11. building information systems: contemporary approaches 11.1
TRANSCRIPT
11.11.
BUILDING INFORMATION BUILDING INFORMATION SYSTEMS: CONTEMPORARY SYSTEMS: CONTEMPORARY
APPROACHESAPPROACHES
11.1
INFORMATION SYSTEMINFORMATION SYSTEMINFORMATION SYSTEMINFORMATION SYSTEM
INFORMATION INFORMATION
SYSTEMSYSTEM
BUSINESS BUSINESS
CHALLENGECHALLENGE
BUSINESS BUSINESS
SOLUTIONSSOLUTIONS
MANAGEMENTMANAGEMENT
INFORMATIONINFORMATION
TECHNOLOGYTECHNOLOGY
ORGANIZATIONORGANIZATION
11.2
RISKS & UNCERTAINTIES IN SYSTEMS RISKS & UNCERTAINTIES IN SYSTEMS DEVELOPMENTDEVELOPMENT
DETERMINING (LARGELY INTANGIBLE) DETERMINING (LARGELY INTANGIBLE) BENEFITSBENEFITS
MANAGING CHANGEMANAGING CHANGE
INFORMATION SYSTEMS PLANINFORMATION SYSTEMS PLAN
DIRECTION OF SYSTEM DEVELOPMENT:DIRECTION OF SYSTEM DEVELOPMENT:• RATIONALERATIONALE• CURRENT SITUATIONCURRENT SITUATION• MANAGEMENT STRATEGYMANAGEMENT STRATEGY• IMPLEMENTATION PLANIMPLEMENTATION PLAN• BUDGETBUDGET
**
11.3
INFORMATION SYSTEMS PLANINFORMATION SYSTEMS PLAN
1. PURPOSE OF THE PLAN:1. PURPOSE OF THE PLAN:• OVERVIEW OF PLAN CONTENTSOVERVIEW OF PLAN CONTENTS• CHANGES IN CURRENT SITUATIONCHANGES IN CURRENT SITUATION• FIRM’S STRATEGIC PLANFIRM’S STRATEGIC PLAN• CURRENT ORGANIZATIONCURRENT ORGANIZATION• MANAGEMENT STRATEGYMANAGEMENT STRATEGY
**
11.4
INFORMATION SYSTEMS PLANINFORMATION SYSTEMS PLAN
2. STRATEGIC BUSINESS PLAN:2. STRATEGIC BUSINESS PLAN:• CURRENT SITUATIONCURRENT SITUATION• CURRENT ORGANIZATIONCURRENT ORGANIZATION• CHANGING ENVIRONMENTCHANGING ENVIRONMENT• MAJOR GOALS OF PLANMAJOR GOALS OF PLAN
**
11.5
INFORMATION SYSTEMS PLANINFORMATION SYSTEMS PLAN
3. CURRENT SYSTEMS:3. CURRENT SYSTEMS:• MAJOR SYSTEMS SUPPORTING BUSINESS MAJOR SYSTEMS SUPPORTING BUSINESS
FUNCTIONSFUNCTIONS• MAJOR CURRENT CAPABILITIESMAJOR CURRENT CAPABILITIES
– HARDWAREHARDWARE– SOFTWARESOFTWARE– DATABASEDATABASE– TELECOMMUNICATIONSTELECOMMUNICATIONS
• DIFFICULTIES MEETING REQUIREMENTSDIFFICULTIES MEETING REQUIREMENTS• ANTICIPATED FUTURE DEMANDSANTICIPATED FUTURE DEMANDS
**11.6
INFORMATION SYSTEMS PLANINFORMATION SYSTEMS PLAN
4. NEW DEVELOPMENTS:4. NEW DEVELOPMENTS:• NEW SYSTEM PROJECTSNEW SYSTEM PROJECTS
– PROJECT DESCRIPTIONSPROJECT DESCRIPTIONS– BUSINESS RATIONALEBUSINESS RATIONALE
• NEW CAPABILITIES REQUIREDNEW CAPABILITIES REQUIRED– HARDWAREHARDWARE– SOFTWARESOFTWARE– DATABASEDATABASE– TELECOMMUNICATIONSTELECOMMUNICATIONS
**11.7
INFORMATION SYSTEMS PLANINFORMATION SYSTEMS PLAN
5. MANAGEMENT STRATEGY5. MANAGEMENT STRATEGY• ACQUISITION PLANSACQUISITION PLANS• MILESTONES & TIMINGMILESTONES & TIMING• ORGANIZATIONAL REALIGNMENTORGANIZATIONAL REALIGNMENT• INTERNAL REORGANIZATIONINTERNAL REORGANIZATION• MANAGEMENT CONTROLSMANAGEMENT CONTROLS• MAJOR TRAINING INITIATIVESMAJOR TRAINING INITIATIVES• PERSONNEL STRATEGYPERSONNEL STRATEGY
