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ICT4 Revision Guide
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DUIC, BURY AS ICT MODULE 4 REVISION NOTES
These revision notes are based on the past examination papers for the last 6 years. They include the answers to all the questions in the following exam papers:
June: 2005, 2004, 2003, 2002, January: 2006, 2005, 2004, 2003,
As of December 2006, the June 2006 mark scheme has not yet been released by AQA.
Also, I don't have a copy of the January 2002, 2001, 2000 and June 2001, 2000 mark schemes. If you have an electronic copy, please send it to me and I will add it to the notes. If you have a paper copy, please scan it, and email it to me. My email address is abdulhaf at hotmail dot com
· General notes - each question is about one section of the specification - 1.1, 1.2, 1.3 etc. if you can work out which section it is, you'll know what to write. Very rarely does a question spill over to cover 2 sections. · Do not use tippex. · Go over your answers once you've finished · Don't give over-generalised examples - keep them specific to ICT · If the question asks for an example, give an example · If the question asks for an explanation & an example, give both, not just one. · The use of brand names - Excel, Access, Word - does not gain credit. · If you don't know the meaning a word, LOOK IT UP. Use a dictionary, or go to Dictionary.com, onelook.com, or in google type in define: anyword to find the meaning of the word. Do not guess. Find out.
Table of contents
Examples of categories of users of information systems, and the level at which they operate 13.2 Information Systems and Organisations Definition and example of a data processing system Definition and example of an information processing system Definition of an MIS (Management Information System) why an organisation would implement an MIS How a Managing Director (MD) would use an MIS Actions that managers could take to increase the chances of a MIS being successful Problems that staff might encounter when a system has been introduced too quickly Factors that should be considered when discussing the introduction of a new information system 13.3 Corporate Information Systems Strategy Role of a corporate information systems security policy Definition of informal information flow Definition of formal information flow Difference between formal and informal information flows within an organisation Topics that should be covered in a corporate information systems security policy Information systems that would be useful to managers at the highest level of an organisation Effects that the structure of an organisation could have on the flow of information Factors that might be considered when producing a corporate information system strategy. Levels of information that each of the above users might require Ways of classifying information, with examples Benefits to customers of a company using good information in the context of an online store Benefits to a company of having good information Reasons for using a formal method Problems that might occur when entering free text answers from a questionnaire into an MIS Data capture methods that a company could use for entering the data collected on the questionnaires Methods of presenting the information produced from a questionnaire to a group of managers Data capture method for a 'free text' response/open question on a market research questionnaire methods that could be used to ensure accurate data entry on a 'free text' response Output format to use when summarising free text responses Output format to use when summarising closed questions/ 'crossed or circled response' question. The reason why a market research company would use an ICT system to process responses The manager of the fresh food department in one store; The company executive officer, based at head office. Manager of the fresh food department in one store; Company executive officer, based at head office; Definition of the term 'Risk Analysis' Threats to an ICT system, and countermeasures for each one Legislation that should be considered when writing an Information System Security Policy Factors that should be considered when writing an Information System Security Policy. Methods of enforcing and controlling health and safety legislation within an organisation Principles of the current Data Protection Act Measures a doctor's practice could take to show that their records were accurate. Methods of making sure that staff in an organisation are aware of the company's policies How to make a new member of staff aware of the company's security policy Ways in which support may be provided for users of ICT systems. User support options that a software house could offer its potential customers Ways in which training may be provided for users of ICT systems. Methods of providing training in the use of software Means of providing the training material, and give an advantage of each. Factors that need to be taken into account when planning training. 13.8 Project Management and Effective ICT Teams Tasks that a team leader should perform to help a team achieve success Why are ICT projects often sub-divided into tasks and allocated to teams The need for 'clear timescales' The need for 'approval to proceed' The need for 'agreed deliverables' Characteristics of an good and effective ICT team 13.9 Information and the Professional Definition of the term 'ICT Code of Practice' The reason why a code of practice is required Social, moral and ethical issues that could affect an ICT professional SPG marking criteria for the essay ESSAY - SDLC & Project Management and ICT teams Organisation and use of ICT teams Use of formal Methods for development of IS How the structure of the organisation influences the Corporate Information Systems Strategy. How the personnel in the organisation influences the Corporate Information Systems Strategy. Dev Life Cycle (D) (need description of a stage for 1 mark - if just listed, then (G) Max 4 marks - 2 for introduction and 2 for conclusion only. (D, S, C, H) Under each of the four headings, allow up to 4 marks. Why regulation is required (R) Issues in Devising regulations (I) Potential problems with regulation (P) Methods (M) - max 4 - could be Information generated (A) - max 5
13.1 Organisational StructureLevels in an organisation
· Strategic · Tactical (Implementation) (1); · Operational (1) Examples of categories of users of information systems, and the level at which they operate· Higher Management · They work at the Strategic level · Middle Management · They work at the Tactical level · Workers · They work at the Operational level
Role of an information system in decision making for the tactical and strategic levels of supermarket management· Tactical (local in this context) - affecting hour by hour/day-to-day/short¬term operational decisions (1), · e.g. staff rosters, reorder quantities on previous local sales, how many tills to open etc (1) · Strategic (central in this context) - long term decisions (1), ·
where to locate new stores, what
