Systems Analysis and Design Best Practices with Successes

Fon Sundaravej College of Business Administration, University of Missouri St. Louis 8001 Natural Bridge oad, St. Louis, M! "#1$1 %&one' #1()*1")+#$$ ,mail' sundarave-f.umsl.edu Abstract While a system success and failure has been an important concern in systems analysis and design, there is no theoretical paper attempting to relate the overall systems analysis and design best practices to system successes. This paper analyzes the systems analysis and design best practices found in existing information systems (IS) literatures. These practices studied by IS researchers are compared to the practices proposed by IS practitioners. The findings from this study confirm that many best practices such as user involvement, executive management support, clear statement of re uirements, proper planning, realistic expectations, competent staff, and hard!"or#ing and focused staff, yield a system success, "hereas some other systems analysis and design best practices such as smaller pro$ect milestones, o"nership, and clear vision and ob$ectives, are still challenging IS researchers for their future studies.

1. Introduction /&e 100( C1A!S e2ort 2ro2osed 3y t&e Standis& 4rou2 re2resents a failure re5ord of 6/ a22li5ation develo2ment. !nly 1" 7 of surveyed 2ro-e5ts are 5om2leted on)time and on)3udget 8it& all features and fun5tions as initially s2e5ified. /&e 2ro-e5t su55ess and failure fa5tors are s2e5ified. Unfortunately, little t&eoreti5al 9no8ledge is availa3le on &o8 systems are 3est designed and analy:ed in order to redu5e t&e num3er of 6/ 2ro-e5t

failures and in5rease more su55esses. /&e Standis& 4rou2 does not des5ri3e t&eirresear5& met&odology, resulting in an invalidity and unrelia3ility of t&eir results ;<orgensen = Molo99en, $00">. /&e o3-e5tives of t&is resear5& are to learn t&e systems analysis and design 3est 2ra5ti5es and t&eir su55esses 2resented in 6S leading -ournals and to 3e a3le to s2e5ify 8&i5& area in systems analysis and design &as 3een e?2lored or needs more attention from 6S resear5&ers.

2. heoretical Bac!ground /&e Standis& 4rou2 surveyed and intervie8ed 6/ e?e5utive managers for t&eir ma-or reasons of a 2ro-e5t su55ess and failure. /&e sam2les in5lude all si:e 5om2anies a5ross industries. /&e to2 ten 2ro-e5t su55ess fa5tors are 1> user involvement, $> e?e5utive management su22ort, #> 5lear statement of re@uirements, (> 2ro2er 2lanning, *> realisti5 e?2e5tations, "> smaller 2ro-e5t milestones, +> 5om2etent staff, 8> o8ners&i2, 0> 5lear vision and o3-e5tives, and 10> &ard)8or9ing, fo5used staff. /&e first t&ree fa5tors are ma-or elements of a 2ro-e5t su55ess. /&e su55ess defined 3y t&e Standis& 4rou2 refers to t&e 2ro-e5t im2lementation 8it&in time and 3udget and 8it& initially s2e5ified features. Unfortunately, t&e statisti5al re5ords 2resented 3y t&e Standis& 4rou2 demonstrate only 1"7 of su55essful 2ro-e5ts, 8&ereas almost *#7 of 5&allenged 2ro-e5ts and #17 of im2aired 2ro-e5ts.

,ven if t&e findings 3y t&e Standis& 4rou2 inform us t&e situations of t&e 6/ 2ro-e5t develo2ment and im2lementation, in5luding &o8 to a5&ieve a 2ro-e5t su55ess or to avoid a 2ro-e5t failure, a resear5& met&od to validate t&e out5omes of t&e su55ess or failure

fa5tors is not dis5ussed. As a result, t&e validity and relia3ility of t&ese findings are still @uestiona3le. 6n addition, t&e definition of ea5& 3est 2ra5ti5e, in5luding 2ro5esses to a5&ieve t&e 2ra5ti5e is ignored. 6t 8ould 3e more 3enefi5ial to 2ra5titioners if t&ey are e@ui22ed 8it& some guidelines to e?e5ute t&e 3est 2ra5ti5es in t&eir 6/ 2ro-e5ts. Besides t&e results offered 3y 6/ 5onsultants, it is also interesting to investigate 8&at 6S resear5&ers &ave 2resented in terms of t&e systems analysis and design 3est 2ra5ti5es to8ards a su55ess.

/&e rest of t&is 2a2er is organi:ed as follo8s. /&e resear5& met&odology dis5usses t&e data 5olle5tion and o2erationali:ation of 9ey 5onstru5ts. /&e results, in5luding t&e limitations, of t&e study are revealed and dis5ussed. /&e 5ontri3utions and im2li5ations for t&eory and 2ra5ti5e are 2rovided at t&e end of t&is 2a2er.

". #esearch $ethodology /&e resear5& met&odology is differentiated into t8o se5tions' data 5olle5tion and o2erationali:ation of 9ey 5onstru5ts. 1o8 to gat&er and analy:e data for t&e 5urrent study is dis5ussed 3elo8.

".1 Data %ollection /&e arti5le sear5& is 3ased on t&e follo8ing aut&or su22lied 9ey8ords' systems analysis, systems design, systems develo2ment, information systems analysis, information systems design, information systems develo2ment, systems analysis and design, 6S analysis, 6S design, and 6S develo2ment from t&e ,BSC! &ost resear5& data3ase on t&e sele5ted to2

t&ree 6S -ournals. /&e -ournals in5lude M6S Auarterly ;M6SA>, <ournal of Management 6nformation Systems ;<M6S>, and 6nformation Systems esear5& ;6S >. /&ese t&ree &ig&) @uality -ournals are 3elieved to 3e suffi5ient re2resentations of ma-ority 8or9s of 6S resear5&ers. /&e a3stra5t of ea5& mat5&ed arti5les is revie8ed. !nly arti5les t&at re2resent 3est 2ra5ti5es and su55esses in systems analysis and design 8ill 3e sele5ted 3y t&e resear5&er. 6f t&e a3stra5t 5ontains un5lear information regarding t&e 3est 2ra5ti5es and su55esses, t&e 5ontent of t&e arti5le is furt&er analy:ed.

".2 &'erationali(ation o) *ey %onstructs /8o 9ey 5onstru5ts, systems analysis and design 3est 2ra5ti5e and su55ess, are analy:ed in t&is study. Best 2ra5ti5e is defined as a form, manner, and order of 5ondu5ting a5tions to8ards a su55ess in systems analysis and design. Su55ess refers to a favora3le or desired out5ome derived from t&e 3est 2ra5ti5e. /&ese t8o definitions are used to determine if an arti5le s&ould 3e retained or dro22ed from t&e study. /&e sele5ted arti5les must 5ontain an em2iri5al study to 2rove t&e asso5iation 3et8een a defined 3est 2ra5ti5e and su55ess.

+. #esults /&e sear5& results are 2resented in /a3le 1. /&e first t&ree ro8s re2resent t&e sear5& results of t&e t&ree different -ournals. /&e last ro8 dis2lays t&e grand total num3er of sele5ted and mat5&ed arti5les, in5luding its 2er5entage. /&e first 5olumn 2resents t&e name of t&e sele5ted t&ree -ournals in t&is study. An arti5le is sele5ted into t&e study if it re2resents a relations&i2 3et8een a 3est 2ra5ti5e in systems analysis and design and a su55ess. /&e se5ond 5olumn s&o8s t&e num3er of sele5ted arti5les. /&e sele5ted arti5les

5ome from a 2ool of mat5&ed arti5les 3ased on t&e 9ey 8ord sear5&. /&e t&ird 5olumn re2resents t&e total num3er of t&e mat5&ed arti5les. Binally, t&e last 5olumn is t&e 2er5entage of t&e sele5ted arti5les from t&e mat5&ed arti5les.

