SÃO TOMÁS” UNIVERSITY OF MOÇAMBIQUE

FACULTY OF MANAGEMENT AND ADMINISTRATION

COURSE: MANAGEMENT INFORMATION SYSTEMS

ASSIGNMENT I

QUESTIONS:
1. HIGHLIGHT THE CHALLENGES FACED BY METROPOLITAN HOSPITAL THAT IS ALSO
COMMON TO MANY SOUTHERN AFRICAN BUSINESS ENTERPRISES;

2. IDENTIFY AND DESCRIBE THE HARDWARE, SOFTWARE, CONNECTIVITY AND

SECURITY REQUIREMENTS FOR MILLEY'S “FANTASY MEDICAL INSTITUTION”;

3. EXPLAIN HOW THE TIMM TEAM COULD USE THE STRUCTURED SYSTEMS
DEVELOPMENT LIFECYCLE (SDLC) APPROACH TO ATTAIN THEIR GOAL.

STUDENT: EDSON JULIO

STUDENT ID: 111834

LECTURER: DR. LICHUCHA

MAPUTO, MARCH 2011

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A SHORT LIST OF ABBREVIATIONS

ASP – Application Service Provider (a software that provides computer-based services to

various customers by way of a network)1;
CPOE - Computerized Physician Order Entry (a key component to increasing patient safety)2.

DSS – Decision Support Systems

EDI – Electronic Data Interchange (structured transmission of data between organizations by

electronic means)3;

EHR – Electronic Health Records (a longitudinal electronic record of patient health information
generated by one or more encounters in any care delivery setting)4;

HIPAA – Health Insurance Portability and Accountability Act

IS – Information Systems

IT – Information Technology

Persware – Person Ware

PRS – Practice Resource System

SAP - Systems Applications and Products (Systeme, Anwendungen, Produkte)5

SDLC – System Development Life Cycle

SOAP – Subjective, Objective Assessment Plan

TIMM IS – Totally Integrated Medical Management Information System

1 http://www.wisegeek.com/what-is-an-asp-system.htm
2 http://www.cpoe.org/
3 http://en.wikipedia.org/wiki/Electronic_Data_Interchange
4 Electronic Health Records Overview - 2006
5 http://searchsap.techtarget.com/definition/SAP

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1. INTRODUCTION
This paper aims at developing an understanding of how Businesses can use Management Information
Systems to obtain competitive advantages and maintain its core services while reducing costs. This
approach will be dealt with through providing answers to three main questions as presented hereafter. At
the end a conclusion is written down on the uses TIMM could on the SDLC.

The questions include:

– Highlight the challenges faced by Metropolitan Hospital that is also common to many Southern
African business enterprises;

– Identify and describe the hardware, software, connectivity and security requirements for Milley's
“fantasy medical institution”;

– Explain how the TIMM team could use the structured systems development lifecycle (SDLC)
approach to attain their goal.

2. HIGHLIGHT THE CHALLENGES FACED BY METROPOLITAN HOSPITAL THAT IS

ALSO COMMON TO MANY SOUTHERN AFRICAN BUSINESS ENTERPRISES
Several key IT challenges faced by Metropolitan Hospital are pertinent to businesses in Africa. These
include the following:

2.1. The strategic business challenge

Management of Metropolitan Hospital as similar to most African businesses, ever since, have not
realized the impact of IT on business processes and how IT should be integrated into the business in
order to effectively gain competitive advantage. Though the Metropolitan Hospital has applied some IS
for the accounting and claims section they haven't acquired necessary hardware to modernize their
medical facilities. And one more thing to consider, just because the latest hardware technologies are
acquired does not mean one would be competitive. Competitiveness would only be appropriate when IT
is fully exploited for all its capabilities and opportunities. If business processes are not working
effectively, IS will only speed up problems and not solve them. IS just like any other resource needs to
be managed efficiently and effectively.

