Extending Critical Success Factors Methodology to Facilitate Broadly Participative Information Systems Planning

Authors:
Ken Peffers;Charles E. Gengler;Tuure Tuunanen
Affiliations:
-;-;-
Venue:
Journal of Management Information Systems
Year:
2003

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Abstract

We extend critical success factors (CSF) methodology tofacilitate participation by many people within and around theorganization for information systems (IS) planning. The resultingnew methodology, called "critical success chains" (CSC), extendsCSF to explicitly model the relationships between IS attributes,CSF, and organizational goals. Its use is expected to help managersto (1) consider a wider range of development ideas, (2) betterbalance important strategic, tactical, and operational systems inthe development portfolio, (3) consider the full range of optionsto accomplish desired objectives, and (4) better optimize theallocation of resources for maintenance and small systems.We trace the development of CSF and make the case for extending it.In two case studies, one at Rutgers University and another atDigia, Inc., we demonstrate the use of CSC in planning. At Rutgers,we use CSC to observe employees' preferences for new systemsfeatures, to model the reasons why they think that the features areimportant to the firm, and to generate strategic IS projectproposal ideas. At Digia, we use CSC to generate ideas for newfinancial services applications based on mobile communicationstechnology for which Digia would be a part of the value chain. Fromour experience in the case studies, we define a practical procedurefor data gathering and analysis to uncover and model CSC in thefirm and to generate ideas for important IS projects.