Strategic Information System, Benefits and Disadvantages of Implementing TickIT and CMMI - Assignment Example

Strategic Information System Question One a) Potential Problems and Disadvantages of an Automatic Testing Tool The problem with automation testing tools is that they are too complex when it comes to debugging the test scripts. This is a challenge since it will result in grave consequences in case of errors during debugging. In addition, test maintenance is costly to the organization especially during the application of play back methods. Additionally, an automatic testing tool is that it demands expertise in designing the automation test scripts (Abernethy, 1999). Moreover, another disadvantage is that if the test script tests several screens, it becomes difficult to maintain test data files. b) The Deming Plan-Do-Check-Act Cycle i) The Plan Step This involves finding the potential opportunities in the organization and introducing viable ideas that would lead to improvement of operations. In this step, goals and objectives are laid down that would guide the organization on how to attain the targets set. Flowcharts in evaluating the steps to be followed (Adams, 2005). In addition, designing or revising old business processes in the soft ware house is done with the aim of bringing about change. Other processes that are included in this step are brainstorming in order to maximize the potential ideas that need to be implemented, and use of evaluation matrix to evaluate the new ideas. ii) The Do, Check and Act Step The Do step is about initiating the processes that were proposed in the plan step. The Check step involves monitoring and evaluating the processes and results attained against the objectives that were presented. This step is normally followed by the presentation and documentation of the outcome in order to find out what the effects are. The Act step involves the application of actions that would result in changes in the soft ware house. In other words, it includes the three Plan, Do, Check and Act steps and changing the process to bring about improvement (Webb, 1998). Question Two a) Benefits and Disadvantages of Implementing TickIT and CMMI. CMMI gives the organization the opportunity to do away with barriers existing in various sections, which were not addressed by other models (Carlton, 2004). On the other hand, CMMI has detailed coverage of the product’s life cycle hence ensuring that processes have been improved. Moreover, products for CMMI use various lessons learned during the maintenance and development of source models. An approval from TickIT allows the company to have an assessor with a good record in IT industry who has a solid grip about the business processes of the company (Camili, 2006). TickIT offers continuous improvement leading to improved quality and repeatability of the product. Another benefit of TickIT is that it leads to increased efficiencies in processes and reduces costs caused by system failures. The disadvantage of TickIT is that it has a limited number of assessors thus acting as a hindrance to the scheme. This results in higher charges and longer lead times making other schemes to be preferred. a) i) Sub-characteristics of ISO 9126 Interoperability is the ability if the software to have an interaction with other systems. Changeability refers to the ease of modifying the software. Stability implies that the risk of modification to the software having unexpected effects is low. Conformance relates to standards having a bearing on portability. Replaceability refers to factors giving upwards compatibility between new and old software components. Analyzability is the ease in identifying the cause of a failure. ii) Metric Collection Internal metrics are used to measure the software while external metrics are used to measure the behavior of the computer-based system including the software and quality in use metrics measures the effects of using the software in a specific situation. In that regard, interoperability and analyzability are internal metrics. On the other hand, changeability, stability and replaceability are external metrics while conformance is quality in use metrics. Question Three a) Handling and Use of Laptops and Portable Devices The policy should state that it is the responsibility of the individual handling the laptop to secure it. Details of passwords should be kept in separate places with the laptop and when in a public place, it should be in a secure place instead of leaving them on external floors. The policy should state that when laptops and portable devices are not within the office they should be kept secure in confined spaces such as drawers. On the other hand, when they are in transit, they should be in their cases and be out of view whenever possible. b) Protection of Data Only the organization that supplied the portable device should install confidential data in order to maintain its safety. The data should also have a level of encryption implemented and when the confidential information is needed, the person in charge of governing the information should be informed about the use of the device. In addition to that, the user should ensure that the data in the company device has backup, and this should be done by copying data to the data network. When in public places, devices such as laptops should be protected in order to prevent unauthorized access to confidential information. Additionally, the company should install anti-virus software in the laptops in order to prevent data from getting lost (Campbell, 2005). Question Four a) Online Trading Risks and Counter Measures Online trading provides the opportunity to manipulate