The Importance of Information Technology

The importance of Information Technologycompleteness and accuracy;
In the world of globalization, Information system is Improve the maintainability of
such where data are collected, classified and put intothe new systems;
process interpreting the result thereon in order to Reuse staff and skills on other
provide an integrated series of information forprojects;
further communicating and analyzing. In a Protect investment in analysis
progressively more spirited worldwide atmosphere,and design, and to allow freedom in implementation
Information System plays the role as 'enabler andtechniques.
facilitator', which endows with tactical values to the3.3 SSADM consists of three main components:
officialdom and considerable step up to the The structure or framework
excellence of administration. 'An Information Systemof an SSADM project
is a particular type of work system that uses A set of standard analysis and
information technology to detain, put on the air,design techniques
store, retrieve, manipulate or display information, The products of each
thereby partisan one or more other work structure'.technique
In totting up to taking sides assessment making,3.4 The structure of SSADM might appear a little
co-ordination and control, information systems maycomplex at first, but will make more sense as we
also help managers and workers investigatebegan to look at the method in more detail. Following
problems, envisage complex subjects and generatediagram illustrates the breakdown of the life cycle
new merchandise or services.into a hierarchy of modules, stages, steps and tasks.
Work systems and the information systems thatFigure 1- SSADM Structure Breakdown
support typically undergo at least four phases: a)Each module represents a SSADM phase, and is
initiation, the process of defining the need to changemade up of one or two stages. Where a module
an existing work system b) development, thecontains two stages, one will be an analysis or design
process of acquiring and configuring/installing theand the other will be a project decision stage. Each
necessary hardware, software and other resourcesstages is made up of between two to seven steps,
c) implementation, the process of making newwhich provide the framework for applying and
system operational in the organisation, and d)controlling the development techniques. The tasks to
Operation and maintenance, the process concernedbe carried out within each step define how the
with the operation of the system, correcting anytechniques should be used, and specify the required
problems that may arise and ensuring that thestandard of the products output from the step.
system is delivering the anticipating benefits. TheFollowing diagram shows the breakdown of SSADM's
management of these processes can be achievedmodules and stages.
and controlled using a series of techniques andFigure 2 - The Stages of SSADM
management tools which, collectively, tend to be3.5 The major analysis techniques mainly used are as
known as Structured Methodologies. Two importantfollows:
methodologies:  PRINCE (Projects Business Activity Modelling
IN a Controlled Environment), and(BAM) - explicitly describes what goes on that part
 SSADM (Structured Systemsof the business under investigation. The activities are
Analysis and Design Methodology), developed by thedefined from purely a business rather than on IS
Central Computing and Telecommunications Agencyperspective. Recommended approach to be used in
(CCTA), are used widely in the UK public sector andthe construction of a BAM may be Soft System
in some Developing Countries, like Bangladesh,Methodology (SSM), Functional Decomposition or
Pakistan, Nepal etc. Prior to comment on theResource Flow Diagrams.
application of these methods in the Developing Logical Data Modelling (LDM),
Countries, it would be pertinent to describe briefrepresenting system data, is applied throughout the
outlines of these methodologies.life cycle to provide the foundation of the new
PRINCE is a project management method; notsystem;
system development, which covers the organisation, Work Practice Model (WPM)
management and control of projects. Since itsmaps business activities onto the organisation
introduction in 1989, PRINCE has become widely usedstructure defining user roles to the underlying
in both the public and private sectors and is now thebusiness activities.
UK's de facto standard for project management.3.6 The key important thing is the end-product. Each
Although PRINCE was originally developed for thestep has number of tasks associated with it, most of
needs of IT projects, the method has also beenwhich lead to the creation or enhancement of
used on many non-IT projects. PRINCE requires astandard SSADM products. At the end of an SSADM
dedicated team to be established to manage andproject the new system will be described by the sum
carry out each project. It therefore aims to provideof these products. Products can be divided into three
a supporting framework between the current statebasic groups: Processing, Data and System-User (or
of affairs and the planned future state. PRINCEHuman-Computer) Interface.
focuses attention on end-products rather than4.0 Application of PRINCE AND SSADM in Developing
activities, ensuring that the organisation actually getsCountries- A few Comments
what it wants out of the project. Quality is seen as a4.1 Implementing Information System in developing
necessary and integral part of the project and thecountries is a complicated exercise, particularly in the
focus on end-products enables the criteria by whichpublic sector. With the growing needs in the
quality is to be judged to be specified at the outsetinformation age, and by the pressure from the
of the project. It requires the development of ainternational donors , big and ambitious projects has
viable "business case" for the project at its outsetbeen undertaken by the public sector in developing
and that the business case needs to be periodicallycountries . But due to the lack of standard
reviewed.procedures and methodologies for IS development
In PRINCE a project is regarded as having thecaused many projects to combat problems in the
following characteristics:implementation stage. Many projects failed to attain
 defined and unique set oftheir business needs, as they were too large and
technical products to meet the business needshighly ambitious. Basic reasons for the project failure
 corresponding set of activitiesin the developing countries can be characterised as
to construct those productsthe following:
 certain amount of resources Solving wrong problem;
 finite lifespan Technology led, not business;
 organisational structure with Lack of major stakeholder
defined responsibilitiesinvolvement;
Key elements of PRINCE is shown in the following Experts lead, rather than
Diagram:facilitate;
Diagram - Key Elements of PRINCE Lack of commitment and hidden
In PRINCE, an approach to planning based onagenda;
products rather than activities and the use of this Benefits not identified and
approach for the benefits. It also emphasises thatquantified at outset.
