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MIS Tutorial 3 Anwer

MIS Tutorial 3 Anwer

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AACS4794 MANAGEMENT INFORMATION SYSTEM Tutorial 3 answer August 18, 2010
Question 1
a)
 
Tangible benefit
ate benefit that can be quantified and monetary value this benefits. ThisBenefit usually come from two major sources, decreased costs or increased revenues. Costsavings or decreases in expenses come from increased inefficiency in company operations.
I
ntangible benefit
are the benefits that are not easily quantified, it include more efficientcustomer services or enhanced decision making. It cannot be immediately quantified, butmay lead to quantifiable in long run.b)
 
Example of 
tangible benefits
are, reducing staff by automating manual functions or increaseefficiency, and reducing error rates through automated editing or validating.Example of 
intangible benefits
is increased levels of services (in way that cannot bemeasured).
Question 2
P
ayback analysis is a method to measure of time required to pay back the initial investment on aproject. It is a popular method because of its simplicity can power as an initial screening method.There are limitation for this method, such as it does not take into account the time value of money,For instance, a dollar saved today is worth more to us than a dollar saved ten years from now. Thepay back analysis does not take into account the interest earn for each annual saving.Secondly, it does not measure the overall profitability of the whole project; it does not consider anybenefits of the system that are accrued after the payback period. For instance, an alternate solutionmight produce the greatest benefits at the lowest cost a year after the payback period has ended, afact that is ignored by payback analysis.
Question 3
A performance measure used to evaluate the efficiency of an investment or to compare theefficiencyof a number of different investments. To calculate ROI, the benefit (return) of aninvestment isdivided by the cost of the investment; the result is expressed as a percentage or aratio.The return on investment formula:Return on investment is a very popular metric because of its versatility and simplicity. That is, if an investment does not have a positive ROI, or if there are other opportunities with a higher ROI,then the investment should be not be undertaken.
Question 4
P
resent value analysis is a method of evaluation capital investment using discounting arithmetic todetermine whether or not they will provide a satisfactory return. Its measure all relevant cash flowassociated with a project over its whole life and adjust these occurring in future year to presentvalue by discounting at a rate called discount rate.
 
AAC
S4794
  
ANAGEMENT IN
F
¡¢  
MATION
S
£  
S
TEM Tutorial
3
an
s
¤  
e
r Augu
s
t
18
¥ 
 
2010
 
Q
u
¦§  ¨  
i
©   
5
Th
e
tim
e
 
v
alu
e
of mon
ey
(TVM) r
e
e
r to a
c
on
ce
  
t of whi
c
h a dollar
y
ou ha
ve
toda
y
i
s
worth mor
e
 than a dollar in futur
e
 
thi
s
i
s
b
ec
au
se
mon
ey
i
s
 
s
ub
 jec
t to inflation and d
e
  
r
ec
iation, th
e
 
v
alu
e
of mon
ey
will d
ec
r
e
a
se
o
ve
r th
e
tim
e
pa
ss
 
Additionall
y
, mon
ey
r
ece
i
ve
in futur
e
ha
s
to b
e
di
sc
ount b
y
 
s
om
e
appropriat
e
p
e
r
ce
ntag
e
rat
e
,
s
u
c
h a
s
 
c
o
s
t of 
c
apital rat
e
and pr
ev
ailing int
e
r
es
t rat
e
 
 
Q
u
¦§  ¨  
i
©   
6
Th
e
limitation of th
e
finan
c
ial mod
e
l
s
i
s
th
e
 
c
o
s
t and b
e
n
e
fit
s
fa
c
toringdo
es
not a
cc
ount for th
e
ri
s
  
s
 in a
ssess
ing th
e
final out
c
om
e
 
It t
e
nd
s
to o
ve
rlook or ignor
e
th
e
 
s
o
c
ial and organizationaldim
e
n
s
ion
s
of information
sys
t
e
m
s
that ma
y
aff 
ec
t th
e
tru
e
 
