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Information System Evaluation: Past, Present, and Future

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IT and IS management is practically and ... and Financial Appraisal of IS Investments ... Recognition that companies are 'unable to assess the 'full' ... – PowerPoint PPT presentation

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Title: Information System Evaluation: Past, Present, and Future


1
Information System Evaluation Past, Present, and
Future
  • Discussion led by Cornelia Boldyreff, University
    of Lincoln

2
Major Issues and Concerns
  • Design Issues and usability and user studies,
    feedback loops in design process, co-operation
    between information architects, IS and user
    interface designers, designing adaptive IS
  • Terminological concerns adequate and agreed
    terminology for IT/IS/CE management, during
    adoption, implemention, and evaluation
  • Economic aspects of IS investment and evaluation
  • Full circle the intangible and non-financial
    benefits, together with the indirect project
    costs that often complicate the justification
    process

3
Information Architecture 2000
  • Key concerns in design - highlights
  • Designing Effective Digital Relationships (Terry
    Swack) importance of aligning business
    strategies, technologies, organizations, and
    customers' needs and usefulness (/would I use
    it?/) and usability (/could I use it?/) are both
    critical to the creation of successful user
    experiences
  • Understanding and Evaluating the User Experience
    with Information Spaces (Andrew Dillon) Systems
    that have attractive interfaces and those that
    flatter users receive higher effectiveness rating
    from users. Softer design issues, aesthetics and
    emotion, have a measurable impact of user
    satisfaction.
  • An Ecological Approach to Design (Bonni Nardi)
    compelling case for ethnographic studies as a
    complementary approach (to usability engineering,
    for example) for learning about information
    seeking behaviors and other forms of "invisible
    work" performed every day by real people in the
    real world characterised as studying users in
    the mist by Chris Farnum. a hint of how
    next-generation information architectures might
    leverage these social networks to provide unified
    access to people, content, and services
  • Information Architecture for Diverse Audiences
    (Karyn Young, IBM) how Lou Gerstner scared
    people into implementing a standard navigation
    system across all 14 business units and
    demonstration of RoI tying 50M to Information
    Architecture redesign
  • Source More Strange Connections What do
    information spaces, Sweden, invisible work, XML,
    footpaths, wearable computers, and nude beaches
    all have in common?

4
Propagation of Technology Management Taxonomies
for Evaluating Investments in Information
  • Paper by Zahir Irani and Peter Love, in the
    Journal of Management Information Systems / Vol.
    17 No. 3, Winter 2001 pp. 161 178
  • Keywords benefits , costs , evaluation ,
    investment , MRPII , taxonomy , technology
    management
  • Key points
  • IT and IS management is practically and
    academically complex.
  • Adoption of IT/IS offers ubiquitous portfolios
    of tangible and intangible benefits that all
    need managing to ensure realization
  • Identification and discussion of technology
    management taxonomies that contributed to failure
    and later successful implementation of IT/IS
    within a manufacturing organization
  • The lessons learnt here in IT/IS management are
    applicable to other organizations.

5
ITMGT-3 IT Investment and Evaluation - 2003
  • Known problems in IS Evaluation lengthy
    development cycles, high cost, failure to meet
    users needs and deliver business benefits are
    exacerbated by increasing complexity of IS and
    greater penetration in a word scale!
  • Issues and Concerns
  • Techniques for ex ante and ex post IS Investment
    Appraisal
  • Qualitative and Quantitative Evaluation
    Techniques
  • Capital Budgeting and Financial Appraisal of IS
    Investments
  • Cost/Benefit and Risk Considerations/Realizations
    Social/Human Aspects of Decision Making
  • IT/IS Performance Measures
  • Macro-economic or Industry-wide Assessment of IT
  • Integration issues in IT evaluation
  • Technology Management in Organizations Benefit
    and cost management of integrated enterprise
    systems
  • Measuring performance and evaluating costs and
    benefits for integrated applications
  • Organizational, political, and cultural barriers
    to Decision Making
  • Source call for contributions, Irani and
    Themistocleous, 2003

6
Justification of IT/IS investments
  • Recognising the need for an understanding the
    processes involved in the justification of the
    appropriate level of IT/IS to adopt
  • Focusing on investment decision-making with the
    inclusion of non-financial benefits
  • Recognition that companies are unable to assess
    the 'full' implications of their investments in
    new technology if using an appraisal process
    limited to the analysis of those benefits and
    costs (that are) financially quantifiable.
  • Recognition of a wide variety of strategic,
    tactical and operational benefits to be
    considered.
  • Source European Journal of Operational Research,
    Call for papers, Feature Issue on Information
    Systems Evaluation

7
Major Issues and Concerns
  • Design Issues and usability and user studies,
    feedback loops in design process, co-operation
    between information architects, IS and user
    interface designers, designing adaptive IS
  • Terminological concerns adequate and agreed
    terminology for IT/IS/CE management, during
    adoption, implemention, and evaluation
  • Economic aspects of IS investment and evaluation
  • Full circle the intangible and non-financial
    benefits, together with the indirect project
    costs that often complicate the justification
    process

8
Discussion
  • IS Design must consider strategies for adoption,
    realisation, and evaluation from both technical,
    economic, and social viewpoints.
  • Evaluation like the IT/IS/CEs must be considered
    as continuous and evolving activity as the
    IT/IS/CE itself evolves and adapts over time.
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