2.2. The globalization challenge

Some African companies like SASOL, MTN, and many others have realized that in order for them to

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expand their operations they have to compete with the rest of the world. As a result, IT plays an
important part in uniting local and international operations into one cohesive business unit. The South
African government has been slow in embracing new opportunities that IT expansion and development
could bring to companies and the ordinary citizen. This can be seen by government not granting more
telecommunications business licenses, and non-deregulation of Internet broadband spectrum to service
providers to expand IS infrastructure in Africa. This can be attributed to government not understanding
the implication of IS and the lack of laws and policies governing the technology.

The Metropolitan Hospital is also faced by the same challenge. For instance Milley wants to see a
“complete medical history” anyone else at any time is likely to need – access to information by anyone
in the premises or in the field of work.

2.3. The information architecture and infrastructure challenge

Similar to many businesses in Africa the non existence of IT and communications infrastructure and the
perceived exorbitant cost of installing such infrastructure may also contribute to the challenge. The
Hospital lacks medical records systems, computers in every work rooms with adequate databases, up-to-
date software and equipment, a totally integrated medical management system.

2.4. The Information Systems Investment Challenge

Businesses in Africa like the rest of the world see IT investment in terms of the monetary value of their
hardware and software (physical assets). Costs associated with non-physical assets of IT are overlooked.
Also, businesses are unaware of: a) What productivity levels are due to IT or non IT influences; b) The
cost of lost sales opportunities from poorly managed e-commerce or e-business websites; and c) The
determination of the return on IT investment.

I suppose the Metropolitan Hospital is also faced by the above challenges and Grantt might have hard
time trying to convince her new colleagues for the big moves she wants to make. The handout states
that this issue is likely to “make or brake her career in the hospital”.

2.5. The Responsibility and Control Challenges

As with all technologies, IS has to be driven and controlled by human intervention. Most of the IT
challenges emanate from the “Persware”, i.e. - people. As long as there is no smooth integration of IT
into the people’s environment then challenges will not be resolved. With the high illiteracy levels and
poor education on the African continent, it remains a challenge to train and develop people fast enough

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to catch up with technological innovations and ultimately control and maintain an IT infrastructure. In
the Metropolitan Hospital this is quite pertinent as most workers are used to doing things their way and
may not fast enough in adapting to new ways of doing things. People in the African continent are fast
becoming cellular phone users and this, I think, is one step closer to bridging the IT challenge in the
communications divide.

3. HARDWARE, SOFTWARE, CONNECTIVITY AND SECURITY REQUIREMENTS

As we strive to resolve the challenges, here are the basic steps that can be followed in identifying
relevant hardware, software, connectivity and security requirements for Milley's “fantasy hospital”:

3.1. Agree on common user requirements

Ensure that business processes work efficiently and effectively. Business processes should be short and
definitive. All users of IT in the organization should agree and participate on common requirements
which would work in all functional business areas and is acceptable to all parties.

For example, CureMD PRS (Practice Resource System) is a comprehensive network of integrated
systems and services, designed to address every aspect of a medical practice's clinical, financial and
administrative work flow. A true Web-based solution, CureMD PRS is available in either of two ways:

ASP (Application Service Provider): A monthly subscription-based service, securely accessible over the
Internet; and/or Client Web-server: A locally hosted client-server through which clients have the option
of publishing on the Web for secure and remote access from any Internet connection: Intelligent Billing
and Reporting, Enterprise Scheduling, Electronic Health Records, Mobile/handheld charge capture,
Prescriptions Management, HIPAA Compliance.

With CureMD EHR (Electronic Health Records), the age of practical, affordable EHR has finally
arrived. This efficient, cost-effective and fully integrated approach to EHR puts clinical information
management easily within the reach of virtually any practice, solving the multiple problems of storage
and retrieval of patient records and making point-of-care decision support systems (DSS) and order
entry an instant reality.

Customizable templates and SOAP-format architecture are easily adapted to any specialty. At the same
time, built-in clinical decision support and CPOE features minimize pharmacy callbacks and duplicate
prescription and lab orders, reduces risk of errors, and improves documentation quality and compliance.

Templates - easy-to-use, customizable drop-downs and check lists make it simple to accurately
document: Vitals, Phone Encounters, Histories, Medications, Review of Systems, Immunizations,

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Physical Exams, Orders (medications, labs, procedures).

