Executive Information System Products

Simin Toker 135808023

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 after the implementation -references

EIS - in a nutshell
computerized information systems designed to be operated directly by executive managers without the need of any intermediaries (third parties)

Executive Information Systems at -what they aim A glanceandfirms financial

getting an accurate picture of overall operations may include a summary of what competitors are doing business situation

An EIS is a special type of DSS designed to support decision making at the top level of an organization.
drill-down approach

Key Performance Indicators are clearly displayed

easily customisable and can be tailored to the needs and preferences of the individual executive

easy access to both internal and external information relevant to meeting the strategic goals of the organization

Executive Information System Products

the basic principle: data arrangement
Early

EIS products: developed for use on highpowered 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 to changes in the organization and in technology. Use of real-time data leads to faster, more informed decisions (example: SAP HANA).

Executive Information Systems how they work

Building

an EIS is much like building any other type of modern information system. A structured development approach should be followed from design to implementation. Yet, EIS projects tend to be unique and require working in the realm of executives. Building an EIS may turn out to be the most horrible task a developer ever faces.

*Example:

EIS System Structure

External Information and Data EIS Screen 1

Internal Information and Data

Evaluation and Classification of the information

Handling of Data or Information

EIS Screen 2

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

EIS Screen Interfaces may include...

Exception Drill-down Navigation News Forecast

reporting

analyses E-mail and reminder functions

-Hardware Components
An

EIS requires no specific or unique hardware. A key issue is to be sure that the EIS components optimize and conform to the organizations computing resources. The system must be configured so that the resources are well-matched to the executives using them.

-Software Components
In

contrast to hardware, software is usually highly specialized to the problem domain. To choose the right software meeting the specific needs is highly important to achieve the tailored requests of top management SAP Netweaver Business Warehouse (BW) and its end user reporting component Business Explorer (BEx) is a good example for an Executive Information System.

-four frameworks for EIS development

ESPRIT

The first framework model of the installation of Resolve, a commercial EISs software package marketed by Metapraxis. ESPRIT is a sequential framework in the form of a six-phase approach. It starts with a feasibility study and follows on to other stages of development up until installation of the final system and training of the users. Metapraxis claims that it is applicable to all organisations.

A Structural EIS Framework

This framework was put forward to classify the results of a study on EISs practices conducted in the US, in 1988 The study involved 50 companies that were either using an EIS or were very near to having one operational. The framework consists of three components. The first component, is a structural perspective of the development of EISs. It illustrates key elements, important to the development process and the interactions between them. Second component: dynamic process,third component: user-system dialogue The following diagram summarises the structural perspective.

A path framework for EIS

It describes how, "EIS evolve from the MIS foundation to answer managers' needs for integrated focused and 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 of transition leading to the installation of an EIS. According to this framework, EISs development happens as a result of an evolution through stages of technological and organisational capabilities. Evolution from MIS to EIS: a shift from a batch to an interactive environment, and then, an increase in information focus and integration.

3.Batch EIS KPIs CSFs Integrated information Periodic paper reports

1.MIS By-product Bottom-up Isolated, scattered, high volume reports

4.Online EIS Selective, ad-hoc frequent monitoring KI and Backup detail

2.Query Selective, ad-hoc access for query and analysis used by staff

A Structurational framework

Giddens' Structuration Theory is an attempt to identify an appropriate way to address social issues by integrating different schools of thought within the social sciences (Walsham and Han, 1991). It is essentially a high-level conceptual scheme in which other theories and methodologies can be contained. This framework can be used for analysis and interpretation of the installation of an EIS.

- comparision of the four frameworks

-strengths and weaknesses of the 4 frameworks

Some EIS Limitations and Pitfalls to Avoid

Cost:

a 1996 survey showed an average development cost of $449,000 with annual operating costs of $223,000.

These figures could be significantly higher in practice, since costs of systems developed or enhanced in-house, are difficult to determine and include in such surveys (Ryan, 1989).

Technological

limitations: the EIS needs to be seamlessly integrated into the companys current IT architecture, so it is a huge challenge to the designer. Organizational limitations: the organizational structure might not be right.

 Agendas

and time biases: the EIS represents only part of executives total agenda, and it may become easy to be overly reliant on it. Managerial synchronization: heavy reliance on the timely, EIS reports may disrupt stable, well-established reporting cycles. Destabilization: fast EIS response may cause the executive to react too swiftly, leading to less stability in the organization.

Executive Information Systems why they fail

Some factors that contribute to EIS failure:
Lack

of management support Developer failures Technology failures (wrong product choosen) Costs Time

Executive Information Systems why they fail after implementation

when

the potential benefits of the system are not realized (Alter and Ginzberg, 1978) when the Information System is not used (Lucas, 1975) when the users have a negative attitude towards the system (Bailey and Pearson, 1983) when there is substantial user resistance (Markus, 1983) when a functioning system is not delivered (Gladden, 1982)

References

Kaniclides T. and Kimble C., EIS: A Framework for their development and use, 1994 Edin, I. ,st Kademe Yneticilerin Enformasyon Kullanm ve Enformasyon Sistemlerinde Beklentileri, 2004 Orlikowski W. J. and Robey D., Information Technology and the Structuring oforganisations. Information Systems Research. Vol. 2, 1991, pp. 143-169. Millet I. et al. A Path Framework for Executive Information Systems. Transactions of the Eleventh International Conference 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

thank you for your attention