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Management Information System MIS Project



  • The objective of the project1 is to assist the company in the selection of an integrated MIS to cover its current and future business & operational requirements.

  • Define an  optimal Operation Strategy that drives production efforts and all resources to achieve the corporate Strategy

     Management level


Problem Level





Transaction Process Systems and Operation Control TPS


Executive Information System EIS


Standard Management Reporting Systems MRS


Decision Support System DSS

  1. Executive Information System Eis

    Executive Information System provides high Level Management with information required to maintain a strategic vision of the enterprise. EIS provide management with the ability to quickly obtain status information and portray it in graphical and tabular formats. It often provides the capability to drill-down form the higher summery level to uncover the more detailed data that underlie the summery figures and graphics.

  1. Decision Support System Dss

    To help higher level management in Decision making for unstructured problems. DSS facilities support a variety of analytical techniques such as "What-If" analysis, optimization modeling and others. On-Line Analytical Processing OLAP is a decision support software that allows the user to quickly analyze information that has been summarized into multidimensional data views and hierarchies.

  1. Management Reporting Systems Mrs

    The Output of MRS (MIS Reports) are reproduced in a periodic batch reporting mode for Tactical Decisions and Operational Planning. MRS systems control the acquisition and allocation of resources that support the Company Major Operations

  1. Transaction Process Systems And Operation Control Tps

    TPS use On-Line Transaction Process OLTP. The Systems provide operational details, summery reports, and exception reports to help supervise and control routine operation.

  • These new applications are mainly based on identifying value chain elements and identifying the possible ways to integrate information along the chain. They also take into consideration the possible creation of electronic markets.

  1. Supply Chain Management Scm

    Supply Chain Management solutions are fully automated, Internet-based, self-service systems that streamline all of those activities associated with moving goods from raw materials stage through to the end user. Supply Chain Management capabilities typically evolve from simple online buying of supplies and materials to full-scale involvement in online marketplaces. This evolution often occurs in four phases: Internal Buy-Side System - Direct Purchasing System - Marketplace Involvement

    SCM solutions help top management in applying its competitive value and supply chain strategy: such as: Vertical integration- Physical proximity - Vendor-managed inventory… etc

  1. Enterprise Resource Planning Erp

    Enterprise resource planning permits organizations to manage resources across the enterprise and enables the integration of various standard operational functions. For example, human resources, payroll, and financial systems are enabled to "talk" to one another and share data. ERP harmonize management data by deleting redundancies.

  2. E-Commerce & E-Business

    E-commerce is buying and selling on-line, usually via the Internet. Typically a website will advertise goods and services and the buyer will fill in a form on the website to select the items to be purchased and provide delivery and payment details. The website may gather details about customers and offer further items that may be of interest. The cost of a high street store is avoided and the savings are often passed on to the customers, sometimes leading to spectacular growth.

    E-business would include buying and selling on-line but also includes other aspects of on-line business, such as customer support.

  • The following steps are recommended for a thorough, organized, and strategic approach to selecting and implementing a new management information system

4.1 Analysis Of Business And Information Needs

  • Examine the company ’s strategic plan and expectations for future growth

  • Identify Information needs for other consulting projects (marketing Strategy, Sales, export, e-commerce.. .etc)

  • Identify stakeholders in the project (individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected by the project) 

  • Determine their needs and expectations, and manage and influence those expectations over the course of the project.

  • Define the role information technology will play in achieving these needs

4.2 Identify Core Processes

  • In light of the company ’s strategy for the future, determine the functional areas and business processes the new system will need to supplement.

  • Clearly identify the scope of the system selection, and adhere to that scope throughout the selection process.

  • Compilation of an “organizational snapshot” of key indicators that measures activities associated with core business processes.

  • Expansion of this snapshot into projection of activity for the next 2 – 3 years. This is an attempt to quantity growth the near-term and will aid in system capacity planning and in cost-benefit studies.

  • Documentation of core business process and activities through flow-charting. This forms the core of the preparation for system selection as this puts the business “on paper”. Completing this task will achieve the following:

  • Achieve a consensus among staff how tasks are accomplished

  • Magnify opportunities for improvement through automation

  • Highlight specific functionality needed by a system

4.3 Define User Requirements

  • Identify the management information system requirements by conducting functional interviews with key staff:

  • Main responsibilities of their department

  • Major challenges facing their position

  • How they envision a new management information system helping them achieve goals and objectives

  • Document and prioritize the high level requirements that he new management information system must satisfy.

