Showing papers in "Management Information Systems Quarterly in 1981"

Evaluating information systems effectiveness - part i:: comparing evaluation approaches

Abstract: While the sue and costs of Management Information Systems (MIS) have become highly visible, little attention has been paid to assessing and communicating system effectiveness. Evaluation of system effectiveness is difficult due to its multidimensionality, its qualitative and quantitative aspects, and the multiple, and often conflicting, evaluator viewpoints. This article provides an overview of what system effectiveness means and how it should be measured. It is the first of two articles to appear in consecutive issues of the MIS Quarterly. Starting with a definition of system effectiveness, this article examines evaluation of system effectiveness in terms of a conceptual hierarchy of system objectives. The hierarchy is used to discuss problems in, and recommendations for, evaluating system effectiveness, and to compare MIS evaluation approaches. The second article characterizes and compares the evaluator viewpoints on system effectiveness for decision makers in several functional groups involved in MIS implementation ᾢ user, MIS, internal audit, and management. The second article recommends several MIS evaluation approaches for incorporating multiple dimensions and multiple evaluator viewpoints into evaluations of information system effectiveness.

Key recurrent issues in the MIS implementation process

Abstract: Previous analyses of the MIS implementation process have focused on the conduct of individual process stages as explanatory of successful or unsuccessful implementation. Process stages, however, involve multiple issues, and it is unlikely that all issues are equally important for good performance at a stage. This article attempts to identify generic implementation issues ᾢ those issues which arise at many process stages. An empirical analysis identified such issues, and suggested that three of them were quite important for differentiating between successful and unsuccessful MIS implementations.

Firm size and the characteristics of computer use

Abstract: This article studies the proposition that firms of different sizes manage their computer operations differently, and it seeks to determine whether small firms face special circumstances in their uses of computers. The author presents several hypotheses which associate computer related variables with differences in firm size. These hypotheses are tested using data collected from seventy-four Los Angeles manufacturing firms of various sizes. The results indicate that selected computer-use characteristics vary with firm size. These research findings and their implications are discussed.

Evaluating information systems effectiveness - part ii:: comparing evaluator viewpoints

Abstract: Evaluations of Management Information Systems (MIS) tend to be subjective and are influenced by the perceptions of system objectives, as well as the experiences with system performance in accomplishing organizational objectives. Consequently, the assessments of MIS effectiveness are often controversial and can be sources of disagreement and conflict between different functional groups involved in MIS implementation ᾢ users, MIS development, internal audit, and top management personnel. This article, the second of two parts, describes and compares the evaluator viewpoints on system effectiveness for these various functional groups. The first part, which appeared in the previous issue of the MIS Quarterly (Volume 5, Number 3) presented a conceptual hierarchy of system objectives and compared various approaches for evaluating accomplishment of objectives.

Organizational strategies for personal computing in decision support systems

Abstract: This article suggests a strategy for using Personal Computing to provide decision support to individuals within an organizational context. The growing phenomenon of personal computing is recognized as a valid technological base for providing decision support to individuals. However, the challenge is the exploitation of this capability within an organizational context. In particular, personal computing raises many management control issues. The article suggests a useful distinction between personal decision support and organizational decision support. This distinction is critical in formulating a strategy for personal support within the organizational context.

The nature of organizational decision making and the desig n of decision support systems

Abstract: Today's Decision Support Systems (DSS) are almost invariably designed to function in rational, or rationalized, decision making environments. Many organizational environments, such as political environments or garbage can environments, are more accurately portrayed, however, with models other than the Rational Model. Can DSS be useful in such environments? What are the boundary conditions for the application of DSS? These are the questions addressed in this article.

Manager or technician? the nature of the information systems manager's job

Abstract: The role of the information systems manager has evolved in twenty years from that of a technician managing a relatively unimportant service function into that of a vice presidential-level, general manager whose department can substantially impact the entire organization. In this article we trace, by example, the historical evolution of the job, and through an observational study of six information systems managers, examine the position today. The analysis includes the daily activities of the managers, the nature of the oral contacts that constitute 76% of their day, and the other notable observations. The information systems manager's role is depicted as one of coordinator, motivator, and planner, with a cadre of experts, both internal and external, who provide technical expertise.

