The Effects of ICT on the Quality Aspects of an Information System

‭ he effects of ICT on the quality aspects of an information system‬ T ‭If we summarize the effects from the foregoing and consider them as quality aspects of an‬ ‭(automated) information system in an organization, we arrive at the following classification.‬ ‭-‬ ‭The efficiency‬‭. The primary aim of the use of ICT is to achieve efficiency‬ ‭gains in information provision (in the broadest sense of the word) that should‬ ‭have a positive influence on the success of business operations.‬ ‭-‬ ‭The reliability of the data‬‭. ICT offers opportunities to automate manual audit‬ ‭work. Due to the possibilities offered, automation influences the structure of‬ ‭the entire internal reliability system.‬ ‭-‬ ‭The accessibility‬‭. The fact that in an automated information system the data is‬ ‭c onverted into digital form and can therefore only be accessed, read, edited‬ ‭and provided with the help of technological tools, offers additional possibilities to‬ ‭limit accessibility to only those authorized to do so, which increases security. of‬ ‭the information system.‬ ‭-‬ ‭Availability (continuity)‬‭. Finally, security measures are necessary to‬ ‭ uarantee that the equipment and the software and data stored therein‬ g ‭available‬‭remain for the benefit of the users of the system.‬ ‭It is important to realize that the quality aspects also influence each other to a large‬ ‭extent.‬ ‭ ypology of automated environments‬ T ‭In practice, the following configurations are common:‬ ‭1.‬ ‭Fully outsourced automated data processing‬‭. This form is common in smaller‬ ‭c ompanies and institutions that, for example, have certain transaction‬ ‭processing systems, such as modern POS equipment, but have completely‬ ‭outsourced the processing of these transactions in an information system to‬ ‭third parties. There are also larger companies that have done this.‬ ‭2 .‬ ‭Standalone PC‬‭. In this situation, the organization has a (micro)computer that can‬ ‭function completely independently and has its own operating software, and that is‬ ‭suitable for supporting all kinds of applications. This form also occurs in smaller‬ ‭organizations that want to keep their own administration and process the most‬ ‭important financial transactions independently (including telebanking, etc.). As far‬ ‭as applications are concerned, standard packages are often used.‬ ‭3 .‬ ‭Minicomputer with network and/or database management, with or without the‬ ‭use of (a) server(s)‬‭. In this situation, the organization has a central computer and‬ ‭several (intelligent) terminals linked to it by means of a network (local area network).‬ ‭The minicomputer supplies the necessary software to the terminals and is also‬ ‭suitable for managing a central database. However, the most important‬ ‭organizational units can have their own applications to support the performance of‬ ‭the most important business functions. These do not have to be integrated. The‬ ‭financial administration often has a financial package at its disposal. In addition, one‬ ‭or more standard packages are used.‬ ‭4.‬ ‭Same as 3, but now with a so-called ERP application, and if necessary,‬ ‭expanding into large-scale systems.‬‭In this situation, the execution of the‬ ‭most important business processes takes place through the use of a fully‬ ‭integrated information system. These systems are already discussed, as‬ ‭earlier in this section. Called Enterprise Resource Planning (ERP) systems.‬ ‭The data necessary or available during the implementation is recorded as‬ ‭much as possible once in a centrally managed database. With the help of‬ ‭application software, it is possible to classify the data in the database into‬ ‭different perspectives and thus gain new insights into business activities. As‬ ‭far as the‬ ‭applications are concerned, a standard package is often used with the option‬ ‭of further adjusting (parameterizing) these applications as needed.‬ ‭5.‬ ‭ ombinations of the previous four shapes.‬‭Many companies are physically spread‬ C ‭across multiple locations, resulting from mergers, etc., which allows for multiple‬ ‭configuration types within an organization.‬ I‭t is clear that the types described, in succession, increasingly have an increasingly‬ ‭powerful management organization that safeguards the interests of all users in the‬ ‭organization. As an additional dimension, for the types described under 2 to 4, the‬ ‭c ontrol and reliability measures to be taken are further influenced by the extent to‬ ‭which:‬ -‭ ‬ A ‭ ccess to third parties is provided;‬ ‭-‬ ‭Closed or open data communication channels are used.‬ ‭T he organization of the management of ICT activities‬ ‭ he control activities relating to ICT include the following:‬ T ‭-‬ ‭Determining and establishing the role of ICT in the information plan and‬ i‭nformation planning (appropriate in the information policy);‬ ‭-‬ ‭Determining and establishing the desired goals or measurable standards;‬ ‭-‬ S ‭ etting up and operating the management organization (including making‬ ‭people and resources available), responsible for:‬ ‭O‬‭System development and maintenance;‬ ‭O‬‭Equipment to be purchased and software to be purchased or developed;‬ ‭O‬‭Data processing;‬ ‭O‬ ‭Security;‬ ‭O‬‭Service and helpdesk;‬ ‭O‬‭Quality assurance.‬ ‭-‬ ‭Measuring and determining the results achieved with ICT management;‬ ‭-‬ ‭Evaluation, by comparing the desired/expected and the achieved results, an‬ ‭analysis of the differences and subsequent possible adjustment of goals,‬ ‭standards and/or prescribed procedures.‬ ‭ ecentralization of control activities‬ D ‭The trade-offs between central or decentralized management of information systems‬ ‭c an be shown as follows:‬ ‭Benefits central‬ ‭Advantages of decentralization‬ ‭ ocal problems are responded to faster‬ L ‭ longr consistent implementation of the‬ A ‭„overall‟ information policy and faster strategic‬ ‭and better, mainly because not‬ ‭need to compete with‬ ‭decision- making in the field of ICT.‬ ‭ ther organizational‬ o ‭units.‬ ‭ ore efficient use of resources by taking‬ M ‭advantage of economies of scale,‬ ‭preventing 'inventing the wheel twice'.‬ ‭Simpler control tools.‬ ‭ etter coordination options for‬ B ‭c ontrol activities.‬ ‭ reater motivation and involvement‬ G ‭among employees because the‬ ‭decentralized control activities directly‬ ‭benefit local activities.‬ ‭Less overhead costs.‬