The Requirements Specification of the Management and Control System in Form of a GRAI Grid - Essay Example

Topic: Business Model Part 3 Develop the requirements specification of the Management & Control system (i.e. decision system) for this selected EBE in form of a GRAI Grid. Introduction An EBE is used to understand different parameters involved at the input, output and processing level for each activity in a business. Breaking a task into its sub tasks is the key feature in generating EBEs. GRAI grid is used to tabulate interdependencies of various organizational activities involved in any specific EBE. It has hierarchical structure i.e. a top down approach which describes level as horizon and also indicates the time frame for that level. A GRAI grid is modeled by using modeling languages such as IDEF0 or GRAI Nets. (Bernus, P, Nemes, L, Schmidt, G, 2003, p.155) GRAI grid makes it possible to have efficient organizational structure of an enterprise. It makes use of decision centre, decision frame, horizon, period, and so on which is described below for an EBE of ResearchArchive. Keywords: EBE, organization, decision, resource, time, limitation, efficiency, dependency, structure GRAI grid helps to achieve good control and management of activities. The GRAI grid is a two dimensional structure containing horizontal functional blocks with decision centers. “A decision centre is an organization unit which is the locus of a decision making process.” (Vernadat, F, 1996, p.296) A decision center represents an entity that gives decisions which can be persons or automated machines or computer programs as well. The flow of decision marks the dependencies between various activities. Diagrammatically it is represented by a double arrow. The information flow is the amount of data that is exchanged, referred or shared by different functional units amongst themselves for efficient functioning. For example, the recruitment process will need the information from various units; about costing plans, about vacancies, roles that need responsibility, etc. In that case the flow of information is marked accordingly to show linkages between units. This information flow is diagrammatically represented by single arrow. Let us consider activity model for acquiring and providing E-material which was modeled in previous assignment. It is as follows: Sources HR team Material Material details, information library details Requirement list Add/delete Requests. HR team Log management Methodology Communication need Communication mgmt plan, Customer acquisition plans availability status. Efficient communication modes. Communication policy Material status Internal/ external Need Communication. Evaluation. Service type Customer information Alternative solutions E-material availability Service policy Fig.: Activity model for acquiring and providing E-material GRAI grid for our EBE can be tabulated as follows: (Vernadat, F, 1996, p.295, fig. 7.6 ‘The GRAI grid’)   External Information To manage orders To plan To manage resources Internal Information H = 1year. P = 6 months. 1. Gross evaluation of customer needs. 2. Company service graph. 1. Decide cash inflow and outflow strategies. 2. Devise material distribution methodology with respect to payment modes. 1. Acquire and manage sponsors. 2. List e-material availability and procurement strategies. 3. Supplement alternative solution plan. 1. Define resources and update on a timely basis: Internet connection, Human resources, E-material, Sufficient knowledge base. 1. Company registration information, Partners involved. H = 6 months. P = 3 months. 1. Advertisement strategies. 2. Evaluation of company needs. 1. Manage and update customer registration and personal information via effective database management tool. 1. Create, organize and maintain library w.r.t. customer needs. 1. Manage and control communication plan for internal as well as external means. 1. Stakeholder demands. 2. Horizontal and vertical growth of company. H = 1 month. P = 1 week. 1. Media feedbacks. 2. Evaluation of customer needs. 1. Scan and record number of customers attended and statistically evaluate company progress. 2. Undertake small but effective projects to give discounted service to dearer/ regular customers. 1. Manage E-material authenticity check. 1. Evaluate roles and responsibilities assigned. 1. Publicity process. 2. Employee feedbacks. H = 1 week. P = 1 day. 1. Complaints/ conflicts. 2. Suggestions posted on website. 1. Indicate e-material availability status. 2. Distribute material and collect its worth amount. 1. Attend complaints and suggestions and revert back. 2. Advertise newly available e-material which is very popular or most needed. 1. Manage rewards and work performance appraisals for human resources. 1. Daily work report of employees. 2. Weekly work plan. Different levels in the grid signify occurrence of activities at that level. Precisely, grid makes it simpler to understand the frequency of repetition of certain activities over other activities with respect to priorities and duration of execution. The nature of task is also of prime importance while locating the task in grid. The company functions by first making available and organizing the e-material that is to be traded. Hence it needs to locate sources for its own benefit. Next important step is to acquire and manage human as well as non human resources to carry out company tasks. Managing funds, cash inflow and out flow is crucial for company growth and its survival in competitive market. It also has to run short term and long term attractive schemes to have an edge over other companies providing similar services. Establishing efficient communication for internal and external means is one of the very important steps to keep the progress going upwards. Different tasks carried out at different levels are as depicted in graph above and detailed below: Level 1: H = 1 year, P = 6 months: This level indicates tasks to be done over a span of one year with intermediate check after 6 months. Such tasks should include long term planning, execution policy of significant task, management plans of human and non human resources with resources developing strategies. Strategic decisions are usually made on longer horizons such as this level. The concerned role of suggesting and working on alternative solutions if desired service is not available has to be done beforehand. Such and other similar tasks fall in this category. The strategic financial manager looks into arranging funds and gathering sponsorships as when needed for future use. Level 2: H = 6 months, P = 3 months: This level indicates tasks to be done over a span of 6 months with intermediate check after 3 months. Such tasks include tactical decisions to improve company’s growth and help flourish the business. The tactical financial manager decides different tactics to put to use the money obtained by raising funds and that earned by providing service. He also plays the role of implementing tactics to attract more customers and hence more money. The tactical resources manager plays the role of using tactics to improve performance of human resources and to use economically the non human resources. Level 3: H = 1 month, P = 1 week: This level indicates tasks to be done over a span of every 1 month with intermediate check after 1 week. Such tasks are the ones that recur with a good degree of frequency. The managers involved at this stage pay attention to consistent short term goals. Media feedbacks and publicity process updating work is undertaken by the manager at this level. The human resources manager looks after consistent check of assigned roles and responsibilities. Employee satisfaction is a very important aspect for a successful organization. A vigilant check over assigned roles and responsibilities helps to know employee satisfaction. For customer satisfaction; the company undertakes several small projects for keeping regular customers delighted. Level 4: H = 1 week, P = 1 day: This level indicates tasks to be done over a span of one week with daily checks i.e. this level indicates managerial roles to be played everyday. The operational manager at this level keeps track of company operations and services provided on a daily basis. He caps the responsibility of resolving any disputes with customers and amongst employees. He looks after daily performances of employees and attends to their suggestions. A daily work check can be kept by mandatory short work report submission by employees. This helps the manager to increase awareness of activities going on in his team. Strong organizational interoperability helps define roles and respective responsibilities for standardization of work and agreement on different policies within an organization. (Blanc, S, Ducq, Y, Vallespir, B, 2007) Such interoperability can be established and developed in due course of time with the aid of the GRAI grid. After all, the fittest always survive! And, hence a company needs to be fit enough to face and fight back in all kinds of situations wherein real success of an organization lies. References: Bernus, P, Nemes, L, Schmidt, G, 2003, Handbook on enterprise architecture, Springer Publication, Available from Google books: p. 155, 156, [21 May 2009] Blanc, S, Ducq, Y, Vallespir, B, 2007, A graph based approach for interoperability evaluation, Bordeaux University, France, Available from SpringerLink.com preview: [21 May 2009] Vernadat, F, 1996, Enterprise modeling and integration, Springer publication, Available from Google books: p. 293-299 [21 May 2009] Read More