The business of IT- Applications

The business of IT- Applications

            According to Giacosa, et al, (2018), the information system can be defined as a combination of software, hardware, processed data, business processes and aims that are used in increasing the efficiency as well as the management of an organization. Some of the information systems may include a systems concerned with transaction processing, information management system, and others that aim at the control of the performance of a business firm. The scope of assignment paper is to explain how leveraging information systems can help Soliel Panel Distribution attain efficiency in its operations.

Leveraging technology through values such as the maximization of the company’s investment in technology normally starts with the assessment of the present end to end business processes. In doing so, areas of inefficiencies as a result of excess manual data entry and effort duplication are identified. Automation eliminates manual effort and helps in the realization of efficiency in sales, finance functions as well as account management. Improving control systems minimizes the cost, cost of operation and regulatory risks thereby establishing proper oversight in the organization (Kuzhda, 2016).

Business process management is an orderly approach in ensuring that the organization’s workflow and ensures the business is adaptable in order to achieve consistent target results in accordance to the company’s goals (Giacosa, et al, 2018). BPM enables the organization to adhere to its processes, ensuring an overall effective performance through the investment of work activities in the specific departments or across the entire organization, gives the management the ability to manage and control the various processes as they wish. It also enables growth and development through reduced costs in terms of money and resources and improves the flexibility of the company by eliminating outdated and unfit processes (Giacosa, et al, 2018).

Change management is achieved through five steps, first, an assessment is carried out by collecting feedback (Kuzhda, 2016). This ensures that resources are used perfectly for the firm to remain on track despite the changes in internal and market forces.  Secondly, understanding and acknowledging the need for change considering how the change will affect the organization. Third, the success of any change in management depends on the accountability of all individuals in the organization in the implementation of the technical solution. Fourth, employees, as well as the management, need to adapt and accept change by creating awareness and the need to see the advantages of the change at a personal level as well as that of the business. Finally, the agreed goals set for change management are put in action after the consideration of all other factors (Kuzhda, 2016).

Key contributors to the project and development of SolDistHr include the agreement on the success of the firm. Having a clear picture of the project’s priorities ensures that stakeholders work towards the same goal. Secondly, establishing a clear vision avoids the tendency to get sidetracked by steering the project in the right direction by ensuring the implementation team work on what was originally planned. According to Kuzhda, (2016), planning on the project by involving all stakeholders, technical team as well as concentrating on details prevents the project from going off track. Finally building trust across teams through transparency and honest communication without the exclusion of the customer helps in forming a consolidated team working efficiently towards the same goal.

The waterfall model clarifies the software development process of the development of SolDistHR in a linear flow that is in sequence. Its commonness and classiness suit its use in this development as any phase only begins if the earlier phase is done. Some of the strengths include its simplicity and easy to understand, it is easy to manage because of the rigidity of the model, it is effective in smaller projects and is easy to test. However, it is not applicable for a maintenance project, and it’s not possible to produce any working software unless the last stage of the cycle is reached.

The waterfall model is implemented through the phases of conception which is the beginning stage, initiation, analysis where complex substances are broken down into small ones for purposes of understanding, design, construction, testing deployment and maintenance. Potential internal threats include malicious cyber-attacks where access through back doors result in wreak and loss of information, social engineering through the exploitation of the trusting nature of employees by attackers to gain access to the network. Download of malicious content by employees. Sources of external threats are criminal syndicates, professional attackers in organized groups and hacktivism that carry out attacks promoting political agenda (Giacosa, et al, 2018).

Kuzhda, (2016), argues that protection against digital and external risks can be through data encryption, access data vulnerabilities through the installation of a penetration testing tool for checking weak areas in the software. Embracing cloud backup that keeps data secure. For cases of troubleshooting and system restoration after failures involves the identification of the problem and implementing a solution. The best troubleshooting is one that test for different possible ways to overcome the failure (Giacosa, et al, 2018).

Problem management helps in the identification, troubleshooting, documenting and resolving the cause of repeated incidents. Its function is the service desk that acts as a point of contact for service consumers to submit service requests and report incidents. Incident management is essential in the success of the firm and the stages include, incident detection before the consumer notices, prioritization and provision of initial support, investigation, and diagnosis of the incident to understand it for future prevention. Effective resolutions need to be created to solve the incident and finally incident closure by monitoring the resolution to ensure it is working perfectly.

References

Giacosa, E., Mazzoleni, A., & Usai, A. (2018). Business Process Management (BPM). Business Process Management Journal, 24(5), 1145-1162. doi: 10.1108/bpmj-07-2017-0211

Kuzhda, T. (2016). Diagnosing resistance to change in the change management process. Economics, Management and Sustainability, 1(1), 49-59. doi: 10.14254/jems.2017.1-1.5