Demonstrate how building new systems can produce organizational changeDemonstrate how building new...

• Demonstrate how building new Demonstrate how building new systems can produce organizational systems can produce organizational changechange

• Explain how organization can Explain how organization can develop suitable info systemsdevelop suitable info systems

• Identify core activities in systems Identify core activities in systems development processdevelopment process

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Learning ObjectivesLearning Objectives

Learning ObjectivesLearning Objectives

• Analyze organizational requirements Analyze organizational requirements for building successful systemsfor building successful systems

• Describe models for determining Describe models for determining business value of info systemsbusiness value of info systems

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Information Systems PlanInformation Systems Plan

Direction of system development:Direction of system development:

• RationaleRationale

• Current situationCurrent situation

• Management strategyManagement strategy

• Implementation planImplementation plan

• BudgetBudget

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Enterprise AnalysisEnterprise Analysis(Business Systems Planning) (Business Systems Planning)

Organization-wide information needs in Organization-wide information needs in terms of:terms of:

• Organizational unitsOrganizational units• FunctionsFunctions• ProcessesProcesses• Data elementsData elements Helps identify key entities & attributes in Helps identify key entities & attributes in

organization’s dataorganization’s data**

Requirements Analysis Requirements Analysis RevisitedRevisited

• InterviewInterview

• Document-oriented approachDocument-oriented approach: : descriptive paperworkdescriptive paperwork

• Form-oriented approachForm-oriented approach: input : input (application) and output (report) (application) and output (report) forms.forms.

Critical Success FactorsCritical Success Factors

Small number, easily identifiable Small number, easily identifiable operational goalsoperational goals

Shaped by industry, manager, Shaped by industry, manager, environmentenvironment

Believed to assure firm’s success.Believed to assure firm’s success. Used to determine organization’s Used to determine organization’s

information requirementsinformation requirements**

Using CSFs to Develop SystemsUsing CSFs to Develop Systems

• Collect manager’s CSFsCollect manager’s CSFs• Aggregate, analyze individual’s CSFsAggregate, analyze individual’s CSFs• Develop agreement on company CSFsDevelop agreement on company CSFs• Define company CSFsDefine company CSFs• Use CSFs to develop information system Use CSFs to develop information system

prioritiespriorities• Define DSS & databasesDefine DSS & databases

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Logical Design RevisitedLogical Design Revisited

• Organize by relevance and usageOrganize by relevance and usage

• The results can be implemented The results can be implemented using many tools and platforms using many tools and platforms (portable)(portable)

• The results do not change as rapidly The results do not change as rapidly (stable)(stable)

Spectrum Of Organizational Spectrum Of Organizational ChangeChange

• AutomationAutomation

• RationalizationRationalization

• Business reengineering (BPR)Business reengineering (BPR)

• Paradigm shiftParadigm shift


• Automation:Automation: using technology to using technology to perform tasks efficiently (physical perform tasks efficiently (physical design, implementation / testing)design, implementation / testing)


• Rationalization of procedures:Rationalization of procedures: streamline sops; Eliminate streamline sops; Eliminate bottlenecks. Find a different way to bottlenecks. Find a different way to organize the processes. (Logical organize the processes. (Logical Design level)Design level)


• Business Reengineering:Business Reengineering: radical radical redesign of processes to improve redesign of processes to improve cost, quality, service; Maximize cost, quality, service; Maximize benefits of technology. Accomplish benefits of technology. Accomplish the same goal with different means. the same goal with different means. (Requirements Analysis level)(Requirements Analysis level)

Spectrum Of Organizational Spectrum Of Organizational

Change:Change: PParadigm Shiftaradigm Shift

• ParadigmParadigm is a complete mental model of is a complete mental model of how a complex system functionshow a complex system functions

• A paradigm shift involves rethinking the A paradigm shift involves rethinking the nature of the businessnature of the business, the organization; A , the organization; A complete complete re-conceptionre-conception of how the system of how the system should function. (Enterprise View level)should function. (Enterprise View level)

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Risks & RewardsRisks & Rewards

