Effective Technical and Human Implementation of Computer-Supported Systems - Essay Example

ETHICS (Effective Technical and Human Implementation of Computer-supported Systems) – the case of Vitamax Health Centre Section Introduction The performance of firms around the world is depended on a series of factors. The quality of IT systems involved in the various organizational activities has a significant role on the development of organizational performance either in the short or the long term. In any case, the IT systems implemented in firms have to be in accordance with specific criteria: the industry involved, the resources available, the targets set and so on. Vitamax is a medium size firm operating in the health care industry for more than 20 years. The last five years the performance of the firm has been decreased; it has been suggested that the firm’s booking system is out of date; it is based on technology of 1990s. There are only slightly differentiations made on the initial booking system – as being established in the firm in 1998. Now, 10 years after the weaknesses of the specific system have become obvious. The system does not include features that allow its users to proceed fast with each booking. As a result delays are noticed in the completion of bookings in the firm’s various departments. A new booking system is required the soonest possible. Current booking system is also unable to help the firm’s employees with the cross references in data held in the central database. As a result, important details on the clients’ health are often ignored. The main reason for the system’s failure is believed to be the fact that there is only one central point of booking – established in the booking office. However, the computers in the firm’s various departments should also offer access to the clients’ booking details – there is no way for the firm’s employees to be informed on existing bookings. Delays in the process of the clients’ booking details are also a common phenomenon with the firm’s current booking system. The improvement of the firm’s booking process could be achieved only by the replacement of existed system – by an appropriately customized IS. The main features of the suggested system will be: a) all the firm’s computers will have access to the booking details of the firm’s customers – in case that there is a need for changing these details then this task will be performed through the computer of the firm’s booking office, b) reports will be delivered for the firm’s employees, c) there will be no issue of delivering a false report on client (cross – reference of data). Section 2 System Definition The performance of the new system will be based on specific criteria. The production of accurate reports on the clients’ health as well as the monitoring of the employees’ performance will be important tools for the improvement of the firm’s overall performance. The hierarchy of the system’s features is presented in Figures 1-4. The potential failures of the system – as a result of the lack of appropriate monitoring of its implementation cannot be avoided. Section 3 System Diagnostics Through the examination of the system’s variance analysis and the social needs analysis, the following outcomes have been identified: a) The firm’s employees are willing to participate in the project – update of existing system but only under specific terms and conditions, b) the rewarding of employees for their participation in the project should be reviewed by the firm’s managers, c) the complexity of the new system – a well developed network is expended to be developed across the organization – is expected to cause the resistance of employees – that will need to spend more time on processing the bookings – at least at the beginning, d) the performance of the firm through the new system will be improved, however, it will be slow development – time will be required for the new system to perform at its full potential. Section 4 Future Analysis As noticed above, the new system is expected to be quite different from existing one. However, its demands are many. The training offered to the employees is expected to cost a significant amount to the firm – a fact that is not quite positive if making the overall evaluation of the system. On the other hand, it is made clear that the new system will be implemented gradually – for a specific time it is going to operate simultaneously with existing system – a fact that may help to avoid major failures regarding the system’s performance. The key variances of the system – as presented in Figure 6 can lead to the assumption that the new system is likely to face a series of problems since its implementation – as these problems are presented analytically in Figure 6. On the other hand, the effects of these problems on the system’s performance especially in the long term have to be faced by the appropriate measures. Figure 7 can be used in order to understand the potential relationship between problems and effects in a specific system. The most appropriate methods of action should be chosen in accordance with the resources available – at this point the skills/ competencies of employees should be taken into consideration. Section 5 Systems Specification In accordance with the issues developed above, the following features are expected to characterize the new system: a) many different points of access, b) ability to access the customers’ data through different terminals, c) the users will be appropriately trained, d) the speed of the process of data will be improved, e) the security offered will be of high standard – compared to the existing system. Even under the above criteria, the new system will have a series of challenges to face: the fact that employees were not able to use all the features of the previous system cannot be regarded