Materi Information System

Information Systems Without
Information Technology

The Problem with Information Technology
There is a global problem with information technology:
A survey of all African public sector IT projects funded by the World Bank
concluded: "in the majority of cases, several factors have constrained organisations
from effectively using the technology and the information it provides, or have proved
to be constraints on the sustainability of IT." (Moussa & Schware 1992). Some
equipment remained in its original packaging or, if unpacked, sat unplugged on a desk
as a very costly 'executive paperweight'.
Investigation of more than US$500m spent on IT by the Turkish government
concluded: "Despite various attempts to coordinate investment, improve procurement
practices and develop complementary human resources, computerization does not
appear to have resulted in any measurable increase in public sector productivity."
(World Bank 1993).
Research on IT-based systems in the UK public sector estimated that 20% of all IT
expenditure is wasted, while a further 30-40% leads to no net benefits accruing
(Willcocks 1994).
Even the biggest spender of all, the US government, has problems: "Despite spending
more than $200 billion on information management and systems in the last 12 years,
the government has too little evidence of meaningful returns." (US General
Accounting Office 1994).
These are public sector examples but the private sector is not immune, as crosssectoral
studies in the US conclude:
"As many as 75 percent of all large systems may be considered to be
operating failures." (Laudon & Laudon 1998)
Paul Strassmann (1997) reports that the relationship between US corporate results and
investment in information technology 'is acquiring a slightly negative bias'.
Productivity growth in the Japanese economy has been far greater than that in the US
despite (or could it be because of) the fact that US investment in IT is far higher than
in Japan.
Failure of IT-based information systems is therefore incredibly widespread and there
is a yawning gap between the claimed positive potential of IT and the largely negative
reality. Huge sums of money are being invested in IT but a large proportion of this is
going to waste in total failures. An even larger proportion is resulting in ineffective or
underutilised information systems. Most of the remaining systems are, at best, only
partially effective.

Information Systems and Development
Whether you believe the foregoing to be overstated or not, I'm sure you would agree
that there are some definite problems with IT-based information systems. Rather than
follow the 'context' line of enquiry as the vast majority of academic and consultancy
work does, it would therefore seem at least useful to see where the 'technology' line of
enquiry takes us in development.
At a recent conference, the question was posed 'What would the computer look like if
it had been invented in a developing country?". More generally, one might ask "What
forms of technology will sustainably support information systems in developing
countries?".
One answer might be very much rooted in IT - indeed, in very high-tech IT. Geoff
Walsham and Sundeep Sahay's work on environmental information systems, for
example, discusses the spatial representations that Indian foresters hold in their heads
(Walsham 1998). In this non-map-based culture, standard geographical information
systems conflict with, rather than supporting these representations. However, one can
envisage some futuristic IT that would be supportive emerging from the developing
domains of virtual reality, wearable computing, and data visualisation.
An alternative answer - falling into line with the evidence presented above - would
look for non-IT 'technologies': let's call them 'techniques'. Such techniques might, in
fact, already exist in developing countries. We could therefore answer the first
question by saying: "The 'computer' has already been invented in developing
countries - but it doesn't look anything like a computer."
So what are these non-IT techniques for supporting information systems? Some are
obvious and all around: conversations, stories, pictures, meetings, and paper-based
methods. There may be others which those of us brought up in a rationalist and
technology-dominated tradition simply fail to recognise or fail to value.
Many of these non-IT techniques are international but some might be particular to
developing countries (DCs). Certainly there are information-related differences
between North and South. One is constantly reminded of these when African or Asian
colleagues and study fellows can remember verbatim a casual conversation from
months previously whereas UK students struggle to remember what was said five
minutes ago unless they've written it down.
If there are DC-specific techniques, could there be value in a transfer of these
techniques from South to North, reversing the normal flows of technology (Mundy
1998)? Perhaps there could, because a clear management trend in the North over the
past couple of decades has been the recognition and the legitimation of the informal
and the subjective. The main emphasis of writers such as Tom Peters and Rosabeth
Moss Kanter has been to expose and debunk the formal, rational models of
management and organisation that were dominant during the middle part of this
century.
The information systems required to support these informal, subjective processes
generally need to be non-IT-based. Hence, for example, the championing by Colin
Hastings (1996) of 'soft networking' as a key to success in the organisation of the
future. Hence also, Tom Peters' argument that the world is too complex - and
increasingly so - to understand using formal, IT-based information systems. We can
never encompass reality this way. Instead, we 'live, reason, and are moved by symbols
and stories.' (Peters 1987).
Developing countries have thousands of years' experience in developing soft
networking, symbolism, stories, and related techniques. Before these are
systematically devalued and driven out by the tide of globalising Western technology,
maybe we can identify, analyse, and disseminate them for the benefit of organisations
in both developing and industrialised countries.
Maybe, too, the tide of globalising Western technology has some counter-currents
within it of which the following may be rather random examples:
??The decision by a number of Western nations to stop all future nuclear power
plant developments.
??British legislation banning ownership of all handguns.
??Dutch 'home zones' that seek to restrict and ultimately remove cars from
residential areas.
??The 'White Dot' campaign encouraging people to turn their TVs off for one
week a year.
??The recent UK advert by mobile communications firm Orange seeking to
reassure people about the negative impacts of information and communication
technologies.
??The developing neo-Luddite movement in the US and the flan-flingers of
Belgium who 'got' Bill Gates.
??Growing 'new age' and environmental movements that are at least wary of, and
at most antithetical to, new technology.
What do these tell us?:
??That people are worried about new technology.
??That people have the power to shape technology trajectories.
??That some people, at least, are looking for techniques and models that are not
based on the latest technology.
I therefore suspect that interest in non-IT-based information systems amongst both
managers and the wider public is likely to increase. These Western 'counter-currents'
are then likely to spill over into developing countries, even assuming they are not
already present.

