Information Systems Development and Project Management

1. INTRODUCTION

Effective management information systems assimilate information about a company and arrange it in a way that enables efficient access to data and commentary. Many systems are individualized based on the functions and needs of a business and are composed of both computer software and hardware. Information systems can be developed to perform a particular role, such as processing of order, or be constructed around various sub-systems that conduct most business functions. To build information systems, one needs to understand the operations of a business and determine a system that streamlines the process and increases the usefulness of data. An Information System (IS) can have a significant effect on corporate strategy and the success of affirm thus needs the participation of managers and decision makers all levels of the organization.

2. PRODUCT PROPOSAL

User involvement plays a critical role in the development cycle of an IS. Significant user participation in the development of a system and general orientation of the user is key to the success of a development project. Two techniques can be used to involve the users in the development of IS. First is Soft Systems Methodology (SSM) which centers on the association of a company and its environment (Valacich, George, & Hoffer, 2015). It applies the soft systems reasoning. With this, the goals of the system are believed to be more multifaceted than a simple objective that can be measured or achieved (Valacich, George, & Hoffer, 2015). The debate of the users of the system facilitates an understanding of the techniques of soft systems. Second is Structured Systems Analysis and Design Method (SSADM) which is a technique that facilitates developer complete rules and framework for work (Valacich, George, & Hoffer, 2015). The method is highly structured and requires the users to be very professional.

In SSM, following the definition of problems in the prevailing environment, the preceding staged is termed as root definition (Olson, 2014). In this step, user involvement entails the users to hand more details to the developers of the system. The debate is the key factor at this stage. The problem owner and problem solver determine which perspective they should place focus. SSAD needs analysis comprises of two stages (Olson, 2014). First is an investigation of existing requirements and options of the business system.   The objects of investigation in the stages are the users. The users of the technique are motivated to think about the suitability of every step.

One dimension in SSADM that is distinct from SSM is the range of the users.  In SSM, because the technique centers on human activities, the involvement of the user covers all areas of conflict (Baskerville & Wood-Harper, 2016). This means the amount of user involvement is significant.  It may result in conflicts between the system developers and users when describing the problems. On the other hand, SSADM needs users who participate in a system to have a comprehensive understanding of the prevailing system and have to be familiar with the language of system thinking (Baskerville & Wood-Harper, 2016).  However, since the scope of user involvement is not broad enough, it may restrict the development and deployment of a new system.

The Competition

The Crystal Technique

The Crystal Methods technique was developed by Alistair Cockburn (Olson, 2014). His priority is on individuals, collaboration, talents, communications, and aptitude. The technique acts on the assumption that such factors have the greatest impact on performance. Processes cannot come before these functions. The ideology recognizes that every group possesses a distinct set of skills and abilities, and therefore every team should apply a process that is distinctly developed for it (Olson, 2014).  It means that processes should be at the minimal, that is, not significant.

Dynamic Systems Development Model (DSDM) Technique

This technique was created in the United Kingdom at the end of the 20th century and is a development of fast application development techniques (Valacich, George, & Hoffer, 2015).  DSDM focuses on the training of the users and comprehensive documentation. It embraces the notion that nothing is developed without flaws initially and looks at system development as an experimental venture (Valacich, George, & Hoffer, 2015). Although cost and time consuming, this methodology enables a firm to develop a comprehensive IS that meets the needs of all users and attends to every organizational function.