The Metropolitan Hospital can purchase the following:

3.1.1. Medical IS Equipment

Medical equipment and supplies can be divided into five broad categories6: surgical and medical
instruments, surgical appliance and supplies, dental equipment and supplies, X-ray equipment, and
electromedical equipment. Products for biomechanical engineering may also be available. Medical
equipment manufacturers may provide both medical equipment and medical supplies, or only medical
equipment. Typically, distributors sell medical devices and machines to end users such as doctors,
dentists, pharmacies, hospitals and medical centers like the Metropolitan Hospital. These hardware
might be accompanied by adequate software or the software can be acquired separately whenever
necessary.

3.2. Introduce changes in business procedures

Users or “Persware” support is important in anything that needs to be achieved in an organization.
Managers and employees should be able to exchange ideas and share a common vision and goal in
achieving and implementing changes in business procedures. Through user participation, people will feel
that they are part of the process and have contributed to changing procedures and as a result the
organization will succeed in its endeavors.

3.2.1. Claims Software

The Metropolitan Hospital could use the Web to avail medical claim services or else rely on PC-
Database and Claims Softwares. All these claims services and security services should offer some
degree of confidentiality and privacy, and be able to protect the interests of the clients of the hospital.
Some health security and claims measures must comply with the HIPAA regulation (Health Insurance
Portability and Accountability Act).

6 http://www.globalspec.com/LearnMore/Specialized_Industrial_Products/Medical_Equipment_Supplies/Medical_Equipme
nt_Services_Supplies

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3.2.2. Accounting Information Systems
The collection, storage and processing of financial and accounting data that is used by decision makers 7.
An accounting information system is generally a computer-based method for tracking accounting
activity in conjunction with information technology resources. The resulting statistical reports can be
used internally by management or externally by other interested parties including investors, creditors and
tax authorities. These systems could be used to work with suppliers, customers, stakeholders, etc.
Purchasing Information Systems also should be included for the provision of EDI (electronic data
interchange): invoices, payments, and order status information.

3.3. Coordinate applications development

People need to be informed in whatever the organization plans to do. IS can disseminate information
through: e-mail, Intranet and Internet, so that everyone is kept abreast of changes. All applications
development will be coordinated between various departments so that everyone knows what the status
quo is at any given time and no functional area is left far behind in implementing new processes. PC-
based database systems can automatically generate letters soliciting donations from patients after they
were discharged, contact potential donors, etc.

3.4. Coordinate software releases

Everyone involved in the process from various functional areas need to be working on the same thing at
the same time. Therefore, software releases should occur throughout the organization at the same time,
to ensure that everyone is working on the same page. For instance, Finances and Human Resources
could interact and exchange data about workers, customers, stakeholders, and other related issues.
These activities should be coordinated with others such as the medical personnel and the management of
the organization. Any software packages to be released should be previously articulated within the
institution in order to avoid situations whereby some members of the organization fail to deliver due to
lack of adequate Hi-Tech know-how.

3.5. Encourage local users to support global systems

Local users need to be encouraged and given the feeling that they have ownership over the system.
However, at the same time all users should adapt to new ideas and ways of doing things. Metropolitan
Hospital now has to compete with the world and people who are slow to adapt and are inflexible will not
survive in the age of IS. This can only be done through user participation in massive IS processes put in

7 http://www.answers.com/topic/accounting-information-system#ixzz1IKZqIOn

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place; linking all operations throughout the world in sharing common ideas and knowledge through
enterprise resource planning systems such as SAP. Extranet, Intranet and Internet should be encouraged
as part of the system. Legal systems are also a major requisite since various people using the system
will have to comply with the copyrights and patents in force in those softwares and hardwares. That is
so to protect the interests of the enterprise, the interests of counterparts, stakeholders, patients, security
policies agents, and on and so on.

3.6. Invest in people

Metropolitan Hospital should invest in educating and developing its workers and clients with regards to
the development and use of IT in the Hospital in order to develop its own in-house pool of IS specialists.

