Project Report Structure Part 2 Submission End On Saturday 9

Project Report Structure Part 2submissionend On Saturday9thnovember

Analysis of Existing System (5 marks). Analyze the key problems of the existing system used by the company. Also discuss the Information Systems used within the company for example: · Transaction processing systems (TPS) · Enterprise Resource Planning (ERP) Systems · Functional Area Information Systems · Business intelligence · DSS Hint: You can discuss any points that you learned in this course and its related to your selected organization 2. Possible Solutions and Suggestions for the company (3 mark). What are your suggestions to help the organization in solving the key problems. 3. Conclusion (1.5 mark). Summarize your report 4. References (0.5 mark). Use APA referencing style format.

Paper For Above instruction

The analysis of the existing systems within a company is crucial to understanding the core issues that hinder operational efficiency and decision-making capabilities. This paper explores the key problems associated with the current system, examines the information systems employed, and offers strategic solutions to enhance organizational performance. By dissecting these aspects, we aim to provide a comprehensive understanding of the organization's technological landscape and propose informed improvements.

Analysis of the Existing System and Key Problems

The existing system within organizations often faces several challenges that impede efficiency and growth. Common problems include outdated technologies, fragmented data management, lack of integration among subsystems, and insufficient real-time data processing. For instance, many enterprises rely on legacy Transaction Processing Systems (TPS) that struggle to handle the increasing volume and complexity of transactions. These systems often result in delays, data redundancy, and errors, which compromise the accuracy and timeliness of information (Laudon & Laudon, 2020).

Furthermore, a significant problem is the lack of seamless integration among various systems such as Enterprise Resource Planning (ERP), Business Intelligence (BI), and Functional Area Information Systems. This fragmentation leads to siloed data, making comprehensive reporting and analysis difficult, thereby affecting strategic decision-making (McKay & Jacobs, 2018). Inadequate data security measures and insufficient scalability also pose substantial risks, especially as organizations grow and face evolving cyber threats.

From a process perspective, inefficient workflows and manual data entry contribute to delays and increased operational costs. The absence of advanced Decision Support Systems (DSS) hampers proactive planning and responsiveness to market changes (Power, 2018). Overall, these issues highlight the need for modernization and integration of information systems to support business agility and accuracy.

Current Information Systems Utilized

Many organizations deploy a combination of several information systems tailored to support different functional areas. Transaction Processing Systems (TPS) are fundamental for handling day-to-day operations like order entry, payroll, and inventory management (O'Brien & Marakas, 2011). While efficient for routine tasks, TPS alone is insufficient for strategic decision-making.

Enterprise Resource Planning (ERP) systems serve as integrated platforms that unify core business processes across departments such as finance, supply chain, human resources, and manufacturing. Companies like SAP and Oracle provide ERP solutions that facilitate real-time data sharing and streamline operations (Keller et al., 2014). However, ERP implementations often face challenges related to high costs, complexity, and user adoption.

Functional Area Information Systems focus on specific departmental needs, including Customer Relationship Management (CRM), Manufacturing Execution Systems (MES), and Human Capital Management (HCM). Business Intelligence (BI) tools convert data accumulated from various sources into meaningful insights through analytics and dashboards, supporting strategic planning (Sharda et al., 2018). Additionally, Decision Support Systems (DSS) further enhance managerial decision-making by analyzing data and projecting future scenarios.

Within the current setup, organizations often struggle with integrating these diverse systems efficiently. As a result, data silos persist, leading to inconsistencies, redundant data entry, and delayed insights. The importance of aligning these systems to function cohesively is critical for driving digital transformation and gaining competitive advantage.

Proposed Solutions and Recommendations

To address the key problems identified, several strategic solutions are recommended. First, organizations should prioritize upgrading legacy TPS to more modern, scalable, and cloud-based systems. Cloud computing offers advantages such as enhanced flexibility, cost savings, and improved disaster recovery capabilities (Marston et al., 2011).

Integrating ERP systems with existing functional and business intelligence tools is essential. This can be achieved through middleware solutions or adopting integrated enterprise platforms that facilitate seamless data flow among systems (Bradley, 2019). Customizable ERP modules tailored to specific organizational needs can help reduce implementation hurdles and increase user acceptance.

Investing in advanced Business Intelligence and Data Analytics platforms enables real-time monitoring and predictive insights, supporting agile decision-making (Chen et al., 2012). Incorporating machine learning algorithms can further refine forecasts and optimize operational efficiency.

Enhancing cybersecurity measures is critical to protect sensitive data and ensure system integrity. Regular training programs for employees on security best practices, along with deploying robust firewalls and encryption protocols, should be standard (Peltier, 2016).

Finally, fostering a culture of digital innovation and continuous improvement is vital. This involves training staff, encouraging innovation, and aligning technology upgrades with strategic business goals. Implementing change management frameworks can facilitate smoother transitions during system upgrades or integrations (Kotter, 2012).

Conclusion

The current state of the organization's information systems reveals significant challenges related to outdated technology, system fragmentation, and limited real-time data analysis. These issues hinder operational efficiency and strategic agility. By upgrading legacy systems, integrating core enterprise applications, and leveraging modern analytics tools, the organization can overcome these problems and position itself for sustainable growth. It is crucial to adopt a holistic approach that combines technological enhancements with cultural change to fully realize the benefits of digital transformation.

References

  • Bradley, R. V. (2019). Enterprise Resource Planning. In Business Process Management (pp. 457-479). Springer.
  • Chen, H., Chiang, R., & Storey, V. (2012). Business Intelligence and Analytics: From Big Data to Big Impact. MIS Quarterly, 36(4), 1165-1188.
  • Keller, B., Jacobson, R., & Hsu, C. (2014). Implementing an ERP System: Managing Change and Resistance. International Journal of Information Management, 34(2), 123-130.
  • Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
  • Laudon, K. C., & Laudon, J. P. (2020). Management Information Systems: Managing the Digital Firm. Pearson.
  • McKay, A., & Jacobs, R. (2018). The Impact of System Integration on Business Performance. Journal of Information Technology, 33(3), 231-245.
  • O'Brien, J. A., & Marakas, G. M. (2011). Management Information Systems. McGraw-Hill.
  • Peltier, T. R. (2016). Information Security Policies, Procedures, and Standards: Guidelines for Effective Information Security Management. Auerbach Publications.
  • Power, D. J. (2018). Decision Support, Analytics, and Business Intelligence. Business Expert Press.
  • Marston, S., Li, Z., Bandyopadhyay, S., Zhang, J., & Ghalsasi, A. (2011). Cloud Computing—The Business Perspective. Decision Support Systems, 51(1), 176-189.

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