executive information system products

8/2/2019 Executive Information System Products

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Executive

InformationSystemProducts

Simin Toker

135808023


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index-EIS -in a nutshell

-what they aim

-the basic principle: data arrangement

-how they work+example

-hardware components

-software componets

-four frameworks for EIS development:

ESPRIT, structural, path, structurational

-comparision of the four frameworks

-limitations & pitfalls to avoid

-why they fail

-why they fail afterthe implementation

-references


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EIS - in a nutshell

computerized information systems designedto be operated directly by executivemanagers without the need of any

intermediaries (third parties)


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Executive Information Systems

-what they aim

An EIS is a special typeof DSS designed to

support decisionmaking at the top

level of anorganization.

getting anaccuratepicture ofoverall

operations

may includea summaryof whatcompetitors

are doing

A glance at firms

financial andbusinesssituation

KeyPerformance

Indicators areclearlydisplayed

easy access to bothinternal and externalinformation relevant tomeeting the strategicgoals of the organization

drill-downapproach

easily customisable andcan be tailored to theneeds and preferences ofthe individual executive


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Executive Information System Products

the basic principle: data arrangement

Early EIS products: developed for use on high-powered computers, based on operational

databases (problem: double data, loss of data order)

current products: target the client/server platform.

These more-flexible platforms can adapt tochanges in the organization and in technology.

Use of real-time data leads to faster, moreinformed decisions (example: SAP HANA).


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Building an EIS is much like building anyother type of modern information system.

A structured development approach shouldbe followed from design to implementation.

Yet, EIS projects tend to be unique andrequire working in the realm of executives.

Building an EIS may turn out to be the mosthorrible task a developer ever faces.

Executive Information Systemshow they work


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*Example: EIS System Structure

InternalInformationand Data

ExternalInformationand Data

Evaluation andClassification ofthe information

Handling ofData orInformation

EISScreen 1

EISScreen n

EISScreen 2

*Edin, I. ,st Kademe Yneticilerin Enformasyon Kullanm ve Enformasyon Sistemlerinde Beklentileri, 2004

.

.

.


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EIS Screen Interfaces mayinclude...

Exception reporting

Drill-downNavigation

News

Forecast analyses

E-mail and reminder functions


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-Hardware Components

An EIS requires no specific or uniquehardware.

A key issue is to be sure that the EIScomponents optimize and conform to theorganizations computing resources.

The system must be configured so that theresources are well-matched to theexecutives using them.


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-Software Components In contrast to hardware, software is usually

highly specialized to the problem domain.

To choose the right software meeting thespecific needs is highly important toachieve the tailored requests of topmanagement

SAP Netweaver Business Warehouse (BW)and its end user reporting componentBusiness Explorer (BEx) is a good examplefor an Executive Information System.


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-four frameworks for EIS

developmentESPRIT

The first framework model of the installation of Resolve, acommercial EISs software package marketed by Metapraxis.

ESPRIT is a sequential framework in the form of a six-phaseapproach.

It starts with a feasibility study and follows on to other stages ofdevelopment up until installation of the final system and trainingof the users.

Metapraxis claims that it is applicable to all organisations.


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A Structural EIS Framework

This framework was put forward to classify theresults of a study on EISs practices conductedin the US, in 1988

The study involved 50 companies that wereeither using an EIS or were very near to having

one operational. The framework consists of three components.

The first component, is a structural perspectiveof the development of EISs. It illustrates keyelements, important to the development

process and the interactions between them. Second component: dynamic process,third

component: user-system dialogue

The following diagram summarises thestructural perspective.


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A path framework for EIS

It describes how, "EIS evolve from the MIS foundationto answer managers' needs for integrated focusedand accessible information" (Millet et aI., 1991).

draws attention to the importance of timing and

coordinating EISs development The framework places emphasis on the importance

of choosing and managing the appropriate path oftransition leading to the installation of an EIS.

According to this framework, EISs development

happens as a result of an evolution through stages oftechnological and organisational capabilities.

Evolution from MIS to EIS: a shift from a batch to aninteractive environment, and then, an increase ininformation focus and integration.


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3.Batch EIS KPIs CSFs

Integrated information Periodic paper reports

4.Online EIS Selective, ad-hoc frequent

monitoring KI and Backup detail

1.MIS By-product Bottom-up

Isolated, scattered, highvolume reports

2.Query Selective, ad-hoc access

for query and analysisused by staff


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A Structurational framework

Giddens' Structuration Theory is an attempt toidentify an appropriate way to address socialissues by integrating different schools ofthought within the social sciences (Walsham

and Han, 1991). It is essentially a high-level conceptual scheme

in which other theories and methodologiescan be contained.

This framework can be used for analysis andinterpretation of the installation of an EIS.


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- comparision of the four frameworks


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-strengths and weaknesses of

the 4 frameworks


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Some EIS Limitations and

Pitfalls to AvoidCost: a 1996 survey showed an average

development cost of $449,000 with annualoperating costs of $223,000.

These figures could be significantly higher in practice, since costs ofsystems developed or enhanced in-house, are difficult to determine

and include in such surveys (Ryan, 1989).

Technological limitations: the EIS needs to beseamlessly integrated into the companys

current IT architecture, so it is a hugechallenge to the designer.

Organizational limitations: the organizationalstructure might not be right.


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Agendas and time biases: the EISrepresents only part of executives totalagenda, and it may become easy to beoverly reliant on it.

Managerial synchronization: heavyreliance on the timely, EIS reports maydisrupt stable, well-established reportingcycles.

Destabilization: fast EIS response may

cause the executive to react too swiftly,leading to less stability in the organization.


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why they fail

Some factors that contribute to EIS failure:

Lack of management supportDeveloper failures

Technology failures (wrong product choosen)

Costs

Time


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when the potential benefits of the system arenot realized (Alter and Ginzberg, 1978)

when the Information System is not used(Lucas, 1975)

when the users have a negative attitudetowards the system (Bailey and Pearson, 1983)

when there is substantial user resistance(Markus, 1983)

when a functioning system is not delivered(Gladden, 1982)


why they fail afterimplementation


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References

Kaniclides T. and Kimble C., EIS: A Framework for theirdevelopment and use, 1994

Edin, I. ,st Kademe Yneticilerin Enformasyon Kullanmve Enformasyon Sistemlerinde Beklentileri, 2004

Orlikowski W. J. and Robey D., Information Technology

and the Structuring oforganisations. Information SystemsResearch. Vol. 2, 1991, pp. 143-169.

Millet I. et al.A Path Framework for Executive InformationSystems. Transactions of the Eleventh InternationalConference on Decision Support Systems, 1991.

Ryan A. J., Cost of EIS a big deal for mostfirms.

Computerworld, July 24, 1989 p. 46 Weigel H., Executive Information Systems-Turning Data

into Knowledge, Energy Information Administration,2000


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thank you for your attention

executive information system products

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