/&e results from /a3le 1 inform us t&at less t&an one fourt& ;$#7> of t&e systems analysis and design arti5les 5orrelate a 3est 2ra5ti5e to a su55ess. M6SA yields ## of 1"# arti5les, 8&i5& re2resents $07. <M6S yields 1$ of (( arti5les or $+7. Binally, 6S yields 1" of ** arti5les or $07. /&e detailed of 3est 2ra5ti5es and t&eir su55esses in t&e sele5ted arti5les from t&e t&ree -ournals are demonstrated in A22endi?. ,ournal M6SA <M6S 6S
able 10 Search #esults

-umber o) Selected Articles ## 1$ 1" .1

otal o) $atched Articles 1"# (( ** 2.2

Percentage $07 $+7 $07 2"/

1. Discussion An analysis of t&e results of t&is study leads to si? notifi5ations. Birst, several mat5&ed results re2resent t&e 3est 2ra5ti5es 8it& a su55ess s2e5ifi5 to a 2arti5ular 5onte?t. Se5ond, t&e findings from many studies 2rove many systems analysis and design 3est 2ra5ti5es 2rovided 3y t&e Standis& 4rou2. /&ird, some studies a22ear to 2resent overla22ed 3est 2ra5ti5es due to a la59 of e?a5t definition of ea5& 3est 2ra5ti5e 3y t&e Standis& 4rou2. Bourt&, in some studies, t&e 3est 2ra5ti5e a22ears to 3e t&e su55ess and t&e a5tual su55ess is missing. Bift&, t&ere are tremendous volumes of studies t&at demonstrate 3est 2ra5ti5es

3ut la59 a s2e5ifi5ation of t&e su55ess to strengt&en t&eir findings. Lastly, some 3est 2ra5ti5es 2ro2osed 3y t&e Standis& 4rou2 need more attentions from 6S resear5&ers.

Several mat5&ed results re2resent 3est 2ra5ti5es t&at lead to a su55ess 3ut are s2e5ifi5 to a 2arti5ular 5onte?t. ,?am2les are t&e geogra2&i5al information system ;%uri, $00+>, 2&ysi5iansC 2rofile system ;Do&li and Dettinger, $00(>, /eledemo5ra5y ;Etterstad and Fatson, 100">, data3ase ;A&rens and San9ar, 100#>, integrated 5om2uter)aided soft8are engineering system ;Su3ramanian and Garni5&, 100"H Ban9er and Dauffman, 1001>, 2ayment 2ro5essing ;Do:ar and Ma&lum, 108+>, Binan5ial and A55ounting Management 6nformation System ;Sem2revivo, 1080>, online relational data3ase management system ;Berrisford and Fet&er3e, 10+0>, ele5troni5 data 2ro5essing ; itten3erg and %urdy, 10+8>, 5om2uter)mediated 9no8ledge s&aring system ;Ma and Agar8al, $00+>, online sear5&ing ;4alletta et al, $00">, 2eer to 2eer file s&aring net8or9s ;Asvanund et al., $00(>, e?2ert system ;Dim et al., $000H 4ill, 100"H A3dul)4ader and Do:ar, 1000>, 5olonial system ;%orra, 1000>, de5ision su22ort system ;Sin&a and May, 100"H Das2er, 100"H 1oudes&el and Fatson, 108+>, and e?e5utive information system ;Fall et al., 100$H Bo8ler, 10+0>. Alt&oug& t&ese studies 2rovide an eviden5e of &o8 t&e 2ro2osed 3est 2ra5ti5es 3ring a 5ertain ty2e of su55esses, t&e generali:ation of t&ese 2ra5ti5es to different 5onte?ts may 3e dou3tful.

/&e findings from many studies, &o8ever, &el2 strengt&ening t&e systems analysis and design 3est 2ra5ti5es 2rovided 3y t&e Standis& 4rou2 su5& as user involvement ;Bas9erville and Stage, 1008H M5Deen and 4uimaraes, 100+H Bar9i and 1art8i59, 100(H

"

Ne8man and No3le, 1000H Baronas and Louis, 1088H M5Neil, 10+0>, e?e5utive management su22ort ; avi5&andran and ai, $000' Ban9er and Slaug&ter, $000H 4uinan et al, 1008H S5&on3erger, 1080>, 5lear statement of re@uirements ;Sun et al., $00"H Burton)<ones and Meso, $00"H Mara9as and ,lam, 1008H Fang, 100"H /an, 100(H A3dul) 4ader and Do:ar, 1000H Monta:eml and Conrat&, 108">, 2ro2er 2lanning ;/am, 1000H Colter, 108(H M5Deen, 108#>, realisti5 e?2e5tations ;La8ren5e and Lo8, 100#>, 5om2etent staff ;Ma-5&r:a9 et al., $00*H /i8ana and M5Lean, $00*H 4uinan et al, 1008H <an: et al., 100+H Mar9us and Ben-amin, 100">, and &ard)8or9ing, fo5used staff ;4uinan et al, 1008>.

Unfortunately, due to a la59 of definition of ea5& 3est 2ra5ti5e 3y t&e Standis& 4rou2, some studies a22ear to 2resent overla22ed 3est 2ra5ti5es. %ro2osed 3y Dim et al. ;$000>, t&e 3est 2ra5ti5e of visual 5ues and 5onte?tual information in multi2le diagrams t&at fa5ilitate a 2ro5ess of sear5&ing for related information and of develo2ing &y2ot&eses a3out t&e target system 5an 3e a55ounted for eit&er 5lear statement of re@uirements, 2ro2er 2lanning, or 3ot&. /&ere is no 5lear 3oundary 3et8een t&ese t8o 3est 2ra5ti5es. Anot&er e?am2le is a study 3y M5Lean ;10+0>. /&e study 2ro2oses t&at to allo8 end users to fun5tion as t&eir o8n develo2ers is a 8ay to relieve 8or9load and to lessen t&e maintenan5e load. /&e 3est 2ra5ti5e re2resented in t&is study 5an 3e seen as user involvement, o8ners&i2, or 3ot&. 6t is again diffi5ult to 5lassify t&e 3est 2ra5ti5e of t&is study. /&us, t&ere s&ould 3e a 5all for a definition or 5ategori:ation of systems analysis and design 3est 2ra5ti5es to 2romote 5learer understanding.

Additionally, in some studies, t&e 3est 2ra5ti5e a22ears to 3e t&e su55ess and t&e a5tual su55ess is missing. Bor e?am2le, /eCeni ;$001> uses a model of organi:ational 5ommuni5ation to o3tain a 3alan5e 3et8een relations&i2 and a5tion, 3et8een 5ognition and affe5t, and 3et8een message and medium. /&ese 3alan5es are 3elieved to refle5t a more realisti5 2i5ture of 5ommuni5ation 3e&avior in organi:ations. /&e realisti5 2i5ture of 5ommuni5ation 8it&in an organi:ation 5an 3e 5onsidered as a realisti5 e?2e5tation. /&is study 5an 3e a55ounted into a valid study if t&e aut&or furt&er investigates 8&at su55ess gained from su5& realisti5 5ommuni5ation. /&e se5ond e?am2le 5an 3e re2resented from a study 3y A&ituv and Neumann ;108(>. /&ey 5laim t&at ea5& ste2 along t&e information systems develo2ment life 5y5le ;6SILC> s&ould 3e de5om2osed into several dimensions, resulting in 2eriodi5 revie8s and revisions 8&enever t&e 2ro-e5t rea5&es a 5ertain milestone. Again, t&is study 8ould 3e more valua3le if t&e aut&ors demonstrate a su55ess t&at is derived from smaller 2ro-e5t milestones. /&e last e?am2le is a study 3y S&omenta et al. ;108#>. /&ey s2e5ify t&at t&e a22li5ation a22roa5& 8or9s&eet is used to identify t&e 5&ara5teristi5s of a 2ro2osed a22li5ation. !n5e t&e a22li5ationCs 5&ara5teristi5s are defined, t&e user utili:es t&e 8or9s&eetCs matri? to determine 8&i5& develo2ment met&od mig&t 3e most a22ro2riate for t&e a22li5ation. /&e 2ra5ti5e 8ould 3e strengt&ened 3y a s2e5ifi5 su55ess o3tained from t&e 5lear vision and o3-e5tives from t&e 8or9s&eetCs matri?.

