how to design mis 29pgs

8/3/2019 How to Design MIS 29pgs

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CERIS PAC Research Training Project

Knowledge For Action Action for Knowledge

How To Develop a Management Information System (MIS) 1

HOW TO DEVELOP A

MANAGEMENT INFORMATION

SYSTEM


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HOW TO DEVELOP A MANAGEMENT

INFORMATION SYSTEM

The workshop discusses the strategy and approach to developing

management information systems in community oriented projects and

programs. Participants will discuss their approaches and experiences in

researching information needs, designing performance measurement

frameworks, developing indicators, evolving work plans and reporting results.


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GOAL

Contribute to a better understanding of organizations, communities and clientsOBJECTIVES

To stress the importance of Management Information Systems in keeping records ofservices provided by Community based organizations

Purpose

Understand the basics of management information system (MIS) familiarize with thestages of development of a simple MIS and its applications.


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- WORKSHOP BACKGROUND FOR CERIS -

WORKSHOP LENGTH

Three hours

TRAINING METHODS

Adult education Participatory Experiential learning Use of visual aids Small group work: discussion, exercisesTEACHING AIDS AND EQUIPMENT REQUIRED

Transparencies Flipchart, markers and masking tape Overhead projector and screen Notepads Nametags PensFACILITATION MEDIUM

EnglishASSUMPTION

Community based agencies benefit from developing a management information system.

This is an introductory program for frontline workers, practitioners and coordinators

without background in MIS.


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FACILITATOR: REQUIRED KNOWLEDGE AND SKILLS Familiarity with CERIS-PAC Project Knowledge of immigrant and refugee serving agencies in Greater Toronto Area Sound understanding of management information system Good skills and knowledge of adult education methods Experience with development of MIS in non-profit sector

NOTES TO THE TRAINER

Trainer needs to arrange copies of overheads in order of the modules. On the left side

pouch in the folder insert draft agenda, a notepad and the evaluation form. The goal and

purpose statements and the workshop objective could be written on flipcharts and taped

on the wall before the workshop commencement.

Round table(s) would be ideal for effective participation. Overhead projector, screen and

flipcharts will be needed. Find out the facility for coffee, tea and drinking water at the

venue and the location of wash rooms for men and women. While choosing a venue,

prefer one with handicap accessibility. Effective use of participants as volunteers will be

useful in conducting discussion sessions and in displaying flipcharts.


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- AGENDA -Welcome

Introduction

Review of agenda and objectives

Current Practices in MIS Experience sharing

Importance of Management Information System

Concepts of Information, Information Systems and Management

Dos and Donts in developing MIS

Steps in developing MIS

Evaluation

Closure


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- CURRICULUM -

1. Welcome (5 minutes)The representative of the agency hosting the workshop venue (agency whose facility is

hired for the workshop) or the facilitator introduce themselves could welcome theparticipants and introduce the facilitator. Further, the representative could walk through

the physical facilities such as the arrangements for coffee/tea, washrooms and telephone

facility.

2. Introduction (Discussion, 5 minutes)The facilitator may choose to introduce herself/himself briefly in terms of directly related

work experience and academic background. Then, explain the purpose of CERIS-PAC

Project on Knowledge for Action and Action for Knowledge and how the present

workshop is related to it. The participants could be invited to introduce themselves by

name, job title and their organizational affiliation.3. Review of agenda and objectives (Flipchart, discussion, 10 minutes)The facilitator could explain the agenda for the workshop including the break time and end

time. S (he) could elucidate the goal and purpose of the workshop. S (he) could also

explain the context and background expected of the participants. The facilitator could ask

each participant to describe his or her expectations and learning objectives. Then the

facilitator may consider amending the agenda to build in participant requirements.

4. Role and significance of Management Information System (Overheads,

discussion, 25 minutes)

The facilitator sets the tone for a participatory atmosphere for the workshop by asking

participants what do they think of MIS. This could generate a good discussion and

contribute to unfreezing.

Why MIS?

The facilitator introduces the overhead on `Why are we focusing attention on developing

MIS. An important concept emerging in non-profit sector is `competitiveness of agencies

and how to become competitive in an environment of funds crunch. The facilitator coulddiscuss the dependence and interrelationships among different units such as finance,

program development, outreach, etc within an agency.

