed to sour milk dump tank. A lab person or chemi analyses the sample for platform tests such as Fat, ClR, COB, temperature ,etc. machin tests are carried out in separate laboratory chamber. Sampling is done automatically by auto pneumatic sampler. Sample from each lot ( Tilting tank) is taken in bottles and carried to the milk testing chamber on a sample bottle conveyor. The cans, which are not properly cleaned, are taken to can scrubber and again loaded to can washer for recleaning. Tanker Reception : The milk from the chilling centers located at Ganeshwadi, Gandhinglaj, Jath, Mudhol, Solapur etc. is transported by road Milk tankers. As soon as the tanker arrives at the dock containing processed or chilled milk it is being tested for

organoleptic tests and lab tests. After analyzing its quality, O.K. Quality Milk is accepted for further processing and production. The milk handling capacity of Warana is around 7 lack lit / day

PROCESSING SECTION Introduction: Processing section is the heart of Dairy industry. The milk received from the RMRD cannot be instantly processed. So it is first chilled and stored in silo tanks. Consequently processing is carried out in this section are chilling, storage, pasteurization, cream separation, filtration, clarification , homogenization, standardization, reconstitution and bactofugation. The equipment's in this section are PHE Chillers, Verticle Silos, SThe equipment's in this section are PHE Chillers, Verticle Silos, Storage Tanks, HTST Pasteurizers, Duplex filters, Self Cleaning Clarifier cum Separators and Bactofuge

PROCESSING SECTION Introduction: Processing section is the heart of Dairy industry. The milk received from the RMRD cannot be instantly processed. So it is first chilled and stored in silo tanks. Consequently processing is carried out in this section are chilling, storage, pasteurization, cream separation, filtration, clarification , homogenization, standardization, reconstitution and bactofugation. The equipment's in this section are PHE Chillers, Verticle Silos, Storage Tanks, HTST Pasteurizers, Duplex filters, Self Cleaning Clarifier cum Separators and Bactofuge

MILK STANDARDIZATION Standardization is an important procedure for the adjustment of fat and SNF as per the specified standard. There are standardization tanks on the second floor of the production building. The standardization is done by Skim milk or Reconstituted milk for buffalomilk while buffalo milk for cow milk. The tanks are provided agitators inside for through mixing Continuasly. There are different ratio for standardized milk and whole molk.

BULK MILK DISPATCH THROUGH TANKER: Daily Pasteurized milk is sent to Washi (Mumbai) for packaging. Before the milk is dispatched through tankers, the tankers, the tankers are cleaned properly as per schedule given previously in the RMRD section. The Pasteurized milk is chilled at 1.5 ~ 2 C and filled in tankers and after filling, the sample is given for analysis. After satisfactory analysis report, the tanker are permitted for transportation to Washi (Mumbai) for packaging..

FILL-PACK SECTION Introduction ; The washed creates are received in prepack, section for placing the pouch of milk and then shifted to cold storage. In this section, there are five fillpack machines. This section is laterally connected with cold storage. The milk, which is pasteurized, homogenized or standardized, is received from storage tanks in overhead balance tank of filpack machine at 4C. This milk flows from overhead balance tank into the pouch by gravity. Machine operates one electronic and pneumatic principle. Laboratory takes sample for each size sample for each size of pack and after clearance regarding chemical analysis, weight and length of pouch, from quality control laboratory; machine is run for regular production. The milk is pouched in various capacities with different types of milk. The ml pouched are Buffalo whole milk, Cow whole milk, Tonned milk, the pouches are fiN6** crates and stored in cold storage at 1 C in stacks.

BUTTER SECTION In Warana dairy White Butter as well as Table Butter are manufactured in Butter -Section by using cream (40-45% fat) of Buffalo milk or cow milk or combination there of . Dary near about all cream is converted in to butter. White butter -. White butter is produced for the conversion of surplus fat, used in the production of Ghee. Generally the white butter is prepared by using continuous butter making machine.. Average production of White butter per day is 20 tons. Table Butter: The table butter is sold under brand name WARANA BUTTER. Average product of table butter per day is 6 tons.

GHEE SECTION Butter is used for Ghee manufacture.Average per day production of Ghee in 8 MT.The Ghee is produced by creamery butter method.

