Content uploaded by Amevi Acakpovi
Author content
All content in this area was uploaded by Amevi Acakpovi on Jun 11, 2015
Content may be subject to copyright.
A preview of the PDF is not available
Automated Business Name Reservation and Registration System - A Case Study of Registrar General's Department, Ghana
Abstract and Figures
Registering a business in Ghana has over the years been the greatest challenge of most entrepreneurs and investors, both local and expatriates. The current system in use at various branches of the Registrar General's Department do not synchronize properly with their central database and checking for redundancy of data takes a lot of time. This paper therefore seeks to develop an automated business name reservation and registration system which will provide a conducive mean of registering business in real time. Four main phases were involved in this project, namely planning phase, analysis phase, design phase, and implementation phase. The functionalities of the system are presented by UML diagrams that consist of a use case diagram and sequence diagram. A database was created with MySQL software to manage the registration process and an interactive web component was added to enable people to make reservations. The system was finally deployed at the Registrar General's Department of Ghana and evaluations show that it is very reliable, time saving and user friendly. It also provides extensive reporting and business intelligence. General Terms Database programming, UML diagram, Web application, human computer interaction Keywords Sequence diagram, use case diagram, user interface design, business registration, MySQL database.
Figures - uploaded by Amevi Acakpovi
Author content
All figure content in this area was uploaded by Amevi Acakpovi
Content may be subject to copyright.
ResearchGate has not been able to resolve any citations for this publication.
Many ERP implementations fail to achieve their hoped-for benefits and require investments that are often much larger than originally estimated. There is also a need to progress toward more theoretically grounded ERP implementation research. The present paper constitutes a step in that direction and proposes a conceptualization of ERP implementation scope that rests on three dimensions: Breadth, Depth, and Magnitude. The results of an exploratory study of 31 ERP implementations provide support for this conceptualization and show that the three dimensions are differentially related to project outcomes.
Empirical studies have investigated the effect of attitude and behavior on IT acceptance in organizations but yielded ambiguous results. Possibly they have not effectively accounted for the moderating effects of experience gained through direct interaction with the target technology. We examined the moderating effect of the length of direct experience on IT acceptance relationships and constructs. Using multi-group invariance analysis, we demonstrated that relationships between key IT acceptance constructs differed, depending on the user's experience. The incorporation of direct experience can lead to convergent results and contribute to further understanding of the process. We discuss some implications from the knowledge that IT use is a dynamic process and suggest that IT management must account for direct experience in their decision making.
Understanding how IT contributes to a firm's competitive advantage has long been of interest. While managers have made significant investments in IT, inflexible legacy systems hinder their ability to respond quickly to market opportunities. Our study examined how the flexibility of an organization's IT infrastructure enhanced information generation and dissemination and that this increased their ability to respond to rapidly changing environments. Our discussion of these information building and information leveraging effects was grounded in the resource-based view of the firm. We empirically tested our model using data collected from senior executives of 105 manufacturing and service firms. We found that IT infrastructure flexibility was positively related to information generation and dissemination. Moreover, information generation was significantly related to organizational responsiveness. Finally, organizational responsiveness was positively related to the firm's competitive advantage. These results showed the importance of developing a flexible IT infrastructure that can be quickly adapted and reconfigured to meet information processing demands in dynamic environments.
The first step towards developing quality software is to conceptually model the problem raised in its own context. Software engineering, however, has traditionally focused on implementation concepts, and has paid little or no attention to the problem domain. This paper presents a generic methodological framework to guide conceptual modelling, focusing on the problem within its domain. This framework is defined considering aspects related to a generic conceptualisation, and its application to software engineering—illustrated using the IFIP Case—achieves the called-for problem-sensitivity.
Using IT in ways that can trigger major organizational changes creates high-risk, potentially high-re ward, situations that I call technochange (for technology-driven organizational change). Technochange differs from typical IT projects and from typical organizational change programs and therefore requires a different approach. One major risk in technochange—that people will not use information technology and related work practices—is not thoroughly addressed by the discipline of IT project management, which focuses on project cost, project schedule, and solution functionality. Organizational change management approaches are also generally not effective on their own, because they take as a given the IT “solutions” developed by a technical team. Consequently, the potential for the IT “solution” to be misaligned with important organizational characteristics, such as culture or incentives, is great.
Merely combining IT project management and organizational change management approaches does not produce the best results, for two reasons. First, the additive approach does not effectively address the many failure-threatening problems that can arise over the lengthy sequential process of the typical technochange lifecycle. Second, the additive approach is not structured to produce the characteristics of a good technochange solution: a complete intervention consisting of IT and complementary organizational changes, an implementable solution with minimal misfits with the existing organization, and an organization primed to appropriate the potential benefits of the technochange solution. With hard work and care, the combined IT project management plus organizational change approach can be made to work. However, an iterative, incremental approach to implementing technochange can be a better strategy in many situations. The essential characteristic of the technochange prototyping approach is that each phase involves both new IT functionality and related organizational changes, such as redesigned business processes, new performance metrics, and training.
The practice of software development has evolved steadily over the decades. Numerous methods and models (e.g., life cycle models and agile methods) have been proposed to enhance its efficiency and effectiveness. This study provides a testing centric view of software development practices. Specifically, it reviews software development methodologies (i.e., methods and models), identifies the latest trends in the industry and discusses their implications. The review of methodologies, the identification of these trends and the discussion of their implications will be useful to software development educators, students, practitioners and researchers.
Information systems (IS) requirements are often difficult to define and are inextricably tied up with people and organisations. Add to this the continually changing nature of the technology and you have a cocktail of risks. This article focuses on risk management as one tool which can make the difference between success and failure, and examines its application to a risky project developed for the operating companies of a large multinational organisation.< >
Conflits between trademarks and Company and Business names
- Claus Hyllinge
- Nicolai Lindgreen
Claus Hyllinge and Nicolai Lindgreen. 2010. Conflits
between trademarks and Company and Business names.
Report Q 155, Denmark
Complaints Mount Over ASIC Business Name Register
- Smartcompany
SmartCompany. 2012.Complaints Mount Over ASIC
Business
Name
Register.
http://www.smartcompany.com.au/legal/051056-complaints-mount-over-asic-business-name-registerasic-admits-it-is-plagued-by-delays-and-technicalerrors-3.