Canadas workforce largely consists of knowledge-workers. The facilitator stimulates

discussion in reviewing the impact of globalization, funding cuts, need for increased

productivity and demands from funders to demonstrate results. Underline the fact that

about 80 per cent of a frontline workers time is devoted to receiving, processing and


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sharing information in community agencies. Two significant resources of a modern

organization are people and information and success depends on how these are managed.

The facilitator needs to explain that developing a MIS has costs as well. These relate to

equipment, hiring of personnel, orientation and training and staff time adjustment. The

decision to develop a MIS is an important one and has to be ratified by the Board basedon a recommendation from agency management. Introduction of MIS calls for newer skills

among the staff to cope with the changes.

Management functions and MIS

The facilitator shows the overhead on management functions. Information is gathered

around critical functions of management such as planning, organizing, staffing, controlling

and communicating. Among these functions, MIS is closer to the controlling function as it

provides feed back on organizational performance and helps in monitoring.

Types of management informationExecutive decisions are made using a variety of information. The facilitator introduces the

overhead on types of management information and enables the participants to distinguish

various types and uses of management information. It is vital for the organization to

survive and grow by accessing and processing not only internal information but also

external information. The facilitator could use the examples to elucidate the messages.

External information could include socio-economic situation of clients, public policies,

amendments in social legislation of importance to an agency, funding programs introduced

or planned by federal or provincial governments, grants from foundations and the work of

other agencies.

Role of Information

The facilitator highlights the role and uses of information and introduces the overhead on

why management information system. The facilitator promotes discussion by clarifying the

differences between data and information. Discuss the attributes of information,

particularly the issues of authenticity, timeliness and confidentiality. These factors

underline the significance of information as a resource.

Types of Information Systems

In continuation of the discussion on role of information in community agencies, the

facilitator draws the attention of participants to four types of commonly used information

systems. Introduce the overhead on types of information systems and explain with

examples each type. For example, office information system exists in each agency as most

of them have telephone and fax and undertakes correspondence. The decision support

system is a way by which the Board uses the information provided by agency management

to determine policy or other decisions.


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5. Steps in developing MIS (Overheads, flipchart, and discussion 40 minutes)After facilitating an understanding of basic concepts and elements of MIS, the facilitator

initiates the discussion on what are the steps involved in creating a MIS. The set of two

overheads on steps in MIS development is to be introduced while discussing the different

stages. These steps are more appropriate for a computer based MIS.

Preliminary Investigation

In this phase, the agency needs to critically assess its current system in order to justify the

cost and time involved before deciding on having a new MIS. The facilitator needs to

clarify the MIS need not always involve computers. However, if there are computers the

work gets accelerated.

Requirements Analysis

The facilitator discusses the methods and means of ascertaining the information needs tobe addressed by MIS. Further, the mechanisms for gathering information from primary and

secondary sources are to be determined by agencies. A critical factor is ascertaining MIS

needs of primary and secondary users.

System Design

The facilitator explains basics of a MIS system elucidating the inputs, the processing and

the outputs. While inputs include information provided by front-line workers, the outputs

could be various types of reports, including those sent periodically to funders . The

procedures define how and in what format the information will be inputted and by whomand at what intervals. The storage could be manual or electronic or both. Design specifies

the operational parameters at a drawing board stage. One of the inputs for MIS could be

information from a client database.

Other stages

The facilitator systematically discusses the different steps in MIS development in a

universalized perspective. In other words, it needs to be specified that these steps need to

be tailored to ones own situation. In the acquisition stage, hardware is procured after

appraisals and cost analysis. Draw attention to the need to ensure compatibility between

what is being acquired and what is already available within the agency.

The implementation step is a crucial one consuming considerable amount of time in MIS

development. Here the application development is done customized to the agencys needs.

The procedure and user manuals are developed and personnel are oriented in using MIS.

The software is installed once it is tested and debugged.


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6. Operationalizing MIS: Role descriptions (overheads, flipchart, discussion, 30

minutes)

In operationalizing MIS, who needs to do what needs specification. Two key roles in MIS

development are those of a MIS coordinator and MIS application developer/programmer.

