Computerization In A Four To Five Page Paper

Computerization in A Four To Five Page Paper Not Including the Title

Describe a business task that you would like to computerize. Consider how you could use the steps of the information systems development lifecycle as illustrated in Figure 12.3 (p. 486) to help analyze this task. Your assignment should include a description of your proposed computerization project, a schematic similar to Figure 12.3 that includes the specific information related to your project, and an analysis of the systems development lifecycle. Additionally, assess the operational feasibility, technical feasibility, and legal and political feasibility of your proposed project, using Figures 12.4 and 12.6 for guidance. You may include a table with your description but it is not required. Formulate a list of tangible and intangible benefits that support your project and provide justification for your choices, referencing Figure 12.5. Your paper must be formatted according to APA style, include citations, and reference at least two scholarly sources from the Ashford University Library.

Paper For Above instruction

Introduction

In today's fast-paced business environment, the integration of computerization into various business tasks is essential for improving efficiency, accuracy, and competitiveness. This paper explores a proposed computerization project aimed at automating the inventory management process within a retail business. By leveraging the systems development lifecycle (SDLC), this analysis will evaluate the project's feasibility, benefits, and strategic justification, providing a comprehensive framework for successful implementation.

Description of the Business Task and Proposed Computerization Project

The business task selected for computerization is the inventory management system of a retail store. Currently, inventory tracking is manual, involving physical counts, manual data entry, and paper-based records, which lead to inaccuracies, delays, and inefficiencies. The proposed project is to develop an automated inventory management system that uses barcode scanning, real-time data updates, and cloud-based storage to streamline inventory tracking, reduce errors, and improve decision-making.

The computerization aims to integrate sales data and inventory information seamlessly, allowing for automatic stock updates, reorder alerts, and real-time reporting. The goal is to enhance operational efficiency, reduce costs, and improve customer satisfaction through better product availability.

Schematic of the Information System Development Lifecycle

The schematic resembles Figure 12.3, illustrating the SDLC phases tailored to the inventory management project:

• Preliminary Analysis: Identify current inventory issues, stakeholder requirements, and project scope.
• Systems Analysis: Gather detailed requirements, analyze current processes, and design the system specifications.
• System Design: Develop system architecture, database design, user interfaces, and identify hardware and software needs.
• Development and Testing: Build the inventory system, conduct testing for functionality, usability, and security.
• Implementation: Deploy the system, train staff, and transition from manual to automated processes.
• Maintenance and Evaluation: Monitor system performance, update software, and refine features based on user feedback.

This schematic visualizes the flow of activities and decision points, ensuring alignment with project goals and stakeholder needs.

Feasibility Analysis

Operational Feasibility

The operational feasibility of the project is high, as the automation of inventory management complements existing business operations. Staff training and process adjustments will be required, but previous implementations of similar systems indicate that staff are receptive to automation that simplifies their tasks and improves accuracy. The new system is expected to reduce manual errors and streamline daily inventory checks, leading to smoother operations.

Technical Feasibility

Technical feasibility is favorable given the availability of modern hardware and cloud solutions. Barcode scanners, mobile devices, and cloud platforms like AWS or Azure are readily accessible and scalable for retail environments. The system integrates with point-of-sale (POS) systems, enabling seamless data flow. Challenges may include integration complexity and ensuring data security, but these can be addressed through careful planning and vendor support.

Legal and Political Feasibility

The project must adhere to data protection regulations such as GDPR or local privacy policies. As the system primarily manages internal inventory data, legal considerations are manageable with proper security measures. Politically, stakeholder buy-in is essential; demonstrating benefits and ensuring compliance with organizational policies will facilitate approval. Transparency regarding data handling and security protocols will mitigate potential concerns.

Benefits of the Project

Tangible Benefits

• Reduction in inventory inaccuracies leading to better stock control
• Decreased labor costs through automation of manual processes
• Faster reordering and restocking, avoiding stockouts
• Improved sales through better product availability

Intangible Benefits

• Enhanced decision-making capabilities with real-time data
• Increased staff productivity and morale by reducing manual workload
• Improved customer satisfaction via reliable product availability
• Strengthened competitive advantage through technological innovation

The justification for these benefits aligns with organizational goals of efficiency, cost reduction, and customer satisfaction, as outlined in Figure 12.5. The tangible benefits provide immediate cost savings and operational improvements, while intangible benefits contribute to long-term strategic advantages.

Conclusion

The proposed automation of inventory management demonstrates significant operational, technical, and strategic feasibility. By carefully applying the SDLC framework, addressing potential challenges, and leveraging the benefits, the project promises to enhance business efficiency and competitiveness. Strategic justification grounded in tangible and intangible gains supports the decision to pursue this computerization initiative, aligning with organizational goals and technological advancements.

References

• Laudon, K. C., & Laudon, J. P. (2020). Management Information Systems: Managing the Digital Firm (16th ed.). Pearson.
• O'Brien, J. A., & Marakas, G. M. (2019). Management Information Systems (11th ed.). McGraw-Hill Education.
• Turban, E., Leidner, D., McLean, R., & Wetherbe, J. (2018). Information Technology for Management: Digital Strategies for Insights, Action, and Sustainable Performance (11th ed.). Wiley.
• Swanson, E. B., & Ramiller, N. C. (2004). Innovation in Information Systems Development: Patterns of Adoption. MIS Quarterly, 28(3), 553–580.
• Kambil, A., & van Heck, E. (2019). Making Data Management Effective. Harvard Business Review, 97(4), 24–25.
• Ryan, B., & Schouten, J. (2021). Integrated Business Processes with ERP systems. Wiley.
• Ross, J. W., Beath, C. M., & Sebastian, I. M. (2017). How to Develop a Great Digital Strategy. MIT Sloan Management Review, 58(2), 7–9.
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• Benbya, H., & McKelvey, B. (2006). Using Design Theory to Study the Emergence of Complexity and Agile Capabilities in Business. Organization Science, 17(3), 352–370.