Post on 21-Apr-2017
MIS
SYSTEM CONCEPTDefinition of a system
A system is an orderly grouping of interdependent components linked together according to a plan to achieve a specific objective.
Three basic implications of a system Must be designed to achieve a
predetermined objective Interrelationships and interdependence
must exist among the components The objectives of the organisation as a
whole have a priority than the objectives of the sub system
A system is a set of elements (often called 'components' instead) and relationships which are different from relationships of the set or its elements to other elements or sets.
Most systems share common characteristics, including: Systems have structure, defined by
components/elements and their composition; Systems have behavior, which involves inputs,
processing and outputs of material, energy, information, or data;
Systems have interconnectivity: the various parts of a system have functional as well as structural relationships to each other.
Systems may have some functions or groups of functions
Elements or components of a system Input - Capturing and assembling Processor - transformation Outputs - value to user Controls - guides the system Feedback - actual against standard Environment - Super system Boundaries and interface -limits when
interfaces with another
Characteristics of system Organisation - Structure &
Order Interaction - Interdependence - Integration - Holism Central objective - Common
goal
Systems thinking Systems Thinking has been defined as an approach to
problem solving, by viewing "problems" as parts of an overall system, rather than reacting to specific part, outcomes or events and potentially contributing to further development of unintended consequences.
Systems thinking is not one thing but a set of habits or practices within a framework that is based on the belief that the component parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation.
Systems thinking focuses on cyclical rather than linear cause and effect.
Types of system Refer page 9 Aman Jindal (MIS)
Data Vs Information
Information System The information system is a system of group of
interrelated components working together towards a common goal by accepting inputs and producing outputs in an organized transformation process.
In this system there are three basic components or functions are involved. i.e., Input, Processing and Output.
1.Office Automation Systems
2.Transaction Processing Systems
3.Decision Support Systems
4.Management Information Systems
5.Expert Systems
Types of Information Systems
• Office automation systems are used to automate routine office tasks, such as the creation of documents, billing, and others.
• Office automation systems can be built from off-the-shelf applications – standard productivity software that most users are familiar with.
• In some office systems, commercial software may be customized to perform specific tasks, but this is not always necessary.
Office Automation Systems
• A transaction processing system is used to handle the processing and tracking of transactions.
• A transaction is an event that can occur as a series of steps, such as taking and fulfilling an order from a customer.
Types of Information Systems - Transaction Processing Systems
• A decision support system collects various types of business data, and is used to generate special reports that help managers make decisions.
• A decision support system may use data from a company's transaction processing system and from external sources, such as stock market reports, information about competitors, and so on.
• These systems provide highly tailored, structured reports that can be used for very specific business situations.
Types of Information Systems - Decision Support Systems
Input and feedback
Query, model and analysis results
Interaction
Manager or Staff Specialist
Decision Support Software
Mathematical modeling toolsDatabase manager
External Data Sources
GovernmentalCustomers and
SuppliesCompetition and
global markets
• A management information system (MIS) is designed to provide information that is design for use by different types of managers.
• This type of system can create reports that meet the needs of managers at different levels.
• Senior-level managers need different types of information than mid- or low-level managers. These people may need entirely different types of information, or to view the same type of information in unique ways.
Types of Information Systems - Management Information Systems
• An expert system is a specialized information system that performs tasks normally done by people, such as making decisions.
• Expert systems are used to approve bank loans, make large-scale purchasing decisions, and assist with medical diagnoses.
• Expert systems rely on huge, detailed databases (knowledge bases). Special software, called an inference engine, analyzes data to answer questions or make choices.
Types of Information Systems – Expert Systems
What is MIS?
Right InformationTo the right personAt the right placeAt the right timeIn the right formAt the right cost
MIS Definition "An integrated user-machine system for
providing information to support operations, management and decision making functions in an organization. The system utilizes computerized and manual procedures; models for analysis, planning, control and decision making; and a database."
What is Management Information System?(MIS) are designed to provide past, present, and future routine information appropriate for planning, organizing, and controlling the operations of a functional area in an organization
A manual or computerized system that collects, processes, and reports data needed to manage a planning delivery system.