LASSI SECTION Lassi is manufactued out of standardized milk. Warana Dairy has set its own standards for Lassi.lt is being produced seasonally, as it has tremendous demand in summer season. Average per day production of lassi 35000 Packets Introduction Buffelo milk is used for dahi production dahi is propared in sach batch . Genarally, two batches of dahi are prepared per day . Dahi is packed in cupes of 100gm & 200gm.s. Shreekhand Shreekhand is the mosrtpopular producr of Warana
Dock Photos

Dairy . Warana is the largest producer of Shreekhand in the World .The eshreekhand production was started in the year 1985 and since then the curve of production is cotinusly growing . in the last few years many renowned dairy organixtions have pluged intio the shreekhand production but it have shown no effects on the demand for warana shreekhand . There are three Types :Badam Pista, Krshar - Elaichi. Amrakhand and strawberry are the four types of Shrikhand produced here. Out of them Badam - Pista is the largest contributor in the total production.

CHEESE SECTION Warana dairy produces cheese. Dairy manufactures three types of cheeses viz. Cheddar cheese, Mozzarella cheese and Processed cheese. Paneer is also manufactured in this section. Cheddar is not been introduced in the market. It is used only for I preparation of processed cheese. Manufacturing of Mozzarella Cheese: Manufacturing of Mozzarella cheese is same as that of Cheddar cheese only difference in milk preheating temp. (35 to 38 C) and cooking temp, (initial: 38 C and Final: 41 C) The stretching is as additional process during manufacturing of Mozzarella cheese for obtaining desired stretching property. Stretching property is due to the addition of HCL @ 100ml /1000 lit. of milk before or after rennetting. Stretching is done though stretching machine.

Manufacturing of Processed Cheese: Processed cheese is manufactured from combination of Ripened Cheddar Cheese, Fresh Cheddar Cheese And Mozzarella Cheese or any one of this by the addition of Sodium citrate or pectin as emulsifier and salt.
Plant Photo

PANEER SECTION Paneer is manufactured from the buffalo milk testing less than 5% fat and 9/ SNF using citric acid as coagulation agent. Draining of whey, moulding, pressing and Chees and paneer are vacuum packed I polyethylene bags of 100 gm in slice form. Also bulk packing of 2kg as per demand is carried out.

POWDER SECTION Introduction: There are three spray drying Powder Production Units in Dairy . 1. NIRO ATOMIZER(A_ASIA) having capacity of about 35 tons Powder/Day. 2. Multy Stage Milk Powder Plant having capacity of about 20 tons Powder/day. 3. VULCAN-LAVAL ANHYDRO having capacity of about 5 tons Powder/Day.

These units sre accompanied with evaporator assemblies. the evaporator are of falling types . Mainly SMP is manufactured in the dairy. But WMP and Dairy Whitener are also manufactured.

Factory machine

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A management information system (MIS) is a system that provides information needed to manage organizations effectively. [1] Management information systems involve three primary resources: technology, information, and people. It's important to recognize that while all three resources are key components when studying management information systems, the most important resource is people. Management information systems are regarded as a subset of the overall internal controls procedures in a business, which cover the application of people, documents, technologies, and procedures used by management accountants to solve business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization.[2] Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e.g. Decision Support Systems, Expert systems, and Executive information systems.[2]

Initially in businesses and other organizations, internal reporting was made manually and only periodically, as a by-product of the accounting system and with some additional statistic(s), and gave limited and delayed information on management performance. Previously, data had to be separated individually by the people as per the requirement and necessity of the organization. Later, data was distinguished from information, and so instead of the collection of mass of data, important and to the point data that is needed by the organization was stored.

Earlier, business computers were mostly used for relatively simple operations such as tracking sales or payroll data, often without much detail. Over time, these applications became more complex and began to store increasing amount of information while also interlinking with previously separate information systems. As more and more data was stored and linked man began to analyze this information into further detail, creating entire management reports from the raw, stored data. The term "MIS" arose to describe these kinds of applications, which were developed to provide managers with information about sales, inventories, and other data that would help in managing the enterprise. Today, the term is used broadly in a number of contexts and includes (but is not limited to): decision support systems, resource and people management applications, Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), project management and database retrieval applications.

