Corporate IT Use (Info Sys, B-School)
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The survey analyzed responses from IT and business professionals at Citigroup, Aon, and Deutsche Bank regarding important issues for organizations. There were few differences found within or between companies. Respondents with less than 5 years experience rated issues slightly higher than those with more experience. Planning disaster recovery and using IT for competitive advantages received the highest importance ratings, while addressing ethical/legal issues received the lowest. Surprisingly, aligning the IS organization with the enterprise was rated slightly below average in importance.
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Chapter05 identifying and selecting systems development projects
This document discusses project identification and selection processes. It describes corporate strategic planning and information systems planning, noting that IS planning can help identify projects that align with business objectives. Projects may be identified through top-down or bottom-up processes. IS planning involves describing the current and target situations and developing a transition plan. The document also discusses electronic commerce applications like the internet, intranets, and extranets.
Research articleFactors affecting the successful realisati.docx
Research article
Factors affecting the successful realisation
of benefits from systems development
projects: findings from three case studies
Neil F Doherty1, Colin Ashurst2, Joe Peppard3
1The Business School, Loughborough University, Loughborough, UK;
2The Business School, Durham University, Durham, UK;
3Cranfield School of Management, Cranfield, Bedfordshire, UK
Correspondence:
NF Doherty, The Business School, Loughborough University, Loughborough, LE11 3TU, UK.
Tel: þ 44 01509 223328;
Fax: þ 44 01509 223960;
E-mail: [email protected]
Abstract
The return that organisations derive from investments in information systems and
technology continues to disappoint. While there is a very significant body of literature on
the factors that should facilitate a successful outcome from systems development, there is
growing concern that these prescriptions are not having their desired effect. In this paper,
we argue that the success of a systems development project should be measured in terms
of its ability to deliver meaningful benefits, rather than the timely delivery of a technical
artefact, and therefore organisations should adopt an explicit and proactive benefits
realisation approach when investing in IT. Consequently, we sought to explore those
actionable factors that might facilitate the effective realisation of benefits from systems
development initiatives. Three organisations were identified that claimed to adopt a
proactive approach to benefits realisation, and detailed studies of their systems
development practices were conducted. Our analysis found that whilst one organisation
had been successful in its adoption of a benefits realisation perspective, the other two had
not, and this allowed us to identify those factors that helped to explain this difference in
outcomes. In short, this paper makes an important contribution by identifying how a sub-
set of traditional systems success factors might be enhanced, to give them a more explicit
benefits realisation orientation. Moreover, it presents a coherent set of principles that can
be used for deriving other factors and practices.
Journal of Information Technology (2012) 27, 1–16. doi:10.1057/jit.2011.8
Published online 9 August 2011
Keywords: IT development projects; benefits realisation; organisational change; ISD success factors;
value
Introduction
T
he context for the research reported in this paper is the
continued high failure rate of investments in information
systems/information technology (IS/IT): a considerable
amount of time, money, effort and opportunity can be wasted
upon IT investments that ultimately fail to deliver benefits
(Fortune and Peters, 2005; Peppard and Ward, 2005).
Estimates of the level of failure may vary, but over the past
30 years they have tended to stay uncomfortably high. More
specifically, it has been suggested that in the late 1970s only
20% of the projects ‘achieved something like their intended
benefits’ (Eason, 1988), and that by the late 1980s, it .
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Corporate IT Use (Info Sys, B-School)
- 1. IT Survey Analysis Nicholas Koukoumelidis Ira Belenson James Igoe Information Systems Professor Kim Summer 2002
- 4. Sample Means Mode Mean St Dev Average Response 6 5.54 1.14 by Company DB AON Citibank Count 7 18 15 Mean 5.13 5.78 5.45 by IS/Non-IS IS Non-IS Difference Count 15 25 Mean 5.49 5.57 0.08 Experience < 5 years > 5 years Count 10 30 Mean 5.81 5.45 0.36 Management Mgt. Staff Difference Count 26 14 Mean 5.52 5.59 0.07
- 6. Company Differences (Questions) 2.9 Specifying, Developing, & Recruiting Human Resources for IS 2.10 Understanding IS roles and contribution 2.2 Measuring the Productivity and Effectiveness of IS Investment 2.12 Aligning the IS Organization with the Enterprise 2.13 Facilitating and Managing End-User Computing 2.14 Managing Organizational Data as Corporate Resources 2.21 Addressing IS Ethical and Legal Issues 2.22 Managing Electronic Business on the Internet 2.23 Managing Enterprise Resource Planning (ERP) Systems
- 7. Company Similarities (Questions) 2.1 Using IS/IT for Competitive Advantages 2.2 Managing & Planning Telecom Facilities & Networks 2.3 Having a Responsive IT infrastructure 2.4 Developing Better Decision Support Tools 2.5 Improving the Effectiveness of IS Development 2.16 Improving IS Strategic Planning 2.17 Improving Information Security and Control 2.18 Planning and Managing Disaster Recovery 2.19 Managing Global Information Systems