as a negative indicator regarding the handling of the new system. Section 6 Evaluation The overall evaluation of the system will be based on specific criteria: a) its performance in the short term, b) its response to emergent needs, c) the time required for the correction of errors/ recovery of data, d) the resources required – especially in the long term and e) the profit generated through its implementation – as calculated through the increase in the number of bookings completed and processed since its implementation. The evaluation of the system is further analyzed in Figure 13 where the factors that are expected to influence the system’s performance are presented. Appendices Step 3a Input/Output Analysis Start with a preliminary description of a process at a very general level. Processes should then be described and specified in very high detail for this analysis to be useful. Large processes can often be divided into variants and sub-processes. Think in terms of information and data required to make a process (and activity) possible. What kind of input data (and descriptions) must be in place and what kind of ‘treatment’ is necessary to give any required output. Inputs Personal Data Clinical (health) history Additional data (exams required, payments due and so on). Processes Typing the data Accessing/ Processing the data Cross-reference of the data Check on system’s safety Outputs Production of reports on the clients’ health and needs Reports on the performance of employees’ Figure 1 – System definition – Section 2 Step 3b – Analysis of complexity Once the input / output analysis is done (in Step 3a) for any one process then it becomes suitable to complement the resulting description with answers to the associated questions below. System Described: (‘Process’) Operating activities: Contacting with the clients Changing the clients’ details Organizing the tasks delegated to the staff Time management Problem prevention/solution activities: What are the key problems that must be prevented or quickly and easily solved? Cross reference of the customers’ data Newly appointed staff – handle of communication with clients Time for additional clients’ demands Co-ordination activities: What activities (processes) must be co-ordinated within the system? What activities (processes) must be co-ordinated with other systems? The data must be categorized Clients’ data must be accessed by employees – criteria set Development activities: What activities, products, services etc. need to be developed and improved? Training of staff on the system’s features Communication with clients must be improved Control activities: How is the system (and/or process) controlled now? (Targets set, progress monitored etc.). Appointment of employees that will control the system’s performance periodically Figure 2 – Vertical Analysis - Section 2 Step 4 – Key Objectives The system’s key objectives can be characterized as follows: 1) Improvement of the time required for the completion of the online form 2) Presentation of all clients’ details in just one file 3) Possibility for the firm’s employees to be informed on the clients’ details – criteria set in accordance with each department’s tasks and role 4) Ability to identify the most appropriate employee – matching skills of employees and clients’ demands 5) The protection of the clients’ data will be improved 6) There will be the ability to change existing system’s features – to align it with the organizational requirements Figure 3 – Key objectives - Section 2 Step 5 – Key Tasks Once key objectives have been specified then it is not difficult to ask and answer the following question. If these are the key objectives then what are the key tasks which must be carried out if the objectives are to be achieved? Some of these key tasks will already be carried out effectively; some may be badly done, and some not done at all. 1) Identification of the firm’s existing files – all files included in the previous system will have to be categorized 2) The implementation of the system will take a specific period of time – existing system will continue to operate simultaneously with the new one - for an initial period of time 3) The firm’s staff has to be trained on the new system’s features 4) The needs of the new system have to be identified in advance – the firm’s departments will have to be evaluated as of their role in the system’s performance 5) The whole process of implementation needs to be closely monitored up to its completion 6) Appropriate measures should be taken regarding the promotion of the system’s security Figure 4 – Key tasks – Section 2 Step 6b Coordination of Key Objective / Key Task / Key Information Once key information requirements are specified it becomes relevant to outline the associated co-ordination aspect of each process itself. In this step specification and description is produced on how to coordinate key aspects of processes previously analysed and documented in step 4-6a. Key Objectives Objective 1) Improvement of the time required for the completion of the online form 2) Presentation of all clients’ details in just one file 3) Possibility for the firm’s employees to be informed on the clients’ details – criteria set in accordance with each department’s tasks and role 4) Ability to identify the most appropriate employee – matching skills of employees and clients’ demands 5) The protection of the clients’ data will be improved There will be the ability to change existing system’s features – to align it with the organizational requirements Key Tasks Task 1) Identification of the firm’s existing files – all files included in the previous system will have to be categorized 2) The implementation of the system will take a specific period of time – existing system will continue to operate simultaneously with the new one - for an initial period of time 3)The firm’s staff has to be trained on the new system’s features 4)The needs of the new system have to be identified in advance – the firm’s departments will have to be evaluated as of their role in the system’s performance 5)The whole process of implementation needs to be closely monitored up to its completion 6) Appropriate measures should be taken regarding the promotion of the system’s security Key Information Needs Information 1) Employees’ skills 2) Available funds 3) Time required for the completion of the project 4) Potential failures/ delays 5) Cooperation of employees on the projects’ implementation 6) Monitoring of the project 7) Security offered Figure 5 - Coordination of results from step 4-6 – Section 2 Step 7a – Diagnosis of Efficiency Needs / Key Variances Efficiency needs can be identified by looking for variances. A variance is a tendency for a system or part of a system to deviate from some expected or desired standard or norm. In other words it is a weak link, a part of the system where problems tend to occur. Variances can be of two kinds. Key (or systemic) variances and operating variances. Key variances are potential problem areas which cannot be eliminated although they may be effectively controlled. They are built into a system and arise from the key objectives and key tasks which the system has been designed to meet. Efficiency Needs (Key Variances) 1) Lack of appropriate cooperation between the firm’s departments 2) Limited space available for the development of all the system’s needs (installation of PC’s in all the firm’s offices) 3) The data from the firm’s database are going to take quite a long to be copied - they have to be checked in advance for their validity – a potential case of double-entries. 4) Potential problem with the exchange of data between the firm’s department – an intranet will be developed in the context of the new system, but its performance cannot be guaranteed in advance. Figure 6 - Diagnosis of Efficiency Needs – Section 3 Step 8a – Analysis of Social Needs If job satisfaction is to be specific system objective then it needs to be defined and measured with problem areas clearly identified. Job satisfaction is the FIT between an individual or group’s job needs and expectations and the requirements of the job which they presently occupy. Here we cover the following areas. Needs associated with personality, including knowledge needs and psychological needs. Satisfactory aspects Should be incorporated into the new system Unsatisfactory aspects Must be improved in new system Suggestions on how this can be achieved Knowledge Contract Knowledge Fit Use of Knowledge Self Development Speed in data entry/ data processing Rewarding of employees/ use of criteria It should be addressed Risk of failure The handling of the system by the employees Training of employees Psychological Contract Status Responsibility Recognition Job Security Social relationships Promotion Achievement Communication between employees The firm’s HR managers Fair compensation on extra work Social events – with the participation of employees Direct contact among employees Lack of skills by employees to handle the system Speed in return of data Increase of the power of the system – compared to the old system Figure 7 – Social Needs – Section 3 Step 9 – Future Analysis Most new systems today have limited lives because of major changes in their environment. A new system must be able to adapt to change and must be designed to do so. This means that it must have enough built in flexibility to cope with future change. A broad assessment of the required amount and focus of system flexibility is derived from an identification and analysis of future changes likely to affect the system within the next five years. Designers will need to do research specifically for this purpose. 1. Future changes in available technology - Regular check of new system – in terms of safety/ efficiency of operation - Potential change on the disks/ depository devices - issue of safety of data 2. Future legal requirements - Control of the changes in legislation regarding the processing/ using of data - Control of changes related with the use of data in the healthcare sector - Additional certifications may be required – in case that the existing legal framework on data processing is changed and new rules are set for the processing/ using of personal data 3. Future changes in economic factors (e.g. product and labour markets). - Increase of competition – potential system update - Decrease of employees’ performance – training, new rules on hiring -Limitation of similar services/ change in customer trends on the specific sector 4. Future employee or customer attitudes, expectations or fashions. - Limitation of funds available for marketing - Change in the expectations of customers – provision of advanced services by competitors 5. Future organisational changes (e.g. merging of plants, departments or sections). - Limitation of the firm’s departments -Limitation of the number of employees -Limitation of the funds invested in the firm Figure 8 – Future Analysis – section 4 ETHICS Step 10a Specification of Efficiency and Social Goals Step 10a – Specifying efficiency and job satisfaction needs and objectives Objectives are derived from the careful diagnosis of efficiency, job satisfaction, and future needs that has been carried out by the design group. These objectives will provide the basis for the design of the new system. Alternative strategies will be matched against them and the selected option will be the one that fits the objectives. It is essential, at this stage of the design task, to be aware of the wishes and priorities of all groups who will be affected, either directly or indirectly, by the new system. External groups such as customers