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Toward a complexity theory of Information systems
- Development,” forthcoming, Information Technology and People
, 2006
"... The current issue and full text archive of this journal is available at www.emeraldinsight.com/0959-3845.htm ..."
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0959-3845.htm
Requirements Engineering for Time-to-Market Projects
- Proceedings of the Ninth Annual IEEE International Conference and Workshop on the Engineering of Computer-Based Systems (ECBS’02), 2002
"... This paper identifies the essential components of a Requirements Engineering (RE) process and provides alternatives to the Requirements Analyst (RA) when deciding on a particular set of RE methods. Existing methods of choosing RE techniques are discussed, and a new technique is proposed specifically ..."
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Cited by 9 (1 self)
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This paper identifies the essential components of a Requirements Engineering (RE) process and provides alternatives to the Requirements Analyst (RA) when deciding on a particular set of RE methods. Existing methods of choosing RE techniques are discussed, and a new technique is proposed specifically for choosing RE techniques for projects with critical Time-to-Market (TTM) projects. The components of the essential RE process as well as many other insights into the practice of RE were identified by examining the current literature and by analyzing the data from 25 completed surveys concerning the area of RE. The survey data provides insight into the state of the practice in Requirements Engineering. 1.
PROGRESS AND BREAKDOWNS IN EARLY REQUIREMENTS DEFINITION FOR BOUNDARY-SPANNING INFORMATION SYSTEMS 1
"... Early requirements definition is an increasingly complex process for systems that span organizational boundaries. Where there is no unequivocal rationale for change, multiple stakeholders from various knowledge domains must be involved in defining the scope of change and the high-level requirements ..."
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Early requirements definition is an increasingly complex process for systems that span organizational boundaries. Where there is no unequivocal rationale for change, multiple stakeholders from various knowledge domains must be involved in defining the scope of change and the high-level requirements for the supporting information system – in effect designing the system in terms of form and overall function. Stakeholders have only a partial understanding of the business process as a whole, and tend to provide very different definitions of what is the systems “problem ” that they face. The IS analysis team must therefore deal with IS requirements as an emergent stream of information from which they learn, avoiding premature closure. This paper presents an exploratory study, that attempts to introduce breakdowns into the group requirements definition process, as a way to achieve emergent learning in early requirements definition for systems that span organizational boundaries.
A Cognitive Perspective On BoundarySpanning IS Design
- in IS-CORE, AIS Pre-ICIS Workshop
, 2003
"... This paper examines social cognition processes in IS design teams that span organizational boundaries. We question the relevance of goal-driven process models of IS design, exploring evidence for a model based on convergence between the problem-space and the solution-space. We then develop concepts ..."
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This paper examines social cognition processes in IS design teams that span organizational boundaries. We question the relevance of goal-driven process models of IS design, exploring evidence for a model based on convergence between the problem-space and the solution-space. We then develop concepts of design "framing", based on three different perspectives on social cognition: socially-situated cognition, socially-shared cognition and distributed cognition. These three perspectives are often conflated in studies of IS framing. The separation permits insights that are not possible with a combined perspective. Findings are presented from a longitudinal, ethnographic study of boundary-spanning design in a midsize engineering company. These findings provide unique insights into the interior processes of boundaryspanning design. This study has significant implications for both the research and management of boundaryspanning design. We conclude that we may need a very different management process to the decompositional process employed for IT system design, that focuses on inquiry into organizational problems in a much more sustained way than is currently the case. We may also need to develop new models for assessing design progress, based not on the development of a "common vision " of the target system, but on the extent to which design group members share a common vision of organizational problems and the levels of trust that ensue. 1.
JITTA JOURNAL OF INFORMATION TECHNOLOGY THEORY AND APPLICATION HUMAN-CENTERED VS. USER-CENTERED APPROACHES TO INFORMATION SYSTEM DESIGN
"... Despite continuing debates about the "user " emphasis in HCI, new design approaches, such as interaction design, continue to focus on humans as technology users, constraining the human-centeredness of design outcomes. This paper argues that the difference between "user " focus an ..."
