How to Integrate Software without a Hitch

By Weiss, Ira R.; Asaithambi, Durairaj et al. | Journal of Accountancy, April 1993 | Go to article overview

How to Integrate Software without a Hitch


Weiss, Ira R., Asaithambi, Durairaj, Farrell, Thomas J., Journal of Accountancy


HOW TO INTEGRATE SOFTWARE WITHOUT A HITCH

In today's complex business world, accountants increasingly are called on to help plan and install computerized business systems. In this article, Ira R. Weiss, CPA, PhD, dean of the Madrid Business School, Madrid, Spain, and Durairaj Asaithambi, CPA, an accounting systems project supervisor at Houston Lighting & Power Co., Houston, out-line guidelines for a successful installation. The authors acknowledge the contribution of Thomas J. Farfell, manager, Houston Lighting & Power Co., to this article.

Most businesses rely heavily on computer software to handle accounting, purchasing, inventory and other operations. But often they are not satisfied with stand-alone software because they want to integrate it with other, complementary programs to do more complex jobs.

For example, if the accounting department's software could "talk" to purchasing's and the sales department's software, much data-entry duplication could be eliminated. In addition, with such a link, data on materials ordered by purchasing instantly could be incorporated into accounting's computer to produce up-to-the-minute information on cash flow and other financial and inventory information.

Linking discrete and diverse programs so they work seamlessly--that is, as if there is no apparent separation between them--takes considerable planning. But once the integration is accomplished, the resuiting software system is cost-effective and should pay for itself within one to six years.

GUIDELINES FOR SUCCESS

Following are practical guidelines for senior management, project teams and accountants involved in the design and implementation of integrated systems:

1. Management commitment. An organizational change as major as this one requires the full support of senior management. If management fails to communicate the importance of the project to the staff, chances are it will fail no matter how well it is planned.

2. Project team. Many integrated software projects fail, or are only no better than marginally successful, because key people are left out of the development loop and the responsibility for designing the system is given exclusively to management information systems professionals. These technical experts may know software integration and management techniques, but probably not the detailed needs of the users and the environment in which the system will operate. As a result, the project team should include representatives of the user groups.

In addition, a steering committee comprising the managers of each user department and chaired by the highest-ranking manager should oversee the project. It should consider cost-benefit priorities, staffing, changes the system will require in the work environment, as well as changes in the business environment affected by the system. It also should be able to resolve interdepartmental problems that cannot be solved by the project team.

3. Evaluation of platforms, tools and methods. A complex project requires careful evaluation of more than just the specific software under consideration. The team also must look at the choice of computers, the operating system and the network to be sure they can accommodate the jobs envisioned for them. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

How to Integrate Software without a Hitch
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.