MIS Group Project Report Guidelines

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MIS Group Project Report Guidelines Powered By Docstoc
					               MIS Group Project Report Guidelines

                     A. Report Structure and Content

Your section headings should be numbered hierarchically, and their contents should be
consistent with those specified below. All the bold, underlined words are section headings
and should appear exactly as shown.

For some of the required elements, examples are provided in boxes.

                                 1. One-sentence Summary
Summarize your report in a single sentence, avoiding any details that are explained only
later in the paper (such as names or acronyms). This summary needs to stand on its own and
make sense.
                A hospital patient billing system can create more customer satisfaction by
                tracking and minimizing billing errors.

                                 2. Executive Summary
This is the expanded, one-page version of the above.

                                     3. The Existing System

3.1. The Business
What business is the organization in? Describe its market, product/service, and competitors.
What is the value-added it provides? If the company is a diversified conglomerate, focus
only on the strategic business unit in which the project owner (PO) works.

3.2. The Structure
Show and discuss the overall organizational structure using an organization chart. Do not
show names of specific individuals on this chart. Instead, show their title/function. Highlight
(by any visual means of your choice) the box in which the PO and his/her title appear.

3.3. The Business Variables

       3.3.1. Mission
       State the mission of the organization.
         Microsoft: "To empower people through great software – any time, any place, and on any device."

         Levi-Strauss: "To market the most appealing and widely worn casual clothing in the world."
3.3.2.A. Objectives
What is the major objective of the unit/department managed by the PO? This is not
an objective he/she should be pursuing; rather, it is an objective he/she is actually
pursuing as evidenced by the fact that
    a) He/she gets rewarded/reprimanded based on the extent to which that
       objective is met;
    b) He/she monitors the progress towards the objective by currently receiving
       and analyzing certain reports.

If it turns out that the PO pursues more than one objective, and these objectives are
unrelated, then select only one of them for this project. On the other hand, if these
objectives are related, then ask yourself, what is the nature of the relationship?
 If the objectives are related vertically/hierarchically (i.e. means/ends), then select
     the highest end as the project objective.
 If the objectives are related horizontally/laterally (i.e. both are means towards a
     higher end), then select that higher end as the project objective.
Number each objective: O1, O2, O3, etc. If the objectives exist at several levels
connected via the ends/means chain, show the relationships using a hierarchy of

1. To reduce pollution ( End)
2. To use grant funds to retrofit existing engines with cleaner burning technology ( Means)
A sample hierarchy of objectives appears at the end of this document. It links these two
objectives via all the intermediate, linking middle objectives.

3.3.2.B. Objectives  Critique & Redesign
Are all the right objectives identified?
Are the objectives defined at the right levels of the hierarchy of objectives?
Are the objectives related to one another logically and clearly?

3.3.3.A. Performance Indicators
Inherent in each objective currently being pursued is a performance indicator
currently being monitored. From each objective, derive its underlying performance
indicator(s), each numbered (KPI-1, KPI-2, KPI-3, etc.), with the numbers keyed to
the numbers assigned to the objectives. These should be consistent with the key
performance indicators based on which the PO is rewarded by his/her superiors.

Keep in mind that a performance indicator is a very explicit definition of how a
quantity is to be measured. Hence, the acid test of defining a performance indicator
correctly is that if you take that definition and assign a number to it, that statement
would make sense.

 Performance Indicators
        1.A. Amount of Nitrogen Oxide reduction achieved per year
               Standard: 500 ppm (parts per million)

         2.A. Total number of engines retrofitted with the use of grant funds per month
                Standard: 1000
        For each performance indicator specify the standard associated with it, i.e., the level
        of acceptable performance. This is variously referred to as “budget”, “benchmark”,
        “target”, etc. Discuss where these standards come from and how they were set.

        3.3.3.B. Performance Indicators  Critique & Redesign
        Do you agree with the performance indicators as formulated by the organization?
        Do you agree with the process by which the standards were set? With the standards?