Product Differentiation

Alignment is defined as the timely and proper application of IS, in relation to business requirement, strategies, and objectives (Olson, 2014). IS and business alignment happens when the different strategies are integrated so that the correct measures are taken (Doherty & Peppard, 2012). The proper measures are taken to enable the greatest possible value to the company. This means that efficient alignment is a mutual relationship, that is, a give and take between the business and IS. Business-IS alignment is defined as the application of information systems in a timely and suitable manner in tandem with business requirements, strategies, and objectives

Any business-IT alignment strategy must eventually focus on one goal, and that is to continually enhance the returns from the IS investments made by the business, including investments in service, capital, projects, maintenance, support and any other cost related to the IS (Baskerville & Wood-Harper, 2016). The primary success factor when aligning IT expenditure and endeavours with business requirements is accountability and a mutual relationship.  The executives must lead IS and the project managers should take the role of business leaders. Project managers need to enhance their accountability to attain IS results, but also must assist to hold the company accountable for IS as well. Irrespective of its function, each IS project must play a role in creation value for the business. Additionally, an Is agenda must be inclined towards accomplishing non-IS related and business-related goals to enhance alignment (Doherty & Peppard, 2012). Also, firms should be mindful of their IT resources. This is critical since the competitiveness of a business depends significantly on the quality of IT resources and if the resources are efficient enough to adjust to the changing needs of the market.

3. MARKET DESCRIPTION

In this age where the world is interconnected and customer centric, people have come to anticipate that their needs will be addressed smoothly and rapidly. As such, both the public and private sectors have undergone through transformations that change how business is done. Governments and corporations are gaining increased awareness of the need to improve productivity of processes. This has led to the increased demand of information systems that improve processes and help a firm to focus on the customer. Indeed, IS helps firms to forge close ties with clients and improve their bottom line.  IS include numerous innovations and devices like mobile analytics and social devices, robotics, automation and sensors, and 3D printing, among other devices.

BENEFITS AND DRAWBACKS OF IS

Benefits

IS enables organizations to enhance service delivery, manage their structure, and integrate processes (Ressler, 2016). It makes frims more accountable to stakeholders and enhance transparency at all levels of the firm. Implementaion of IS enables a company to have the scope to observe all activities to increase the timeliness of processes and enhance effeciency. It enables the opinoins of customers to play a more defintive role in detrmining how goods and services will be dveloped. Further, the use of linked data on clients enables firms to come up with integratedservices and deliver services better. In addition, it reduces the expenses associted with deilvery of services and enhance the safetty of workers involved in areas suuch as envirnmental management and emergency services.

The devices that are part of an infastrcure and the enhanced use of digital mediums to connect technologies with workers enable a company to examine the use of infastructure, and how individualsn react to technology (Ressler, 2016). It also facilitates the upkeep of infrastructure via methods that ensure that there is minimal interruption. Further, it increases the investment in infrastructure by relating process requirements and needs of workers.

Drawbacks

The main drawback of IS is that it enhances the risk of dislocation of capital and labor, thus creating inequality (Fishenden & Mark, 2014). This is due to the fact that it is rare for a firm to become a leader due to the ever-shifting nature of technology. Instead of trying to locate novel ways of increasing efficiency, firms tend to react to their operating environment. Therefore, it is costlier to change everything at one go since it needs huge amounts of cash to attend to the needs of equipment and training of staff.

Further, since firms possess highly sensitive data related to customers, the implementation of IS creates a substantial security risk (Fishenden & Mark, 2014). Since information is copied to digital devices, it becomes readily available to anyone who needs it; therefore, security breaches are inevitable.

CONCLUSION

Companies have come to the realization that IS is useful in improving processes and enhancing efficiency. The use of IS helps firms to attend to the needs of customers better. Overall, it has a positive effect on a company’s bottom line.

References

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Doherty, N. F., & Peppard, J. (2012). actors affecting the successful realisation of benefits from systems development projects: findings from three case studies. Journal of Information Technology, 1-16.

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Fishenden, J & and Mark T.(2014). “Digital government, open architecture, and innovation: why public sector IT will never be the same again.” Journal of public administration research and theory .977-1044. PDF.

Ressler, S. (2016). “How Local Governments Are Using Technology to Serve Citizens

Olson, D. (2014). Information systems project management. Business Expert Press.

Valacich, J. S., George, J. F., & Hoffer, J. A. (2015). Essentials of systems analysis and

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