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Submission #1

Importance of Information System Structure in an Organization.
Management information system (MIS) professionals develop information systems used for data management. These include searching, storing and analyzing data. They play an important function in fields such as integration, exchange and information security. They are also able to implement, design and use business data systems in ingenious ways to increase the adeptness and effectiveness of a company.
MIS specialists are responsible in assisting an organization build or deploy a system, in the event that they are unable to access important tools to do so. They are able to apply information technology to a business setting. They are responsible for researching software and hardware updates by evaluating new products and negotiating pricing with product vendors.
Systems management involves the MIS professional to monitor the computer system of an organization, which include system recovery and restart, monitoring safety compliance, controlling the computer system security and developing procedures and standards. This assists the organization to make important decisions and correct out of control situations.
MIS specialists are also responsible for overseeing information technology staff. These tasks include development, training and performance management. They also assist in actual staffing of the department as well as outsourcing if necessary. They also guide middle management in controlling business functions, target setting and short term planning. Top management also gain by goal setting, planning business proposals for the organization and learning different means of implementation.
The MIS professional is also responsible for identifying the problem and assisting in the process of decision-making. They generate information and interpret the data to the stakeholders of the organization. This provides a forum on which the organization can make decisions, plan and implement in case they lack processing tools or efficient systems. MIS specialists also provide alternatives to information system structure, if the organization is unable to access essential tools required to build a system.

Submission #2

Client-Consultant Relationship: Three-Phase Model.

Information system (IS) professionals often face challenges while providing advice to clients who run their businesses. Most client-consultant relationship challenges include Lack of effective communication on how the project should precede, Unrealistic expectations of the project that maybe set too low or too high, Underestimating the project complexity or scope and failing to understand the client’s requirements. The steps discussed below are necessary to avoid these conflicts.
A three-phase client-consultant approach is necessary to avoid setbacks. The first step is called Discovery phase. In this stage, the IS professional takes time to unearth the clients expectations of the project. It is imperative for the consultant to know everything about the client’s needs and to prepare for an in-depth intimate conversion about the Why, What, How and When. This will also develop a relationship of mutual trust between the two parties. It is also important that the consultant knows the goals and objectives of the organization.
The second stage is called Definition phase. In this period, the consultant and client need to agree on expectations defined in the first phase. Manner of payment and expenses generated by the project are determined in this phase. Budgeting in this phase also provides a forecast of expenditure and a means of monitoring business performance. It also provides a tool for decision-making. The next phase is Delivery. In this period, the work begins to meet the defined objectives set for the project. These three phases are predominantly sequential and minor alterations maybe permitted upon agreement between the consultant and client.

Submission #3
Modes of Communication used between a Client and Consultant.
Mode and frequency of communication between a client and a consultant should be proper and effective. This is vital for both sides to comprehend the client’s expectations and goals. The most important communication tool between these two parties is a contract. It spells out a scheduled timetable, manner of payment and services provided to the client by the consultant. This way, both parties have input from the very beginning of the project.
The frequency of telephone consultation between the client and consultant should be concisely and clearly spelled out in the contract. This way, unavailability on both ends shall be avoided. This mode of communication also proves to be valuable to the client because the consultant may contact the former in response to a sudden opportunity or crisis. From previous consultancy experience, having a set number of scheduled calls indicated in a consultant’s fee structure will be advantageous to both parties as it eliminates the possibility of unavailability.
Email also plays an important supplemental line of communication. This forum allows the consultant to send files that a client may need to review. However, this form of communication can be time wasting for both parties. Both the consultant and client should opt to communicate by phone, which would be more efficient and personal.
Meetings are also important means of communication between the client and consultant. In this process, the consultant is able to ask inquisitive questions so that both parties are able to get a clear picture of the problem. This line of communication allows a consultant to give advice and explain its importance for the project.