3.4.A. The Information
What are the most important reports currently produced by the existing management
reporting system (MRS) that tell the PO how successful he/she is in accomplishing his/her
goals? Number the reports: R-1, R-2, R-3, etc. In the interest of confidentiality, feel free to
change the contents of the reports and replace the real names, figures, and financials with
bogus ones. But please leave the overall format of the report unchanged.

Note the relationship between objectives, performance indicators, and reports. Going
forward, one can say that every objective contains a performance indicator whose values are
shown in a report. Going backwards, one can say that every (management) report contains
information about performance indictors whose control is the objective of the PO. The
following table facilitates the visualization of this relationship:

              Objective                 Performance Indicator                         Report

  1                O1                                KPI-1                               R-1
  2                O2                                KPI-2                               R-2
  3                O3                                KPI-3                               R-3
  4                O4                                KPI-4                               R-4

While it is not required to show your work explicitly in the form of such a table, you are
strongly advised to use such a table “in your head” to make sure that the flow from the
objectives to the KPI to the reports are clear and logical.

In producing sample reports with bogus/fictitious numbers, create scenarios that reflect both
satisfactory performance (good news, positive feedback) and unsatisfactory performance
(bad news, negative feedback). Use color to distinguish the two as follows: Show the
most positive information (good news) and its major components in green; show the most
negative (bad news) information and its major components in red. Negative feedback
(e.g., sales are down) prompts the PO to delve deeper and deeper into its root causes,
whereas positive feedback (e.g. production costs are right on track) may be taken for
granted and not cause the PO to investigate WHY it is positive. As such, good news
information might provide little justification for diagnosis and drill down to figure out what
has gone right. On the other hand, bad news information provides negative feedback that
prompts the PO to delve deeper and deeper.
                Client          TOTAL SALES # of accounts Avg. Balance Last New
                Name              8/1/2004     8/1/2004     8/1/2004    Business Cumulative
 Client        Address              2003         2003         2003                  Recovery Average age
Number        City Name             2002         2002         2002     Current Fees    %     at Placement

 01-4948    XYZ Hospital           5,120,022.93             5,899              $867.82             7/2004
             123 MIS Lane          4,503.038.12             5,019              $897.19                               36.9           93 days
             Anytown, USA          4,203,292.92             4,910              $856.06             25/35%                                     Average age of
                                                                                                                                              accounts at
                                                                                                                                              listing is well
     Sales have grown                                  2004 average balance                                          Cumulative               below the norm
                                                                                  New accounts      Fee schedule
     this year over past                               is consistent with                                            recovery is well         for this class of
                                                                                  sent last         is competitive
     years data                                        previous years                                                above the set            business.
                               Number of                                          month             for this area?
                                                                                                                     benchmark for
                               accounts verifies                                                                     this class of
                               growth in sales                                                                       business.
                               this year

            Action Taken: Information sent to Sales and Marketing
                Client TOTAL SALES # of accounts Avg. Balance Last New
 Client          Address               2003                 2003                2003                          Recovery Average age
 Number         City Name              2002                 2002                2002            Current Fees     %      at Placement

  01-4948     XYZ Hospital          2,120,022.93             3,494             $606.76             04/04
               123 MIS Lane         4,503.038.12             5,019             $897.19                               15.8         211 days
               Anytown, USA         4,203,292.92             4,910             $856.06             25/35%                                         Is the average
                                                                                                                                                  age of account
   Sales are down over                                                                                                                            when listed too
   last two years...                                                                                                 Recovery is below            high and
                               Number of accounts                                                    Is current      the set benchmark            affecting the
                               verifies total sales                                                  fee             for this class of            recovery rate?
                                                        2004 average balance
                               drop                                                                  schedule        business.
                                                        is down, but not enough
                                                        to justify the drop in total KEY
                                                                                                     for this
                                                                                     INDICATOR       area?