"The five eras are general-purpose mainframe and minicomputer computing, personal computers, client/server networks, enterprise computing, and cloud computing."(Management Information Systems: Managing the Digital Firm, 11th Edition. Prentice Hall/CourseSmart, 12/30/2008. p. 164). The first era was ruled by IBM and their mainframe computers, these computers would often take up whole rooms and require teams to run them, IBM supplied the hardware and the software. As technology advanced these computers were able to handle greater capacities and therefore reduce their cost. By 1965 microprocessors began to take the market away from mainframe computers. This technology allowed small desktop computers to do the same work that it previously would have taken a room full of computers. This also decentralized computing power from large data centers to smaller offices. In the late 1970's minicomputer technology gave way to personal computers, now for a relatively low cost anyone could have a computer in their own home. This allowed for businesses to give their employees access to computing power that 10 years before would have cost tens of thousands of dollars. This proliferation of computers also helped create a need to connect these computers together on a network giving birth to the internet. As technology has increased and cheapened the need to share information across a large company had also grown, this gave way to the client/sever era. With this era computers on a common network were

able to access shared information on a server. This allows for large amounts of data to be accessed by thousands and even millions of people simultaneously. The latest evolution of Information Systems is cloud computing a recent development, cloud computing lets users access data stored on a server, where they can not only see the data but also edit, save, download or upload. This along with high speed networks has lead to a much more mobile view of MIS. In cloud computing the manager does not have to be at a desk to see what their employees are working on but instead can be on a laptop, tablet pc, or even smartphone.

An 'MIS' is a planned system of the collection, processing, storage and dissemination of data in the form of information needed to carry out the management functions. In a way, it is a documented report of the activities that were planned and executed. According to Philip Kotler "A marketing information system consists of people, equipment, and procedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers."[3]

The terms MIS and information system are often confused. Information systems include systems that are not intended for decision making. The area of study called MIS is sometimes referred to, in a restrictive sense, as information technology management. That area of study should not be confused with computer science. IT service management is a practitioner-focused discipline. MIS has also some differences with ERP which incorporates elements that are not necessarily focused on decision support.

The successful MIS must support a business's Five Year Plan or its equivalent. It must provide for reports based upon performance analysis in areas critical to that plan, with feedback loops that allow for titivation of every aspect of the business, including recruitment and training regimens. In effect, MIS must not only indicate how things are going, but why they are not going as well as planned where that is the case. These reports would include performance relative to cost centers and projects that drive profit or loss, and do so in such a way that identifies individual accountability, and in virtual real-time.

Anytime a business is looking at implementing a new business system it is very important to use a system development method such as System Development Life Cycle. The life cycle includes Analysis, Requirements, Design, Development, Testing and Implementation.

[edit] Types of information management systems

There are many types of information management systems in the market that provide a wide range of benefits for companies. Strategic information management system, customer relation management systems and enterprise resource planning systems are some of them. The following are some of the benefits that can be attained for different types of information management systems.[4]

Advantages of information management systems (1) The company is able to highlight their strength and weaknesses due to the presence of revenue reports, employee performance records etc. The identification of these aspects can help the company to improve their business processes and operations. (2) The availability of the customer data and feedback can help the company to align their business processes according to the needs of the customers. The effective management of customer data can help the company to perform direct marketing and promotion activities. (3) Information is considered to be an important asset for any company in the modern competitive world. The consumer buying trends and behaviors can be predicted by the analysis of sales and revenue reports from each operating region of the company.

Topic 2 Management Information Systems

In the exam you are expected to:

Understand the difference between an information system and a data processing system. Understand the role and relevance of an information system in aiding decision making. Recall Definition of a management information system (MIS) Recall that an MIS is a system to convert data from internal and external sources into information. This is communicated in an appropriate form to managers at different levels, enabling them to make effective decisions for planning, directing and controlling activities for which they are responsible. Describe the development and life cycle of an information system Recognise the existence of formal methods, the need for clear time scales, agreed deliverables and approval to proceed. Describe the success or failure of a management information system Understand the factors influencing the success or failure of an information system, e.g. inadequate analysis; lack of management involvement in design; emphasis on computer system; concentration on low-level data processing; lack of management

knowledge of ICT systems and capabilities; inappropriate/excessive management demands; lack of teamwork; lack of professional standards.