* *
11.8
INFORMATION SYSTEMS PLANINFORMATION SYSTEMS PLAN
6. IMPLEMENTATION PLAN:6. IMPLEMENTATION PLAN:
• DETAILED IMPLEMENTATION PLANDETAILED IMPLEMENTATION PLAN
• ANTICIPATED IMPLEMENTATION DIFFICULTIESANTICIPATED IMPLEMENTATION DIFFICULTIES
• PROGRESS REPORTSPROGRESS REPORTS
7. BUDGET REQUIREMENTS:7. BUDGET REQUIREMENTS:
• REQUIREMENTSREQUIREMENTS
• POTENTIAL SAVINGSPOTENTIAL SAVINGS
• FINANCINGFINANCING
• ACQUISITION CYCLEACQUISITION CYCLE
**11.9
ENTERPRISE ANALYSISENTERPRISE ANALYSIS(BUSINESS SYSTEMS PLANNING) (BUSINESS SYSTEMS PLANNING)
ORGANIZATION-WIDE INFORMATION NEEDS ORGANIZATION-WIDE INFORMATION NEEDS IN TERMS OF:IN TERMS OF:
• ORGANIZATIONAL UNITSORGANIZATIONAL UNITS• FUNCTIONSFUNCTIONS• PROCESSESPROCESSES
• DATA ELEMENTSDATA ELEMENTS
HELPS IDENTIFY KEY ENTITIES & HELPS IDENTIFY KEY ENTITIES & ATTRIBUTES IN ORGANIZATION’S DATAATTRIBUTES IN ORGANIZATION’S DATA
**11.10
CRITICAL SUCCESS FACTORSCRITICAL SUCCESS FACTORS
SMALL NUMBER, EASILY IDENTIFIABLE SMALL NUMBER, EASILY IDENTIFIABLE OPERATIONAL GOALSOPERATIONAL GOALS
SHAPED BY INDUSTRY, MANAGER, SHAPED BY INDUSTRY, MANAGER, ENVIRONMENTENVIRONMENT
BELIEVED TO ASSURE FIRM’S SUCCESS.BELIEVED TO ASSURE FIRM’S SUCCESS.
USED TO DETERMINE ORGANIZATION’S USED TO DETERMINE ORGANIZATION’S INFORMATION REQUIREMENTSINFORMATION REQUIREMENTS
**
11.11
EXAMPLEEXAMPLE
GOALSGOALS CRITICAL SUCCESS FACTORCRITICAL SUCCESS FACTOR
PROFIT CONCERN EARNINGS/SHARE
RETURN ON INVESTMENT
MARKET SHARE
NEW PRODUCT
NONPROFIT EXCELLENT HEALTH CARE
AUTOMOBILE INDUSTRY
STYLING
QUALITY DEALER SYSTEM
COST CONTROL
ENERGY STANDARDS
MEETING GOVERNMENT REGULATIONS
FUTURE HEALTH NEEDS
REGIONAL INTEGRATION OF HOSPITALS
EFFICIENT USE OF RESOURCESIMPROVED MONITORING OF REGULATIONS
Source: Rockart “Chief Executives Define Their Own Data Needs” (1979)Source: Rockart “Chief Executives Define Their Own Data Needs” (1979)
CRITICAL SUCCESS FACTORS CRITICAL SUCCESS FACTORS (CSFs) (CSFs) & GOALS& GOALS
11.12
USING CFCs TO DEVELOP SYSTEMSUSING CFCs TO DEVELOP SYSTEMS
• COLLECT MANAGERS’ CFSsCOLLECT MANAGERS’ CFSs• AGGREGATE, ANALYZE INDIVIDUALS’ CFCsAGGREGATE, ANALYZE INDIVIDUALS’ CFCs• DEVELOP AGREEMENT ON COMPANY CFCsDEVELOP AGREEMENT ON COMPANY CFCs• DEFINE COMPANY CFCsDEFINE COMPANY CFCs• USE CFCs TO DEVELOP INFORMATION USE CFCs TO DEVELOP INFORMATION
SYSTEM PRIORITIESSYSTEM PRIORITIES• DEFINE DSS & DATABASESDEFINE DSS & DATABASES
**
11.13
SPECTRUM OF SPECTRUM OF ORGANIZATIONAL CHANGEORGANIZATIONAL CHANGE
• AUTOMATION: Using Technology to Perform AUTOMATION: Using Technology to Perform Tasks Efficiently / EffectivelyTasks Efficiently / Effectively
• RATIONALIZATION OF PROCEDURES: RATIONALIZATION OF PROCEDURES: Streamline SOPs; Eliminate BottlenecksStreamline SOPs; Eliminate Bottlenecks
