The Project Selection Bias Against Management Support Systems: September 1982 (Classic Reprint)
Idioma: inglés
Editorial: Forgotten Books, 2018
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- Nuevo
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N° de ref. del artículo LX-9780332499680
- Título
- The Project Selection Bias Against Management Support Systems: September 1982 (Classic Reprint)
- Autor
- Robert M. Alloway
- Editorial
- Forgotten Books
- Año de publicación
- 2018
- Estado
- New
- Encuadernación
- HRD
- Idioma
- inglés
- ISBN 10
- 0332499685
- ISBN 13
- 9780332499680
- Peso del artículo
- 270 gramos
In the companies studied the overall demand for new systems was 274% larger than i/s's capacity to supply. This level of demand is unlikely to be met in the near future, either by attempts at increased programmer productivity or by incremental increases to the new systems development budget. This inability to meet user demand stresses the importance of determining which systems should be developed and therefore the importance of a suitable method of assigning priorities for system development.
About the Publisher
Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com
This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.
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Reseña del editor
Information systems are now crucial to most business functions, not only at the operational level but also in helping managers to compete effectively and efficiently in the market place. Consequently, companies are faced with the problem that demand for new computer-based information systems greatly exceeds the systems development capacity of their l/S department. This underlines the importance of the project selection procedures which should allocate scarce systems development resources in a manner that will provide the best leverage for the company's objectives.
How do most companies discriminate between different project requests? More importantly, does the project approval process work effectively? The answer, according to the research results discussed herein, is mixed.
The current project approval methods were developed alongside the evolution of traditional transaction processing systems and are thus most appropriate for evaluating those specific system types. We will argue that the typical project evaluation process is not valid when it comes to assessing systems whose main purpose is to support managerial decision-making. Applying current project approval methods to management support systems can eliminate potentially valuable systems, accept systems of little value, or worse -- prevent them from even being proposed.
Management support systems need a separate evaluation procedure. The type of system under consideration should be determined at an early stage and the evaluation process suitable for that particular system type should be followed. Use of the appropriate evaluation process will do much to satisfy current demand for new systems while an inappropriate process will be an impediment to the successful evolution of the I/S function.
This paper starts with a review of current user demand for systems. This will reveal that although management support systems are generally recognized as being especially appropriate to managers most important tasks, the number of these systems being developed does not match their increased demand.
Then we focus on the current project approval process. On the basis of a survey carried out among user managers, the relative importance of various criteria in project proposals is discussed. This survey also enables us to understand how managers judge the budget and schedule estimates presented in project proposals. Additionally, it shows managers perceptions of the different factors regarded as important in project approval and of the influence carried by various managers in this process.
On the basis of this evidence we present a critique of the current project approval process. Transaction processing and managerial support systems are fundamentally different in their justifications. Incremental modifications to tighten-up the current process miss the point altogether. Our recommended dual-track process insures effective evaluation of all system types. This new approach to project approval should also prove useful in the evaluation processes associated with further developments of computer-based applications such as CAD/CAM and office automation.
About the Publisher
Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com
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