Accounting and Information Systems Technology in Business Modelling

Question: Discuss about the Accounting and Information Systems for Technology in Business Modelling. Answer: Over the last one decade, the concept of business intelligence has become popular because of its associations with different terms across different fields from data technology to business modelling. Therefore, business intelligence can be perceived as a representation of applicants and technology that aims at collecting, storing, analyzing and providing access to data that aims at improving business modelling process (Hawker, 200). Thus, BI includes attainment of the correct information for the right people at the most suitable timing. Hence, business intelligence utilizes information rather than data which includes its capability to process raw data into intelligent information. As a result, the data attained tends to be valid and accepted in the whole firm and could be consistently used for the purpose of process modeling. Looking at some of definitions developed in pertinence to business intelligence, Martin Lam (2003) argues that business intelligence is the process where huge amounts of data are collected, later they are analyzed, then presented in a higher level set of reports which tend to condense the essentiality of information in form of business action. Therefore, it becomes easier for the management team to make fundamental decisions in regards to business. Martin Lam (2003) continues to establish that business intelligence provides powerful assists for executive decision makers to enable them make action based on information at hand. Hence, Vassen (2002) regards business intelligence as a tool that enables efficiency in business operation through the provision of increased value to enterprise information, and thus the manner the information is applied. Gellinas et al (2010) argue that BI includes the effective use of data warehouse as it is also a reactive component that is able to monitor time critical operation process, and then it allows tactical as well as operational decision making where they tune their actions in a manner that suits the company. Therefore, there is the provision of in-depth analysis of details in terms of business data including the analysis practices. On the other hand, Turner Weickgenannt (2009) widens the definition of business intelligence as a technical broader tool that potentially provides knowledge management, enterprise resource planning, decisional support system and data mining. Based on the above definition business intelligence could be regarded as a set of methodology, process and technologies that tend to change raw information into meaningful and useful information to be used for the purpose of developing effective strategic operational insights that offer effective decision making (Richardson et al, 2014) . Therefore, business intelligence includes integration of data, mastering of management, texting and content analysis, lumps found in information management segments. Therefore, business intelligence tends to be linked on two segments that is the intelligent aspect and the architectural design in management. Therefore, we could base that business intelligence tends to be a special aspect in regards to companys management. As a result due the intelligence aspects firms tend to attain some form of advantages in regards to how they conduct their business. Perhaps, it would be important to at least try and discuss the advantages brought about the existence of business intelligence in an organization. To begin with the existence of business intelligence in a firm tends to provide an organization with the ability report on it enterprise effectively. Hence, this aspect of being able to report effectively tends to have a significance as it build an infrastructure where there is strategic reporting that enhances strategic management of a business rather than operational reporting (Hall, 2001). As a result, an organization gains the advantage of visualizing data and executing information systems in a more suitable manner. As a result, this aspect tends to serve an organization right because the st rategic capabilities developed that tend to boost the level of decision making in a firm. The existence of business intelligence tends to be significant for competitive advantage because of the collaboration aspect. In business collaboration is the pulling together of business tools both in the internal and external environment so that there can be achievement of a certain goal (Bodnar, 1980). Hence, business intelligence programs an organization such that the internal and external business tools work together through data sharing so that there can be achievement of one strategic goal. As a result, it could be regarded as an effective way that ensures that all organization aspects are effectively considered and reach consent. Business intelligence also enhances knowledge management of a company. By knowledge management, it means that there is a suitable program in the company that allows strategies and practices to identify, develop, present and distribute insights as well as experiences that are regarded as true business knowledge (Gelinas et al, 1999). Therefore, it could be termed that knowledge management often leads to learning management as well as regulatory compliance. Hence, it should be expected that effective knowledge management implemented by the intelligence aspect provides efficient management capability in a firm. Therefore, we could expect that with the existence of adequate management aspect firm become strategically competitive in the business world. Still, business intelligence is perceived as the process of data mining, statistical analysis, predictive modelling and business process modelling. Hence, we would expect that the information provided would be enough to tackle the arising issues in the firm. In the long run the information available would be helpful such that it would enable modelling of strategies that are effective in organizations management. Hence, the availability of effective strategy to management means that firms productivity will be high, thus it would be expected that a firm will be able to strategically gain the competitive advantage (Romney Steinbart, 2006). Lastly, think of a firm that has successfully implemented the loyalty card membership in the retail industry. It tends to go deeper than having great product and offering discounts. Therefore, it tends to be about creation of consistent positive customer experience every time. Despite the aspect of many firms possessing the business intelligence aspect, it is still hard for retail stores to identify the most profitable customers and the desired effect that tends to drive their behaviour (Richardson et al, 2014). As a result, retail stores that fail to increase loyalty and value important customers because they dont understand their customers and are unable to make them happy may not satisfy their customers fully. Therefore, through the aspect of business