• BUSINESS REENGINEERING: Radical Redesign BUSINESS REENGINEERING: Radical Redesign of Processes to Improve Cost, Quality, Service; of Processes to Improve Cost, Quality, Service; Maximize Benefits of TechnologyMaximize Benefits of Technology
• PARADIGM SHIFTPARADIGM SHIFT
**
11.14
PARADIGM SHIFTPARADIGM SHIFT• PARADIGM IS A COMPLETE MENTAL PARADIGM IS A COMPLETE MENTAL
MODEL OF HOW A COMPLEX SYSTEM MODEL OF HOW A COMPLEX SYSTEM FUNCTIONSFUNCTIONS
• A PARADIGM SHIFT INVOLVES A PARADIGM SHIFT INVOLVES RETHINKING THE NATURE OF THE RETHINKING THE NATURE OF THE BUSINESS, THE ORGANIZATION; A BUSINESS, THE ORGANIZATION; A COMPLETE RECONCEPTION OF HOW COMPLETE RECONCEPTION OF HOW THE SYSTEM SHOULD FUNCTIONTHE SYSTEM SHOULD FUNCTION
**
11.15
RISKS & REWARDSRISKS & REWARDS
RISKRISK
RETURNRETURN
LowLow
LowLow HighHigh
HighHigh
11.16
INFORMATION TECHNOLOGY: INFORMATION TECHNOLOGY: CAPABILITIES & IMPACTSCAPABILITIES & IMPACTS
CAPABILITYCAPABILITY ORGANIZATIONAL IMPACT / BENEFITORGANIZATIONAL IMPACT / BENEFIT
TRANSACTIONAL UNSTRUCTURED PROCESS INTO ROUTINIZED TRANSACTIONS
GEOGRAPHICAL ELECTRONIC TRANSFER MAKES PROCESSES INDEPENDENT OF GEOGRAPHY
AUTOMATIONAL REPLACES/REDUCES HUMAN LABOR
ANALYTICAL USES COMPLEX ANALYTICAL METHODS
INFORMATIONAL BRINGS GREAT AMOUNTS OF DETAILED INFORMATION INTO PROCESS
SEQUENTIAL ENABLES CHANGES IN SEQUENCE OF TASKS; POSSIBLE TO RUN SIMULTANEOUSLY
KNOWLEDGE CAN CAPTURE, DISSEMINATE KNOWLEDGE, EXPERTISE MANAGEMENT TO IMPROVE PROCESS
TRACKING ALLOWS DETAILED TRACKING OF TASK STATUS, INPUTS, OUTPUTS
DISINTERMEDIATION CAN CONNECT PARTIES DIRECTLY, NO LONGER REQUIRING INTERMEDIARY
Source: Davenport & Short “The New Industrial Engineering”(1990)Source: Davenport & Short “The New Industrial Engineering”(1990)
11.17
BUSINESS REENGINEERING STEPS:BUSINESS REENGINEERING STEPS:
1. Develop Business Vision, Process 1. Develop Business Vision, Process ObjectivesObjectives
2. Identify Process to be Redesigned2. Identify Process to be Redesigned
3. Understand, Measure Performance of 3. Understand, Measure Performance of Existing ProcessesExisting Processes
4. Identify Opportunities for Applying 4. Identify Opportunities for Applying Information TechnologyInformation Technology
5. Build PROTOTYPE of new Process5. Build PROTOTYPE of new Process
**
11.18
SYSTEM DEVELOPMENT PROCESSSYSTEM DEVELOPMENT PROCESS
• SYSTEMS ANALYSISSYSTEMS ANALYSIS
• SYSTEM DESIGNSYSTEM DESIGN
• PROGRAMMINGPROGRAMMING
• TESTINGTESTING
• CONVERSIONCONVERSION
• PRODUCTION & MAINTENANCEPRODUCTION & MAINTENANCE
**11.19
SYSTEMS ANALYSISSYSTEMS ANALYSIS
ANALYSIS OF PROBLEM TO BE ANALYSIS OF PROBLEM TO BE SOLVED WITH AN INFORMATION SOLVED WITH AN INFORMATION
SYSTEMSYSTEM
FEASIBILITY STUDY: CAN FEASIBILITY STUDY: CAN PROBLEM BE SOLVED WITHIN PROBLEM BE SOLVED WITHIN CONSTRAINTS?CONSTRAINTS?