EDI

EDI (Electronic Data Interchange)
What Is EDI?
EDI is the electronic exchange of common documents such as purchase orders, invoices and fund transfers between trading partners. It allows two companies to communicate via their computer systems and a third-party network, thereby reducing the potential for human error and saving time and money.


Centralizing E-Commerce
Background
As part of a major reorganization, British
Petroleum (BP) America decided to outsource
support and maintenance of its information
technology (IT) functions and systems.
Included in the decision was an extensive
electronic commerce and data interchange
(EC/EDI) application with many trading
partners and transaction sets.
A new communication server had recently
been installed to handle all electronic commerce
transmissions. However, upgrades to
the EDI application software were needed,
as were modifications to the file transfer
procedures. Business pressures required
new transaction development and application
integration, with growth of existing
relationships an objective for some business
units. At the same time, it was imperative
that the current EC/EDI environment
remain stable and operational.
Business Objectives
BP America asked CTG to help it deliver
cost-effective EC/EDI services and provide a
single center of expertise for EDI and other
electronic commerce methods for its North
American business operations.
BP America wanted the center to provide a
business process methodology, e-commerce
consulting, EDI integration, and support and
maintenance of the EC/EDI infrastructure. It
also wanted the center to serve as a single
portal for all e-commerce transmissions,
thereby insulating customers and suppliers
from the diverse application platforms used
by the many operating units. Trading partners
and business leaders could then work with
only one support group rather than many.
The CTG Solution
Under a managed services agreement, CTG
provides BP America in North America with
a centralized EC/EDI department. As the
first point of contact for internal business
managers, application designers, and external
trading partners, the EC/EDI team is the
focus of expertise for standard and nonstandard
e-commerce.
The team works with business leaders to
recommend the best approach for using
e-commerce tools. With application developers,
the EC/EDI team determines how
best to integrate EDI transmissions into and
segregate them from business applications.
CTG EDI specialists provide mapping and
translation skills to transform business data
into standards-based transactions that can
be sent or received by the many BP America
internal applications.
The daily operation of the EC/EDI application
and communications is monitored and
supported by CTG experts. The support staff
applies software upgrades, responds to production
errors, and maintains ancillary data
stores and procedures.
The EC/EDI team took a leadership role in
the year 2000 (Y2K) migration effort, assuring
that all the trading partners and transaction
sets operated smoothly into and
beyond the year 2000. Infrastructure hardware
and software upgrades, as well as
transaction set upgrades, were installed
and tested to meet the company’s Y2K
strategic goals.