An application developer may not be needed where the level of programming effort isminimal.

Role of MIS Coordinator

The facilitator illustrates the role and responsibilities of a MIS coordinator by introducing

the overhead on role of MIS coordinator in developing a MIS. It needs to be clarified that

a MIS coordinator could be anyone in the agency with enthusiasm and basic knowledge of

MIS concepts with computer literacy. This is important, as most of the agencies do not

have resources for a full-time MIS coordinator.

The coordinator acts as a linking pin among staff finding out needs, enabling design offorms, plotting information flow, preparing reports and motivating everyone.

Role of an application developer

The facilitator will show the overhead on role of application developer in MIS. In the

introductory remarks, the facilitator could mention that depending upon the complexity of

MIS design, an application developer might be needed. In some cases the MIS coordinator

could also undertake application development by writing programs. Often a ready-made

package from the market may eliminate the need for application development.

Developing MIS Dos and Donts

The facilitator initiates a discussion on dos and donts to be observed while creating a

MIS. Introduce the overhead on developing MIS dos and donts. This could stimulate

an interesting discussion on participant experiences and perceptions. Record on flip charts

the observations and suggestions of participants. Then reflect on the outcome of the

discussion.

7. What components could form part of MIS? (overhead, flipchart, discussion, 25minutes)

The facilitator reflects on the materials shared on developing MIS. The overhead on what

components could form part of a MIS in a not-for-profit organization is presented. The

facilitator discusses each component presented in the overhead. Then the facilitator could

organize a brainstorming session to enlist ideas of the participants and post it on flipcharts.

Alternatively, the facilitator could stick flipcharts and invite the participants to add to

those areas identified in the overhead.


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8. Closure (5 minutes)The facilitator provides in about five minutes a quick recap of the major events in the

workshop. Thank the participants for their participation and for their active participation

in the discussions. Encourage the participants to explore the need for MIS in theiragencies.

9. Evaluation (10 minutes)Hand out the evaluation form with a request to fill it. Collect the filled-in forms.


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Overhead sheet - 1

WHY ARE WE FOCUSING ATTENTION ON

DEVELOPING MIS?

The information explosion growing base of knowledgeworkers(70% Canadian work force)

The rapid pace of change(globalization, rapid social changes,

legislative changes, downloading, funding cuts, job losses, tax

reforms and so on)

The increasing complexity of Management (demands on

quality, competitiveness, timely delivery, etc.) The interdependence of organization units (finance, family

welfare, fund-raising, personnel, etc.)

The improvement of productivity (better outreach, more clients,

more programs, better accuracy, etc.)

The availability of computers for End-users(easy access, hand-

on service, wide literacy and interest)

The recognition of information as a resource


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Overhead sheet- 2WHY MANAGEMENT INFORMATION SYSTEM?

A majority of workers today are knowledge workers they spend

time creating, distributing, or using information. Example:bankers, coordinators, caseworkers, counselors, community

organizers, programmers, etc

About 80% of an executives time are devoted to information

receiving, communicating, and using it.

Information is the basis for virtually all activities performed in

an organization Best use of two key ingredients in organizations people and

information

Effective utilization of information systems in management.

Productive use of information

nformation is a resource to increase efficiency, effectiveness

and competitiveness of an enterprise

Some Examples of MIS

Airline reservations (seat, booking, payment, schedules,

boarding list, special needs, etc.)

Train reservation Bank operations (deposit, transfer, withdrawal)


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Overhead sheet - 3

WHAT IS INFORMATION?

Information is data presented in a form that is meaningful to the

recipient. It adds to knowledge and is relevant for the situation.Two types of information are accounting information and

management information.

Data becomes information when they are transformed to

communicate meaning or knowledge, ideas or conclusions. By

itself data is meaningless.

The attributes of an item of information are: accuracy, form,frequency, breadth (scope), origin, time. horizon. Attributes of a

set of information are relevance, completeness and timeliness.


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Overhead sheet - 4

TYPES OF INFORMATION SYSTEM

Information system aims at processing data: to capture details of

transactions, to enable people to make decisions, and/or to

communicate between people and locations.