intelligence, it tends to provide data mining and analytical ability. Hence, without the factor of consumer analytics and data mining it is almost impossible to shape retail stores and understand how one should shape a meaningful customer experience in the retail industry. Customer analytics and data mining raised from loyalty programs tend to have a key role where it helps the retail industry to optimize and support key junctures throughout the customers journey (Hall, 2001). As a result, it will be expected that a customer receives a consistent, personalized and compelling experience. Later, it would be expected that once a customer experiences positive experience, the loyalty aspect is likely to follow. At times it is perceived with customer analytics and data mining you can: Increase your knowledge on customer habits, preferences and lifestyles in the retail industry. It also hastens understanding of social relationships between customers and their friend, through acquaintances and coverage of how these relationships influence the purchase behaviour and loyalty. It also tends to make predictions more accurate in regards to future customer buying behaviours. It also delivers anticipations on relevant offers that delight rather than the alienation of customers. This it could be perceived that customer analytics and data mining critically provide empowerment and connection to customer. Synopsis of the Queensland Health Developed as of 2003, the Queensland initiative was perceived to share service developed with the aim of saving costs. Hence, it was expected that the program will centralize, develop standard and also integrate the basic management HR responsibilities in the government. Hence, the urgent need of replacing the old payroll systems in Queensland Health authority the system by the QH was taken as the first focus in the program. This is because many large companies in QH had evolved their focus to complex development of IT infrastructure which could support complex web payment. Hence, the reports developed indicated that QH payrolls system were made of complex award structures made up of 13 awards as well as multiple industry agreements found over 200 different allowances. As a result, the indicated net results were over 24,000 different combinations rules as well as calculations for QHs 78,000 staffs. a tender research done in 2007 for the three year development efforts the new program was to be implemented as of 2010. Hence, the deployment led to deficiencies and increased seated management issues which could easily besieged the project. A 2010 auditor general report done subsequently showed a long list of the classic mistakes that were reasons for failure. Therefore, this report indicated: The replacement of the QH program systems such that it should take place the front rank of failures in regards to public administration found in the country. Therefore it may have been worse and that. Their systems may fail to perform adequately because of the terrible effects for employees of the QH plan and the equal serious financial effects of the state. Therefore, after many months of anguished activity where employees in QH could endure hardship and uncertainty, it tends to develop the payroll systems but its costly. This is because it required a close estimate of close to 1,000 employees who were to use the data on order on delivery of fortnightly pays. Thus, estimates developed require about $1.2 Billion for the coming eight years. Reasons for failure At development of its root failure it was perceived to be triggered by the laize-faire leadership approach that solicates as well as weakening governance and the management structure which could fail to see or even address the issues in the early stages of the project development. Hence, a commission reports tend to indicate that favouritism when tendering the process gave a contractor and advantage compared to the interested parties. Other contributing elements to the failure as shown include: Poor planning and lack of set out a robust tendering initiative. The existence of unclear roles also weakens the governance process. The failure to fully participation by stakeholders effectively when developing and implementing the program. The inability to clean up the complex business processes that was prior to the implementation of developed systems. Failure to set out requirements on management and alignment of the project such that it suits business needs. The existence of poor design teams that structure the integrator which was over 6 layers down the original chart. Existence of poorly managed cut-over that was brought about by poor communication and training among teams that were required to develop the programs. The existence of go-live decisions made despite the existence of high defects that count, in fact there were severity definitions that were downgraded as the project kept on-going such that it was risky despite serious problems being present. The existence of poor risk management process and no contingent plans developed in the process of the program. Therefore, in consideration of all these aspects we will classify these factors in regards to system development life cycle to determine the inefficiencies that were developed during the implementation of the program. Classification using SDLC By definition the system development life cycle is perceived as a stream of steps where projects team works with for the purpose of conceptualizing, analyzing, designing, constructing and implementing new systems (Grance et al, 2004). Hence, the adherence of system development life cycle increases efficiency, accuracy and diminishes risk of program failure. As outlined in the factors that contribute to the system failure there was no planning and there was failure to set robust tendering process at the early stages of the program (Kissel et al, 2008). Indications show that early signs of poor internal governance as well as mismanagement were visible even before QLD Health payroll project was awarded the IBM in December 2007. Therefore, for proceeding by Queensland were done for almost two years before burning throughout their budget and attempts to implements poor standards such as the SAP based HR and financing system across the government operation, the same areas of perfomance were also picked as for Queensland Health payroll project. This means that the picking up of the SAP based HR finance systems were not evaluated to try and find out it there existed some deficiencies in the system. We could also term that the planning and the requirements definition were not considered because, reports show that replacement of the QH payroll systems were to take place at the same rank of failures in the public administration. Hence, the system failed to perform as expected and brought negative results to employee of QH, and developed serious financial impacts as for the state. Therefore, months after the anguished activity during where Queensland employee suffered a lot led to the realization of why there should be