**
11.20
FEASIBILITYFEASIBILITY• TECHNICAL: Assess Hardware, Software, TECHNICAL: Assess Hardware, Software,
Technical ResourcesTechnical Resources
• ECONOMIC: Will Benefits Outweigh CostsECONOMIC: Will Benefits Outweigh Costs
• OPERATIONAL: Is Solution Desirable OPERATIONAL: Is Solution Desirable Within Existing Conditions?Within Existing Conditions?
• INFORMATION REQUIREMENTS: Detailed INFORMATION REQUIREMENTS: Detailed Statement of New System NeedsStatement of New System Needs
**
11.21
SYSTEM DESIGNSYSTEM DESIGN DETAILS HOW SYSTEM WILL MEET NEEDS:DETAILS HOW SYSTEM WILL MEET NEEDS:
• LOGICAL DESIGN: Components, Data as Needed LOGICAL DESIGN: Components, Data as Needed by Applicationsby Applications
• PHYSICAL DESIGN: Physical Location of PHYSICAL DESIGN: Physical Location of Components and DataComponents and Data
END USERS: Needs Drive Design; Must Have END USERS: Needs Drive Design; Must Have Input, Understand How Input, Understand How Solution Meets Their Solution Meets Their NeedsNeeds
**
11.22
DESIGNER SPECIFICATIONSDESIGNER SPECIFICATIONS• OUTPUTOUTPUT
– MEDIUM; CONTENT; TIMINGMEDIUM; CONTENT; TIMING• INPUTINPUT
– ORIGINS; FLOW; DATA ENTRYORIGINS; FLOW; DATA ENTRY• USER INTERFACEUSER INTERFACE
– SIMPLICITY; EFFICIENCY; LOGICSIMPLICITY; EFFICIENCY; LOGIC– FEEDBACK; ERRORSFEEDBACK; ERRORS
• DATABASE DESIGNDATABASE DESIGN– LOGICAL DATA RELATIONSLOGICAL DATA RELATIONS– VOLUME, SPEED REQUIREMENTSVOLUME, SPEED REQUIREMENTS– FILE ORGANIZATION & DESIGNFILE ORGANIZATION & DESIGN– RECORD SPECIFICATIONSRECORD SPECIFICATIONS
**
11.23
DESIGNER SPECIFICATIONSDESIGNER SPECIFICATIONS• PROCESSINGPROCESSING
– COMPUTATIONSCOMPUTATIONS– PROGRAM MODULESPROGRAM MODULES– REQUIRED REPORTSREQUIRED REPORTS– TIMING OF OUTPUTSTIMING OF OUTPUTS
• MANUAL PROCEDURESMANUAL PROCEDURES– WHAT ACTIVITIESWHAT ACTIVITIES– WHO PERFORMS THEMWHO PERFORMS THEM– WHO PERFORMS THEMWHO PERFORMS THEM– HOWHOW– WHEREWHERE
**
11.24
DESIGNER SPECIFICATIONSDESIGNER SPECIFICATIONS• CONVERSIONCONVERSION
– TRANSFER FILESTRANSFER FILES
– INITIATE NEW PROCEDURESINITIATE NEW PROCEDURES
– SELECT TESTING MODULESSELECT TESTING MODULES
– CUT OVER TO NEW SYSTEMCUT OVER TO NEW SYSTEM
• TRAININGTRAINING
– SELECT TRAINING TECHNIQUESSELECT TRAINING TECHNIQUES
– DEVELOP TRAINING MODULESDEVELOP TRAINING MODULES
– IDENTIFY TRAINING FACILITIESIDENTIFY TRAINING FACILITIES
• ORGANIZATIONAL CHANGESORGANIZATIONAL CHANGES
– TASK REDESIGNTASK REDESIGN
– JOB DESIGNJOB DESIGN
– PROCESS DESIGNPROCESS DESIGN
– OFFICE / ORGANIZATION STRUCTURE DESIGNOFFICE / ORGANIZATION STRUCTURE DESIGN
– REPORTING RELATIONSHIPSREPORTING RELATIONSHIPS
**
11.25
ROLE OF END USERSROLE OF END USERS
• USERS DRIVE SYSTEMS EFFORTUSERS DRIVE SYSTEMS EFFORT
• MUST HAVE SUFFICIENT CONTROL MUST HAVE SUFFICIENT CONTROL TO ENSURE SYSTEM REFLECTS TO ENSURE SYSTEM REFLECTS BUSINESS PRIORITIES, NEEDSBUSINESS PRIORITIES, NEEDS
• FUNCTIONAL USERS DRIVE FUNCTIONAL USERS DRIVE SYSTEM NEEDSSYSTEM NEEDS
11.26
COMPLETING SYSTEM COMPLETING SYSTEM DEVELOPMENT PROCESSDEVELOPMENT PROCESS
• PROGRAMMING: Translating PROGRAMMING: Translating needs to Program Codeneeds to Program Code
• TESTING: Does System Produce TESTING: Does System Produce Desired Results?Desired Results?