The five classical functions of a manager are:

1. Planning the direction a company takes e.g. diversifying, where to operate.

2. Organising - resources such as people, space, equipment and services. 3. Coordinating - the activities of various departments. 4. Decision-making - about the organisation, products or services made or sold, the employees, use of I.T. 5. Controlling - monitoring and supervising the activities of others.

The role of a management information system (MIS) is to provide a manager with sufficient information to make informed decisions to help him to carry out the above functions. The best definition of an MIS is:

The role of a management information system is to convert data from internal and external sources into information that can be used to aid in making effective decisions for planning, directing and controlling.

We need to make the distinction between a data-processing system and an information system: Data processing systems record day too day transactions, e.g. sale of a CD to a customer. Operational Information systems read the collected data and do things like producing lists of items that need to be re-ordered. The MIS will analyse the sales data to highlight sales trends of different product lines, to enable decisions to be made as to whether the product needs special promotion, or whether it should be discontinued.

The MIS deals with internal and external information. The internal information can be got quite easily from the various systems on the company network, e.g. sales figures for each product line. The external information is gathered from: Intelligence about competitors activities. This can come through reading articles in the press, leaks, or even industrial espionage. Information about population shifts. As the population gets older, the less likely they are to be interested in pop-music or customising cars, but are more likely to be interested in weight-loss products or holidays for the over 50s. Economic and social factors. Sales of cars would go down in an area where a major employer had just closed down a plant. Government Legislation. Financial forecasts would change if the minimum wage rose.

The MIS can be used to gather information from both formal and informal flows of information. A formal flow of information is one in which a procedure is adopted, e.g. the downloading of sales figures from several branches first thing on a Monday morning. External data can be collected using specialised data collection agencies such as Dun and Bradstreet who produce economic data for academic and commercial organisations. Formal flows can also come from people working on the same document at several locations, or by use of e-mail, or by use of company intranets. Informal information flows come from chance meetings, reading magazines or newspapers, or watching the news on TV.

The MIS must produce information for managers on three levels: Operational day-to-day decisions such as ordering in more stock Tactical decisions that have a short to medium term effect, e.g. introducing a new product to a particular retail outlet; Strategic long term decisions that will affect the future of the organisation, e.g. whether to open a new store, or take over a rival concern.

In 1973 a study showed the following about the time taken by a manager on various different tasks: Desk work 22 % Travel 3 % Unscheduled meetings 10 % Scheduled meetings (the practical alternative to work) 59 % Telephone calls 6 %.

Some chief executives have to change their attention rapidly form one task to another. In some cases, half their activities last less than nine minutes.

Types of Decision A manager can make two kinds of decision: Structured which are repetitive and need a definite routine and procedure to deal with them, e.g. stock is below 15 %, so an order need to be place with a supplier. Unstructured require knowledge, insight, and evaluation. They may well crop up without warning, and the right decision can be critical.

The manager may well go through the following stages when considering what decision to take:

1.

Recognise the problem. The MIS may give information about the performance of the department, and where there is a problem.

2. Consider the solution. A spreadsheet could be used to consider What if scenarios. 3. The solution is chosen using the managers experience as well as the information produced by the MIS. 4. The solution is implemented and reviewed. Again the MIS can provide the data on which the solution is evaluated.

Often solutions do not proceed smoothly and there may have to be backtracking from one stage to another.

Desirable features of an MIS Be flexible - allowing for different ways of analysing data and evaluating information.

Be able to support a range of skills and knowledge.

Provide interpersonal communication with other people in the organisation.

Not require extensive periods of concentration as managers switch between different tasks.

Make it easy to interrupt the work and return to it at a later time Protect a manager, from information overload.

Systems Life Cycle The construction of a specialist computer system often involves large teams of people, and it is absolutely critical that they are managed correctly. If they are not, the project will be at best inefficiently run or at worst go belly-up. There are a good number of sophisticated computer projects that have attracted publicity for all the wrong reasons, usually with the waste of many millions of euros of public money.

There are a number of ways that computer projects can be managed. We will look at the systems life cycle the waterfall model prototyping.

The systems life cycle was the traditional way in which projects were carried out. Each stage was completed before the next was started.