1. Transaction processing system

Reasons for TP are recording, classification, sorting, calculation,

summarization, storage and display of results

2. Management Information System

(Management reporting system)

Provide information for decision support where information

requirements that can be identified in advance

Decisions supported by this frequently occur.

3. Decision Support System

Assist with unique and non-recurring decisions, which are

relatively unstructured

Mainly what factors to consider and what information are needed.

4. Office Information system

Combines word processing, telecommunications and data

processing to automate office information. Draws on stored data as

a result of data processing. Includes handling of correspondence,

reports and documents.


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Overhead sheet - 5

MANAGEMENT FUNCTIONS

Management is the act or skill of transforming resources (land,labor, capital and information) onto output to accomplish a desired

result or objective.

Planning establishing goals and developing policies,

procedures, and programs to achieve them

Organizing grouping activities and establishing organizational

structures and procedures to ensure that the activities areperformed

Staffing obtaining and training personnel to work in the

organization in order to achieve goals and objectives

Controlling measuring performance against goals and

objectives and developing procedures for adjusting goals,

procedures, or activities.

Communicating transferring information on goals, objectives,

and performance to personnel throughout the organization and the

environment


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Overhead sheet 6

TYPES OF MANAGEMENT INFORMATION

Seven types of information are necessary for top-level managers.

1.Comfort information: informs about current situation orachievement levels that are tuned to expectations. (Clients

served, target achieved, patients treated, operations conducted,

etc.)

2.Status information or progress information: keeps abreast of

current problem and crises and changes.(progress on office

construction, status of research study, labor negotiation, grant

application)

3.Warning information: signals that change for good or worse are

occurring (stock price, turn over, client complaints, etc.)

4.Planning information: descriptions of projects/programs due in

future, knowledge of anticipated developments(future of

funding, future of federal/provincial support )

5.Internal operations information: indicators on how organization/

program is performing.

6.External intelligence: information, gossip, and opinions about

activities in the environment of the agency. Competition,

funding policies, political changes, emerging social policies,

etc.

7.Externally distributed information: annual report before release,

quarterly progress report for donors, press releases about the

agency, publicity material before printing, etc.


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Among these, the first five are internal to the organization. Two

are external to the organization:


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Overhead sheet - 7

STEPS IN MIS DEVELOPMENT


The problem Magnitude and scope Alternatives Viability and cost effectiveness

Requirements Analysis Knowing the primary and secondary users Ascertaining user needs Primary and secondary sources of information Design, development and implementation needsSystems design

Inputs Processing Outputs Storage Procedures Human resources


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Acquisition/procurement Compatibility Cost effectiveness Performance standards After sales service Configuration PortabilityImplementation/installation

Application development Testing Debugging logical and syntactical Procedure and user manual preparation Orientation and trainingMaintenance and upgradation


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Overhead sheet - 8WHAT COULD BE THE ROLE OF MIS COORDINATOR

IN DEVELOPING A MIS?

Interact with user groups Identify the needs of users of MIS Designing of reporting formats Identify systems of information flow Ensure smooth flow of information within and outside the

organization

Time management tracking inputs/reports Act as interface among sections and management tiers Identify training needs of staff in MIS jointly with application

developer Organize monthly/periodic meetings to assess performance,

maintain minutes and follow-up on the decisions

Interface with the various divisions/units in the organization for

information sharing


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Overhead sheet - 9WHAT COULD BE THE ROLE OF COMPUTERPROGRAMMER/APPLICATION DEVELOPER

Participate in assessing users information needs

Develop computer based applications

Undertake initial testing and debugging applications Operationalize the applications

Staff training

Extend on-going support to users in handling the applications Focus on customizing inexpensive market software for agency

needs


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Overhead sheet - 10

DEVELOPING MIS DOS AND DONTS

DOs DONTs Have simpler and

manageable system

Develop common

understanding between

consultant and the

organization Involve programmer in needs

assessment

Customize off-the-shelf

software

Have simple software for

users to handle

Extensively involve users in

MIS development

Adopt modular approach for

s/w development

Be ambitious Be unrealistic in developing

action plan

Delay decisions on hiring

application developer/s Depend heavily on the

Consultant

Invest heavily in in-house

application development

Let vendors determine

hardware needs for LAN

Go for large applications


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Overhead sheet - 11

STEPS IN MIS DEVELOPMENT


The problem Magnitude and scope Alternatives Viability and cost effectiveness

Requirements Analysis

Knowing the primary and secondary users Ascertaining user needs Primary and secondary sources of information Design, development and implementation needs