An 'MIS' is a planned system of the collecting, processing, storing and disseminating data in the form of information needed to carry out the functions of management
MISo MIS refers broadly to a computer- based system
that provides managers with the tools for organizing, evaluating and efficiently running their departments.
o In order to provide past, present and prediction information, an MIS can include software that helps in decision making, data resources such as databases, the hardware resources of a system, decision support systems, people management and project management applications, and any computerized processes thatenable the department to run efficiently
Characteristics of MIS Management oriented Management directed User-machine system Integrated system Involves large planning Sub systems Data base Information as a resource Flexibility in use
Historical Perspective•Electronic data processing (EDP),
•transaction processing systems (TPS)
•Decision support systems (DSS) was born
•Executive information systems EIS
•Expert systems
•Knowledge management systems
•Enterprise Resource Planning (ERP) systems.
•MIS to e-commerce
History of the Role of IS
Data Processing
ManagementReporting
DecisionSupport
Strategic &End User
Electronic Commerce
1950-1960 1960-1970 1970-1980 1980-1990 1990-2000
ElectronicData Processing- TPS
ManagementInformationSystems Decision
SupportSystems- Ad hoc Reports
End UserComputingExec Info SysExpert SystemsSIS
ElectronicBusiness & Commerce-InternetworkedE-Business &Commerce
Components of MIS1.Hardware
2.Software
3.Control
4.Databases and application programs
5.People
6.Telecommunications and networks
Typical Inputs and Outputs Inputs: Information from the TPS Outputs: hard and softcopy reports
Scheduled reportsOn-demand reportsKey-indicator (business
fundamentals)Exception reports
MIS 175 Spring 2002 Chapter 10 33
STRUCTURE OF MISMIS Structure may be described by variety of
different approaches, such as:
1. Physical components2. IS Processing functions3. Decision support (Structured & Un
structured)4. Levels of management activities5. Organisational functions
1. Physical components
1. Hardware 2. Software3. Database 4. Procedures5. Operating personnel6. Input and output
2. Processing functions(What system does)
1. To process transactions2. To maintain master files3. To produce reports4. To process enquiries5. To process interactive support
applications
3. Based on output for users
1. Transaction documents – sales invoice, etc
2. Preplanned reports 3. Preplanned inquiries 4. Adhoc reports5. User Machine dialog
5. Based on organisational functions
Matrix of functional subsystems and management activities such as strategic planning, management control, operational control, transaction processing
o Sales & Marketing subsystemo Production subsystemo Logistics subsystemo Personnel subsystemo Finance & accounting subsystemo Information processing subsystemo Top management subsystem
Impacts of MIS Economic Impact
Transaction Cost Theory
Organiastional & Behavioural ImpactIS flattens organisationsVirtual organisationsOrganisational resistance to change
Planning of MIS involves the following steps:
Defining the problem or decision area System objectives Establishing system constraints: Determining information needs: Determination of information sources: Finding out alternative solutions: Evaluating alternative solutions: Selecting the best alternative: Preparation of design report: Implementing and monitoring the selected alternative: Documentation
Decision LevelsDecision
LevelDescription Example Type of Information
Strategic Competitive advantage, become a market leader.
Long-term outlook.
New product that will change the
industry.
External events, rivals, sales, costs quality,
trends.
Tactical Improving operations without restructuring the
company.
New tools to cut costs or improve
efficiency.
Expenses, schedules, sales, models, forecasts.
Operations Day-to-day actions to keep the company functioning.
Scheduling employees,
ordering supplies.
Transactions, accounting, human
resource management, inventory.
Why Study IS? Information Systems Careers
Systems analyst, specialist in enterprise resource planning (ERP), database administrator, telecommunications specialist, consulting, etc.
Knowledge Workers Managers and non-managers Employers seek computer-literate professionals who know how
to use information technology.
Computer Literacy Replacing Traditional LiteracyKey to full participation in western society
42
Functions of MIS1. data processingIt includes the collection, transmission, storage,
processing and output of data. It simplifies the statistics and reduces to the lowest cost by supplying an unified format.
2. function of predictionIt predicts the future situation by applying
modern mathematics, statistics or simulation.
3. function of planIt arranges reasonably the plans of each functional department in accordance with the restrictions afforded by enterprises and provides the appropriate planning reports according to different management.
