IS as the Solution for Soliel Panel Distribution
When a company becomes a commercially successful project on a large scale in its core market, it faces serious challenges that have the potential both to improve the performance and credibility of the enterprise and to damage previously established organizational chains. It is necessary to use information systems to achieve only a positive effect from the expansion of any company, including Soliel Panel Distribution (SPD). Although there are many ways of the practical application of such solutions, most often, ISs allow benefiting from organizational development through at least three stimulating effects: relevance of data, company integrity, and automated accuracy of calculations. Thanks to IS, the company’s disjointed departments acquire integrity and unity, which is expressed through an electronic document and operational management, and general corporate culture. Simultaneously, the company can significantly reduce organizational errors and failures when manually typing data or transporting materials between departments. In addition, the time that has been saved by quickly searching for relevant data in general and specialized databases can be spent on the development of additional projects or post-stage expert reviews of business processes.
IT Department Support
Undoubtedly, BPM has a significant impact on all company branches, especially the IT department that develops SolDistHR software. Optimization of business processes is of primary importance when implementing management concepts: this can significantly reduce costs and time for product production due to the established control. In coupled with execution control and stage-by-stage examination of project performance, the serious advantage of BPM is the ability to identify vulnerabilities and weaknesses automatically. This effect is crucial for timely correction of software errors and inaccuracies, which, even in the short term, leads to smoother SolDistHR operation and reduced use of resources for intermediate quality assessments. Thus, the desire to develop a commercially and organizationally valuable product is inextricably linked with the application of BPM principles.
Five Stages of Change Management
Management’s primary task in planning organizational changes is to modify the corporate culture to assess the importance and necessity of any changes. An essential role is played by a manager who conducts professional conversations and training with employees. The central purpose of this stage should be to recognize that SPD will not achieve high competitiveness without changes and remain outside the market leadership. The next stage is to prepare a detailed plan that takes into account all varieties of business processes. In particular, the development of SolDistHR should be preceded by the setting of strategic goals, the definition of KPIs, the range of stakeholders, duration, and scope of the project. The optimal strategy for this stage is to use known models and approaches relevant to change management. Management begins to implement the described changes in professional practice having completed the second phase. Herein, the probability of errors and failures increases, so the company’s leaders should consider all sorts of problems and correct them promptly. The most sensitive is the fourth phase of management, in which IT specialists complete the test integration of SolDistHR into the organizational practice and take assessment, surveys, information, and modification of organizational relationships to prevent a return to the previous system. The excellent strategy for the fourth phase may be to encourage the use of new software among employees or to train the nuances of the program. Completion of change management is inextricably linked to the supra-departmental quality control and analysis, which is the fifth phase. The last step’s central purpose is to determine how seamlessly SolDistHR has fit into the company’s life and whether this has had a positive effect. Meanwhile, if problems are identified in this phase, management should consider the possibility of changing SPD practices when planning future changes.
Duties of the Parties
The four role models present in soft development are ranked by responsibility and include a department manager, a workgroup administrator (curator), SolDistHR developers, and a third-party consultant from a marketing or strategic group. The manager, who is the primary responsible person for the project, is responsible for the creation and design of the idea, the appointment, and staffing of the working group, communication with other organizational units, and reporting on interim results. The workgroup administrator has less authority and is only responsible for subordinate team members. This person has good leadership and organizational skills to maintain the timely pace of task fulfillment, corporate culture, and employees’ motivation. The programmers involved in the project are responsible only for the development and layout of SolDistHR. As a multifactor soft, SolDistHR requires a versatile approach, so this category of employees can be represented by different programmers. Finally, a third-party assistant’s tasks include consulting the project team on marketing and strategic planning issues, setting deadlines, and quality control of their execution. The goal of outsourcing is to create a more diverse environment in which different views and ideas are presented.
Method of development
Among a large number of existing and popular methods of developing a software application cascade model that meets the consistent process of performing tasks strictly according to a pre-created plan was chosen. The Waterfall methodology, in contrast to more flexible development models, is based on exact requirements for the sequence of stages and identification of software errors only at the relevant testing phases. Central to this model is the documentation and instructions provided by clients to the contractor.
Choice Justification
The model chosen is the classic one when creating software, although it may seem more conservative than its existing counterparts. A large number of advantages, which are typical for waterfall development, formed the basis for the choice of this model. First of all, thanks to the cascade mechanism, the working group manages to achieve the most important result, namely the simplicity of project execution. As it is known, among the participants of IT-project teams, multitasking and the desire to execute as many tasks as possible often dominate, although this approach can lead to confusion and problems at the testing and integration stages. The waterfall model allows discussing all steps in advance and designing the path, all stages of which are detailed. This also applies to more precise planning of timing and financial costs. When reports are generated, it will be easier for the SolDistHR manager to measure progress and paint potential threats. Although the model is useful, it still has some weaknesses: for instance, the high cost of error, non-cyclicality, or low rate of first results. It is worth admitting that problems may arise when implementing this model, as employees of a modern company most often strive for flexibility and versatility. Furthermore, in practice, it is challenging to prescribe all sorts of scenarios and requirements quite clearly and comprehensively, therefore, the instructions that appear in subsequent phases may disrupt the natural development process.