Systems design

Inputs Processing Outputs Storage Procedures


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Human resources

Acquisition/procurement

Compatibility Cost effectiveness Performance standards After sales service

Configuration Portability

Implementation/installation

Application development

Testing Debugging logical and syntactical Procedure and user manual preparation Orientation and trainingMaintenance and upgradation


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Overhead sheet -12

WHAT COMPONENTS COULD FORM PART OF A MIS IN A NOT-

FOR-PROFIT ORGANIZATION?

Here are the applications selected by an NGO wishing to developMIS.

1.A database to record transactions of the different units withinthe NGO with their client system (local groups, CBOs, etc.) to

record all interactions in key functions of the organization.

2.A work plan application to enable people to plan/schedule theiractivities

3.A performance measurement application to ascertain and report

the progress of the activities in a results based management

framework

4.Financial information system to query, view and modify

activity related information and finances

5. Documentation and information resource system

6. Personnel information system

These need to be compatible and build on the existing systems to

minimize costs and time of the staff. This is an indicative list. You

need to decide what you want.


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Overhead Sheet 13

WHAT DOES THE CASE STUDY RECOMMEND ON SOFTWARE?

To reduce costs it could be cheaper to buy software off the shelf in

the market for:

File management system Documentation and information resource system Routine/repetitive operation programming (leave, attendance,

travel, etc.)

Financial information system Personnel information systemThese need to be compatible and build on the existing systems to

minimize costs and time of the staff.


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Handout case study

HOW TO DEVELOP A MANAGEMENT INFORMATION SYSTEM?

A CASE ILLUSTRATION

Here the experiences of a not-for-profit organization in developing a managementinformation system are presented. This is a typical case as it lucidly brings out the pros and

cons of going in for developing a MIS. This experience is recent as it pertains to 1997-98.

However the organization is yet to complete the installation of its MIS. The actual name

of the organization is not mentioned for the purpose of confidentiality.

Task Force

A task force was established to examine the idea of having a MIS in the organization.

Once it was decided to go in for a MIS, the Task Force was enlarged with the hiring of an

external consultant. The consultants role was to help the staff in design of the MIS planof action and assist in technical areas of application development, testing and

implementation of the Project. Besides the consultant, an Application Developer was hired

to join the MIS development team. A few representatives of the staff constituted the users

representatives on the team.

Orientation for staff

Initially a two-day orientation session was held for all staff by the consultant on the

concept and uses of MIS.

Need Investigation and Identification

Considerable time was spent with user groups in the organization to identify their needs.

Based on the needs a system was designed. The needs included:

A database to record transactions of the different units within the NGO with theirclient system (local groups, CBOs, etc.) to record all interactions in key functions of

the organization.

A work plan application to enable people to plan/schedule their activities A performance measurement application to ascertain and report the progress of the

activities in a results based management framework


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An executive/financial information system to query, view and modify activity relatedinformation and finances.

Why delays?

Target achievement in developing MIS was behind the schedule due to:

Overambitious plan of action of the consultant Expanded scope of work and complexity of MIS. Unrealistic action plan. Delays in hiring computer programmer Delay in selection of what hardware and software to acquire for MIS Non-involvement of computer programmer in needs assessment and initial design

process

Increased dependency on the consultant Absence of common understanding between the consultant, programmer and the

management

Based on the delays and problems in launching MIS in Phase I, the Project was revised

and the Phase-II was started with modest operational goals.

Lessons from the case

Concurrently develop capabilities in-house Have a technically simple system MIS needs to address basic needs of agency and user groups Use a modular approach linking modules gradually(do not develop a large application) Buy software as much as possible from market off the shelf and customize

how to design mis 29pgs

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