projects needs to define the ' shape' or manageableNowadays, the developing countries are applying both
phases of a project to promote sound businessPRINCE AND SSADM methodologies, the project
control. Stages are characterised by the productionmanagement development techniques, specially
of specific products.designed for IT projects, that are funded by the UK
The PRINCE model for projects is based on twoDepartment for International development (DFID).
main principles:4.2 In Bangladesh , private sectors are advancing
ï(R) The project is a joint responsibilitywith IS development , but it is not the identical
between users, the developers and the organisationsituation in the public sector. The reasons behind this
for whose benefit the end-product is beingmay be the poor salary structure in the public
developedservice, which never give confidence to the
ï(R) In order for projects to succeed, aprospective talents and system designers to join the
special structure is demanded to manage the projectpublic services. Most of the IT projects are donor
throughout its life - from conception through build tofunded; domestically financed IT projects rarely
handover. This structure is distinct from normal lineexperience success like the donor projects.
management.4.3 However, RIBEC (Reforms in Budgeting and
Using these principles, the model defines three levelsExpenditure Control) project, funded by DFID, has
of activity:been considered as the most successful project in
ï(R) Overall project management andBangladesh.
major decision makingAt the early stage of RIBEC project (Phase 2), it
ï(R) Day-to-day managementwas observed that, the project was design to
ï(R) Production of end-productsdevelop and modernise the budgeting and accounting
These three levels of activity are assignedsystem of the government of Bangladesh. The
respectively to the Project Board, to the Project andexperts mainly dominated that phase, including lots of
Stage Managers, and to the Technical Teams.things to cover. There was lack of stakeholders'
2.2 The latest version of the method, PRINCE 2, is ainvolvement; problems were not recognised at the
process-based approach for project managementinitial stage. Only a range of high-grade staff in the
providing an easily tailored, and scaleable method forrelevant field was given a general IT training. There
the management of all types of projects. Eachwas no follow up; no visible product was seen.
process is defined with its key inputs and outputsBenefits were not identified. No system was
together with the specific objectives to be achieveddeveloped to automate the budgeting and accounting
and activities to be carried out. In the followingsystem. So this phase 2 had experienced a massive
diagram, the process-based approach is shown:failure.
Diagram - PRINCE 2 Process ModelHaving awful experience, the following phase (2A and
2.3 PRINCE 2 provides benefits to the organisation,2B), a downsized project with specific output targets
as well as the managers and directors of the project,came up with analysing user requirements. This phase
through the controllable use of resources and thefocused on sustainability and proved successful with
ability to manage business and project risk moresustainable solutions especially in the software
effectively. PRINCE enables projects to have:development for budgeting and accounting
 a controlled and organisedSubstantive training had been offered to the users of
start, middle and end;the systems. Stakeholders have been involved in the
 regular reviews of progresssoftware development process and the local vendors
against plan and against Business Case;who will be easily available in the future, developed
 flexible decision points;the systems.
 automatic management controlFollowing PRINCE and SSADM as methods for
of any deviations from the plan;project management and system development,
 the involvement ofRIBEC project is now considered as a model for
management and stakeholders at the right time andother projects which implies the potential scope for
place during the project;applying these methodologies.
 good communication channels4.4 Financial Management Project for HMG Nepal has
between the project, project management, and thebeen designed to establish a reliable database to
rest of the organisation.ensure user friendly and reliable financial information
3.0 OVERVIEW OF SSADMand to computerise budgetary system. CCTA
3.1 SSADM is a highly structured and rigorous methodguidelines for IS strategy including PRINCE and
of systems development ,was originally developed bySSADM were followed in developing the system.
Learmonth and Burchett Management System4.5 In Pakistan, Lahore WASA project experienced
(LBMS) following an investigation by the CCTA intobadly as the original proposal was too big and not
adopting a standard Information System (IS)phased project; no analysis of business needs,
development method for use in UK governmentsolution was technology led, benefits were not
projects. It was launched in 1981 and by 1983identified at outset, high risk strategy, questionable
became mandatory for all the government ISlong-term sustainability, lack of training facilities and
developments. This gave SSADM a large toehold incomputing skill within organisation etc. So, 2 years'
the IS structured methods market.costs and effort were wasted.
It is a prerequisite for SSADM that user commitmentFollowing the DFID approach of project management,
and involvement are agreed right from the start. ItLahore WASA turn out to be successful and benefits
provides a top-down approach, where a high levelare realised especially in the billing from bimonthly
picture is drawn up and subsequently refined intobilling to daily billing and reduction in bill production
lower levels of detail. One extremely importantcycle. The main project management approach in the
concept in SSADM is the distinction between logicalnew proposal includes: redefinition of purpose, identify
and physical views of system components.business benefits, prioritise outputs, involvement of
3.2 Following are the aims of SSADM:stakeholders, DIFID played the role as the facilitator
 Provide a sound platform fornot doer, ownership of solution by stakeholders, use
communications between analysts, designers andof local consultant etc, phased development,
users;distributed system.
 Reduce errors and gaps in the5.0 CONCLUSION
specification produced'Information technology and Information systems for
 Improve the quality of softwarewhat they really are - powerful and valuable tools,
documentation and the productivity of analysts;but not magic. When applied thoughtfully, these tools
 Reduce potential risks bycan bring important benefits for individuals,
presenting analysts with a structural framework fororganisations, and customers. When misapplied, they
the use of techniques, and a standard forcan waste tremendous amounts of time, effort, and
documentation end-products;money' (Alter 1999, p.23).
 Provide techniques for checking