RISKRISK

RETURNRETURN

LowLow

LowLow HighHigh

HighHigh

IT Capabilities & ImpactsIT Capabilities & Impacts

• Transactional:Transactional: transforms transforms unstructured processes to routine unstructured processes to routine transactions to improve efficiencytransactions to improve efficiency

• Geographical:Geographical: IT makes processes IT makes processes independent of locationindependent of location

• Automational:Automational: replaces, reduces replaces, reduces human laborhuman labor

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Source: Davenport & Short “The New Industrial Engineering”(1990)Source: Davenport & Short “The New Industrial Engineering”(1990)


• Analytical:Analytical: can bring complex can bring complex analytical methods to bear on analytical methods to bear on processprocess

• Informational:Informational: makes vast amounts makes vast amounts of detailed information availableof detailed information available

• Sequential:Sequential: enables changes in enables changes in sequence, parallel taskssequence, parallel tasks

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• Knowledge management:Knowledge management: allows capture, allows capture, dissemination of knowledge, expertisedissemination of knowledge, expertise

• Tracking:Tracking: allows detailed tracking of task allows detailed tracking of task status, inputs, outputsstatus, inputs, outputs

• Disintermediation:Disintermediation: connects parties who connects parties who otherwise depend on an intermediaryotherwise depend on an intermediary

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• Systems analysisSystems analysis

• System designSystem design

• ProgrammingProgramming

• TestingTesting

• ConversionConversion

• Production & maintenanceProduction & maintenance

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System Development ProcessSystem Development Process

Analysis of problem to be solved Analysis of problem to be solved with an information systemwith an information system

Feasibility study: can problem be Feasibility study: can problem be solved within constraints?solved within constraints?

The system to be analyzed is the The system to be analyzed is the businessbusiness system. system.

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Systems AnalysisSystems Analysis

Systems Analysis: Systems Analysis: FeasibilityFeasibility

• Technical:Technical: assess hardware, software, assess hardware, software, technical resourcestechnical resources

• EconomicEconomic: will benefits outweigh costs: will benefits outweigh costs• Operational:Operational: is solution desirable within is solution desirable within

existing conditions?existing conditions?• Information requirements:Information requirements: detailed detailed

statement of new system needsstatement of new system needs

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Role Of End UsersRole Of End Users

• Users drive systems effortUsers drive systems effort

• Must have sufficient control to Must have sufficient control to ensure system reflects business ensure system reflects business priorities, needspriorities, needs

• Functional users drive system needsFunctional users drive system needs

• Most of the projects fail because of Most of the projects fail because of user resistanceuser resistance

Completing System Completing System Development ProcessDevelopment Process

• Programming:Programming: translating needs translating needs to program codeto program code

• Testing:Testing: does system produce does system produce desired results?desired results?

• Assess the success of the Assess the success of the system (must know the goals)system (must know the goals)

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Managing ChangeManaging Change

• User involvement & influenceUser involvement & influence

• Management supportManagement support

• Level of complexity & riskLevel of complexity & risk– Project sizeProject size– Project structureProject structure– Experience with technologyExperience with technology

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Managing ImplementationManaging Implementation

• Increase user involvementIncrease user involvement

• Detect, overcome user resistance, Detect, overcome user resistance, counter implementationcounter implementation

• Control risk factorsControl risk factors

• Employ ergonomicsEmploy ergonomics

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Ergonomics:Ergonomics:Interaction of people and machines. Interaction of people and machines.

The easier the task, the higher the The easier the task, the higher the acceptanceacceptance

• Work environmentWork environment• Design of jobsDesign of jobs• Health issuesHealth issues• End-user interface of info systemEnd-user interface of info system

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Scoring Model / Factor Rating:Scoring Model / Factor Rating:

• Identify desirable featuresIdentify desirable features

• Provide weights for each (add to Provide weights for each (add to 1.00)1.00)

• Look at each alternative:Look at each alternative:

–Which features are present?Which features are present?

– To what extent (as an amount)?To what extent (as an amount)?

–Score the alternativeScore the alternative

Scoring Model:Scoring Model:

• Rank-order the alternativesRank-order the alternatives

• Select highest ranked optionSelect highest ranked option

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Demonstrate how building new systems can produce organizational changeDemonstrate how building new...

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