stock so that one individual gains to the expense of another. The presence of hackers is the greatest risk associated with online trading (Baker, 2010). This is because hackers have the capability of accessing the personal and security information of the account used in operation. They are also able to raise the prices of shares with the aim of gaining enormous profits. The risks associated with online trading can be prevented by putting safeguard measures in the company account in order to prevent hackers from gaining easy access to confidential information. In addition, before engaging in business with other companies in the internet, thorough information should be collected concerning the company in order to understand which kind of shares to buy and to know the genuine prices in the market. Knowledge gained on online trading is also beneficial since it will help in identifying the true traders from those that bring about loss of money on many companies that are involved in online trading. b) Membership of the Business Continuity Planning Team Selecting appropriate members of the BCP is a critical step. Membership of the BCP should balance leadership, technical skills, business process knowledge and attitudes in order to successfully develop effective continuity plans for the organization. Hence, the BCP should be made of team leaders, supporting team members, technical team members and business process team members (Amitage, 2005). c) The Content of the Business Continuity Plan The content of BCP recognizes the need for business continuity by preventing causes of disaster in the organization (Allen, 2007). Disaster recovery aims to ensure the normal running of the business after a disaster has interfered with the activities of the business. The plan also states the importance of business processes and technology solutions that can be used in making the organization be disaster resistant. In addition, it includes regulatory or legal requirements such as Payment Card Industry Data Security Standard and Health Insurance Portability and Accountability Act, which mandate the company to provide business continuity services. Question Five a) Implications of Teleworking from Management Perspective The kind of communication in teleworking involves the use of reports and feedbacks from employees to managers, requests for information between specialists and staff, communication concerning technical issues, requests for advice and information from customers. It is a challenge for the management to oversee the activities of employees who are spread outside the office area and co-ordinate them effectively. In that regard, given the distance, it is difficult to maintain efficient communication with team members. This will also affect the way in which staff communicates with customers. Teleworkers also tend to use their home addresses in service delivery, which has proved as a challenge to the management. b) Implications of Teleworking from Teleworkers’ Perspective Many employees prefer teleworking because they are able to reduce costs of fuel and transport (Aislabie, 2005). In addition, employees working from home are in a position to maintain a balance between family and work life. However, the challenge here is that there may be several destructions for those who work from home. The advantage of working away from the office is that the frequencies of interruptions similar to the office are minimal. The principal disadvantage is that since the staff will be detached from working together except from a distance, the staff may begin to feel that they are not part of the company. c) Minimizing Problems Associated with Teleworking Communication problems can be addressed by careful application of technology. Common with teleworking, technology involves networking infrastructure, office products, email, and information systems. Instead of using home addresses for service delivery, the management can ensure that communication between staff, consultants and customers should be through the secretary at a recognized office address. In addition, retaining meeting rooms is significant at larger offices in order to convene staff to talk over issues of the organization. This will ensure that effective co-ordination is utilized in the organization for it to attain its goals and objectives. List of References Abernethy, M. 1999. The impact of manufacturing flexibility on management control system design. Accounting, Organizations and Society 20(4) pp. 241-258. Adams, C. R. 2005. How management users view information systems. Decision Sciences 6(2), pp. 337-345. Aislabie, C. 2006. The choice between logic, technique and pragmatism in the organizational use of computers. Abacus 2(1), pp. 68-77. Allen, B. 2007. Make information services pay its own way. Harvard Business Review (January- February), pp. 57-63. Amitage, H. 2005. Linking Management Information Systems with Computer Technology. Hamilton, Ontario: Society of Management Accountants of Canada (September). Baker, W. 2010. Business tools: The next quantum leap. Strategic Finance (January), pp. 28-35. Baker, W. 2004. Control plans for the new computer viruses. Management Accounting (September), pp. 47-51. Campbell, T. 2005. Automating the systems understanding aid. Journal of Accounting Education 3(1), pp. 185-187. Camilli, L. F. 2006. Technical unification in a management information system. Management Accounting (April), pp. 3-8. Carlton, J. L. 2004. Security and computerized systems. Management Accounting (February), pp. 33-36 Webb, S. P. 1998. Knowledge Management: Linchpin of Change, the Association for Information Management (ASLIB), London. Read More