Managers, computer systems, and productivity

Abstract: The work reported in this article concerns the development and application of a radically new system architecture. This has been found, through controlled experimentation, to have substantial impact on managerial effectiveness and on the productivity of the firm's supporting white collar labor force. This article describes the motivation which first gave rise to these efforts and the solution developed to address the motivating problem. It describes a general model of the "cost of information" concept and its implications on one specific company. Finally, it reports an experiment performed to test the basic hypothesis, the results achieved, and the lessons learned from the total experience. The implications of these finding appear to be far-reaching. They affect dramatically the concept of "system efficiency" currently in vogue in most places, the design process of computer based systems in general, and the emphasis on applications software, especially with regard to the use of non-procedural languages. In the final analysis, it affects the outlook and activities of the information professional of the future.

The management of information resources: a challenge for American business

Abstract: Managing the resources ᾢ people, machines, technologies, and ideas ᾢ required to deal with business information has become a task so large and complex that a new perspective is needed for both management and professional communities. This article develops a framework for a better understanding of what needs to be done and why, based on a historical view of the information management arts and sciences. This framework is also based on a resulting organizational structure with the potential of avoiding many difficulties traditionally encountered in American industry. Several critical factors are identified and supported which must be addressed in order for the enterprise to derive adequate returns from its large and growing investment in the resources of information management. A profile of the information professional of the future is developed as the most critical prerequisite for meeting information challenges of the 1980's, and some implementation strategies are recommended for the successful launching of the types of information systems which will have genuine and measureable impact on the firm's productivity.

A behavioral analysis for planning MIS implementation

Abstract: Planning for a successful MIS implementation requires understanding the effects of the introduction of a new system on the work lives of potential adopters. The effects can bee assessed by the MIS practitioner/change agent if the agent will first obtain a thorough and specific understanding of the task activities performed by potential adopters, the interactions they engage in as they perform their tasks, and their preferences for, or feelings about, those activities and interactions. An interview based approach to gathering this data is described, and a short description of an implementation in which the approach was used is provided.

Observing organizational environments: a systematic approach for information analysts

Abstract: Information Analysts observe the elements of an organization in order to gain information unavailable through interviewing and the investigation of hard data. In the past the process of observation has been intuitive at best. This article describes and develops a systematic methodology for analyzing the internal organizational environment. The approach is based on a framework used in film criticism called mise-en-scene analysis. Seven major concrete and abstract elements which influence organizational decisions are identified: office lighting and color; office design, space, and location; clothing of decision makers; individual and group decision making; abilities of decision makers; attention to multiple objectives; and cognitive maps of decision makers. The systematic framework for observation developed in this article is an alternative to the common sense approach to observation. The major advantage of the mis-en-scene approach is that it allows the Information Analyst to classify, document, and interpret important factors which usually remain at the subconscious level.

Online computer auditing through continuous and intermittent simulation

Abstract: A new computer auditing technique called Continuous and Intermittent Simulation (CIS), is introduced. It has been specifically designed as a compliance auditing technique for timesharing systems that can be used to audit internal controls. CIS is an auditing technique that simulates the instruction execution of the application at the time the application is processing a transaction. All data and input to the application is accessible by and shared with the simulation. This means that the simulation is notified about each transaction that is entered to the application and accesses to database by the DBMS. It is not necessary for all transactions to be audited in order to have the capability of performing online auditing. Before any updates are made to the database, or before any output is returned to the users, the simulation can verify the results by executing the appropriate instructions that evaluate the internal controls of the application about the system's status can be put into the exception log. The simulation can then choose to use the results computed by the application or by the simulation, or choose not to use any of the results, as if there was no transaction.

The systems development dilemma: a programming perspective 1

Abstract: Information Systems (IS) is facing a dilemma: software is absorbing an ever-increasing portion of the total IS budget while maintenance is absorbing an ever increasing proportion of the software budget. In the not too distant future, unless this trend is arrested, or reversed, nearly all software resources may be required for maintenance. There are certain projected developments which give hope for the future ᾢ though not in the short term. In the meantime IS management must use other approaches, approaches that are available today, but that have been adopted very slowly. This article discusses one viable approach ᾢ the use of automated programmer productivity tools. It presents a classification of programmer productivity tools presently on the market and outlines the ways in which each class addresses productivity. It also discusses the important considerations IS management must make when evaluating the adoption of such tools.

