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Information Needs Analysis

Information Needs Analysis. Dr. Ashok Agarwal. Information Needs Analysis. Some reactions by CEO’s One gets too much of information. Much of the information is only partly digested and much of it is irrelevant. Why CEO’s has to go through reams of reports and identify what is needed?

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Information Needs Analysis

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  1. Information Needs Analysis Dr. Ashok Agarwal

  2. Information Needs Analysis Some reactions by CEO’s One gets too much of information. Much of the information is only partly digested and much of it is irrelevant. Why CEO’s has to go through reams of reports and identify what is needed? Define the Information Needs of SENIOR MANAGERS!!

  3. Determination of Information Needs By Product Technique Null Approach Key Indicator System Total Study Process

  4. Information Needs Analysis By Product Technique : Little Attention to Information Needs. Focus on operational systems. By product of these systems is given to Senior Managers.

  5. Null Approach Senior Executives activities are dynamic and ever-changing. Hence cannot predetermine needs. Managers inputs are soft and speculative – impressions, feelings, hearsay, gossip etc. Analytical inputs quite often found irrelevant.

  6. Key Indicator System Selection of key indicator of the health of the business. Exception Reporting System. Emphasis seems to be on Financial data

  7. Total Study Process • Interview large No. of executives about their needs. • Identify gaps (needs vs. existing) • IBM’s BSP Methodology An Example. • Develop overall understanding of the business, information necessary and existing systems. • Very expensive and time consuming. • Too much of data gathered and quite often lost in this pool of data.

  8. Information Needs

  9. CSF Method Focus on Individual Managers and their Information Needs – Hard & Soft. For any business, the limited number of areas in which results if satisfactory will ensure successful competitive performance for the company. Things must go right in these areas. If negative, then overall results negative. CSF – Constant attention needed.

  10. Sources of CSF’s • Structure of Particular Industry • Automotive Styling, quality dealer system • Supermarket Product mix, inventory, sales promotion price • Consumer product Distribution System • Competitive strategy, Industry position and geographical locations. • Smaller Co. Competitive strategy • Environmental Factors • Energy • Temporal Factors • Valid for a short time • Loss of major group • Inventory control.

  11. Examples • Project Construction company • Process Industry • University/Academic • IT Company

  12. Traditional Financial Accounting System rarely provides • inputs to monitor CSF’s. • Many CSF’s require information external to the company • (market perceptions, future trends etc. • CSF’s require integration of data sets spread across the • company. • Can be “monitoring” or “building” type • CurrentFuture • Each require a “measure” Summary

  13. Using CSF’s to develop systems Manager A CSF’s Manager B CSF’s Manager X CSF’s Aggregate + Analyze Individual CSF’s Development Agreement on Company’s CSF’s Define Company CSF’s Define DSS and Data Bases Use CSF’s to develop MIS priorities

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