4. function of controlIt monitors and inspects the operation of plans and comprises with the differences between operation and plan in accordance with the data afforded by every functional department, and be assistant to managers to control timely each method by analyzing the reasons why the differences comes into being
5. function of assistanceIt derives instantly the best answers of related problems by applying to various of mathematics' mode and analyzing a plentiful data stored in computers in the hope of using rationally human resource, financial resource, material resource and information resource for relative abundant economic benefits.
Functional Aspects of MIS MIS is an integrated collection of
functional information systems, each supporting particular functional areas.
Schematic
An Organization’sMIS
FinancialMIS
MarketingMIS
HumanResources
MIS
Etc.
AccountingMIS
Drill down reports
Exception reports
Demand reports
Key-indicator reports
Scheduled reports
Databasesof
externaldata
Databasesof
validtransactions
Transactionprocessing
systems
Businesstransactions
Businesstransactions
Extranet
Internet
Etc.
Financial MIS Provides financial information to all financial
managers within an organization. MIS has many responsibilities to the accounting
function. Payroll processing and reporting, as well as tax accountability are major functions for the MIS department. In addition, all reporting and documentation for payroll and tax matters fall to MIS. Weekly, monthly, quarterly and year-end reporting to management are also important duties for MIS. Compliance with all federal, state and local agencies, as well as reports to both governmental agencies and management are also vital for your MIS department. Schematic
Financial statements
Uses and managementof funds
Financial statisticsfor control
Operationaldatabases
Databasesof valid
transactionsfor each
TPS
Transactionprocessing
systems
Businesstransactions
Businesstransactions
Internet orExtranet
FinancialMIS
Businesstransactions
Databases ofexternal data
Databases ofinternal data
FinancialDSS
FinancialES
Financialapplicationsdatabases
Customers,Suppliers
Inputs to the Financial Information System
Strategic plan or corporate policiesContains major financial objectives and often
projects financial needs. Transaction processing system (TPS)
Important financial information collected from almost every TPS - payroll, inventory control, order processing, accounts payable, accounts receivable, general ledger.
External sourcesAnnual reports and financial statements of
competitors and general news items.
Financial MIS Subsystems and Outputs
Financial subsystemsProfit/loss and cost systemsAuditing Internal auditingExternal auditingUses and management of funds
Manufacturing MIS
Schematic
Perhaps no other department depends on your MIS department more
than operations. Sales and profits information must be received at least
daily in order for your company to operate properly. Staffing decisions,
including scheduling assignments, are based on reports generated
through your MIS department. Monthly, quarterly and yearly financial
statements, as well as expense reporting information must be received by
operations from your MIS associates. Without MIS input, operations is
literally flying blind and cannot function properly in this highly competitive
environment.
Quality control reports
Process control reports
JIT reportsOperationaldatabases
Databasesof valid
transactionsfor each
TPS
Transactionprocessing
systems
Businesstransactions
Businesstransactions
Internet orExtranet
ManufacturingMIS
Businesstransactions
Databases ofexternal data
Databases ofinternal data
ManufacturingDSS
ManufacturingES
Manufacturingapplicationsdatabases
Customers,Suppliers
MRP reports
Production schedule
CAD output
Inputs to the Manufacturing MIS
Strategic plan or corporate policies. The TPS:
Order processing Inventory dataReceiving and inspecting dataPersonnel dataProduction process
External sources
Manufacturing MIS Subsystems and Outputs
Design and engineering Master production scheduling Inventory control Manufacturing resource planning Just-in-time inventory and manufacturing Process control Computer-integrated manufacturing (CIM) Quality control and testing
Marketing MIS marketing function depends on MIS for many of
its most important activities. Sales and product analysis information is required and generated daily by your MIS department. Ordering information, from which product details are generated, must be quickly and accurately received through the function of MIS associates. Decisions on product placement, as well as marketing strategies are created through the efforts of MIS reports. Marketing management makes all major decisions after analysis of data generated by your MIS team.
Schematic
Sales by customer
Sales by salesperson
Sales by productOperationaldatabases
Databasesof valid
transactionsfor each
TPS
Transactionprocessing
systemsBusiness
transactionsMarketing
MIS
Databases ofexternal data
Databases ofinternal data
ManufacturingDSS
ManufacturingES
Marketingapplicationsdatabases
Pricing report
Total service calls
Customer satisfaction
Inputs to Marketing MIS Strategic plan and corporate policies The TPS External sources:
The competitionThe market
Marketing MIS Subsystems and Outputs Marketing research Product development Promotion and advertising Product pricing
Human Resource MIS Human Resources relies heavily on your MIS
department. All benefits information, from program administration fall to the MIS department to implement and track.