c
o
s
t
s
and b
e
n
e
fit
s
of th
e
in
ves
tm
e
nt.
F
or
e
  
ampl
e
, man
y
 
c
ompani
es
information
sys
t
e
m
s
in
ves
tm
e
nt d
ec
i
s
ion do notad
e
  
uat
e
l
y
 
c
on
s
id
e
r
c
o
s
t
s
from organizational di
s
ruption
s
 
c
r
e
at
e
d b
y
a n
e
w
sys
t
e
m,
s
u
c
h a
s
th
e
 
c
o
s
t to train
e
nd u
se
r
s
,th
e
impa
c
t that u
se
r
s
l
e
arning
c
ur
ves
for a n
e
w
sys
t
e
m ha
ve
on produ
c
ti
v
it
y
or th
e
tim
e
manag
e
r
s
 n
ee
d to
s
p
e
nd o
ve
r
see
ing n
e
w
sys
t
e
m r
e
lat
e
d
c
hang
es
.
Be
n
e
fit
s
,
s
u
c
h a
s
mor
e
tim
e
l
y
d
ec
i
s
ion from an
e
w
sys
t
e
m or
e
nhan
ce
d
e
mplo
yee
l
e
arning and
e
  
p
e
rti
se
, ma
y
al
s
o b
e
o
ve
rlook
e
d in a finan
c
ialanal
ys
i
s
.
Q
u
¦§  ¨  
i
©   
7
Th
e
portfolio
c
an b
e
d
esc
rib
e
d a
s
ha
v
ing a
ce
rtain profil
e
of ri
s
k and b
e
n
e
fit to th
e
firm. It
c
an b
e
u
se
dto
se
l
ec
t alt
e
rnati
ves
aft
e
r d
e
t
e
rmin
e
d th
e
o
ve
ralldir
ec
tion of 
sys
t
e
m
s
d
eve
lopm
e
nt. U
s
uall
y
, itfo
c
u
s
ing on
sys
t
e
m
s
of high-b
e
n
e
fit and low-ri
s
k; th
ese
promi
se
 
e
arl
y
r
e
turn
s
and low ri
s
k
s
. How
eve
rhigh b
e
n
e
fit and high ri
s
k
sys
t
e
m
s
hould b
e
 
e
  
amin
e
d; low b
e
n
e
fit and high ri
s
k b
e
n
e
fit
sys
t
e
m
s
hould b
e
a
v
oid
e
d; low b
e
n
e
fit and low ri
s
k
sys
t
e
m
s
hould b
e
r
ee
  
amin
e
d for th
e
po
ss
ibilit
y
.
Q
u
¦§  ¨  
i
©   
8
Sc
oring mod
e
l i
s
a qui
c
k m
e
thod for d
ec
iding among alt
e
rnati
ve
 
sys
t
e
m
s
ba
se
d on a
sys
t
e
m of rating
s
 for
se
l
ec
t
e
d ob
 jec
ti
ves
. It gi
ves
alt
e
rnati
ve
 
sys
t
e
m
s
a
s
ingl
e
 
sc
or
e
ba
se
d on th
e
 
e
  
t
e
nt to whi
c
h th
ey
 m
ee
t
se
l
ec
t
e
d ob
 jec
ti
ves
, and h
e
lp
s
to bring about agr
ee
m
e
nt among parti
c
ipant
s
 
c
on
ce
rning th
e
 rank of th
e
 
c
rit
e
ria.
Sc
oring mod
e
l
c
on
s
i
s
t
s
of 
c
rit
e
ria, w
e
ight
s
and
sc
al
e
. Th
e
out
c
om
e
i
s
not th
e
 