implementation of a new system. Thus, we could term when development of the system was done there was no planning and the requirements for new systems were not considered. Hence, this led to the inefficiency and short comings of the system. When designing there was evidence of stunted progress in regards to implementation of the project which for two years was trying to eliminate and created impact on Queensland Health, which was originally scheduled for the purpose of receive the SAP based system as of 2006, they were also applying the decade old LATTICE payroll system during that time. Hence, inaccurate design in the systems meant that there was inefficiency in logic designs and the structure of data flow (Everett et al, 2009). Also during construction, we could perceive that the phase developers could carry out their plans that were carried out in the design phase. Hence, for developers were unable to develop the program such that coding of the data flow process and designs could serve users interface right (Langer, 2012). Thus, the concept that failed to be considered in this case testing of data pertained to the program and processing it as many times so as to ensure that there is complete refining of the code. The last classification that could be considered is failure to test the program. Reports developed show that poorly managed cut-over that was brought about by poor communication and training among teams that were required to develop the programs werent tested. The existence of go-live decisions made despite the existence of high defects that count, in fact there were severity definitions that were downgraded as the project kept on-going such that it was risky despite serious problems being present were also not considered (Everett et al, 2009). The existence of poor risk management process and no contingency plans developed in the process of the program was also an indication that testing wasnt done in the system. Hence, the aspect of failing to test program is regarded as an escalating reason as to why the program failed. Recommendations Based on the above discussion via system development life cycle it becomes evident that the program became a failure because of inadequate planning, poor analysis done on the program, the designs developed were also not effective, construction and testing of the initiative was also not done. Hence, the failure of consideration of such factors means that the results that should have been attained in this case would be low and inefficient as seen (Horne et al, 2009). Therefore, it would be vital if I could provide recommendations on how the deficiencies experienced in the system could be manage to overcome future implementation. Hence, they include: Understanding complexity-according to Gartner research development of programs are always hard, therefore when developing a program bare the aspect of it being hard. Hence, the simple kiss rule of keeping it simply stupid cant be applicable when it comes to the public sector programs. Since, in the payroll system the myriad awards and the labour market laws were to make implementation a complex affair to the project managers should disregard this at their palm (Martin Lam, 2003). Hence, if this isnt considered it will be expected that several challenges will emerge. Therefore, it is often recommended that there be a strong sponsor who has a political clout so that the factors can be simplified and ease the ability to do task in a more effective and efficient way. Taking time is also a significant aspect (Vassen, 2002). It is recommended when developing a software or program such as that of Queensland one shouldnt wait until the systems are pack so as to start scrambling for a replacement. According to IBRS research analysts Sue Johnson, she argues that failure to take time was the first step behind Queensland project failure. Observations done show that people knew the old systems had indication of an expiry date and they had to ignore until things got critical. As a result, we could draw recommendations that certain amount of time should be taken for the purpose of evaluating business rules and procedures and identify if there is a time to do it in the easier way. Putting a person in-chargeand has full capacity of what they are doing tends to be a vital step. Similar to a proverbial fish whose projects rots from the head till down, putting someone effective tends to lessen the opportunity of horrible things from happening. Indications shown from the fall of Queensland Health Payroll System is that there was appointment of unqualified project managers. Therefore, it is recommended that they should employee managers with proficient skills for the purpose of recognizing serious emerging issues and resolving issues as soon as they emerge. Finding the appropriate partner is also a unique way of handling the issue that emerge from projects (Romney Steinbart, 2006). It is often recommended you test the waters before you consider tying the knot. Thus, it tends to be vital pilot projects before full streaming; this could have assisted Queensland Health project team to identify the problems earlier. It tends to be advisable to engage in good investment such as $300,000 as an upfront but in most cases the government fails to loathe this instead they consider it as money wasted. Lastly, sharing bad new early is also a vital factor. When one has bad new it is important to table it as soon as possible (Turner Weickgenannt, 2009). This is because sitting on them doesnt take the problems away, as Queensland Health project could have attested. Hence, program officials should always alert their sponsors and execute management team risk earlier to avoid an instance where surprise hits the door and inevitability rises. Hence, it is important to at least try and discuss a projected that has doomed outcome for the purpose of acting appropriately. Since the failed health payroll system has experienced some warnings at taxpayer expense, it would have been important if the problems had been tabled as soon as they were visible. In conclusion, we could term that the problems experienced in Queensland came as a result of poor project management, poor designs developed and inadequate construction of the models that suit the program. Therefore, this paper provides key recommendations on how such problems could have been avoided at first instance. Hence, the recommendations provided are sufficient and could be considered in development of other programs. References Hawker, A. (2000).Security and control in information systems: A guide for business and accounting. London: Routledge. Martin, M. P., Lam, M. S. (2003).Accounting information systems cases. Upper Saddle River, N.J: Prentice Hall. Gelinas, U. J., Sutton, S. G., Hunton, J. E. (2004).Accounting information systems. Princeton,N.J: Recording for the Blind Dyslexic. Turner, L., Weickgenannt, A. (2009).Accounting information systems: Controls and the processes. Hoboken, N.J: Wiley. Vaassen, E. H. J. 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