Moreover, even if many studies demonstrate 3est 2ra5ti5es, t&ey la59 a s2e5ifi5ation of a su55ess to strengt&en t&eir findings. S&arma and Eetton ;$00+> 5laim t&at training is a 5riti5al intervention to su22ort t&e su55essful im2lementation of information systems

innovations 8&en te5&ni5al 5om2le?ity and tas9 interde2enden5e are &ig&. Ba et al. ;$001> assert t&at in5entive management is re5ommended as an im2ortant dimension of any information systems design and evaluation. Mann and Fatson ;108(> s2e5ify t&at t&e level of user involvement in ISS develo2ment varies 5onsidera3ly. /&ese studies are not 5ounted into t&e 5urrent study 3e5ause t&ere is no 2roof to s&o8s t&at su5& 2ra5ti5es result in 8&at ty2e of su55esses in systems analysis and design.

Binally, even t&oug& many studies 2rove t&e 3est 2ra5ti5es 2resented 3y t&e Standis& 4rou2, t&ere are still some areas of systems analysis and design 3est 2ra5ti5es la59ing attentions from 6S resear5&ers, for instan5e, smaller 2ro-e5t milestones, o8ners&i2, and 5lear vision and o3-e5tives. Buture resear5&ers s&ould 2ut greater efforts in studying t&ese 3est 2ra5ti5es to 5om2letely validate t&e results 2ro2osed 3y t&e Standis& 4rou2.

.. 2imitations /&e main limitation of t&is study is a single resear5&er. ,ven t&oug& a definition of systems analysis and design 3est 2ra5ti5e and su55ess are 5arefully defined, it is very diffi5ult to avoid 3ias from a single resear5&er to determine a valid arti5le in t&is study. Fit&out a 5lear definition of 3est 2ra5ti5es, it is also 5&allenging for a single resear5&er to 5ategori:e t&e 3est 2ra5ti5es of valid arti5les. /o redu5e 3ias, at least t&ree resear5&ers are needed to 3ring a ma-ority agreement and more relia3le results into t&e study.

3. Im'lications /&is study 3enefits 3ot& 6S resear5&ers and 2ra5titioners. /&e 5ontri3utions and im2li5ations for t&eory and 2ra5ti5e are dis5ussed 3elo8.

3.1 %ontributions and Im'lications )or heory /&is study 2resents a general 2i5ture of e?isting studies regarding to t&e systems analysis and design 3est 2ra5ti5es in t&e 6S dis5i2line. /&ere are many areas t&at 2rior 6S resear5&ers &ave 3een 2utting t&eir efforts on and &el2ing strengt&en t&e 100( C1A!S re2ort 2ro2osed 3y t&e Standis& 4rou2. Still, t&e future study of systems analysis and design 3est 2ra5ti5es needs greater 5on5erns. Birst, resear5&ers s&ould ensure t&e generali:ation of t&eir 2ro2osed 3est 2ra5ti5es in different 5onte?ts. Se5ond, t&ere are several une?2lored areas, es2e5ially t&e 3est 2ra5ti5es ot&er t&an to2 t&ree fa5tors offered 3y t&e Standis& 4rou2. /&ird, to strengt&en t&e findings of t&e study, resear5&ers s&ould 5learly define a definition of 3est 2ra5ti5es, in5luding 2ro5esses to a5&ieve su5& 2ra5ti5es. Moreover, resear5&ers s&ould 2rove t&at t&eir 2ro2osed 3est 2ra5ti5e lead to a ty2e of su55esses. Fit& all t&ese 5onsiderations, t&e future studies are &o2efully a3le to 5ontri3ute more value to t&e 6S dis5i2line.

3.2 %ontributions and Im'lications )or Practice Fit&out a dou3t, 3est 2ra5ti5es in systems analysis and design 2ro2osed 3y t&e Standis& 4rou2 is useful resour5es for 2ra5titioners to 3e a8are of 8&at fa5tors 3ring a 2ro-e5t su55ess or failure. /&is study, &o8ever, informs 2ra5titioners t&at not every 3est 2ra5ti5e is 5onfirmed to yield a desira3le result. Some 3est 2ra5ti5es need furt&er e?2lanation on

10

t&eir definition, 5ategori:ation, or 2ro5ess to a5&ieve a 2ro-e5t su55ess. /o a22ly t&ese 2ra5ti5es into a real setting, 2ra5titioners s&ould 9ee2 in mind t&at some 3est 2ra5ti5es suggested 3y t&e Standis& 4rou2 may not valid and relia3le. Some 3est 2ra5ti5es do not 3ring a 5lear su55ess. !n some o55asions, a su55ess is even omitted.

4. %onclusion /&e 100( C1A!S e2ort 2ro2osed 3y t&e Standis& 4rou2 suggests t&e to2 ten systems analysis and design 3est 2ra5ti5es t&at lead to a 2ro-e5t su55ess. A literature revie8 from t&e t&ree leading 6S -ournals validates many of t&ese 3est 2ra5ti5es. User involvement, e?e5utive management su22ort, 5lear statement of re@uirements, 2ro2er 2lanning, realisti5 e?2e5tations, 5om2etent staff, and &ard)8or9ing, fo5used staff are found su22orted 3y t&e literatures. Eet, some 3est 2ra5ti5es need more validation 3y resear5&ers. /&ere is vague or no eviden5e 2er se to 2rove smaller 2ro-e5t milestones, o8ners&i2, and 5lear vision and o3-e5tives as 3est 2ra5ti5es t&at result in a su55ess in systems analysis and design. esear5&ers s&ould e?2lore t&ese areas in t&eir future resear5& to generate more validation and relia3ility of t&e 100( C1A!S e2ort. %ra5titioners 8&o 5onsider a22lying t&e 3est 2ra5ti5es from t&e 100( C1A!S e2ort s&ould 2la5e 5on5ern on t&e 5onte?t and sele5ted 2ra5ti5e and its su55ess.