lines of merchandise to carry, based on sales figures etc (1) 13.2 Information Systems and OrganisationsDefinition and example of a data processing system· A data processing system is an Operational or low level system which will in most cases involve electronic data capture(1). Such systems are used for repetitive and routine business activities (1), including for day-to-day transactions, like transaction processing. (1) · Examples: · Register/attendance, · Point-of-sale, · Stock control, · ticket booking system etc Definition and example of an information processing system· An a system that takes data from different sources and converts it into information which can be communicated in appropriate format to managers at different levels, like the tactical and strategic levels, to aid planning or decision-making · Examples: Student Info system, Financial reporting system, Sales Information system, library information system, Management Information System, Executive information system, Decision support system etc
The difference between a data processing system and an information system, in the context of a supermarket· 1 mark for each of DP and IS, plus 1 for each example · DP - precise/low level/electronic data capture/used for repetitive/routine business activities. (1) · Examples: Stock control/payroll calculations/invoices/ point-of-sale (1) · IS - collection of data to improve performance/aid to decision making/support for management. (1) · Examples: Sales Information system/Financial info system/stock summary (1)
Examples of how a data processing operation in a supermarket might provide data for a company-wide information system.· Must be in context - first mark for indicating output from DP system is used/processed by an MIS; second mark is dependant on the first · The data from the POS system (items sold, loyalty card information) is processed (1) · to show who buys what, location, time of day/week/year (1) OR · into information that can be presented in a way to enable management to make strategic decisions(1)
Deliverables in the information life cycle of an information system, and when they are produced/completed
Definition of an MIS (Management Information System)· An MIS is a system to convert data from internal and external sources into information (1) · The information is communicated in an appropriate/understandable form (1). · .for use by managers at different levels (1). · .so that they can use the information produced (1). · .to enable them to make effective decisions (1) · Examples: · Sales Information system · Financial Info system · Production summary why an organisation would implement an MIS· so that managers at different levels of an organisation (1) can use the information produced (1) to enable them to make effective decisions (1) How a Managing Director (MD) would use an MIS· A supermarket CEO may take a report showing the comparative performance of all the supermarkets in the country (1) to decide the long‑term strategy/make strategic decisions (1) · An MD could use an MIS to analyse financial information, such as the income of a supermarket, (1) to see whether the store is making money or not, thus aiding the decision to keep the store open. (1) Actions that managers could take to increase the chances of a MIS being successful1 for action (a), 1 for description/statement/expansion of how it would help (h) · Ensuring the right amount of management knowledge of ICT and its capabilities or having awareness or training sessions (a) so that they do not make excessive demands that are not technically possible (h) · Ensuring emphasis is on business process, not on low level data processing (a) regularly checking that the development will deliver what is required by the business (h) · Making only appropriate demands on development and ICT team (a) by not expecting them to take short cuts to deliver a sub-standard product (h) · Allowing development team to adhere to standards (a) not pressurising then to produce a ìquick and dirtyî solution that would become un-maintainable (h) · Have all parties working as a team (a) allowing good communication between managers, users and development team (h) · Allowing the development team to have enough time to complete each stage properly (a) by not pressurising them to cut corners (h) · Making sure there are no problems with changeover (a) by ensuring that all training and documentation is complete and that all other departments are ready (h) · Ensuring the right amount of user involvement/communication throughout the development cycle (a) and making sure that all parties are available for consultation (h) · Allowing for and ensuring the right staff/resources are available to the project team at all stages (a) e.g. Users for acceptance testing (h) Factors that might cause an MIS to fail / may cause the failure of a system that has been introduced too quickly
· lack of communication between management, users and the development team · inadequate analysis/other phase · emphasis on computer system/ not on info needs of users · concentration on low level data processing · not giving managers what they need/not meeting requirements · lack of management knowledge of ICT and its capabilities · lack of team work · lack of standards · Incomplete documentation · problems with changeover/procedures not ready · staff not prepared/ change in roles/ training not taken place etc · lack of consideration for post-implementation maintenance · excessive management demands
Problems that staff might encounter when a system has been introduced too quickly· Problems using the system properly (P), because of lack of training/lack of skill (E) · May lose job/be made redundant (P), due to new system doing what used to be a manual task (E) · Changes forced upon staff (P) leading to resentment/attitude problems (E) · Employment pattern changed (P) may want to relocate (E) · May have a problem with new system and not know what to do (P), as new working procedures have been introduced but not communicated · (E) · Have problems with new/changed working conditions (P), which were introduced without consultation (E) · Fall foul new/updated rules (P) that are included in a new Code of Practice (E)
Issues that the IT department should address, so that any new information system developed is more likely to succeed· Professional standards used (1) so everyone knows what processes and procedures to use during development (1) · Effective team working/balanced teams as a norm( 1), with everyone working together on appropriate tasks, well-controlled by good leadership (1) · To have a project management methodology in place (1) that allows good control of the development process (1). · Always follow a life-cycle methodology in a standard way (1), to allow effective/exhaustive analysis/design/testing methods, making sure no important steps are missed (1) · Strong communication links with management (1), so that impossible demands are not made/so that compromises can be agreed for any particular requirement (1) · Involvement of manager/user in development (1) needs to be at an appropriate level (1) · Implementation strategy (1) making sure that all parties are prepared (e.g. training planned or documentation written) (1).