Data processing control: a state-ofthe- art survey of attitudes and concerns of DP executives

Abstract: Organizations continue to increase their use of computers in strategic, tactical, and operational information systems During the last few years, corporate and data processing management have often expressed concern over the potential for computer system failure and abuse This article presents the results of a survey of data processing executives which addressed both the characteristic and quality of data processing control systems The survey was performed as a component of a comprehensive study of the state-of-the-art of internal control in US corporations

Structured systems planning

Abstract: Information systems planning is of growing interest to many MIS practitioners This article postulates that one key element missing from mos literature on systems planning is the transition from a strategic plan to an executable, operational plan The article then desribes the application of "structured" tools and methodology to assist in improving this transition task The process and the examples explained in the article were taken from the author's experience in implementing them while at Oglethorpe Power Corporation in Atlanta, Georgia

Decision support systems: an MIS manager's perspective

Abstract: Any discussion of Decision Support Systems must of necessity include the MIS manager. It is crucial that the MIS manager understand the need for and the role of DSS in the full context of Information Resource Management, if a workable DSS environment is to be created. First, to facilitate this understanding, the need for DSS is established by examining the effectiveness of data processing in meeting organizational goals. Business problems and opportunities are considered in the light of typical EDP performance and a gap is identified. DSS is proposed to bridge this gap. Then decision support systems are contrasted with traditional data systems. This is accomplished by defining characteristics and objectives of classical data processing, MIS and DSS. A three-dimensional view portrays their different but complementary functions. Next, the issue of how to fit decision support systems into an organization's information resource architecture is addressed. A conceptual organization is drawn for DSS, including office, process, classical, and telecommunications support systems. Finally, a plan of action is presented.

Word processing in a major corporation: policies, plans, and management

Abstract: At Indiana University in the late 1970's, the demand for word processing, the burden on the University's text processors, and a variety of commercial equipment demanded coordination. In 1978 a task force studied and made recommendations on the future of word processing throughout the corporation. As a result of these efforts, the Office of Information and Computer Services (OICS) assumed leadership and developed a small consulting team to assist users in choosing and installing word processing systems. By 180 the consultants' workload and the existence of perceived needs for $1.8 million in word processing products demanded a more systematic and encompassing strategy. Therefore, OICS formed a temporary group, the Office Systems Group, to devise objectives, policies, and implementation strategies for the 180's. This team needed to elarn what questions to ask and how to find answers. Furthermore, because modern office technologies will not work unless people accept them, the group had to deal with the social dynamics of office units. The group did a technical study of available products and developed a self-study method to determine office needs. Today the University's policies and strategy foster compatible systems, enable adequate maintenance, and promote staff mobility. The products chosen meet the needs of all users ᾢ teachers, students, clerical staff, professional staff, and administrators.

*SIM Competition Paper:* Word Processing in a Major Corporation: Policies, Plans, and Management

Abstract: At Indiana University in the late 1970's, the demand for word processing, the burden on the University's text processors, and a variety of commercial equipment demanded coordination. In 1978 a task force studied and made recommendations on the future of word processing throughout the corporation. As a result of these efforts, the Office of Information and Computer Services (OICS) assumed leadership and developed a small consulting team to assist users in choosing and installing word processing systems. By 180 the consultants' workload and the existence of perceived needs for $1.8 million in word processing products demanded a more systematic and encompassing strategy. Therefore, OICS formed a temporary group, the Office Systems Group, to devise objectives, policies, and implementation strategies for the 180's. This team needed to elarn what questions to ask and how to find answers. Furthermore, because modern office technologies will not work unless people accept them, the group had to deal with the social dynamics of office units. The group did a technical study of available products and developed a self-study method to determine office needs. Today the University's policies and strategy foster compatible systems, enable adequate maintenance, and promote staff mobility. The products chosen meet the needs of all users ᾢ teachers, students, clerical staff, professional staff, and administrators.

An approach to structured MIS development

Abstract: Toward the beginning of 1980, PRD Electronics began developing a Management Information System (MIS) which would monitor the test activity at an Automatic Test Equipment (ATE) Station. This article describes the implementation of a novel MIS development strategy and explains the circumstances that influenced the decision to prepare a user's manual at the beginning of the system development cycle rather than at the end. This article further describes the management strategy of creating a Systems Engineering Department to exercise centralized project control and emphasizes how the generation of Activity Description Charts, and Hierarchy plus Input-Processed-Output (HIPO) documentation during system development affects the productivity of project personnel by: (a) clearly understanding their individual responsibilities, and (b) knowing the relationship of their work to the overall project development goals.