IS can be a panacea for businesses in the Hospital. This is even more so in the actual context, where a
number of challenges & opportunities exist. African business leaders have a chance to learn from the rest
of the world, by avoiding mistakes that have plagued other multinationals. In order to do this, business
leaders on the African continent need to understand the challenges and implications once a decision is
made in order to realize solutions.

Trained staff will make it easy to use, maintain and update the system (through correct use of the
equipment, correct use of the software, compliance with Health Management Information Systems
Policies, updates of any Anti-virus, correct storage of data, etc).

4. EXPLAIN HOW THE TIMM TEAM COULD USE THE STRUCTURED SYSTEMS
DEVELOPMENT LIFECYCLE (SDLC) APPROACH TO ATTAIN THEIR GOAL.

If TIMM is to use the SDLC approach there are two options. One is to follow the traditional steps of
investigation, analysis, design, implementation, maintenance and review, or use the modern one. The
SDLC will make it possible for the enterprise to be successful and competitive in the fast growing online
sales market.
Achieving organizational objectives or improving on them is typically a combination of strategic
planning, tactical planning and some form of change management (Starke & Sexty, 1992, p.97-99) 8.
Goals must be defined (strategic planning); courses of action adopted and implemented (tactical
planning) and ultimately reinforced, introduced or replace an existing system within the work
environment (change). Firms have conducted such planning in all core business units such as Marketing,
Finance, Human Resources and IT in the hopes that the aforementioned strategies translate into some

8 http://www.123helpme.com/view.asp?id=159546

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degree of competitive advantage.
The process within IS to achieve objectives or improve operations can be accomplished through The
Systems Development Life Cycle (SDLC). Through a series of processes or steps as prescribed by the
SDLC methodology, a firm can find the answers to a business situation and thereby improve operations
and hopefully attain a competitive advantage.
The SDLC is a problem-solving process which through a series of steps helps produce a new computer
information system. Each step from system planning, system analysis, system design, system
implementation and to system maintenance conducted in sequence should provide the answers to a
problem or opportunity (Farah, 2006).
If for instance, employing an order system clients sense a problem with that system because and start
complaining that orders are late or being lost, the SDLC through the steps previously mentioned would
help correct and improve the system and operations of the order entry process (real life situation at
TIMM Medical facility). In this case, the system planning phase determines whether a new order entry
process should be developed. The system analysis phase helps the analyst study the current system in
place (order taken over the phone and input to an excel spreadsheet) and determines what shortcomings
the new system must overcome (why are orders lost or delivery of product so late?) to ensure smooth
operations within the order entry process. During the next stage, system design, the analyst specifies
how the new system will operate. This is followed by the implementation phase where programs are
acquired and tested to accommodate the new order entry process. Finally the system maintenance
phase reviews the new order entry system to ensure smooth operations and modifications as needed.
This brief example of the stages in the SDLC process outlines how this can impact the order entry
process at TIMM Medical facility. This also illustrates two of the many benefits of using the SDLC
methodology, to improve operations and thereby potentially attaining a competitive advantage (Wolak,
2001).
Still, many other benefits exist for organizations to proceed with the use of SDLC. These include:
creating solutions for existing business problems, helps firms stay competitive, (Stair, 1996, p.415-416)
as well as the potential for organizational growth and enabling a firm to stay proactive with respect to
the changing market (Laudon & Laudon, 1998, p.426-427).
Similar to improving operations, creating solutions for existing business problems is a benefit of using
the SDLC. Employing the SDLC problem solving methodology may reduce errors, delays and system
inefficiencies which can be corrected leading to a potential increase in profits or a reduction in costs
caused by the previous problems.