In addition, the training and development department relies on MIS to enroll and monitor participants in their training program through their learning management systems.
Performance reviews and salary administration also must be managed through your MIS department. All reports for all employees also are a major accountability for the MIS team.
Benefit reports
Salary surveys
Scheduling reportsOperationaldatabases
Databasesof valid
transactionsfor each
TPS
Transactionprocessing
systemsBusiness
transactions
HumanResource
MIS
Databases ofexternal data
Databases ofinternal data
ManufacturingDSS
ManufacturingES
Humanresource
applicationsdatabases
Training test scores
Job applicant profiles
Needs and planningreports
Inputs to the Human Resource MIS
Strategic plan or corporate policies The TPS:
Payroll dataOrder processing dataPersonnel data
External sources
Human Resource MIS Subsystems and Outputs
Human resource planning Personnel selection and recruiting Training and skills inventory Scheduling and job placement Wage and salary administration
Other MISs Accounting MISs
Provides aggregated information on accounts payable, accounts receivable, payroll, and other applications.
Geographic information systems (GISs)Enables managers to pair pre-drawn maps or
map outlines with tabular data to describe aspects of a particular geographic region.
DECISION SUPPORT SYSTEMS
A decision support system is a computer application that helps users analyze problems and make business decisions more confidently. It uses data routinely collected in organizations and special analysis tools to provide information support to complex decisions.
DSS is more suited to handling unique and non-routinedecision problems. Each problem might require a different approach to problem definition, analysis and resolution.
DECISION SUPPORT SYSTEMS DSS is designed to support managerial decision-making, usually,
at middle and top levels of management. Decisions made at the top level are mostly futuristic and non-
repetitive in nature. Such decision situations are highly uncertain and even specification of information requirements for decisions are difficult.
They are classified as non-programmable or unstructured decision situations. The cost of a wrong decision is usually very high, for example a decision to sell off a line of business.
This is in sharp contrast to programmable or structured decisions where the decision procedure can be well defined and every information requirement can be pre-specified. Most of the decisions taken at lower levels of management fall into this category.
CHARACTERISTICS OF DSS It is designed and run by managers.
It contains a database drawn from internal files and external environment.
It focuses on decision processes rather than on transaction processing.
It is concerned with a small area of managerial activity or a small part of a large problem.
It permits managers to test the probable results of alternative decisions.
It supports decision-making, usually in solving semi-structured complex problems.
It helps in refining managerial judgment applied to problem solving. It improves managerial decisions and thereby managerial
effectiveness. The decision maker retains control over decisions throughout the
decision process.
QUICK RECAP
A combination of HardwareSoftwareInfrastructure and Trained personnel
organized to facilitate PlanningControlCoordination and Decision Making
in an organization.
DEFINITION:
Executive Support System (ESS)
Management Information System (MIS)
Decision Support System (DSS)
Knowledge Management System (KMS)
Transaction Processing System (TPS)
Office Automation System (OAS)
TYPES OF INFORMATION SYSTEMS
An Executive Support System ("ESS") is designed to help senior management make strategic decisions.
Executive Support System
A management information system (“MIS”) is mainly concerned with internal sources of information and summarizes it into a series of management reports.
Management Information System
Decision-support systems ("DSS") are specifically designed to help management make decisions in situations where there is uncertainty about the possible outcomes of those decisions.
Decision Making System
Knowledge Management Systems ("KMS") exist to help businesses create and share information.
Knowledge Management System
Transaction Processing Systems ("TPS") are designed to process routine transactions efficiently and accurately.
Transaction Processing System
Office Automation Systems are systems that try to improve the productivity of employee who need to process data and information.
Office Automation System
Basically there are 5 components available.HardwareSoftwareDataProceduresPeople
Components of Information System
The term hardware refers to machinery. This category includes the computer itself, which is often referred to as the central processing unit (CPU), and all of its support equipments.
Hardware
The term software refers to computer programs and the manuals (if any) that support them.
Software
Data are facts that are used by programs to produce useful information.
Data
Procedures are the policies that govern the operation of a computer system.