and suppliers must not be forgotten. Each member of the group should go through all objectives carefully and rank these from 1-5 to show their importance to his or her constituents (5 indicates highest importance). Social list and priority Communication between employees Communication with clients Intranet - Extranet Technical list and priority Improvement of the speed in data process/ return Expansion of existed network – within the firm Accuracy in data transferred Control of system’s safety Future list and priority Improvement of the time required for the completion of orders Improvement of the employees’ skills on the administration of the system Figure 9 – section 5 ETHICS Step 10b Resolutions of Efficiency and Social Goals Step 10b – Resolutions of efficiency and job satisfaction needs and objectives The design group next needs to examine these objectives closely and note if any are in conflict, so that achievement of one would inhibit the achievement of the other. If this proves to be the case an attempt must be made to resolve the difficulty by replacing that objective with another, loess divisive one. Sometimes conflict of this kind cannot be resolved and the design group has to live with it. The design group should now make a list of priority objectives which all members are able to agree with and work to achieve through the design of the new system. Ranking 1-3 (1 is most important) Social goal (objective) Improvement of communication among employees Improvement of communication with customers Improvement of system’s speed Improvement of system’s safety Technical goal (objective) Additional devices (desktops) are going to be implemented The firm’s intranet will be improved The software of the new system will be carefully chosen Tools for the system’s safety will be implemented in the new system Resolution (no conflict) rank Future goal (objective) Figure 10 – section 5 ETHICS Step 13 - Achieving Objectives Step 13 – Detailed work design for chosen organisational and technical option The selected system now has to be designed out in detail. Particular attention must be paid to the creation of effective relationships and procedures across the boundary between the design area and adjoining departments with which it interacts. Objective Priority efficiency objectives (see step 10) Design requirements Describe how the selected organisational / technical option can be designed in detail. What tools, techniques, procedures etc.., must be introduced to achieve each objective. Improvement of communication among employees Improvement of communication with customers Improvement of system’s speed Improvement of system’s safety Implementation of additional desktops Improvement of the areas in which the computers are placed Development of the firm’s intranet Development of the firm’s extranet New software Limitation of data stored in each computer Data will be stored in many computers – not only one central repository of data Codes of the system will be differentiated in accordance with the user’s need – access to different levels of the system by each employee Figure 11 – section 5 ETHICS Step 14 - Implementation Step 14 – Implementation Diagnosis The best designed system is not going to achieve its objectives unless it is successfully implemented, and many good systems encounter problems at the implementation stage. Include group and individual task responsibilities in the description. What kinds of problems are likely to be encountered on implementation and how can these be avoided? Failure in transferring data from the old system Previously acquired data need to be gathered in specific depository devices and need to be carefully transferred Employees should be trained on the specific procedure During the implementation period what activities will have to be co-ordinated, both within the design area and between it and other areas? Only the cooperation of employees needs to exist for the success of the project. All technical issues will be addressed by the system’s planners/ technicians What training is necessary and how and by whom will this be provided? Training will be provided on the system’s administration by a specialist that has participated in the system’s design – duration of program: 3 months How much time is required for implementation and how can progress best be monitored? About a year will be required – 3 months for design 3 months for implementation About 6 months for monitoring of performance Figure 12 – section 5 ETHICS Step 15 - Evaluation Step 15 – Evaluation Two of the tools used at the diagnostic stage are now used again. These are variance analysis and job satisfaction analysis (you are expected to do these again, since the result will likely be somewhat different this time around). Once the new diagnostic has been done the evaluation step can continue. It will be recalled that system design was directed at achieving two things. Improved efficiency and improved job satisfaction. Improved efficiency can be checked by establishing the extent to which key variances – systemic weaknesses that cannot be eliminated – are now effectively controlled. And the extent to which operational variances – problems arising from the way the system had been organised – have been eliminated without new ones taking their place. Improved efficiency In data entry In data process/ transfer In terms of system’s security Job satisfaction Training of employees Fair remuneration Equality in promotion Conclusion Risk of delays No need for continuous updates Risk of failures – at least at the beginning Need for close monitoring of the system – especially the first 6 months Need for active participation of employees Evaluation of competitor’s position/ services – strengths/ weaknesses of the system should be reviewed periodically Figure 13 – section 5 Read More