                                                                                  No new
                                                                                  since April

 Action Taken: Client information immediatley sent to Operations to begin drill down process.
Identify each column (either by letters or numbers) and explain each separately. Where did
the figures in that column come from? How were they calculated? How are they interpreted?

3.4.B. The Information  Critique & Redesign
Is the information system producing the right reports in terms of:
          Frequency: Is the information provided as speedily and frequently as needed
            (hourly, daily, weekly, etc.)?
          Level of aggregation: Is the information processed at a sufficiently high level, or
            is it still data that needs to be further processed manually by the PO?
          Form: Is the information provided in the optimal format (graphic vs. numeric)?
          Content: Is the right information provided, specifically relating to the
            performance indicators identified above?
3.5. The Data
The reports produced about your operational system by your MRS are feedback produced
based on data originating from your transaction processing system (TPS) via the database,
as shown below:






              Processing                                                Operations

       3.5.1.A. Operational System
       First, diagram the operational system under the control of the PO and whose
       performance is reflected in the reports described earlier.

       Regardless of what specific type of diagram you use, it must be capable of showing
       the following components:
            what tasks are done, and by whom (not a person’s name but his/her title; or
               the computer, if automated)
            the flow of data from one process that generates it (output) to another
               process that needs it (input)
            the flow of control (sequencing); which task is performed before or after
               which task, including branching (if ... then ... else ...) often shown as a
            which tasks generate/capture raw data (i.e., are transactions), and what data
               they generate
            the starting point (trigger) and termination point of the process
Although you do not have to, a particular type of diagram you may want to use is
“swim-lane” diagram. Refer to the following website for an understanding of how
such a diagram looks like:

Click on any of the links, then click on the LEGEND link (on the right) to become
familiar with the symbols used, and then click on a few sample processes to
appreciate how the symbols are used in the diagrams.

Second, describe in narrative form how the operational system works. This is a
textual explanation of the diagram above, and should follow it closely.

3.5.1.B. Operational System  Critique & Redesign
Does the operational system consist of all the right steps, sequenced properly?
If not, redesign the operational system, showing very clearly the points of departure
from the existing system (how the existing system was modified).

3.5.2.A. Data Generation
Consistent with the above, describe what raw transaction data is captured by the
information system at each stage or phase of the operational system. Show any
forms that may be used to capture this data.

 A sample data capture form appears at the end of this document

3.5.2.B. Data Generation  Critique & Redesign
Is the right data about operations being captured and recorded? Are appropriate
procedures used for collecting this data?

3.5.3.A. Data Storage
How is the above data organized and stored? If you are not able to get a glimpse of
the current database structure, use your knowledge of database design to infer how
data storage must be designed.

 A sample data storage diagram appears at the end of this document

3.5.3.B. Data Storage  Critique & Redesign
Is the data being organized and linked the right way?
                                 4. Analysis and Feedback

4.1.A. Analysis
Describe an instance (real or fictitious) of reports discussed in section 3.4.1. containing
negative news about the performance relative to the performance indicators discussed in
section 3.3.3. In the current organizational setting, how would this “bad news” be analyzed
and interpreted? What drill-down mechanisms (if any) would be used to get better insights
into the sources/causes of the trouble? How far, and in terms of what variables, would the
information be capable of being drilled down?

4.1.B. Analysis  Critique & Redesign
Is the information analyzed properly?
Are the drill down methods effective? Do they cover all the variables in terms of which dill
down can take place?

4.2.A. Feedback
What mechanisms would be used in the organization to provide feedback to operational
levels? Which operational units would receive the feedback, and how? How would the
negative feedback be converted into a positive plan of action? What learning would place?
What insight/knowledge would be generated? What operational changes would take place as
the result of the analysis in section 4.1.?