Customer Relation Management

What is CRM?
CRM is the broad category of concepts, tools, and processes that allows an
organization to understand and serve everyone with whom it comes into contact.
CRM is about gathering information that is used to serve customers—basic
information, such as name, address, meeting and purchase history, and service and
support contacts. In a supplier relationship it might be procurement history, terms
and conditions, or contact information. This information is then used to better serve
the clients.
Who is the “C” in CRM?
For the purposes of discussing CRM, we need to think of the “customer” in the
broadest sense. Our definition needs to include suppliers, partners, investors,
employees, and others we deal with in our definition. Each of these groups has
specific and unique requirements when dealing with your organization. Customers
need to be able to find out about your products and services and be able to make
purchases. You need to track each customer’s activity in order to make offers of
complimentary products and new products that you may provide. Keeping in mind
that eighty percent of your business will come from twenty percent of your

customers—the 80/20 principle—it will be important for you to know who is among
the twenty percent when they visit your site.
Investors will have needs that relate to the operation of the business and the
performance of their investment. Making some of that information available on the
web site will accomplish two things: (1) investors will be better informed, and they
will be able to find out the information they require without making specific
inquires that take time to provide; (2) investors will get the same information at the
same time.
Suppliers and partners want to be connected with your organization. Creating
special places where these strategic partners can participate is valuable. Providing
them with information, such as product promotions, press releases, and advertising
campaigns will build strong relationships.
The “E” Customer
Online customers are different from those who are able to contact you and deal
with you directly. They have a unique set of expectations. Generally, they expect
immediate service, either by finding what they need on your site themselves; or,
they may expect that the goods or services be delivered without delay.
It is also common for prospective customers to have new or different levels of
understanding about your business. An example of this was found by a book
printing company that moved to the web to deliver a new “print to need” service.
Their existing customers are those organizations and individuals that have books
and manuscripts ready to print and simply required final printing service. What they
found was that individuals with books in progress or even those with the idea that
they might want to write a book were now visiting their site. These potential
customers need information about the self-publishing process before they are ready
to buy services. It is important to provide information services to satisfy their
requirements, so they will use the book printing services when they’re ready.

Customer Relation Management (Aplication)

Westwood Colleges Selects Campus Management Corporation for CRM
Campus Management integrates with PeopleSoft student system to help drive enrollments
(Boca Raton, FL- October 10, 2006) – Campus Management Corporation today announced that Westwood
Colleges has selected Campus Management as its Constituent Relationship Management (CRM) and
business intelligence software provider, to enhance recruiting and enrollment for its online degree program.
Campus Management’s solution is being integrated with Westwood’s existing PeopleSoft® student
administrative system.
“Campus Management’s expertise in marketing automation and recruiting expressly for Higher Education,
and their rapid implementation and deployment, were critical factors,” stated Segar Annamalai, CIO for
Westwood Colleges.
Key features of the software solution’s functionality include:
 Customizable web portal for applicants, enabling 24/7 self-service and online application
 Automated aggregation and de-duplication of inquiry leads coming from the Internet or call centers
 Smart-assignment of prospective students to the most appropriate admissions representative
 Real-time business intelligence charts and graphs that track marketing and recruiting effectiveness
 Built-in business reports essential to assessing performance and compliance
 Workflow automation of key administrative tasks unique to Higher Education
Campus Management’s solutions can be configured to automate recruiting and admissions, including rapid
response to potential new students, as well as packaging Financial Aid and managing student accounts.
More than 100 campuses worldwide use Campus Management’s web portal solution to serve students
enrolled in distance education or blended online and classroom programs.
About Campus Management Corporation
More than 900 colleges, universities and distance education providers worldwide rely on Campus
Management for efficient, scalable, and flexible administrative solutions that enhance institutional
excellence. Rapid implementation of its highly integrated system benefits diverse traditional and nontraditional
programs and distinguishes Campus Management’s One Campus technology vision for higher
education. The company won Microsoft’s 2005 Public Sector award for innovation in Higher Education;
and, it was named Microsoft’s Global ERP Solutions Developer of the Year in 2003. Campus
Management’s solutions are designed to manage the entire student lifecycle from recruiting and enrollment
to career services and alumni relations. For more information, visit www.campusmanagement.com.
About Westwood Colleges
Westwood Colleges is an institution of higher learning dedicated to providing high quality, career focused
undergraduate and graduate programs…needed to launch, enhance or change careers. The College operates
17 campuses in 6 states including Colorado, California, Illinois, Georgia, Virginia and Texas. Westwood
Colleges offers 32 degree programs and 2 diploma programs in the following categories: Business,
Technology, Design, Health Care, Criminal Justice, and Industrial Services. Westwood Colleges Online (a
division of Westwood College, Denver North) provides fully online, distance learning education in a range
of undergraduate and graduate degrees. Westwood Colleges and its online division are part of Alta Colleges,
Inc based in Denver, Colorado. For more information, visit www.westwood.edu