Abstract
Decision support systems are information systems that base their processes on knowledge providing solutions to unstructured problems. The implementation of these systems requires a large investment of work and the success of the system consists in defining and analyzing certain factors before implementation.
Critical factors in the implementation of decision support systems
Information systems have evolved to this day and are capable of providing economic and strategic advantages that facilitate and streamline the routine processes of any organization. Currently, the most advanced systems that provide the greatest results to organizations are systems that have their foundations in a knowledge base.
One class of these systems are decision support systems, which analyze the data stored in the knowledge base and provide solutions through models to solve unstructured problems.
Fernando Álvarez (cited by Ramón Arroyo, 2001) establishes that the history of decision support systems dates back to the 70's when the University of Massachusetts, for the first time, began to use a computational table to improve the decision making.
Although the systems have been known for approximately 30 years, implementation in companies has only recently started. Perhaps one of the reasons why few companies use it is due to its complex implementation.
For the decision support system to meet its objective, several important factors must be defined and analyzed before its implementation:
1. Growth of the organization in the medium term.
In addition to knowing the current situation of the company, it is essential to study the current vision to know the growth plans, the possibility of new markets, the strategies, the next investments, the new products that are being developed. All this with the aim of preventing the system from not meeting the needs and requirements of the company in the long term.
In the event that a restructuring is planned within the company, the tangible and intangible costs and benefits will have to be estimated. New roles and functions should also be considered to plan the training of affected personnel.
2. Current technological infrastructure.
The cost of information systems is one of the main reasons why many companies do not want to implement new technology, due to this both the hardware and the software they have must be analyzed so that, as far as possible, they do not an extra investment has to be made.
Another reason why it is necessary to determine the technological resources available to the company is because based on these resources the proposal for the new system will be designed.
The elements that have to be analyzed in terms of hardware are:
- Servers: server type, capacity, quantity Terminals: capacity, quantity, location Personal computers: type of computers, quantity, capacity Network: structure, cabling, bandwidth, range, repeaters Electrical installations: generating plants, cabling.
Regarding the software, the aspects of:
- LicensesCurrent systemsVersions of current systems and applications (ERP, transactional systems, database applications, etc.) Periodic updates and maintenance carried out to the systems Identify if the development of the systems is carried out internally or externally.
The previous analysis will provide us with the necessary information so that the system to be implemented can be supported by the infrastructure of the system, or if necessary it will be possible to identify the investment that has to be made.
3. Human capital for implementation.
Without detracting from the other factors, one of the most important factors, without a doubt, is the company's human resources. The main problems detected in this area are resistance to change and information sharing.
Aguado, RJ cited by Caldera (2001) mentions that because change also affects people, one must take care of stress tolerance levels, it can cause both physical and psychological damage in individuals.
To prevent these problems in the implementation of our system, any human resources management methodology can be used, it can be based on competencies, in self-directed groups, etc. The important thing is to have a well-integrated work team that has sufficient knowledge for the decision-making process, that deeply knows the needs of the system and, above all, that can make the most of the information.
An assessment of resistance to change can determine how the system will be implemented:
- Evolutionary: refers to the implementation being gradual. Revolutionary: indicates a rapid and total change. Systematic: it is a combination of the previous two, it is a total change but little by little.
4. Financial situation.
This factor implies knowing the financial statements of the company that allow us to determine the economic feasibility of implementing the decision support system. Or, that they allow us to know the maximum budget that the company has to develop the project.
This evaluation will allow us to visualize the characteristics of the system that can be implemented and to identify in a timely manner if the system will meet the needs of the company.
In addition to the analysis of the above factors, Cerezo (1999) establishes that for a correct selection of a decision support system to be made, the following steps must be followed:
- Be very clear about what you want to do, the objective you are pursuing Involve all areas of the company in order to establish the real needs and requirements of the users Detail and catalog the needs you want to satisfy, in An order of priorities: To start looking for suppliers and the best way to find them is by researching in the market which products and distributors can satisfy the primary needs.
Conclusions
Implementing a decision support system is an arduous and complex task. Accurate data is needed for this tool to provide significant benefits to the organization. Any detail that is neglected will bring a risk to the company where the losses will be equal to or greater than the profits that could be obtained.
However, with good planning and identification of critical factors, the success and fulfillment of the objectives of the system are guaranteed.
Bibliography
Cerezo, Claudia (1999). "Business software: optimize your business intelligently" and "Beyond the integration of the internal processes of your company: ERP's on the WEB". Net.
Turban, E. (2001). Decision support systems and intelligent systems. (6th ed.) Upper Addle River, New Jersey. Prentice Hall.
Arroyo, Ramón (2001). Competitive advantage through information systems. Netmedia.
Caldera Borja, Bethzy (2001). Decision support systems and resistance to change. Netmedia.
Merchand, Francisco (2001). Are we ready to implement our DSS? Netmedia.
