PROJECT MANAGEMENT

Project Management



Abstract

In this paper, we consider the synergy between two areas of information system (IS) literature: that concerned with the evaluation of IS and that concerned with explaining the phenomenon of IS failure. On the basis of an analysis of both areas, a model is presented which attempts to integrate IS evaluation into the life cycle of IS development. The model links the issue of failure assessment with the evaluation process and constitutes a strategy for stimulating organisational learning in relation to IS development. The paper concludes with a description of our attempts to validate aspects of the model and plans for further empirical work in this area.

Table of Content

CHAPTER ONE4

INTRODUCTION4

CHAPTER TWO6

LITERATURE REVIEW6

Existing literature6

CHAPTER THREE14

METHODOLOGY14

REFERENCES15

Chapter One

Introduction

According to Willcocks (1992), evaluation may be characterised as “establishing by quantitative and/or qualitative entails the worth of data expertise (IT) to the organisation”. The idea of worth is inherently affiliated with delineations of achievement or failure. In periods of data schemes (IS) we can differentiate between the worth of the merchandise (the IS), and the worth of the method (the undertakings engaged in making the IS). In perform, it is apparently tough to distinct the two. The worth of the IS development method is commonly assessed in periods of an evaluation of some characteristics of the worth of the product. Evaluation is critical to method organizational discovering in periods of IS/IT in that it is only through productive evaluation that an administration may evolve an productive information founded on which thriving development perform can be achieved.

Current clues proposes that the worth of IS (both as a merchandise and a process) is open to inquiry (Brynjolfson, 1993) that evaluation is not treated gravely by organisations, and accordingly that organisational discovering in periods of IS/IT is limited. For example, Willcocks (1992) finds a fall-off in evaluation at the task phases next feasibility, little try to connection evaluation over the life cycle of schemes and a fragmented set about to discovering from the evaluation experience. He suggests an integrative set about to evaluation over the life cycle. However, there is little in the way of a logical set of recommendations as to how this integration is to be achieved.

The aspires of the paper are as follows. First, to reconsider the publications on IS evaluation, especially in the lightweight of courses wise from the localities of IS malfunction and organizational learning. Secondly, to present a initial form that endeavours to incorporate advances to IS evaluation into the life cycle of the development method, integrate the concepts of malfunction evaluation into the evaluation method, and construct several organizational repsonse loops into the form with the objective of encouraging organizational learning. Finally, present know-how and designs for validating components of this form in farther empirical work are discussed.

Chapter Two

Literature Review

 

Existing literature

In this part, we give a short reconsider of courses wise from two localities of IS literature: that worried with the evaluation of IS and that worried with interpreting the occurrence of IS ...