4.4 Software Requirements Document & Review

  • Defines the planned features and functions of the software product.

  • Describes other qualities that the software must have, such as usability attributes or regulatory compliance.

  • Clearly defines and prioritizes the customer requirements and software capabilities and features that the engineering team must deliver in the final software product.

  • Clearly defines the target market: business problem, user requirements, and market opportunity.

  • Identifies existing solutions and competitive products.

  • Compares and contrasts the features, costs and capabilities of the product under development with existing commercial products.

  • Identifies long-term plans for future releases and features.

  • Identifies maintenance and support costs.

  • Review of the Software Requirements Document by top management and end-users

4.5 Functional Specification & Review Document & Review

  • The functional specification translates the Software Requirements Document into a technical description that ensures that the product feature requirements are correctly understood before moving into the next step.

  • The Functional Specification includes specific information about each functional requirement of the software. The Functional Specification should describe, for each functional requirement:

  • Purpose - What the function is intended to accomplish.

  • Input - What inputs will be accepted, in what format the inputs arrive, sources for the inputs and other input characteristics?

  • Process -The steps to be performed, algorithms, formulas, or techniques to be used. Software implementation details are not included, however.

  • Output - Desired outcomes such as the output form (e.g. report layout), the destination of the output, output volume and timing, error handling procedures, and units of measure.

  • Usability items need to be included in the Functional Specification. These are features that ensure user friendliness of the software. Examples include clear error messages, input range checking as soon as entries are made, and order of choices and screens corresponding to user preferences.

  • The Functional Specification also includes performance requirements, a discussion of design constraints (e.g. hardware, software), and required attributes such as security,  maintainability, reliability, mobility, and availability.

  • To ensure that all parties understand the software objectives, the Functional Specification must be reviewed for accuracy and completeness. The Functional Specification review should include top management & all concerned users.

4.6 Prepare List Of Short Listed Vendors To Whom An Invitation To Tender Shall Be Circulated

  • To ensure the final selection is made from a pool of suitable vendors, develop a Request for Qualifications (RFQ) which requests the vendor to provide qualifications and rates to perform desired classes of work, but not a fixed price to provide specific deliverables.

  • Request for Qualification RFQ should include a list of screening questions to ask vendors, comprised of the mandatory requirements previously identified.

  • Based on the responses received from the vendors, eliminate systems not meeting your company ’s requirements and ‎Prepare list of  short listed vendors to whom an invitation to  vender shall be circulated‎

4.7 Develop A Comprehensive Request For Proposal

  • Obtain authority to prepare and release an RFP for this project. Define objectives and tasks for the contract based on the Work Breakdown Structure (WBS)

  • Specify deliverables and the functional and technical requirements.

  • Set administrative requirements such as due dates for deliverables, payment schedules and terms, etc.

  • Establish the evaluation process and criteria for vendor selection.

  • Draft the RFP & Obtain approval.

  • The RFP should include the following major sections:

  1. An Introduction that describes the objective and the nature of the project, and a brief summary of what is being requested from the vendor;

  2. The Statement of Work SOW, which contains two parts:

  • The functional and technical requirements of the product or system to be delivered;

  • The work and the deliverables that the contractor is expected to provide;

  1. Key contract terms and conditions;

  2. Instructions for the content and format of the proposal and how to submit it;

  3. BUS standard provisions for an RFP

4.8 D.9 Project Implementation Time Plan

  • Identify the major project milestones for the master schedule

  • Sequence the activities based on their logical dependencies

  • Estimate the task duration and resource requirements for each activity

  • Develop an initial project schedule by assigning resources and time-frames to the activities

  • Identify the critical path

  • Tune the schedule to achieve the objectives while balancing or smoothing the resource requirements

  • Document the assumptions

  • Assess the risks inherent in the assumptions and in the resource estimates

  • Review the schedule with the stakeholders and make modifications as necessary

Some typical project milestones are

  • Requirements Approval

  • End-of-Phase Review

  • Prototype Approval

  • Approval of Design

  • Hardware and/or Software Installed and Tested

  • Unit Test Completed

  • Integration Test Completed and Approved

  • Acceptance Test Completed and Approved

  • System Acceptance by User

  • Production Implementation