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Despite continuing debates about the "user " emphasis in HCI, new design approaches, such as interaction design, continue to focus on humans as technology users, constraining the human-centeredness of design outcomes. This paper argues that the difference between "user " focus and a human-centered focus lies in the way in which technology is designed. The emphasis on problem closure that is embedded in current approaches to designing information systems (IS) precludes an examination of those issues central to human-centered design. The paper reviews recent approaches to user-centered IS design and concludes that these methods are targeted at the closure of technology-centered problems, rather than the investigation of suitable changes to a system of humanactivity supported by technology. A dual-cycle model of human-centered design is presented, that balances systemic inquiry methods with human-centered implementation methods. The paper concludes with a suggestion that IS design should be viewed as a dialectic between organizational problem inquiry and the implementation of business process change and technical solutions.
JOURNAL OF INFORMATION TECHNOLOGY THEORY AND APPLICATION
"... www.library.drexel.edu The following item is made available as a courtesy to scholars by the author(s) and Drexel University Library and may contain materials and content, including computer code and tags, artwork, text, graphics, images, and illustrations (Material) which may be protected by copyri ..."
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www.library.drexel.edu The following item is made available as a courtesy to scholars by the author(s) and Drexel University Library and may contain materials and content, including computer code and tags, artwork, text, graphics, images, and illustrations (Material) which may be protected by copyright law. Unless otherwise noted, the Material is made available for non profit and educational purposes, such as research, teaching and private study. For these limited purposes, you may reproduce (print, download or make copies) the Material without prior permission. All copies must include any copyright notice originally included with the Material. You must seek permission from the authors or copyright owners for all uses that are not allowed by fair use and other provisions of the U.S. Copyright Law. The responsibility for making an independent legal assessment and securing any necessary permission rests with persons desiring to reproduce or use the Material.
MIS Quarterly Vol. 27 No. 2, pp. 197-235/June 2003 197 SPECIAL ISSUE
"... A concept of the user is fundamental to much of the research and practice of information systems design, development, and evaluation. Usercentered information studies have relied on individualistic cognitive models to carefully examine the criteria that influence the selection of information and com ..."
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A concept of the user is fundamental to much of the research and practice of information systems design, development, and evaluation. Usercentered information studies have relied on individualistic cognitive models to carefully examine the criteria that influence the selection of information and communication technologies (ICTs) that Robert W. Zmud was the accepting senior editor for this paper.
contact elibrary@aisnet.org. A Critical Evaluation of User Participation Research: Gaps and Future Directions
"... In this theoretical synthesis, we juxtapose three traditions of prior research on user participation and involvement: the survey and experimental literature on the relationship between user participation and IS success, the normative literature on alternative development approaches, and qualitative ..."
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In this theoretical synthesis, we juxtapose three traditions of prior research on user participation and involvement: the survey and experimental literature on the relationship between user participation and IS success, the normative literature on alternative development approaches, and qualitative studies that examine user participation from a variety of theoretical perspectives. We also assess progress made in the three bodies of literature, and identify gaps and directions of future research for improving user participation.
Markus & Mao/Participation in Development and Implementation RESEARCH ARTICLE Participation in Development and Implementation —Updating An Old, Tired Concept for Today’s IS Contexts ∗
"... The participation of users in system development and its role in IS success have been core topics of IS research since the 1960s, yet critical analysis and recent changes in IS practice suggest the need to revisit the topic. The purpose of this paper is to revitalize participation as an important ar ..."
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The participation of users in system development and its role in IS success have been core topics of IS research since the 1960s, yet critical analysis and recent changes in IS practice suggest the need to revisit the topic. The purpose of this paper is to revitalize participation as an important area of IS theorizing and research and to build the foundations for an updated theory that is robust enough to accommodate changing IS practice. In this paper, we critically analyze traditional IS participation theory and show that it contains partial and conflicting explanations for participation’s effects on system success. These explanations leave important conceptual issues unresolved, particularly when viewed in light of developments such as ERP system installations, outsourcing, and new software development approaches such as contextual design. To address these gaps, we outline the key elements of a new theoretical framework, including a redefined concept of system success, an elaborated conceptualization of participants and other actors, a fine-grained characterization of participation activities, and a restatement of hypothesized causal links among the concepts. We conclude with a brief discussion of research strategies for investigating the framework. Soon Ang was the accepting senior editor for this paper. Ananth Srinivasan and Suzanne Rivard were reviewers for this paper.