11

#e)erences A3dul)4ader, A.1. = Do:ar, D.A. ;1000>. Iis5ourse Analysis for Dno8ledge A5@uisition' /&e Co&eren5e Met&od. <ournal of Management 6nformation Systems, ", (, "1)8$. Agar8al, ., Sin&a, A.%. = /anniru, M. ;100">. Cognitive Bit in e@uirements Modeling' A Study of !3-e5t and %ro5ess Met&odologies. <ournal of Management 6nformation Systems, 1#, $, 1#+)1"$. A&ituv, N. = Neumann, S. ;108(>. A Ble?i3le A22roa5& to 6nformation System Ievelo2ment. M6S Auarterly, 8, $, "0)+8. A&rens, <.I. = San9ar, C.S. ;100#>. /ailoring Iata3ase /raining for ,nd Users. M6S Auarterly, 1+, (, (10)(#0. Asvanund, A., Clay, D., Dris&nan, . = Smit&, M.I. ;$00(>. An ,m2iri5al Analysis of Net8or9 ,?ternalities in %eer)to)%eer Musi5)S&aring Net8or9s. 6nformation Systems esear5&, 1*, $, 1**)1+(. Ba, S., Stallaert, <. = F&inston, A.B. ;$001>. esear5& Commentary' 6ntrodu5ing a /&ird Iimension in 6nformation Systems Iesign /&e Case for 6n5entive Alignment. 6nformation Systems esear5&, 1$, #, $$*)$#0. Ban9er, .I. = Dauffman, .<. ;1001>. euse and %rodu5tivity in 6ntegrated Com2uter) Aided Soft8are ,ngineering' An ,m2iri5al Study. M6S Auarterly, 1*, #, #+*)(01. Ban9er, .I. = Slaug&ter, S.A. ;$000>. /&e Moderating ,ffe5ts of Stru5ture on Jolatility and Com2le?ity in Soft8are ,n&an5ement. 6nformation Systems esear5&, 11, #, $10) $(0. Bar9i, 1. = 1art8i59, <. ;100(>. User %arti5i2ation, Confli5t, and Confli5t esolution' /&e Mediating oles of 6nfluen5e. 6nformation Systems esear5&, *, (, ($$)(#8. Baronas, A.D. = Louis, M. . ;1088>. estoring a Sense of Control Iuring 6m2lementation' 1o8 User 6nvolvement Leads to System A55e2tan5e. M6S Auarterly, 1$, 1, 110)1$(. Bas9ersville, .L. = Stage, <. ;100">. Controlling %rototy2e Ievelo2ment /&roug& is9 Analysis. M6S Auarterly, $0, (, (81)*01. Berrisford, /. = Fet&er3e, <. ;10+0>. 1euristi5 Ievelo2ment' A edesign of Systems Iesign. M6S Auarterly, #, 1, 11)10.

Bordoloi, B., My9ytyn, D. = My9ytyn, <r., %.%. ;100">. A Brame8or9 to Limit Systems Ievelo2ersC Legal Lia3ilities. <ournal of Management 6nformation Systems, 1$, (, 1"1) 18*. Burton)<ones, A. ;$00">. Con5e2tuali:ing Systems for Understanding' An ,m2iri5al /est of Ie5om2osition %rin5i2les in !3-e5t)!riented Analysis. 6nformation Systems esear5&, 1+, 1, #8)"0. Colter, M.A. ;108(>. A Com2arative ,?amination of Systems Analysis /e5&ni@ues. M6S Auarterly, 8, 1, *1)"". Ie9leva, S.M. ;100$>. /&e 6nfluen5e of t&e 6nformation Systems Ievelo2ment A22roa5& on Maintenan5e. M6S Auarterly, 1", #, #**)#+$. Bo8ler, <r., B.%. ;10+0>. /&e ,?e5utive 6ntelligen5e System As a Iesign Strategy. M6S Auarterly, #, (, $1)$0. 4alletta, I.B., 1enry, .M., M5Coy, S. = %ola9, %. ;$00">. F&en t&e Fait 6snCt So Bad' /&e 6ntera5ting ,ffe5ts of Fe3site Ielay, Bamiliarity, and Breadt&. 6nformation Systems esear5&, 1+, 1, $0)#+. 4ill, /.4. ;100">. ,?2ert Systems Usage' /as9 C&ange and 6ntrinsi5 Motivation. M6S Auarterly, $0, #, #01)#$0. 4uinan, %.<., Coo2rider, <.4. = Bara-, S. ;1008>. ,na3ling Soft8are Ievelo2ment /eam %erforman5e Iuring e@uirements Iefinition' A Be&avioral Jersus /e5&ni5al A22roa5&. 6nformation Systems esear5&, 0, $, 101)1$*. 1enderson, <.C. = Fest, <r., <.M. ;10+0>. %lanning for M6S' A Ie5ision)!riented A22roa5&. M6S Auarterly, #, $, (*)*8. 1oudes&el, 4. = Fatson, 1.<. ;108+>. /&e Management 6nformation and Ie5ision Su22ort ;M6IS> System at Lo59&eed)4eorgia. M6S Auarterly, 11, 1, 1$+)1(0. <an:, B.I., Fet&er3e, <.C., Iavis, 4.B. = Noe, .A. ;100+>. eengineering t&e Systems Ievelo2ment %ro5ess' /&e Lin9 3et8een Autonomous /eams and Business %ro5ess !ut5omes. <ournal of Management 6nformation Systems, 1(, 1, (1)"8. <orgensen, M. = Molo99en, D. ;$00">. 1o8 Large Are Soft8are Cost !verrunsK A evie8 of t&e 100( C1A!S e2ort. 6nformation and Soft8are /e5&nology, (8, (. Das2er, 4.M. ;100">. A /&eory of Ie5ision Su22ort System Iesign for User Cali3ration. 6nformation Systems esear5&, +, $, $1*)$#$. Dendall, D.,. = Dendall, <.,. ;1081>. !3serving !rgani:ational ,nvironments' A Systemati5 A22roa5& for 6nformation Analysts. M6S Auarterly, *, 1, (#)**.

Dim, <., 1a&n, <. = 1a&n, 1., ;$000>. 1o8 Io Fe Understand a System 8it& ;So> Many IiagramsK Cognitive 6ntegration %ro5esses in Iiagrammati5 easoning. 6nformation Systems esear5&, 11, #, $8()#0#. Do&li, . = Dettinger, F.<. ;$00(>. 6nformating t&e Clan' Controlling %&ysi5iansC Costs and !ut5omes. M6S Auarterly, $8, #, #"#)#0(. Do:ar, D.A. = Ma&lum, <.M. ;108+>. A User 4enerated 6nformation System' An 6nnovative Ievelo2ment A22roa5&. M6S Auarterly, 11, $, 1"$)1+(. La8ren5e, M. = Lo8, 4. ;100#>. ,?2loring 6ndividual User Satisfa5tion Fit&in User) Led Ievelo2ment. M6S Auarterly, 1+, $, 10*)$08. Mar9us, M.L. = Ben-amin, .6. ;100">. C&ange Agentry t&e Ne?t 6S Brontier. M6S Auarterly, $0, (, #8*)(0+. Ma, M. = Agar8al, . ;$00+>. /&roug& a 4lass Iar9ly' 6nformation /e5&nology Iesign, 6dentity Jerifi5ation, and Dno8ledge Contri3ution in !nline Communities. 6nformation Systems esear5&, 18, 1, ($)"+. Ma-5&r:a9, A., Beat&, C.M. = Lim, .A. ;$00*>. Managing Client Iialogues Iuring 6nformation Systems Iesign to Ba5ilitate Client Learning. M6S Auarterly, $0, (, "*#)"+$. Mann, .6. = Fatson, 1.<. ;108(>. A Contingen5y Model for User 6nvolvement in ISS Ievelo2ment. M6S Auarterly, 8, 1, $+)#8. Mara9as, 4.M. = ,lam, <.<. ;1008>. Semanti5 Stru5turing in Analyst A5@uisition and e2resentation of Ba5ts in e@uirements Analysis. 6nformation Systems esear5&, 0, 1, #+)"#. M5Deen, <.I. ;108#>. Su55essful Ievelo2ment Strategies for Business A22li5ation Systems. M6S Auarterly, +, #, (+)"*. M5Deen, <.I. = 4uimaraes, /. ;100+>. Su55essful Strategies for User %arti5i2ation in Systems Ievelo2ment. <ournal of Management 6nformation Systems, 1(, $, 1##)1*0. M5Lean, ,. . ;10+0>. ,nd Users As A22li5ation Ievelo2ers. M6S Auarterly, #, (, #+)(". M5Neil, I.1. ;10+0>. Sta3ili:ing an M6S. M6S Auarterly, #, (, #1)#". Monta:emi, A. . = Conrat&, I.F. ;108">. /&e Use of Cognitive Ma22ing for 6nformation e@uirements Analysis. M6S Auarterly, 10, 1, (*)*".