Procedures
People mean the end user of the Systems. Every CBIS (Computer Based Information System) needs people if it is to be useful.
People
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The Systems Development Life Cycle The Systems Development Life Cycle
(SDLC) is a 6 step procedure The six steps of the SDLC are:
1. Analysis of the Current System 2. Define the new System Requirements 3. Design the new System 4. Develop the new System 5. Implement the new System 6. Evaluate and Maintain the System
Step 1: Analysis of the Current System an analysis of the current system
must be made to determine problems, opportunities and objectives.
The goal of systems analysis is to obtain a clear understanding of the system and its shortcomings and to determine opportunities for improvement.
Step 2: Define New Requirements A business could improve its MIS so that it
could handle more time cards per week. In addition, it might want to add some features. All of these would require changes to its MIS.
Some required features could be: Automatically update personnel file
Automatically calculate regular and OT hours Automatically generate weekly/yearly to date figures
Step 3: Design the New System How the system is to be constructed is
determined. A computer specialist will be brought in, and s/he will design the new system.
The computer specialist has two goals to meet:
1. Design of the new system: Using design tools, as well as systems flowcharts, program flowcharts, etc., the computer specialist will design the new system.
2. Controls and Security: Controls and security passwords must be established here.
Step 4: Develop the New System After the system has been designed and
approved, it must be developed. This is when the hardware and software is actually acquired.
In addition, users must be trained on the new system. Sometimes the vendors of the software give training seminars. Also, any new procedures or polices must be taught.
Lastly, the system must be tested.
Step 5: Implement the New System After the system has been developed and
tested, it must be implemented. According to the type of organizations
Direct Implementation Parallel Implementation Phased Implementation Pilot Implementation
Step 6: Post-implementation Evaluation and Maintenance After the system has been implemented,
and has been running for a few months, an evaluation is made to determine if it is meeting its objectives.
MIS Planning The management information system needs
good planning. This system should deal with the management information not with data processing alone. It should provide support for the management planning, decision making and action. It should provide support to the changing needs of business management.
Following are the contents of MIS planning
1. Set MIS Goals and ObjectivesIt is necessary to develop the goal and
objectives for the MIS which will support the business goals.
The MIS goals and objectives will consider management philosophy, policy constraints, Business risk, internal and external environment of the organization and business.
The goals and objectives of the MIS would be so stated that they can be measured.
2. Strategy for Plan Achievement
a) Development Strategy : Ex. an online, batch , a real time
b) System Development Strategy : Designer selects an approach to system development like operational verses functional, accounting verses analysis.
c) Resources for the Development : Designer has to select resources. Resources ca be in-house verses external, customized or use of package.
d) Manpower Composition : The staff should have the staffs of an analyst, and programmer
3. The Architecture of MIS The architecture of the MIS plan
provides a system and subsystem structure and their input, output and linkage. It spells out in details the subsystem from the data entry to processing, analysis to modeling and storage to printing.
4. The System Development Schedule
A schedule is made for development of the system. While preparing a schedule due consideration is given to importance of the system in the overall information requirements. This development schedule is to be weighed against the time scale for achieving certain information requirements.
5. Hardware and Software PlanGiving due regards to the technical and
operational feasibility, the economics of investment is worked out. Then the plan of procurement is made after selecting the hardware and software. One can take the phased approach of investing starting from the lower configuration of hardware going to the higher as development take place.
