This document provides an overview of executive information systems (EIS). It defines an EIS as an automated tracking system that continuously monitors important business areas to keep executives informed without requiring their direct effort. The summary describes how EIS help executives access timely operational and competitive data through easy-to-use visual formats. It also outlines some challenges to developing effective EIS, such as high costs, technical limitations, and organizational barriers.

1. PRESENTATION ON
EXECUTIVE INFORMATION
SYSTEM
Submitted To:
Mr. Vinay Kesar
Submitted By:
Rohit Raina
0613-MBA-13
MBA 2ND SEM.

2. EXECUTIVE INFORMATION SYSTEM
Definition:
Executive Information System (EIS) is a
structured, automated tracking system that operates
continuously to keep management
abreast of what is happening in all important
areas. This tracking is accomplished by the
system itself without management effort.

3. • An EIS is a special type of DSS designed to support
decision making at the top level of an
organization.
• An EIS may help a CEO to get an accurate picture
of overall operations, and a summary of what
competitors are doing.
• These systems are generally easy to operate and
present information in ways easy to quickly
absorb (graphs, charts, etc.).

4. Information Needs
- More timely information
- Greater access to operational data
- Greater access to corporate databases
- More concise, relevant information
- New or additional information
- More information about the external environment
- More competitive information
- Faster access to external databases

5. How to Find Executive’s Information Needs
- Interview all senior managers to determine what data they think
is most important.
- List the major objectives in the short- and long-term plans and
identify their information requirements.
- Ask the executives what information they would least like for
their competition to see.
- Determine what information from current management reports
is being used by the executives.
- Use prototyping

6. EIS Improvements in Executive Job
Performance Ability
- Enhanced communications
- Greater ability to identify historic trends
- Improved executive effectiveness
- Improved executive efficiency
- Fewer meetings and less time spent in meetings
- Enhanced executive planning, organizing, and control
- More focused executive attention
- Greater support for executive decision making
- Increased span of control

7. EIS Components
• Early EIS products were developed for use
on high-powered computers, but current
products target the client/server platform.
• These more-flexible platforms can adapt
to changes in the organization and in
technology.
• Use of real-time data leads to faster, more
informed decisions

8. Hardware Components
• An EIS requires no specific or unique hardware.
• A key issue is to be sure that the EIS components
optimize and conform to the organization’s
computing resources.
• The system must be configured so that the
resources are well-matched to the executives
using them.

9. Software Components
• In contrast to hardware, software is usually highly
specialized to the problem domain.
• This specialization is often achieved by using off-the-
shelf components for the EIS backbone, and
customized modules to meet specific needs.
• Lotus Notes is a good example. It can be used
alone, or can accommodate third-party plug-in
modules.

10. EIS Characteristics
- Tracking and Control Tool
- Excellent Graphics
- Very User-Friendly
- Provides Rapid Access to Current Information
- Problem Solving vs. Opportunity Assessment

11. Making the EIS Work
• Building an EIS is much like building any other
type of modern information system.
• A structured development approach should be
followed from design to implementation.
• Yet, EIS projects tend to be unique and require
working in the realm of executives.
• Building an EIS may turn out to be the most
formidable task a developer ever faces.

12. Some EIS Limitations and
Pitfalls to Avoid
• Cost: a 1991 survey showed an average development
cost of $365,000 with annual operating costs of
$200,000.
• Technological limitations: the EIS needs to be seamlessly
integrated into the company’s current IT architecture, so
it is a formidable challenge to the designer.
• Organizational limitations: the organizational structure
might not be right.

13. Failure is not an Acceptable Alternative
Some factors that contribute to EIS failure:
• Lack of management support
• Political problems
• Developer failures
• Technology failures
• Costs
• Time

14. The Future of Executive Decision
Making and the EIS
Several conditions will merge to transform the
technology. Some are easy to predict, some
not. Two that we can foresee are:
• Increased comfort with computing technology in the
executive suite will make innovations more readily accepted.
• Broadening of executive responsibilities will broaden the
demand for information.

15. •Thank You !!!