sc
or
e
, but th
e
agr
ee
m
e
nt on th
e
 
c
rit
e
ria u
se
d to
 j
udg
e
th
e
 
sys
t
e
m.
Q
u
¦§  ¨  
i
©   
9
Cr
it
  
r
ion W
  
i
  
ht stud
  
nt 1m
  
rk
sStud
  
nt 1sco
re
stud
e
nt
2
m
  
rk
Stud
e
nt
2
sco
re
Stud
e
nt
3
m
  
rk
Stud
e
nt
3
sco
reExa
m
 
1
 
15
 
100%
 
15
 
80%
 
12
 
90%
 
13
.
5
 
Exa
m
2
20
 
100%
 
20
 
80%
 
16
 
75%
 
15
 
Exa
m
3
25
 
100%
 
25
 
80%
 
20
 
80%
 
20
 
H
om
ew
o
rk
20
 
100%
 
20
 
90%
 
18
 
90%
 
18
 
Pr
oj
e
ct
 
20
 
100%
 
20
 
95%
 
19
 
70%
 
14
 
T
ot
a
l
 
100
85 8
0.
5
 
AAC
S4794
MANAGEMENT IN
F
ORMATION
S
  
S
TEM Tutorial
3
an
s
w
e
r Augu
s
t
18
,
2010
 
Case St 
udy
 
Q
u
est 
i
!"   
10
#  
ortfolio anal
ys
i
s
h
e
lp Eru
s
t& Young d
eve
lop an o
ve
rall und
e
r
s
tanding of in
v
ol
ve
d pro
 jec
t (Lotu
s
 Not
es
) ri
s
k
s
and b
e
n
e
fit
s
profil
e
(
es
timation). It allow
s
Eru
s
t& Young top manag
e
m
e
nt to
 j
udg
e
 furth
e
r wh
e
th
e
r to pro
cesse
d or not with thi
s
Lotu
s
Not
es
tool impl
e
m
e
ntation.A
cc
ording to th
e
 
c
a
se
, th
e
r
e
ar
e
quit
e
a numb
e
r of ad
v
antag
es/
b
e
n
e
fit
s
m
e
ntion
e
d: Eru
s
t& Young
s
 worldwid
e
r
eve
nu
e
gr
e
w b
y
 
17%
. Th
e
 
c
ompan
y
abl
e
to
c
ommuni
c
at
e
with
e
a
c
h oth
e
r a
c
ro
ss
 g
e
ographi
c
al national bord
e
r, and
e
nabl
e
th
e
 
s
haring of knowl
e
dg
e
and information among th
e
 m
e
mb
e
r
s
firm
s
within lo
c
al and multinational t
e
am, within
se
r
v
i
ces
lin
es
and a
c
ro
ss
nationalboundari
es
.
F
or
e
$  
ampl
e
th
e
 
e
ntir
e
m
e
mb
e
r
c
an manag
e
th
e
pro
 jec
t and
s
har
e
work produ
c
t andid
e
a tog
e
th
e
r.How
eve
r, a
cc
ording to th
e
 
c
a
se
, th
e
ri
s
k in
v
ol
ve
ar
e
quit
e
low, b
ec
au
se
th
e
 
e
$  
ce
ll
e
nt
s
upport of Lotu
s
 
c
on
s
ulting whi
c
h had tak
e
n th
e
 
e
ffort to
s
ati
s
y
it
s
 
c
li
e
nt
s
r
e
quir
e
m
e
nt
s
and h
e
lp th
e
m at
eve
r
y
 
s
t
e
pof th
e
wa
y
.
F
or
e
$  
ampl
e
, Lotu
s
 
c
on
s
ulting h
e
lp
e
d th
e
 
c
ompan
y
in d
es
igning th
e
int
e
rnal not
es
 n
e
twork and al
s
o pro
v
id
e
d
sys
t
e
m
s
upport, whi
c
h in
c
lud
e
d th
e
a
ss
ignm
e
nt of a
s
p
ec
ial Lotu
s
Not
es
 a
cc
ount manag
e
r d
e
di
c
at
e
d onl
y
to Eru
s
t& Young.
Q
u
est 
i
!"   
11
a)
 
Ta
n
%  
ibl
e
b
e
n
e
fit i
s
b
e
n
e
fit that
c
an b
e
quantifi
e
d and a
ss
ign
e
d a mon
e
tar
y
 
v
alu
e
.
F
or
e
&  
ampl
e
 in
c
r
e
a
se
in
s
al
es
r
eve
nu
e
and op
e
rating
c
o
s
t r
e
du
c
tion.
I
nt
a
n
'  
ibl
e
b
e
n
e
fit i
s
b
e
n
e
fit that
c
annot
e
a
s
il
y
quantif 
y
and
c
annot a
ss
ign
e
d a mon
e
tar
y
 
v
alu
e
onit.
F
or
e
&  
ampl
e
impro
ve
 
c
u
s
tom
e
r
s
ati
s
fa
c
tion and in
c
r
e
a
se
 
c
ompan
y
imag
e
.b)
 
