BSBIMN501A
QUEENSLAND INTERNATIONAL BUSINESS ACADEMY
2.3 Monitor integration and alignment with data and information systems

Single step changes whereby a new system
completely replaces an older one, are not always in
the best interest of an organisation.

Furthermore, these types of implementations are
becoming rarer as the capabilities of information and
knowledge management systems increase.

For example, nowadays it is common for a new
system, such as a customer information system, to be
integrated with an existing product and service
management system.

With the help of an enterprise resource planning
(ERP) system, data can be integrated from each
of the information management applications
into one collective database.

Alternatively, databases from different
information systems can be connected via
enterprise application integration (EAI) software
which creates a 'bridge' between the systems.

Integration between different systems can occur at
various levels, each requiring more or less interdependability.

The ability to respond to the information output
becomes faster when there is greater dependability
between systems.

However, increased dependability also means that
when technical problems occur, their impact is more
devastating than with systems that are less
dependable on one another.

Simply sharing information between systems so that
various workers can access it, but not necessarily alter or
add to it, is the most basic level of integration.

This level occurs when, for example, only those
responsible for placing orders in a customer information
system can input and change information in that system,
but workers in another area, such as those responsible for
manufacturing, have permission to view the information
for production planning.

There is no system responsiveness between the customer
information and manufacturing information.

Coordination between one system and another occurs
when the functions of one system are dependent on
the functions of another.

For example, workers in the sales department must
keep those responsible for manufacturing up-to-date
with the demand for products, and those in
manufacturing are responsible for keeping the sales
department informed of new products being planned.

Information is passed back and forth between
systems but each system performs its functions
independently.

When information or knowledge management
systems are used for collaboration between functions
and processes, there is a high level of interdependence.

For instance, information contained in the
customer service system is shared by marketing,
manufacturing and accounting systems and is used
to streamline manufacturing processes, plan
marketing strategies and develop budgets.

The identities of each system become less distinctive
as the functions begin to blend together.

More often than not, new systems are being
integrated with old ones.

Organisations grow, amalgamate with other
organisations, and/or change their business
direction.

Each time this happens, the issue of
integrating and aligning different systems
arises.

There is often overlapping functionality
between the different systems.

For example, many information or
knowledge management systems
incorporate an accounts payable and
receivable function within them even though
it is not their primary function.

Potential problems can occur when:
 data input occurs at multiple entry points
 data is duplicated on different systems
 responsibility for ensuring data quality has not
been assigned.

Creating order out of the chaos of multiple
systems is a job for an expert in information
architecture.

Nevertheless, all business managers should
strive to understand the principles involved
with data alignment.

Making modifications to a system that has a
high dependence with another can often have
unanticipated and wide-ranging consequences.

Creating major modifications to information
system architecture is also a costly affair.

These logistical and cost issues will lead some
organisations to stagnate and avoid making
system changes, but over time, this only
compounds the problem.

One of the issues of having multiple systems is that
the data exists in what is termed 'silos'.

Silos refer to data sources that don't integrate
between systems.

In the early days of using computers to automate
processes, these silos existed independently and
performed their operations with a view to minimising
the need for human intervention.

The idea of using the same data across different areas
of the business had not been developed.

Once people realised the value of integrating and
aligning data sources between systems, they began
to formulate solutions using EAI or ERP systems.

Data alignment involves reorganising and regrouping
data elements, such as a client name and all the data
that is related to that client so that there is no
repetition of elements in different databases or parts
of a database.

This is achieved by giving each grouping of elements a
unique number called a 'primary key'.

Just as we needed to develop a plan for
monitoring the effectiveness and efficiency of
the system, we also need a plan for monitoring
its integration with data and other information
systems.

All the considerations listed in Section 2.1 about
how monitoring should be done, who is
responsible for doing the monitoring and what
should be monitored also apply to the
integration process

In addition, throughout the system's integration
process, the following should be monitored:
 configuration of system's hardware components
 networking configurations
 data conversions and migrations between systems
 status of processes and operations
 user interfaces
 hard disc usage
 security features

You will also need to monitor how different
types of workers are coping with using the
system once it is integrated.

Bear in mind that some workers, who have
not previously shared data from their area
of the business before and are now required
to do so, may have issues to raise on this
matter.

Monitoring workers can be achieved by:
 consulting with workers on an individual or group
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basis
requesting feedback from workers via
questionnaires and surveys
tracking the number of calls to the help desk
tracking complaints
providing a forum via the company intranet for
workers to post their comments about using the
system