Moody, <.F., Blanton, <.,. = C&eney, %.1. ;1008>. A /&eoreti5ally 4rounded A22roa5& to Assist Memory e5all Iuring 6nformation e@uirements Ietermination. <ournal of Management 6nformation Systems, 1*, 1, +0)08. Moo9er-ee, J.S. = Mannino, M.J. ;$000>. Mean) is9 /rade)!ffs in 6ndu5tive ,?2ert Systems. 6nformation Systems esear5&, 11, $, 1#+)1*8. Ne8man, M. = No3le, B. ;1000>. User 6nvolvement as an 6ntera5tion %ro5ess' A Case Study. 6nformation Systems esear5&, 1, 1, 80)11#. Nutt, %.C. ;108">. ,valuating M6S Iesign %rin5i2les. M6S Auarterly, 10, $, 1#0)1*". %orra, <. ;1000>. Colonial Systems. 6nformation Systems esear5&, 10, 1, #8)"0. %uri, S. ;$00+>. 6ntegrating S5ientifi5 8it& 6ndigenous Dno8ledge' Constru5ting Dno8ledge Allian5es for Land Management in 6ndia. M6S Auarterly, #1, $, #**)#+0. avi5&andran, /. ;$000>. Auality Management in Systems Ievelo2ment' An !rgani:ational System %ers2e5tive. M6S Auarterly, $(, #, #81)(1*. itten3erg, L.,. = %urdy, C. . ;10+8>. /&e 6nternal AuditorCs ole in M6S Ievelo2ments. M6S Auarterly, $, (, (+)*+. Sala8ay, 4. ;108+>. An !rgani:ational Learning A22roa5& to 6nformation Systems Ievelo2ment. M6S Auarterly, 11, $, $(*)$"(. S&arma, . = Eetton, %. ;$00+>. /&e Contingent ,ffe5ts of /raining, /e5&ni5al Com2le?ity, and /as9 6nterde2enden5e on Su55essful 6nformation Systems 6m2lementation. M6S Auarterly, #1, $, $10)$#8. S5&en9, D.I., Jitalari, N.%. = Iavis, D.S. ;1008>. Iifferen5es Bet8een Novi5e and ,?2ert Systems Analysts' F&at Io Fe Dno8 and F&at Io Fe IoK. <ournal of Management 6nformation Systems, +, #, #"#)#8+. S5&on3erger, .<. ;1080>. M6S Iesign' A Contingen5y A22roa5&. M6S Auarterly, (, 1, 1#)$0. Sem2revivo, %. ;1080>. 6n5or2orating Iata Ii5tionaryLIire5tory and /eam A22roa5&es into t&e Systems Ievelo2ment %ro5ess. (, #, 1)1*. S&omenta, <., Dam2, 4., 1anson, B. = Sim2son, B. ;108#>. /&e A22li5ation A22roa5& For9s&eet' An ,valuation /ool for Mat5&ing Ne8 Ievelo2ment Met&ods 8it& A22ro2riate A22li5ations. M6S Auarterly, +, (, 1)10. Sin&a, A.%. = May, <.1. ;100">. %roviding Iesign Assistan5e' A Case)Based A22roa5&. 6nformation Systems esear5&, 1+, (, #+()#01.

Standis& 4rou2 6nternational. /&e C&aos e2ort, etrieved Mar5& 1*, $00+ from t&e Forld Fide Fe3' &tt2'LL888.standis&grou2.5omLsam2leMresear5&L5&aosM100(M1.2&2. Su3ramanian, 4.1. = Garni5&, 4.,. ;100">. An ,?amination of Some Soft8are Ievelo2ment ,ffort and %rodu5tivity Ieterminants in 6CAS, /ool %ro-e5ts. <ournal of Management 6nformation Systems, 1$, (, 1(#)1"0. Sun, S.N., G&ao, <.L. = Nunama9er, <.B. ;$00">. Bormulating t&e Iata)Blo8 %ers2e5tive for Business %ro5ess Management. 6nformation Systems esear5&, 1+, (, #+()#01. /am, D. E. ;1000>. Automated Constru5tion of Dno8ledge)Bases from ,?am2les. 6nformation Systems esear5&, 1, $, 1(()1"+. /an, M. ;100(>. ,sta3lis&ing Mutual Understanding in Systems Iesign' An ,m2iri5al Study. <ournal of Management 6nformation Systems, 10, (, 1*0)18$. /eCeni, I. ;$001>. evie8' A Cognitive)Affe5tive Model of !rgani:ational Communi5ation for Iesigning 6/. M6S Auarterly, $*, $, $*1)#1$. /i8ana, A. = M5Lean, ,. ;$00*>. ,?2ertise 6ntegration and Creativity in 6nformation Systems Ievelo2ment. <ournal of Management 6nformation Systems, $$, 1, 1#)(#. Jessey, 6. = Conger, S. ;100#>. Learning to S2e5ify 6nformation e@uirements' /&e elations&i2 3et8een A22li5ation and Met&odology. <ournal of Management 6nformation Systems, 10, $, 1++)$01. Falls, <.4., Fidmeyer, 4. . = ,l Sa8y, !.A. ;100$>. Building an 6nformation System Iesign /&eory for Jigilant ,6S. 6nformation Systems esear5&, #, 1, #")*0. Fang, S. ;100">. /o8ard Bormali:ed !3-e5t)!riented Management 6nformation Systems Analysis. <ournal of Management 6nformation Systems, 1$, (, 11+)1(1. F&ite, D.B. ;108(>. M6S %ro-e5t /eams' An 6nvestigation of Cognitive Style 6m2li5ations. M6S Auarterly, 8, $, 0*)101. Etterstad, %. ;100">. /eledemo5ra5y' Using 6nformation /e5&nology to ,n&an5e %oliti5al For9. M6S Auarterly, $0, #, #(+.

A''endi5 %IS &uarterly (%IS&) yields valid ## out of 1"# mat5&ed results. Ietails of 3est 2ra5ti5es and su55esses are e?2lained 3elo8. Best Practice /&e use of geogra2&i5al information systems ;46S> for land management in 6ndia &ad made 2ossi3le effe5tive a5tion leading to a signifi5ant rise in t&e 8ater levels, 8&i5& in turn allo8ed 3enefi5ial 5&anges in t&e 5ro22ing 2atterns. /&ese 5&anges also 5ame as a result of t&e asso5iated redefinition of t&e relations&i2s 3et8een s5ientists and 5ommunity mem3ers, and t&e restru5turing of t&e institutional frame8or9. A 5oo2erative learning strategy 5alled 5olla3orative ela3oration 2rovides a t&eoreti5al and 2ra5ti5al 3asis for stimulating 5lient learning during an 6S design 2ro5ess. /eams using more 5olla3orative ela3oration &ad more 5lient learning and teams 8it& more 5lient learning a5&ieved 3etter 6S design)2&ase out5omes. A 2&ysi5iansC 2rofiling system ;%%S> 8as used to monitor and 3en5&mar9 2&ysi5iansC 5lini5al 2ra5ti5es and out5omes resulting in 5&anged 2ra5ti5e 3e&aviors in 5loser 5ongruen5e 8it& managementCs goals. 6t redu5ed 5lini5al 2ro5edural 5osts and ado2ted 2ra5ti5es 3en5&mar9ed to 2rodu5e 3etter out5omes 3y legitimi:e managerial aut&ority to a 3etter understanding of &o8 to informate autonomous 2rofessionals. A model of organi:ational 5ommuni5ation 2rovides a 3alan5e 3et8een relations&i2 and a5tion, 3et8een 5ognition and affe5t, and 3et8een message and medium. Su5& a 3alan5e is 3elieved to refle5t a more realisti5 2i5ture of 5ommuni5ation 3e&avior in organi:ations. Soft8are @uality goals are 3est attained 8&en to2 management Success ise in t&e 8ater levels Benefi5ial 5&anges in t&e 5ro22ing 2atterns Source %uri, $00+