4.2.B. Feedback  Critique & Redesign
Is the right feedback provided to the right people at the right time? The right form? The right
                                   B. Writing Style

Write the report as a professional project write-up rather than an academic paper. Use the
outline format (with numbers or bullets showing hierarchical division) to explain details. For
instance, if identifying three problems with the current system, number each problem, give it
a short characterization, and then explain its details. Do not confuse using the bullet outline
form (such as the one used in this document) with the “telegraphic outline” form in which
each bullet contains a single word without any explanation of what it means or what it
relates to.

Type single-space, using Times New Roman 12-point font for the main text. Do not use any
covers or binders to hold the pages together. Just staple them at the top left corner. Provide a
table of contents, with page numbers specified. There is no constraint pertaining to the
length of the report.

To further clarify your writing, use every opportunity to show:
 Samples of the forms/documents/reports of the current system.
 Sketches (with bogus data) of the forms/documents/reports of the proposed system.

If you are using any acronyms outside the scope of those defined in the course (such as TPS,
MRS, etc.), then list all of them alphabetically in an appendix and define/explain each.

If any diagram is too small or is unreadable for any other reason, it will be treated as

Every table/diagram/graph/form needs to be numbered sequentially and referred to as such
in the body of your paper.

If you use any special symbols in a diagram, explain them in a legend.

If you use any special symbols, explain them in a separate appendix.

In addition to turning in a hard copy, you are required to email the final version. Please
make sure you send me a single word file. If you need to refer to spreadsheets or other types
of files, please incorporate them into the word document; do not send them as separate
                               C. Oral Presentation

The team leaders will not take part in the oral presentations. They may be involved in the

Team leaders will receive all the points intended for the oral presentation of the project
findings to class despite their not taking part in the presentation itself. This is because of
the substantial amount of time and effort they will be spending with their group
informing them about their company, its operations, and all the other facets relevant to
the project.

In your oral presentation, please observe the following points:
 Avoid staring at the instructor. Since this is a presentation to the entire class, please
    look at them!
 All your PowerPoint slides should be based on the contents of your written report. Do
    not include any material (particularly diagrams) in the oral presentation that is not
    also included in the written report.
 Diagrams should be large enough to be legible. If a diagram is too small to read, you
    will not receive any points for it; it will be considered nonexistent.
 Please do NOT write a large amount of text on a slide and then read the words
    verbatim to class off the screen. Each slide should contain only the
    highlight/summary of the point being made; the details should be communicated
    orally to class.
 Keep eye-to-eye contact and conversational tone at all times.
                                  Sample Hierarchy of Objectives

                                     To reduce pollution
                                     (in Central Valley)

     To prevent future             To reduce existing emissions

 31%                                                        68%                             1%
 To reduce stationary sources
(refineries, power plants, food         To reduce mobile sources         To reduce natural sources
         facilities, …)


   To reduce passenger                                                    To reduce
                                     To reduce heavy duty mobile
   vehicle source                                                         miscellaneous mobile
                                     source emissions: (trucks,
   emissions                                                              source emissions (off
                                     farm equipment, trains, and
                                                                          road, boats and other)

                                     To retrofit existing engines with      To provide incentives to
                                     cleaner burning technology             purchase new equipment

    Mandate retrofits                   To use grant funds (to …)
                                        Sample Data Capture Form

                                         Sample Data Storage Diagram

                                                                      4. Produce
Customer                                         Production          Management                            Management
           Customer ID,                                                 Report
             Product ID,                                                                  Management
            Sales details                                                                 reports
                                                 Order                                                     Accounting
                   1. Purchase                    info              Sales
                    products                                        records
                                        Sales                                                          Billable invoice
                                        record                                   3. Produce
  Add        Customer                                    Sales         Sales                            Invoice
customer       info and       Product                                  records
            credit limit     info and                                                                       Customer
                                                                      Sales records
                                                                                                         Packing slip
                                                                                      2. Ship
                     Customer                        Product                      products
                                                                                                       Shipping Info
                                                                  info and
                                         Product info            inventory                                  Shipping/
                                        and inventory                                                       Receiving


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