criticisms of the traditional accounting system architecture and a solution slides 2
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Criticisms of Traditional Accounting Systems
• There are non-integrated systems in an organization• The architecture captures data about a subset of an
organization's business events (the accounting transactions) - FILTERED
• The architecture stores and processes only a limited number of characteristics about these accounting transactions – FILTERED EVEN MORE
• The architecture captures and stores duplicate data in a highly summarized form - AGGREGATED
• The architecture stores financial data to satisfy one primary view - ACCOUNTANT’S PERSPECTIVE
• Data are not recorded and processed in real-time
AccountingData
Data that describes Business
Events
Business Events
Accountants filter data
GeneralLedger
Limited Output:Views & Formats
(Limited view & limited data)
Accounting Data: A Subset of Business Data
Evolution Of AIS
Stage 1ManualSystems
Stage 2AutomatedSystems
Stage 3
Resources:Manual
Process: Accounting Cycle
Data Stores (Files): Journals & Ledgers
Resources:Information Technology
Process: Accounting Cycle
Data Stores (Flat-Files): Journals & Ledgers
Objective:Generate financialstatements
Objective:Generate financialstatements
?
The solution:
An event-driven, enterprise-wide information system, sitting on top of a
relational database management system
Evolution Of AIS
Stage 1ManualSystems
Stage 2AutomatedSystems
Stage 3
Resources:ManualProcess: Accounting Cycle
Data Stores (Files): Journals & Ledgers
Resources:Information TechnologyProcess: Accounting Cycle
Data Stores (Flat-Files): Journals & Ledgers
Event-Driven, Enterprise-Wide IT ApplicationsResources:Information TechnologyProcess: Record, Maintain, ReportAll Business Event Data of InterestData Stores (Tables): RBMS
Objective:Generate financialstatements
Objective:Generate financialstatements
Objective:Support Planning, Executing, ControlAnd Evaluation Activities (PEACE)
ORGANIZATION
Conversion
Processes
Customers
ProvidesFinished
Goods and Services
MSCProcesses
Supply goods and services
Receive payment
Activity Models:Template for Decomposition of Business
Processes (IPSO template)
Suppliers
AMP Processes Provides
Input of Resources to Organization
Requestinput
resources
Pay for inputresources
Add value
Data Storage and Retrieval: Relational Database Management System
Source: Hollander, Denna & Cherrington, 2000 (adapted)
Creating Value
Organizations add value by converting resources to develop and provide the goods and services that customers desire.
Types of High-Level Business Processes• Acquisition/ Maintenance /Payment Processes
- (AMP) - acquire, maintain, and pay for resources needed (e.g. labor, finance, fixed assets, raw materials, supplies, research & development) to provide goods and services.
• Conversion Processes - adding value; converting the resources into goods and services for customers.
• Marketing/Sales/Collection Processes (MSC) – marketing, delivering goods and services to customers, and collecting payment.
Traditional Accounting “Stovepipe” Systems
Expenditure Cycle (AMP) Purchases Cash Disbursement Payroll
Conversion Cycle Cost Accounting Materials Requirements
Planning Revenue Cycle (MSC) Sales Processing
Cash Receipts
Expenditure Cycle (AMP) Purchases Cash Disbursement Payroll
Conversion Cycle Cost Accounting Materials Requirements
Planning Revenue Cycle (MSC) Sales Processing
Cash Receipts
What is a process?
A process is group of related business events intended to accomplish the strategic objectives of the enterprise
Business event (often used synonymous with business activity): an activity performed by the business, e.g., “take customer order”
(Hint:Each event should contain at least a verb and a noun)
Business Process: MSC
Business Processes and Events
Place TV adTake customer
orderCollect payment
Ship goods
Managing Business and Information Processes (PEACE)
Plan Execute And Control;
Evaluate
BusinessProcesses
InformationSystem
BusinessRules
Trigger Measures
Should Do Do Feedback
Data
How toValue Add
Record Data &Convert to Information
P - Plan
Planning requires leaders to define the business objectives, to prioritize business processes, and to provide a blueprint for achieving the objectives. They must identify opportunities available to the organization as well as assess the risk associated with each opportunity.
E - Execute
Managers execute their plan by dividing business processes into smaller activities, assigning people to perform each activity, and motivating them to do a good job. A clearly defined plan increases the likelihood of proper execution.
A - And
C - Control
Control is exercised by reviewing the results of an activity or an entire business process to see if they are consistent with expectations. The review may cause a change in expectations or a change in the way an activity or a process is performed to bring the actual results in line with expectations.
E - Evaluate
Periodically, managers evaluate the operating results to see if the business processes are achieving the organization's objectives. The results of the evaluation are used to modify the plans, objectives, and expectations.
Relationship between Business Processes, Information Processes and Management
ActivitiesManagement
Activities
Management Activities
Plan
Execute &
Control
Evaluate
BusinessProcesses
AMPProcesses
ConversionProcesses
MSCProcesses
RDMS:Data
RDMS:Data
Information System
Manage Business Processes
Manage Business Processes
CaptureData Provide
Reports
Source: Hollander, Denna & Cherrington, 2000
Managing Organizations:Business & Information
Processes• PEACE (Management)
– Plan– Execute, And– Control– Evaluate
• Business Processes– AMP: Acquire, Maintain, Pay for Business Resources– Convert: Add value, particularly unique to organization– MSC: Market, Sell goods/services, Collect payment
• Information Processes– Record, Maintain, Report
Modeling A Business
“Suppliers” Enterprise Customers
Convert: Operations Job Costing
AMP: Raw Materials, Supplies,
Labor, Finance,Fixed assets
MSC: MarketingSalesCollection
$ $
Cash Disbursements Cash Receipts
How Can Accountants Add Value In The Information Age?
– Provide useful information for decision makers who are responsible for planning, executing, controlling or evaluating activities of an organization
– Help embed information processes in the business processes (to capture and store data about the processes in real time)
– Help embed controls in the business processes– Help management define business rules or policies
that shape the nature of its business processes