Client learning Better 6S design)2&ase out5omes

Ma-5&r:a9 et al., $00*

Closer 5ongruen5e 8it& managementCs goals edu5ed 5lini5al 2ro5edural 5osts

Do&li and Dettinger, $00(

More realisti5 2i5ture of 5ommuni5ation 3e&avior in organi:ations Soft8are @uality

/eCeni, $001

avi5&andran and ai,

5reates a management infrastru5ture t&at 2romotes im2rovements in 2ro5ess design and en5ourages sta9e&olders to evolve t&e design of t&e develo2ment 2ro5esses. All elements of t&e organi:ational system need to 3e develo2ed in order to attain @uality goals and 2ie5emeal ado2tion of sele5t @uality management 2ra5ti5es are unli9ely to 3e effe5tive. 6n5reased 3e&avioral fle?i3ility of 6S s2e5ialists, t&e a3ility to s8it5& roles in different 5ir5umstan5es, 8ould im2rove organi:ational effe5tiveness and 6S s2e5ialist 5redi3ility. is9 analysis ena3les a22ro2riate ris9 resolution strategies to 3e 2la5ed in effe5t 3efore t&e 2rototy2ing 2ro5ess 3rea9s do8n. 6t fa5ilitates 5onsensus 3uilding t&roug& 5olla3orative de5ision ma9ing and is 5onsistent 8it& a &ig& degree of user involvement. A -o3 design 2ers2e5tive of e?2ert systems ado2tion 5an 3e a valua3le tool in 2redi5ting user a55e2tan5e and ultimately systems usage. /eledemo5ra5y is used as information te5&nology im2lemented in Nor8ay to en&an5e 2oliti5al 8or9 in su22orting t&e e?5&ange of do5uments 3et8een 2oliti5ians and lo5al government offi5ers. /o avoid t&e la59 of familiarity 8it& data3ase design met&ods and in5rease effe5tive im2lementation of t&e data3ase management 2a59ages, t&e solution 8ould 3e for end users to learn re@uired data3ase design s9ills from soft8are tutors. /&e tutors 8ere 3ased on a modified ,ntity) elations&i2 data3ase design met&od. ,m2iri5al 5om2arison of t&e tutors tested t&e tea5&ing effe5tiveness of t&e fa5ilitators. /&e user 2er5e2tion of re2resentation is t&e most signifi5ant influen5e on user satisfa5tion.

$000

!rgani:ational effe5tiveness 6S s2e5ialist 5redi3ility Consensus 3uilding

Mar9us and Ben-amin, 100" Bas9erville and Stage, 100"

%redi5ted user a55e2tan5e and systems usage ,?5&ange of do5uments

4ill, 100" Etterstad and Fatson, 100" A&rens and San9ar, 100#

Bamiliarity 8it& data3ase design met&ods 6n5reased effe5tive im2lementation of t&e data3ase management 2a59ages User satisfa5tion

La8ren5e and Lo8, 100#

/&e a22li5ation of modern information systems develo2ment met&odology does not de5rease maintenan5e time. 1o8ever, time s2ent on emergen5y error 5orre5tion, as 8ell as t&e num3er of system failures, de5reased signifi5antly 8it& t&e a22li5ation of modern met&odology. An order of magnitude gain in soft8are develo2ment 2rodu5tivity and t&e im2ortan5e of reuse in integrated 5om2uter)aided soft8are engineering ;6CAS,> as a driver in reali:ing t&is result 8as indi5ated. 6n addition, t&e via3ility of t&e firmCs information systems strategy 8as demonstrated. 6t offered ne8 ideas for 5ode reuse and soft8are develo2ment measurement t&at 5ould 3e a22lied in develo2ment environments t&at em2&asi:e reuse. System im2lementation re2resents a t&reat to usersC 2er5e2tions of 5ontrol over t&eir 8or9 and a 2eriod of transition during 8&i5& users must 5o2e 8it& differen5es 3et8een old and ne8 8or9 systems. User involvement is effe5tive 3e5ause it restores or en&an5es 2er5eived 5ontrol. U2)to)date 2ayment 2ro5essing 8ould 2rovide information valua3le to generating in5reased organi:ation revenues. /&e 3a59logged 2ro-e5t 8as given life 3y &aving t&e users, 8it& tutoring and guidan5e, 2erform tas9s usually assigned to systems analysts. /raditional userLanalyst intera5tions dis2lay 2rimarily error) 2rone 5&ara5teristi5s, and t&at t&e ne8 organi:ational learning intera5tion met&odology su55essfully generated more valid information 8it& in5reased dete5tion of errors. Ba5tors 5ontri3uting to t&e su55ess of t&e Management 6nformation and Ie5ision Su22ort System ;M6IS> in5lude a 5ommitted senior e?e5utive s2onsor, 5arefully defined systems and information re@uirements, a team a22roa5& to systems

Ie5reased time s2ent on emergen5y error 5orre5tion and t&e num3er of system failures Code reuse

Ie9leva, 100$

Ban9er and Dauffman, 1001

,n&an5ed 2er5eived 5ontrol

Baronas and Louis, 1088

6n5reased organi:ation revenues

Do:ar and Ma&lum, 108+

More valid information 8it& in5reased dete5tion of errors Better information 6m2roved 5ommuni5ations An evolving understanding of information re@uirements

Sala8ay, 108+

1oudes&el and Fatson, 108+

develo2ment, an evolutionary develo2ment a22roa5&, and 5areful 5om2uter &ard8are and soft8are sele5tion. M6ISC 3enefits in5lude 3etter information, im2roved 5ommuni5ations, an evolving understanding of information re@uirements, a test) 3ed for system evolution, and 5ost redu5tions. ManagersC information 2referen5es 8ere not influen5ed 3y t&eir 5&ara5teristi5s 3ut 8ere influen5ed 3y t&e de5ision tas9. /&e managers demonstrated an understanding of information uses, 2roviding su22ort for user s2e5ifi5ation of M6S information re@uirements. /&e use of 5ognitive ma22ing for information re@uirements analysis 2rovides t&ree 3enefits. 6t aids in t&e identifi5ation of irrelevant data. 6t 5an 3e used to evaluate t&e fa5tors t&at affe5t a given 5lass of de5isions. 6t en&an5es t&e overall understanding of a de5ision ma9erCs environment, 2arti5ularly 8&en it is ill) stru5tured. ,a5& ste2 along t&e information systems develo2ment life 5y5le ;6SILC> s&ould 3e de5om2osed into several dimensions, resulting in 2eriodi5 revie8s and revisions 8&enever t&e 2ro-e5t rea5&es a 5ertain milestone. !ne met&odology for fully utili:ing &uman resour5es to im2lement effe5tive 5om2uter systems &as 3een ma?imi:ing 2rodu5tivity 3y stressing team effort. /&e 5om3ination of systems analysis tools ensures 5om2lete analysis 2rodu5ts. /&e a22li5ation a22roa5& 8or9s&eet is a do5ument used 3y mid) level and senior user management to identify t&e 5&ara5teristi5s of a 2ro2osed a22li5ation. !n5e t&e a22li5ationCs 5&ara5teristi5s are defined, t&e user utili:es t&e 8or9s&eetCs matri? to determine 8&i5& develo2ment met&od mig&t 3e most a22ro2riate for t&e a22li5ation.