You will have done something fairly similar with your project. This system had its drawbacks, in that experience in a later stage could not inform work that had been done previously.

In the waterfall model, it is possible to rework earlier stages in the light of experience gained at a later stage. Each stage is signed off and the next stage is proceeded with. However the end user is rarely involved in the development stage, even though they may well be involved in signing off. It is therefore critical that the analysts and the programmers understand the end-users requirements. This can be quite difficult with the waterfall model.

The waterfall model has disadvantages, which can be overcome using prototyping, in which a model of the system is developed in partnership with the end-user. The features are worked out with the end user using a prototype, and the end user can have a considerable input into the development of a project. The approach is shown below:

Benefits are: Misunderstandings are detected at early stages the user will notice any missing functions, incomplete or inconsistent requirements. can be built quickly to demonstrate systems it can be used for training before the system is finished

Drawbacks are: Project management can be discoordinated or even sloppy. Meetings with end users can become time consuming. The final result could be completely different to what was requested in the first place.

There are several different ways of prototyping:

Piloting Test the feasibility of the design proposal Modelling building to develop an understanding of the users requirements Throw-away prototyping Pilot and modelling are throw away types once they achieve their purpose the real system is built. Evolutionary prototyping each prototype built is a step closer to solution.

What Prompts a New System?

1. 2. 3. The current system may not do what it should. Technological developments may have made the current system outdated. The current system may be too inflexible or expensive to maintain.

Feasibility Study
The scope and objectives of the system are specified. The aim is to understand the problem and see if it is worth continuing. A feasibility report is produced by the systems analyst which considers the five main factors which are (TELOS):

Technical feasibility investigating if the technology exists to implement the system Economic Feasibility establishing the cost-effectiveness of the system do the benefits outweigh the costs? Legal Feasibility Is there any conflict with system and legal requirements e.g. Data Protection Act Operational Feasibility are work practices and procedures able to support new system. Also considers social factors e.g. how will it affect working lives. Schedule feasibility How long it will take to develop and if it can be done in specified time frame.

Telos is a Greek word meaning a target.

Once the feasibility study concludes that the project is viable, it proceeds to the requirements analysis. This involves:

Interviewing staff at all levels of the organisation to get their views on exactly what they want. Sending out questionnaires which need to be carefully constructed to avoid ambiguous responses. Examining all the documentation, from the most day-to-day to those used by the most senior of the managers. Observation of current procedures and practices.

All of this is carried out by systems analysts who produce data flow diagrams to picture the companys operations. Click HERE to see a DFD.

The analysts also consider the costs and benefits implications. They also consider the way the project will be implemented:

Will it be done in-house or using consultants; What hardware would be used; What software could be used?

Finally a report is written with a recommendation to proceed or abandon the project.

The next stage is the system design:

Hardware profile, including the technical data of the machines on which the programs will be run. Software profile, including the programming language, packages, and database management systems; Inputs, including entry screens; Outputs, such as reports; The user interface. The modular design structure for the program. The program is built up in discrete sub-units and put together; Test plan and data; Conversion plan; Documentation, including a user manual.

You will have done much of this in your Module 3 project (didnt you?).

Then theres the implementation, where the system is coded and tested. Also Hardware is installed, ready to convert from the old system to the new.

Hardware is installed, which may need extensive work on cabling and/or redesigning offices; Users are trained; Conversion of master files, or creation of new master files.

There are several ways of conversion:

Direct changeover, in which the old is topped and the new is introduced. Usually this is over a weekend or some other slack time. The advantage is that there is a minimum of duplication. The drawback is there can be serious disruption if the new system has errors in it. Parallel conversion where the two systems are run alongside each other, minimising disruption due to errors. However this does involve duplication of the work. Phased conversion where bits of the new system are introduced, one at a time. Pilot conversion where the system is implemented initially in a few branches.

Once the system is up and running, there is a post-implementation review. It is usually in the first few weeks and months that errors become apparent.

So system maintenance may be needed:

Perfective maintenance although the system is running well, there may be room for improvement; Adaptive maintenance where new functions are added to take into account the changing needs of the company; Corrective maintenance to get rid of errors.