**
11.27
TESTINGTESTING
• UNIT TESTING: Tests Each Unit SeparatelyUNIT TESTING: Tests Each Unit Separately• SYSTEM TESTING: Do Modules Function SYSTEM TESTING: Do Modules Function
as planned?as planned?• ACCEPTANCE TESTING: Final ACCEPTANCE TESTING: Final
CertificationCertification• TEST PLAN: Preparations for Tests to be TEST PLAN: Preparations for Tests to be
PerformedPerformed
**
11.28
CONVERSIONCONVERSION
• PARALLEL: Old & New Run Same Problems. Give PARALLEL: Old & New Run Same Problems. Give Same Results?Same Results?
• DIRECT: Risky Conversion to New SystemDIRECT: Risky Conversion to New System• PILOT: Introduce Into One Area. Does it Work? PILOT: Introduce Into One Area. Does it Work?
Yes: Introduce into Other AreaYes: Introduce into Other Area• PHASED: Introduce in StagesPHASED: Introduce in Stages• CONVERSION PLAN: Schedule for ConversionCONVERSION PLAN: Schedule for Conversion• DOCUMENTATION: Description of How System DOCUMENTATION: Description of How System
WorksWorks
**
11.29
PRODUCTION & MAINTENANCEPRODUCTION & MAINTENANCE
• PRODUCTION: Constant Review by PRODUCTION: Constant Review by Users & Operators. Does it Meet Users & Operators. Does it Meet Goals?Goals?
• MAINTENANCE: Upkeep; Update; MAINTENANCE: Upkeep; Update; Corrections Over TimeCorrections Over Time
**
11.30
SYSTEMS DEVELOPMENTSYSTEMS DEVELOPMENT CORE ACTIVITYCORE ACTIVITY DESCRIPTIONDESCRIPTION
SYSTEMS ANALYSIS IDENTIFY PROBLEM(S) SPECIFY PROBLEM ESTABLISH INFORMATION REQUIREMENTS
SYSTEMS DESIGN CREATE LOGICAL DESIGN SPECIFICATIONS CREATE PHYSICAL DESIGN SPECIFICATIONS MANAGE TECHNICAL REALIZATION OF SYSTEM
PROGRAMMING TRANSLATE DESIGN INTO CODE
TESTING UNIT SYSTEMS ACCEPTANCE
CONVERSION PLAN PREPARE DOCUMENTATION TRAIN USERS & TECHNICAL STAFF
PRODUCTION & MAINTENANCE
OPERATE EVALUATE MODIFY
11.31
UNDERSTANDING BUSINESS UNDERSTANDING BUSINESS VALUE OF INFO SYSTEMSVALUE OF INFO SYSTEMS
• CAPITAL BUDGETINGCAPITAL BUDGETING
• CASH FLOWCASH FLOW
LIMITATIONS: LIMITATIONS:
• Assume all Relevant Alternatives Assume all Relevant Alternatives have been Examined; Cost & have been Examined; Cost & Benefits can be Expressed as $$Benefits can be Expressed as $$
• Ignore Intangible BenefitsIgnore Intangible Benefits
11.32
CAPITAL BUDGET:CAPITAL BUDGET:
• PROCESS OF ANALYZING, SELECTING PROCESS OF ANALYZING, SELECTING CAPITAL EXPENDITURESCAPITAL EXPENDITURES– Payback MethodPayback Method– Return on InvestmentReturn on Investment– Cost-Benefit RatioCost-Benefit Ratio– Net Present ValueNet Present Value– Profitability IndexProfitability Index– Internal Rate of ReturnInternal Rate of Return