A test)3ed for system evolution Cost redu5tions

Understanding of information uses User s2e5ifi5ation of M6S information re@uirements 6dentifi5ation of irrelevant data ,valuated fa5tors t&at affe5t a given 5lass of de5isions ,n&an5ed t&e overall understanding of a de5ision ma9erCs environment %eriodi5 revie8s and revisions

Nutt, 108"

Monta:eml and Conrat&, 108"

A&ituv and Neumann, 108(

Bully utili:ing &uman resour5es Com2lete analysis 2rodu5ts Ietermined 5&ara5teristi5s of a 2ro2osed a22li5ation

F&ite, 108( Colter, 108( S&omenta et al., 108#

Systems 8&i5& s2ent more time in t&e analysis 2&ase re@uired less time to 5ode, resulting in greater user satisfa5tion, and 8ere develo2ed in agreement 8it& esta3lis&ed 3udgets and deadlines. /&e ma-or advantage of t&e mis)en)s5ene a22roa5&, a frame8or9 used in file 5riti5ism, is t&at it allo8s t&e information analyst to 5lassify, do5ument, and inter2ret im2ortant fa5tors 8&i5& usually remain at t&e su35ons5ious level. A Ii5tionaryLIire5tory Ba5ility ;IIB> of t&e integrated online Binan5ial and A55ounting Management 6nformation System ;BAM6S> 2roved to redu5e signifi5antly t&e amount of 5onventional 5om2uter 2rogramming re@uired to develo2 BAM6S. 6t also 2roved to 3e a valua3le aid in fa5ilitating systems, and user and management intera5tion. ,?e5utives or even various sta9e&older grou2s may assume a5tive leaders&i2 8&ere 8arranted 3y t&e 5ir5umstan5es. Fit& design leaders&i2 5orre5tly 2la5ed, 2ro-e5t 2ur2ose may 3e more 5arefully identified and design a5tivities may 3e 2ro2erly 5&anneled to meet t&ose o3-e5tives. /&e e?e5utive intelligen5e system 8as used as a design strategy for 2roviding managers 8it& relevant information for 5&oosing 5ourses of a5tion. /&e diversity of 5lient 5&ara5teristi5s and of out2ut media 8&i5& 5an 3e &andled t&roug& t&e fun5tional interfa5e standards for all soft8are run on its 5entral 2ro5essing fa5ility &as made 2ossi3le an e?traordinary 5or2orate gro8t& rate in e?5ess of $*7 2er year, 8it& a 5orres2onding e?2ansion in 5lient 3ase and M6S servi5es. /o meet t&e demand of 5om2uter)3ased information systems, one solution is to allo8 end users to fun5tion as t&eir o8n develo2ers, relieving 8or9load and lessening t&e maintenan5e

User satisfa5tion Agreement 8it& esta3lis&ed 3udgets and deadlines Ietermined analysis

M5Deen, 108# Dendall and Dendall, 1081

edu5ed amount of 2rogramming Systems, user, and management intera5tion

Sem2revivo, 1080

More 2rO5ised 2ro-e5t 2ur2ose

S5&on3erger, 1080

elevant information for managers Cor2orate gro8t&

Bo8ler, 10+0 M5Neil, 10+0

elieved 8or9load and maintenan5e load

M5Lean, 10+0

load. A stru5tured grou2 2ro5ess as a de5ision)oriented a22roa5& is used to generate 3ot& 5riti5al de5isions and information needs for a manufa5turing firm. /&e a22roa5& is effe5tive, 2arti5ularly for organi:ational units t&at are line oriented. 1euristi5 develo2ment simulates user 5a2a3ilities early in t&e systems develo2ment 2ro5ess. Su5& a22roa5& is made 2ossi3le 3y t&e use of an online relational)ty2e Iata3ase Management System. 6ntrodu5tion of su5& user 5a2a3ilities allo8s users to intera5t 8it& t&e system and &euristi5ally determine information re@uirements. U2grading of internal auditor e?2ertise in ,I% systems a22ears to 3e t&e 9ey to im2roved a55e2tan5e.

Criti5al de5ision and information needs User and system intera5tion Ietermined information re@uirements

1enderson and Fest, 10+0

Berrisford and Fet&er3e, 10+0

6m2roved a55e2tan5e

itten3erg and %urdy, 10+8

'ournal of %anagement Information Systems ('%IS) yields valid 1$ out of (( mat5&ed results. Ietails of 3est 2ra5ti5es and su55esses are e?2lained 3elo8. Best Practice /eam 5reativity results 2rimarily from integration of individually &eld e?2ertise of team mem3ers at t&e team level t&roug& t&e 2ro5ess of e?2ertise integration. Creativity te5&ni@ues are strategies for strengt&ening system analysis s9ills, es2e5ially of novi5e systems analysts, in t&e 2ro3lem)solving a22roa5&es during an information re@uirement tas9. /&e 5ognitive intervie8 8as found to 3e 3ot& more effe5tive and more effi5ient t&an standard intervie8ing te5&ni@ues in eli5iting e2isodi5 9no8ledge from referen5e li3rarians, resulting in a ri5&er re5all of details relevant to t&e tas9 domain. Not all user 2arti5i2ative 3e&aviors 8ere e@ually effe5tive in all Success /eam 5reativity Strengt&ening system analysis s9ills Source /i8ana and M5Lean, $00* S5&en9 et al., 1008

A ri5&er re5all of details relevant to t&e tas9 domain User satisfa5tion

Moody et al., 1008

M5Deen and 4uimaraes,

situations. Ie2ending on t&e level of tas9 5om2le?ity and system 5om2le?ity, some user 2arti5i2ative 3e&aviors resulted in im2orted user satisfa5tion, 8&ile ot&ers &ad no relations&i2 8it& satisfa5tion. F&ile em2loyee autonomy may lead to in5reased levels of satisfa5tion and motivation, t&e level of team develo2ment and an organi:ationCs learning 5a2a5ity may 3e more im2ortant in a5&ieving im2roved 8or9 out5omes. Su2erior 2erforman5e 8as o3served 8&en t&e 2ro5ess)oriented tool 8as a22lied to t&e 2ro5ess)oriented tas9. Bor t&e o3-e5t) oriented tas9, &o8ever, t&e 2erforman5e effe5ts of 5ognitive fit re@uire furt&er investigation sin5e t&ere 8as no differen5e in su3-e5t 2erforman5e a5ross t&e t8o tools. /&e 2roto5ol)3ased met&od, 8&i5& 8as used to formali:e 2ro5edures for o3-e5t)oriented analysis, 2rodu5ed analyses t&at more 5losely mat5&ed t&e 2ro3lem. 6t re@uired less time to 5om2lete an analysis, and it 8as 2er5eived as easier to use t&an t&e stru5tured analysis met&od. Bor integrated 5om2uter)aided soft8are engineering ;6CAS,> 2ro-e5ts, fun5tion 2oints a55ounted for +( to 8$ 2er5ent of t&e varian5e in soft8are develo2ment effort. /e5&ni5al 5om2le?ity fa5tor, &o8ever, &ad only a small indire5t effe5t on soft8are effort. %rodu5tivity 8as signifi5antly &ig&er for t&e ra2id a22li5ation develo2ment met&od in 5om2arison 8it& t&e 2rodu5tivity asso5iated 8it& t&e traditional systems develo2ment life 5y5le met&od. 1ig&er levels of tool e?2erien5e 8ere asso5iated 8it& signifi5ant in5reases in soft8are 2rodu5tivity. A frame8or9 for in-ury assessment and redu5tion of legal lia3ility t&at 5an 3e used to guide 5om2uter)3ased systems ;CBS> develo2ers in assessing t&e 2ossi3ility of in-ury resulting