Project Stages
Initially, management’s primary function is to recognize and discuss the importance of organizational change in the SPD. This step can include both employee training and marketing campaigns about the upcoming changes and their importance to the company. During the planning phase, the administration team creates a detailed diagram of the steps to be taken and a matrix line corresponding to the task sequence. Perhaps this is the most significant step since the completeness and integrity of the created instructions ensure smooth functional execution of the subsequent phases. Herein, the manual should describe the maximum variety of technical, organizational, and juridical requirements required to implement SolDistHR. Created instructions are documented and signed by the CEO, after which the development stage begins. Programmers and specialists from other departments make up the program code by solving sequential tasks. This stage is followed by testing when the weak points of the code are studied: errors, problems, and syntax violations. The key is to determine whether SolDistHR meets the SPD requirements. A positive result of testing determines the project’s scaling to all company departments and the active monitoring of software usage efficiency. Nevertheless, this phase does not mean mitigation of organizational requirements, as support specialists need to monitor problems and maintain harmonious and uninterrupted operations of SolDistHR.
External and Internal Security Threats
The creation of an integral system, the functionality of which is reduced to simplification of HR department work, is accompanied by numerous threats to information security, coming from inside and outside the company. Implementation of such perils consists of the violation of confidentiality, integrity, and availability of commercially important information. An intruder, who succeeded to steal valuable materials, can get acquainted with confidential information, modify it, or even destroy it, as well as restrict or block access of a licensed user to information. There is no doubt that the threat factors have almost no positive effect on the company, but on the contrary, have the potential not only to disrupt the continuity of successive stages but even to destroy the digital organizational system entirely. Thus, the internal sources of threat that can harm the implementation of SolDistHR are theft of corporate data, unintentional user errors, physical impact on servers, and failures in the operation of hardware. The external risk factors include malware, phishing links, social engineering, industrial espionage, and force majeure.
Methods of Protection Against Threats
Despite the variety of protecting confidential information methods used in modern technology companies and even in users’ devices, SPD managers should choose those that allow balancing cybersecurity and convenience of the software. Encryption of corporate data according to one of the existing models — symmetrical or asymmetrical — is of primary importance: this measure will ensure the protection of even stolen data, since, in the absence of a digital key, the criminal will not be able to decrypt the material. Moreover, company employees should undergo regular training to discuss current and modern methods of industrial espionage and social engineering. The purpose of such programs is to eliminate situations in which an employee gives away their password and login from their account in exchange for hiding personal secrets. Along with encryption, management should think about other models or complicating access to information, such as biometrics or two-factor authentication. If the technical and financial resources of the company allow this, the professional practice can include scanning of the face, fingerprints, or voice, as it is relevant for most modern smartphones and laptops. Although these methods can change the work environment, these modifications are minor compared to the loss of valuable data. On the contrary, if the company’s resources are limited, it is advisable to use periodically change complex passwords and log users out of the system regularly. Periodic software updates are equally important, as they eliminate bugs and vulnerabilities and increase overall system protection under updated security policies.
Approach to Vulnerability Search and Elimination
No matter how perfect the SolDistHR system is, its implementation is inextricably linked to potential problems and threats that can disrupt the general course of integration. While specific steps to address the problems can be taken into account, malfunctions and vulnerabilities will occur: this phenomenon must form the basis for quality error management. In this context, it is proposed to use a five-step bug management model, which not only offers bug detection and system recovery but also prevents similar scenarios in future versions of the software. In the first stage, the problem is identified: most likely, this procedure is carried out through the employees who detected the SolDistHR fault. The IT department specialists perform expert code verification to find the reason behind the error. Then, the team fixes the problem, releases a new version of the firmware, and later performs an analytical evaluation of the changes’ impact. In case the success of the new software build is guaranteed, the fixing script is documented and used to fix similar potential problems.
If the data were lost as a result of a malfunction, then recovery is significant. It should be noted that even if the error was corrected in time and a scenario according to which similar problems will not occur in the future was created, the economic and intellectual damage to the company at a particular moment can be incredibly high. For this reason, a logical step is to back up the data stored on dedicated servers. Backup rules may include both periodic automatic and manual backups after a task pool has been completed.
Importance of Software Functionality Support
Even software released into the corporate environment requires systematical support since there is the possibility of discovering new vulnerabilities, weaknesses, or code obsolescence. Coupled with keeping the program up to date, post-integration control is also aimed at the immediate response to emerging problems detected during the use of SolDistHR. In other words, there are at least two reasons to support the software after implementation.
Problem management, created to keep the program up-to-date, aims to eliminate the effect of incompatibility on the technical and user sides. The company’s employees should use a modern, comfortable system interface, which could ensure uninterrupted operation. Scheduled weekly or monthly updates of the software will be excellent solutions to maintain this goal. On the other hand, in working practice, employees may face serious obstacles such as bugs or weaknesses in the code. The instant solution of the problem is based on creating a working group with the sole purpose: to restore the regular operation of the software. Large IT companies tend to create a proactive model where the problem is eliminated before a large-scale discovery. In this scenario, SPD requires significant financial and technical (as cloud computing) resources.
Step-by-Step Mitigation of Future Problems
The first step to managing IT incidents is their registration in a database. The information about the incident should be as complete as possible so that the expert group can evaluate the causes and consequences of the incident thoroughly. The data includes the user, time, date of the incident, number of parties involved, and prediction of the extent of damage and possible causes. After that, the incident is categorized and prioritized in order to prioritize the solution of problems. The third step is to solve the problem directly by escalating, rewriting the program code, or creating a third-party solution. Quality control is the fourth step when over-level specialists check the performance and smoothness of the intermediate product. Finally, if the problem is solved, the IT department saves the incident resolution model for repeated future system errors.
Reference
DIP1 — DIP1 task 1: Application development [PDF document]. (n.d.). Business of IT-applications — C179.