Why an MIS Might Fail MIS systems are complex and expensive pieces of software, and many people are involved with the design both within the organisation and from outside. Often they are built by software houses to the precise requirements of the organisation. So the client organisation needs to be very clear as to what it wants, and the software house analysts need also to be very clear about the requirements.

MIS failures can be expensive and bring bad publicity to all parties. They can arise due to:

Inadequate analysis - problems, needs and constraints arent understood in the early stages.

Lack of management involved in the design wrong expectations of a new system / no-one understands the system. Emphasis on the computer system Need procedures for handling input and output / select the right hardware and software Concentration on low-level data processing Information must be easily accessible and understood Lack of management knowledge of ICT systems and capabilities managers know what they want from the system but dont understand the technology Lack of teamwork An ICT manager must co-ordinate the accounts, marketing, sales etc. departments and help everyone understand the benefits of the system Lack of professional standards All systems need clear documentation that all users can understand (not just the ICT literate)

Organisations can judge how successful the implementation of an MIS system has been by applying the following evaluations:

High level of use - Is it actually used? Some systems dont become operational for reasons such as it taking too long to enter data. High level of user satisfaction - Do users like the systems? Accomplishment of original objectives - Have the objectives specified in the analysis stage been achieved? Appropriate nature of use - Is the software being correctly used? Has proper training been given?

Institutionalisation of the system - Has it been taken on board enthusiastically?

Questions
1.

Describe, with the aid of an example, the meaning of formal information flow within an organisation. (AQA Jun 02 Q1) ANSWER
2.

A company which distributes car parts has recently expanded and wants to commission a new corporate information system. It needs the system to be successful to ensure the future growth of the business. State five factors that could cause the failure of such an information system. (5 marks)

(AQA Jun 02 Q2) ANSWER

3.

Many commercial organisations already operate using computer-based information systems, yet they often introduce new systems or replace current ones. (a) State three reasons why a feasibility study might recommend the replacement or updating of an existing information system. (3 marks) (b) Describe three factors that should be considered when discussing the introduction of a new information system. (6 marks) (AQA Jun 02 Q5) ANSWER Now try the Topic Quiz.

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ICT A2

Module 4

Systems Development Life Cycle

The Systems Development Life Cycle (SDLC), or Software Development Life Cycle in systems engineering, information systems and software engineering, is the process of creating or altering systems, and the models and methodologies that people use to develop these systems. The concept generally refers to computer or information systems. Emphasis on this article (SLDC) is on man-made technological life-cycle. But there are many other life-cycle models to choose from. This includes ecological life cycles, for every life cycle, whether biological or technological, has a beginning and an end.

In software engineering the SDLC concept underpins many kinds of software development methodologies. These methodologies form the framework for planning and controlling the creation of an information system[1]: the software development process. Contents Systems Development Life Cycle (SDLC) is a process used by a systems analyst to develop an information system, including requirements, validation, training, and user (stakeholder) ownership. Any SDLC should result in a high quality system that meets or exceeds customer expectations, reaches completion within time and cost estimates, works effectively and efficiently in the current and planned Information Technology infrastructure, and is inexpensive to maintain and cost-effective to enhance.[2]

Computer systems are complex and often (especially with the recent rise of ServiceOriented Architecture) link multiple traditional systems potentially supplied by different software vendors. To manage this level of complexity, a number of SDLC models or methodologies have been created, such as "waterfall"; "spiral"; "Agile"; "rapid prototyping"; "incremental"; and "synchronize and stabilize".[3]

SDLC models can be described along a spectrum of agile to iterative to sequential. Agile methodologies, such as XP and Scrum, focus on lightweight processes which allow for rapid changes along the development cycle. Iterative methodologies, such as Rational Unified Process and Dynamic Systems Development Method, focus on limited project scope and expanding or improving products by multiple iterations. Sequential or big-design-up-front (BDUF) models, such as Waterfall, focus on complete and correct planning to guide large projects and risks to successful and predictable results[citation needed]. Other models, such as Anamorphic Development, tend to focus on a form of development that is guided by project scope and adaptive iterations of feature development.

In project management a project can be defined both with a project life cycle (PLC) and an SDLC, during which slightly different activities occur. According to Taylor (2004) "the project life cycle encompasses all the activities of the project, while the systems development life cycle focuses on realizing the product requirements

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