100+

6m2roved 8or9 out5omes

<an: et al., 100+

Su2erior 2erforman5e

Agar8al et al., 100"

Analysis t&at is more 5losely mat5&ed t&e 2ro3lem Less time analysis ,ase of use Soft8are 2rodu5tivity

Fang, 100"

Su3ramanian and Garni5&, 100"

Safer systems

Bordoloi et al., 100"

from develo2ment fla8s mig&t 2rovide safer systems to avoid &arming individuals. /&e effe5tive 5ommuni5ation 3et8een systems analysts and 5lients is t&e out5ome of 5om2le? 2ro5esses t&at are influen5ed 3y t&e 2ersonal and situational 5&ara5teristi5s of t&e 2arti5i2ants. 6n learning to s2e5ify information re@uirements, novi5e analysts 2erformed more effe5tively 8&en trained to use a met&odology, 8&en familiar 8it& t&e a22li5ation, and 8&en t&ey used 2ro5edural met&odology 9no8ledge rat&er t&an de5larative met&odology 9no8ledge alone. /&e Co&eren5e Met&od 2roved useful in fa5ilitating t&e understanding of t&e e?2ertsC dis5ourse, es2e5ially in early 9no8ledge a5@uisition intervie8s.

,ffe5tive 5ommuni5ation 3et8een systems analysts and 5lients Novi5e analyst 2erforman5e

/an, 100(

Jessey and Conger, 100#

Understanding of t&e e?2ertsC dis5ourse

A3dul)4ader and Do:ar, 1000

Information Systems (esearch (IS() yields valid 1" out of ** mat5&ed results. Ietails of 3est 2ra5ti5es and su55esses are e?2lained 3elo8. Best Practice 6/ features t&at fa5ilitate 5om2uter)mediated 9no8ledge s&aring are t&ose su22orting virtual 5o)2resen5e, 2ersistent la3eling, self)2resentation, and dee2 2rofiling. Iata flo8 s2e5ifi5ation and data flo8 analysis are t8o 3asi5 5om2onents t&at in5rease analyti5al rigor to 3usiness 2ro5ess management 3y dete5ting data flo8 anomalies su5& as missing data, redundant data, and 2otential data 5onfli5ts. Ielay, familiarity, and 3readt& fa5tors 5olle5tively im2a5t 2erforman5e and user attitudes, in turn affe5ting 3e&avioral intentions to return to t&e site 8&i5& are 5on5erned as t&e 5ognitive 5osts and 2enalties t&at users in5ur 8&en ma9ing Success Mem3er satisfa5tion and 9no8ledge 5ontri3ution Analyti5al rigor to 3usiness 2ro5ess management 6m2roved 2erforman5e and attitude Be&avioral intention Source Ma and Agar8al, $00+ Sun et al., $00"

4alletta et al., $00"

5&oi5es in t&eir sear5& for target information. Bive 5onditions ;minimality, determinism, losslessness, 8ea9 5ou2ling, and strong 5o&esion> of t&e good de5om2osition model t&at e?2lains t&e degree to 8&i5& 5on5e2tual models 5ommuni5ate meaning a3out a domain to analysts result in effe5tively domain 5ommuni5ation. 6n 2eer to 2eer file s&aring net8or9s, a 2ro2er amount of 5ontri3ution from users &el2s in5rease resour5e s&aring. At some 2oint t&e 5osts 8ill e?5eed t&e value t&e users 2rovide to t&e net8or9. 1ig& investment in soft8are @uality 2ra5ti5es su5& as stru5tured design is not e5onomi5ally effi5ient in all situations. 6nstead, organi:ational me5&anisms in 2romoting effi5ient design 5&oi5es are en5ouraged. Jisual 5ues and 5onte?tual information in t&e multi2le diagrams fa5ilitate a 2ro5ess of sear5&ing for related information and of develo2ing &y2ot&eses a3out t&e target system is involved. /&e mean)ris9 measure in e?2ert system 8&i5& &as 5onsistent and se2ara3le 2ro2erties &el2s de5ision ma9ing under ris9. Colonies in 5olonial systems 5an 3e used as a meta2&or to design ne8 &uman systems t&at 5a2ture a greater degree of &umanness t&an do t&e models of ma5&ines and organisms. Certain @uestion ty2es during system analysis 2&ase are asso5iated 8it& in5reased a55ura5y of logi5al re2resentations regardless of analysis e?2erien5e level. A 5om2uter)3ased design assistant, an integrated and 5om2re&ensive frame8or9 for de5ision su22ort, 2rovides effe5tive and effi5ient assistan5e in solving routine design 2ro3lems.

,ffe5tively domain 5ommuni5ation

Burton)<ones and Meso, $00"

esour5e s&aring

Asvanund et al., $00(

edu5tion of 5osts and errors

Ban9er and Slaug&ter, $000 Dim et al., $000 Moo9er-ee and Mannino, $000 %orra, 1000 Mara9as and ,lam, 1008 Sin&a and May, 100"

Understanding a system 3y multi2le diagrams Ie5ision ma9ing under ris9 Iegree of &umanness A55ura5y of logi5al system re2resentations Ie5reased routine design 2ro3lems

,?2ressiveness, visi3ility, and in@uira3ility are re@uisite 5om2onents of t&e ISS design for user 5ali3ration. /eam s9ill, managerial involvement, and little varian5e in team e?2erien5e ena3le more effe5tive team 2ro5esses t&an do soft8are develo2ment tools and met&ods. User 2arti5i2ant, 5onfli5t, and influen5e 2lay a 9ey role in t&e satisfa5tory resolution of 5onfli5t. /&e e?e5utive information system 5an 3e addressed t&roug& a design t&eory of vigilant information systems 8&i5& denote t&e a3ility of an information system to &el2 an e?e5utive remain alertly 8at5&ful for 8ea9 signals and dis5ontinuities in t&e organi:ational environment relevant to emerging strategi5 t&reats and o22ortunities. Bour 2ro5esses of user involvement' learning, 5onfli5t, 2oliti5al, and gar3age)5an o55ur in different stages of system develo2ment and 5onte?ts. Su5& 2ro5esses lead to a t8o stage model of user involvement for 5om2le? design situations. /&e t8o stages are stru5turing of 5onfli5t and its develo2ment and 5onfli5t resolution. Con5e2t indu5tion t&at infers 5on5e2t des5ri2tion from sam2le instan5es of t&e 5on5e2t is a via3le tool to automate t&e 2ro5ess of 9no8ledge a5@uisition 3y s&ortening t&e develo2ment 5y5le.

User 5ali3ration ,ffe5tive team 2ro5esses esolution of 5onfli5t ,?e5utive alertness

Das2er, 100" 4uinan et al., 1008 Bar9i and 1art8i59, 100( Falls et al, 100$

esolution of 5onfli5t

Ne8man and No3le, 1000

Dno8ledge a5@uisition

/am, 1000