**11.33
CASH FLOWS:CASH FLOWS:
• INFLOW: INFLOW: Investments; SalesInvestments; Sales– Increased Sales: New Products; Higher Increased Sales: New Products; Higher
Quality; Increased Market Share; Lower Quality; Increased Market Share; Lower Costs of Production, OperationsCosts of Production, Operations
• OUTFLOW: OUTFLOW: Total Cost of Goods Sold; Total Cost of Goods Sold; Expenses; OverheadExpenses; Overhead
• WORTH OF INVESTMENT= WORTH OF INVESTMENT= INFLOW - INFLOW - OUTFLOWOUTFLOW
**11.34
COSTS & BENEFITSCOSTS & BENEFITS
COSTS:COSTS:
• HARDWAREHARDWARE
• SOFTWARESOFTWARE
• SERVICESSERVICES
• PERSONNELPERSONNEL
**
11.35
COSTS & BENEFITSCOSTS & BENEFITS
TANGIBLE BENEFIT:TANGIBLE BENEFIT:
• INCREASED PRODUCTIVITYINCREASED PRODUCTIVITY
• LOW OPERATING COSTSLOW OPERATING COSTS
• REDUCED WORK FORCEREDUCED WORK FORCE
• LOWER COMPUTER EXPENSESLOWER COMPUTER EXPENSES
• LOWER VENDOR COSTSLOWER VENDOR COSTS
• LOWER CLERICAL/PROFESSIONAL COSTSLOWER CLERICAL/PROFESSIONAL COSTS
• REDUCED GROWTH OF EXPENSESREDUCED GROWTH OF EXPENSES
• REDUCED FACILITY COSTSREDUCED FACILITY COSTS
**11.36
COSTS & BENEFITSCOSTS & BENEFITSINTANGIBLE BENEFIT:INTANGIBLE BENEFIT:• IMPROVED ASSET USE; RESOURCE CONTROL; PLANNINGIMPROVED ASSET USE; RESOURCE CONTROL; PLANNING• INCREASED FLEXIBILITYINCREASED FLEXIBILITY• MORE TIMELY INFORMATIONMORE TIMELY INFORMATION• INCREASED LEARNINGINCREASED LEARNING• ATTAIN LEGAL REQUIREMENTSATTAIN LEGAL REQUIREMENTS• ENHANCED EMPLOYEE GOODWILL, JOB SATISFACTION, ENHANCED EMPLOYEE GOODWILL, JOB SATISFACTION,
DECISION MAKING, OPERATIONSDECISION MAKING, OPERATIONS• HIGHER CLIENT SATISFACTIONHIGHER CLIENT SATISFACTION• BETTER CORPORATE IMAGEBETTER CORPORATE IMAGE
**
11.37
PORTFOLIO ANALYSISPORTFOLIO ANALYSISANALYSIS OF POTENTIAL APPLICATIONS TO ANALYSIS OF POTENTIAL APPLICATIONS TO
DETERMINE RISKS & BENEFITS DETERMINE RISKS & BENEFITS • DETERMINE DESIRABLE FEATURES, DETERMINE DESIRABLE FEATURES,
ACCEPTABLE RISKS OF REQUIRED SYSTEMACCEPTABLE RISKS OF REQUIRED SYSTEM• GENERATE PORTFOLIO OF CHARACTERISTICS, GENERATE PORTFOLIO OF CHARACTERISTICS,
RISKS FOR EACH ALTERNATIVERISKS FOR EACH ALTERNATIVE• SCORING MODEL: Score Features of each SCORING MODEL: Score Features of each
Alternative, Accumulate ScoreAlternative, Accumulate Score• SELECT HIGHEST SCORING ALTERNATIVESELECT HIGHEST SCORING ALTERNATIVE
**
11.38
11.11.
BUILDING INFORMATION BUILDING INFORMATION SYSTEMS: CONTEMPORARY SYSTEMS: CONTEMPORARY
APPROACHESAPPROACHES
11.39