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progressive and it will be necessary to adapt
the system to support the business changes.
analysis of different scenarios under a new infor-
mation or development of models. In case there is
a changing proposal in each layer (new behaviour
or new information) it must be communicated
to the other layers. The final changes will only
be accepted after all layers include the proposed
changes. The model resulting from work is briefly
presented in Table 2.
The activities developed by each group of
work allowed detailing, specifying and check-
ing the models thus creating a solid base for the
development of a system lined up with business.
The group communications was supported by use
case that describes the problems and validates the
solutions regarding the changing proposals. The
changing of models has created some difficulties
but we understand change as a natural thing in
this process.
The chosen platform supporting the logical
development in the model was ZOHO CRM (Fig-
ure 8), due to the positive analysis made of the
following aspects: i) the platform is available as a
service software thus it stimulates the Information
System Department to be constituted as a unit that
passes from development and maintenance of the
application to support the services that the platform
offers; ii) the price of each license is substantially
more economic than the other considered solu-
tions; iii) the capacity of interaction with other
applications through the REST communication
that allows the use of a web interface using XML
and HTTP , without the additional abstractions
of the protocols based on patterns of exchanging
messages, as the web services protocol SOAP ;
iv) the easiness to form a multidisciplinary team
for the development of a solution by using O-O-
D-A strategy.
The team agreed to initiate the development of
the CRM by the module regarding the sales force:
Accounts and Contacts Management:
permits the access to all clients data and
their relationship with the contacts name-
ly: information on clients, contacts, the
role each contact has in commercial re-
lationship, the relationship contacts have
between themselves and their relationship
towards the management of proposals;
Commercial Proposals Management:
permits the control of proposals type (lay-
out), automatic generation of invoicing,
treatment by period of proposal, automate
the emailing of proposals and the control of
the composition of the price of each item;
Invoicing Management: once a commer-
cial proposal is accepted it is possible to
create an invoicing order and manage the
other relevant aspects such as placement of
orders and invoicing;
At last the modules allowing the Products
Management and the Price Lists
Management of products for each client
were also implemented.
Three groups were formed, one for each model
layer: context, business and logic. The collabora-
tors were shared to facilitate the communication
and the passage of models between the groups.
Each group can only carry out its work of analysis
after receiving the analysis the previous layer. As
such the business layer only initiated its work
after receiving the models of processes and the
entities of the context layer and, the logic level
only started his work after receiving the models
of the business layer.
Each work session, of each group, followed
the loop O-O-D-A strategy: existing data collec-
tion for analysis; preparation of new scenarios;
issues, controversies, problems
In the approach described, the alignment of the
information Technologies with the business is
made by the implementation of the strategy. The
tools used are framed within the Organisational
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