T
h
e
t
a
n
(  
ibl
e
b
e
n
e
fit
of th
e
n
e
w Ora
c
l
e
E-
B
u
s
in
ess
 
S
uit
e
 
S
oftwar
e
 
c
an r
e
du
ce
th
e
in
ve
ntor
y
 
c
o
s
t.Th
e
 
c
ompan
y
build
c
ar that
c
u
s
tom
e
r want, fulfill what
c
u
s
tom
e
r n
ee
d
s
, h
e
n
ce
th
e
r
e
will no
e
)  
cess
i
ve
 
s
to
c
k.To
y
ota gain b
e
n
e
fit on r
e
du
ce
op
e
rating
c
o
s
t with th
e
n
e
w Ora
c
l
e
E-
B
u
s
in
ess
 
S
uit
e
 
S
oftwar
e
. Itr
e
du
ce
th
e
 
e
rror rat
e
through automat
e
 
e
diting or
v
alidating
sys
t
e
m, for
e
)  
ampl
e
th
e
nationaldi
s
tributor
c
an u
se
th
e
 
sys
t
e
m to monitor th
e
ord
e
r and
s
wap
c
ar with
v
ariou
s
r
e
tail
e
r
s
.
Bes
id
es
that, th
e
n
e
w Ora
c
l
e
E-
B
u
s
in
ess
 
S
uit
e
 
S
oftwar
e
 
c
an r
e
du
ce
th
e
pro
cess
ing
c
o
s
t b
y
 a
c
hi
eves
qui
c
k
e
r pro
cess
ing in
c
ar ord
e
r tran
s
a
c
tion b
e
tw
ee
n d
e
al
e
r, di
s
tributor and r
e
tail
e
r.
F
inall
y
, th
e
n
e
w
sys
t
e
m al
s
o r
e
du
ce
th
e
pap
e
r
c
o
s
t
s
in
ce
th
e
 
c
u
s
tom
e
r pla
ce
th
e
ir ord
e
r onlin
e
 in
s
t
e
ad of u
s
ing pap
e
r form.
I
nt
a
n
0  
ibl
e
b
e
n
e
fits
of th
e
n
e
w
sys
t
e
m
s
u
c
h a
s
in
c
r
e
a
se
 
c
u
s
tom
e
r
se
r
v
i
ces
, th
e
 
sys
t
e
m allow th
e
 
c
u
s
tom
e
r to
se
l
ec
t th
e
ir d
es
ir
e
 
c
ar with
v
ariou
s
option
s
a
v
ailabl
e
, h
e
n
ce
thi
s
in
c
r
e
a
se
th
e
d
e
gr
ee
 of 
c
u
s
tomization with th
e
n
e
w Ora
c
l
e
E-
B
u
s
in
ess
 
S
uit
e
 
S
oftwar
e
. Th
e
 
sys
t
e
m will al
s
o in
c
r
e
a
se
 th
e
 
c
u
s
tom
e
r
s
 
s
ati
s
fa
c
tion, b
ec
au
se
 
c
u
s
tom
e
r don
t n
ee
d to wait too long, th
e
 
sys
t
e
m h
e
lp th
e
mto
s
a
ve
tim
e
.
Bes
id
es
that, th
e
n
e
w
sys
t
e
m impro
ve
d information tran
s
par
e
n
cy
,
s
u
c
h a
s
how mu
c
h
c
u
s
tom
e
rord
e
r? What
c
u
s
tom
e
r ord
e
r? And whi
c
h d
e
al
e
r
s
handl
e
for whi
c
h ord
e
r.
F
inall
y
it impro
ve
d
c
ompan
y
imag
e
and brand r
ec
ognition, with a b
e
tt
e
r on
e
-
s
top
se
r
v
i
ces
and fun
c
tion
s
off 
e
r
e
d.

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