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Helping firms stay competitive is another benefit. A competitor for example may devise a new IS that
provides faster and better customer service. Using the SDLC may force a company to keep pace in order
to stay competitive. This too is similar to improving operations however; there may not be a "problem"
with the existing system. The system may just need to be modified to keep pace with the competition.
Utilizing the SDLC methodology steps and phases may ensure the necessary response needed to be
made by the firm.
With improper systems in place, this can potentially impact the level of growth and readiness of growth
that TIMM may face. If the wrong systems are employed then the firm may not be able to meet the
needs of increased sales and customer service. Using the SDLC to recognize the impact this
methodology can have on growth can better prepare the organization to handle increased volume, more
sophisticated bookkeeping and enhanced customer service operations.
Being proactive in the marketplace is important to staying competitive. By using the SDLC
methodology, TIMM will recognize what changes to their own existing systems are required to meet the
needs and preference of customers and suppliers. Again, the hope being that competitive advantage may
be obtained.
5. CONCLUSION
In a short paper, capturing the essence and importance of the SDLC may be difficult. The phases of the
methodology each play a vital part in the problem solving process. These processes were outlined briefly
in the TIMM Medical facility (as envisioned by Milley's fantasy hospital).
The SDLC methodology is a form of strategic and tactical planning that aims at improving operations in
order to attain a competitive advantage by understanding the future requirements of an effective Hospital
computerized Health Management information system in the TIMM firm. When the five steps of the
process are followed many benefits can be realized. Regardless of the benefit, the use of the SDLC
should help address the defined business situation.

6. REFERENCES

1. Farah, B. N. (2006). Systems Analysis. Retrieved April 14, 2006, from

http://www.referenceforbusiness.com/management/str-ti/systems-analysis.html
2. Laudon, K. C., & Laudon, J. P. (1998). Information Systems and the Internet: A Problem-
Solving Approach (4th ed.). Fort Worth, TX: Dryden Press.
3. Stair, R. M. (1996). Principles of Information Systems: A Managerial Approach (2nd ed.).
Danvers, Ma: Boyd & Fraser.

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4. Starke, F. A., & Sexty, R. W. (1992). Contemporary Management in Canada. Scarborough, Ont:
Prentice-Hall.
5. Wolak, R. (2001, April). System Development: SDLC on a Diet. Retrieved April 14, 2006, from
http://codecourse.sourceforge.net/materials/System-Development-Life-Cycle.html
6. "Importance of Systems Development Life Cycle." 123HelpMe.com. 31 Mar 2011
<http://www.123HelpMe.com/view.asp?id=159546>.
7. http://www.123helpme.com/view.asp?id=159546

8. http://www.articlesbase.com/strategic-planning-articles/it-challenges-faced-by-businesses-in-
africa- 947505.html#ixzz1HLIDx8CF

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INDEX
TITLE.............................................................................................................................................PAGE Nº

Table of Contents
A SHORT LIST OF ABBREVIATIONS.....................................................................................................1
1. INTRODUCTION....................................................................................................................................2
2. HIGHLIGHT THE CHALLENGES FACED BY METROPOLITAN HOSPITAL THAT IS ALSO
COMMON TO MANY SOUTHERN AFRICAN BUSINESS ENTERPRISES........................................2
2.1. The strategic business challenge......................................................................................................2
2.2. The globalization challenge..............................................................................................................2
2.3. The information architecture and infrastructure challenge..............................................................3
2.4. The Information Systems Investment Challenge.............................................................................3
2.5. The Responsibility and Control Challenges.....................................................................................3
3. HARDWARE, SOFTWARE, CONNECTIVITY AND SECURITY REQUIREMENTS.......................4
3.1. Agree on common user requirements...............................................................................................4
3.1.1. Medical IS Equipment .................................................................................................................5
3.2. Introduce changes in business procedures........................................................................................5
3.2.1. Claims Software........................................................................................................................5
3.2.2. Accounting Information Systems.............................................................................................5
3.3. Coordinate applications development..............................................................................................6
3.4. Coordinate software releases............................................................................................................6
3.5. Encourage local users to support global systems.............................................................................6
3.6. Invest in people................................................................................................................................6
4. EXPLAIN HOW THE TIMM TEAM COULD USE THE STRUCTURED SYSTEMS
DEVELOPMENT LIFECYCLE (SDLC) APPROACH TO ATTAIN THEIR GOAL................................7
5. CONCLUSION........................................................................................................................................9

6. REFERENCES.........................................................................................................................................9

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