Approaches to Development of MIS
There are two basic approaches for development of MIS
a) System development life cycle
The system development life cycle have following steps of development :
i) Systems Planningii) Systems Analysisiii) Systems Designiv) Systems Implementationv) Systems Operation and Support (System
Maintenance)
b) Prototyping Prototyping is the process of creating an
incomplete model of the future full-featured system, which can be used to let the users have a first idea of the completed program or allow the clients to evaluate the program
Systems Analyst Systems analysts act as
Outside consultants to businessesSupporting experts within a businessAs change agents
Analysts are problem solvers, and require communication skills
Analysts must be ethical with users and customers
Strategic Level
Operational Level
Knowledge Level
Higher Level
A systems analyst may be involved with any or all of these systems at each organization level
Operational Level
Transaction Processing System (TPS)Process large amounts of data for routine business
transactionsBoundary-spanningSupport the day-to-day operations of the companyExamples: Payroll Processing, Inventory
Management
Knowledge Level
Office Automation System (OAS)Supports data workers who share information, but do
not usually create new knowledgeExamples: Word processing, Spreadsheets, Desktop
publishing, Electronic scheduling, Communication through voice mail, Email, Video conferencing
Knowledge Work System (KWS)Supports professional workers such as scientists,
engineers, and doctorsExamples: computer-aided design systems, virtual
reality systems, investment workstations
Higher Level Management Information System (MIS)
Support a broad spectrum of organizational tasks including decision analysis and decision making
Examples: profit margin by sales region, expenses vs. budgets Decision Support System (DSS)
Aids decision makers in the making of decisions Examples: financial planning with what-if analysis, budgeting with
modeling Expert System (ES)
Captures and uses the knowledge of an expert for solving a particular problem which leads to a conclusion or recommendation
Examples: MYCIN, XCONMycin: expert system was designed to identify bacteria causing
severe infections, such as bacteremia and meningitis, and to recommend antibiotics, with the dosage adjusted for patient's body weight
AI
Strategic Level Executive Support System (ESS)
Helps executives by providing graphics to make unstructured strategic decisions in an informed way
Examples: drill-down analysis, status accessFor example, when viewing your company's total worldwide sales for each month
of this year, you might drill down to see October's sales by country, then again to see October's sales in Afghanistan by product and so on.
Group Decision Support System (GDSS) Permit group members to interact with electronic support “group think” Examples: email, Lotus NotesFor example: polling, questionnaires, brainstorming, and scenario creation
Computer-Supported Collaborative Work System (CSCWS) CDCWS is a more general term of GDSS May include software support called “groupware” for team collaboration via network
computers Example: video conferencing, Web survey system
The role of an analyst is to help organizations understand the challenges before them to make this transition and to ensure that the needs and expectations of the client are represented correctly in the final solution.
Each company needs to define the specific roles and responsibilities that an analyst plays in their organization. However, the general roles and responsibilities of an analyst are defined below.
In general, the analyst is responsible for ensuring that the requirements set forth by the business are captured and documented correctly before the solution is developed and implemented.
. In some companies, this person might be called a Business Analyst, Business Systems Analyst, Systems Analyst or a Requirements Analyst.
. While each of these titles has their particular nuances, the main responsibility of each is the same - to capture and document the requirements needed to implement a solution to meet the clients' business needs.
. If requirements are not captured and documented, the analyst is accountable. If the solution meets the documented requirements, but the solution still does not adequately represent the requirements of the client, the analyst is accountable.
Process Responsibilities Once the Analysis Phase begins, the
analyst plays a key role in making sure that the overall project successfully meets the client needs. This includes:
Analyzing and understanding the current state processes to ensure that the context and implications of change are understood by the clients and the project team
Developing an understanding of how present and future business needs will impact the solution
Identifying the sources of requirements and understanding how roles help determine the relative validity of requirements
Developing a Requirements Management Plan and disseminating the Plan to all stakeholders
Identifying and documenting all business, technical, product and process requirements
Working with the client to prioritize and rationalize the requirements
Helping to define acceptance criteria for completion of the solution
Again, this does not mean that the analyst physically does all of this work. There may be other people on the team that contribute, including the project manager. However, if the finished solution is missing features, or if the solution does not resolve the business need, then the analyst is the person held accountable.
Analyst Skills Generally, analysts must have a good set of
people skills, business skills, technical skills and soft skills to be successful. These include:
Having good verbal and written communication skills, including active listening skills.
Being well organized and knowing good processes to complete the work needed for the project.
Building effective relationships with clients to develop joint vision for the project.
Assisting the project manager by managing client expectations through careful and proactive communications regarding requirements and changes.
Negotiating skills to build a final consensus on a common set of requirements from all clients and stakeholders.
Ensuring that stakeholders know the implications of their decisions, and providing options and alternatives when necessary.
Multiple Roles Depending on the size of your projects, an
analyst’s time may be allocated one of the following ways.
They may have a full-time role on a large project.
They may have analyst responsibilities for multiple projects, each of which is less than full time, but the combination of which adds up to a full-time role.
They may fill multiple roles, each of which requires a certain level of skill and responsibility. On one project, for instance, they may be both an analyst and a beta tester.