Information systems planning: lessons from strategic planning
Information and Management
Review of management informations systems research: a management support emphasis
Information Processing and Management: an International Journal
Defining the boundaries of computing across complex organizations
Critical issues in information systems research
Management strategies for information technology
Management strategies for information technology
Information technologies for the 1990s: an organizational impact perspective
Communications of the ACM
Strategic information technology investments: guidelines for decision making
Journal of Management Information Systems
Justifying investments in new information technologies
Journal of Management Information Systems
Impacts of information systems: four perspectives
Information and Software Technology - Information and software economics
Root causes of strategic information systems planning implementation problems
Journal of Management Information Systems
From Control to Consultation: An Organizational DSS for the Inspector Work
Proceedings of the IFIP TC8/WG8.3 Working Conference on Decision Support Systems: Experiences and Expectations
SIGCPR '95 Proceedings of the 1995 ACM SIGCPR conference on Supporting teams, groups, and learning inside and outside the IS function reinventing IS
Information and Software Technology
Information Systems Strategy Formation Embedded into a Continuous Organizational Learning Process
Information Resources Management Journal
| Hi-index | 0.00 |
Information systems are nowadays developed and implemented in organizations flavored by changes in their environment and work practices. For information systems (IS) developers this is reflected in terms of changes in the information needs of users during the development phase, increased requests for adaptive maintenance and sometimes in abandonment of a systems as “useless for the current situation”. These issues are often not considered to be the responsibility of IS developers, or simply seen as unfortunate facts of life. This paper takes a different view. If the analyst is able to provoke discussion concerning changes in the user organization, s/he may not only be able to avoid the aforementioned difficulties, but may also be able to bring added value to the organization by supporting desired changes through IS design. This type of thinking has already been adopted in many of the methods used in strategic IS planning. The method presented in this paper is meant to be used in the process of analyzing user requirements in an individual IS project. It also provides rough guidelines for choosing between alternative design options during systems development. The method is illustrated in use by descriptions of three action research projects. In each project the role of IS in relation to changes in the user organization was analyzed, and advice was given on the client's specific IS problems. The advice was both understood and accepted by decision makers in each client organization.