Reasons why a feasibility study might recommend the replacement or updating of an existing information system.· Current system no longer fit for purpose/is ineffective · Changes in processes/business methods (Do not allow business studies reasons) · New legislation forces changes · Technical developments mean current system outdated/redundant · Current system inflexible/too expensive to run/developer skills rare therefore expensive
Factors that should be considered when discussing the introduction of a new information system· 1 for factor (F), 1 for expansion/example (E) · Technical issues · Economic issues · Legal issues · Operational issues · Schedule issues · Training issues · Changeover issues
13.3 Corporate Information Systems StrategyRole of a corporate information systems security policy· to have written procedures to follow (1) · that spell out what is to be protected (1) · how it is to be protected (1) · and who is responsible (1) Definition of informal information flow· Informal information is Information that naturally arises, is not structured and is produced ad-hoc (1) · Such as a phone call, personal conversation, during a meeting or by observation, e-mail, bulletin board, special interest group (1) Definition of formal information flow· A system with fully documented/agreed procedures (1) · Stating stages of flow/control/exception handling/distribution (1) · Eg. "Business letter" is good example; · "Letter" on its own not good Difference between formal and informal information flows within an organisation· Formal flow is a system with fully documented/agreed procedures (1) Stating stages of flow/control/exception handling/distribution (1) · Informal is not a system/ is using the grapevine/is unstructured/ is naturally arising (1) · Formal example - e.g. business letter/report/memo/agenda/minutes of meeting/planned or scheduled meeting( 1) · Informal example - e.g. note/gossip/non-documented conversation/phone call/personal conversation/during a meeting/observation/e-mail/bulletin board/special interest group (1) Topics that should be covered in a corporate information systems security policy· prevention of misuse · detection of misuse · investigation of misuse · procedures for preventing misuse (accept an example e.g. Access levels etc) · staff responsibilities · disciplinary procedures Information systems that would be useful to managers at the highest level of an organisation· 1 mark for an info sys, 1 for use (planning/decision-making), 1 for describing how. · Info sys are (e.g.) MIS, EIS, DSS. These get the 1 for info sys. · Anything else, read the whole answer and, if the explanation is at strategic level, give the mark for info sys as a ëbodí. · Eg1 A Sales Management information system (1) could be useful when planning future expansion (1) as the information provided would show the growth areas in terms of product or geography (1) · Eg2 Use MIS to create analyse sales in 50 stores around the country, to determine which of the 50 stores to close down. · NOTE: Not IS on its own. · NOTE: Not DBMS. Factors that can influence an information system within an organisation, and which should be considered when writing a Corporate Information Systems Strategy.· 1 for stating factor (f), 1 for description/example/expansion · Business strategy/Business objectives (f) + (e) · Legal and Audit requirements (f) + (e) · Information flow within the organisation (f) + (e) · Staff knowledge and experience with ICT (f), + (e) · Management style and methods/culture (f), + (e) · General organisational structure (f) + (e) · Breakdown of functions (f), + (e) · Responsibilities for ICT (f), + (e) · Personalities within org (f), + (e) · Ability to adapt to change (f), + (e) · Motivation of staff (f), + (e) · Training facilities for staff (f), + (e) · Hardware/technology available/considerations (f) + (e) · Software/applications/systems available/considerations (f) + (e) · Standards in use within organisation/within the industry (f) + (e) · Behavioural factors (f) + (e) Effects that the structure of an organisation could have on the flow of information1 for the effect on flow, 1 for description/example/expansion · EFFECTS · Time (slower/faster) · Accuracy (distorted) · Style (formal/informal) · Types · Quality · Examples: · STYLE - Hierarchical, or pyramid shape organisation has longer more formal paths for information flow (1) may take longer (1) · TIME - Flatter, matrix/mesh shape tends to allow shorter routes (1), information may be less reliable/idea of Chinese whispers (1)
Factors that might be considered when producing a corporate information system strategy· Organisation and functions of management (1), description of current departments/functions, how information used (1) · methods of planning and decision-making (1), levels of (strategic, tactical, operational)/formal and informal methods/ democratic(consensus)/ project boards/autocratic/automatic/ prescriptive/descriptive/rational (1) · legal and audit requirements (1), nature of business/compliance with DPA or other acts/industry standards etc (1) · general organisational structure (1) pyramid etc and information going up/down between (1) · responsibility for the information system within an organisation (1), IT manager/department, managers of different departments (1) · information flow (1) directions/movement/type/procedures (1) · hardware/technology (1) age/capabilities/upgrading of/compatibility (1) · software/applications (1) compatibility/future direction/ upgrades/ versions/ generic/ bespoke (1) · | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||