MIS Quarterly. Sept, 1987, Vol. 11 Issue 3, p293, 22 p. table SDLC vs. prototyping.
System Development, Comparative Study, System Design, Design, Methods, Project Management Software, Requirements Analysis, Research and Development, and Prototype
This article presents a retrospective comparative study of the use of the system development life cycle (SDLC) and prototyping methods to help select a development approach for a given information systems (IS) project. The respondents were asked (a) to decide independently whether one of their recent IS projects was developed using either the SDLC or prototyping approach and if so, (b) to evaluate the merit of that approach in terms of ease of project management, project requirements, project characteristics, impact on decision making, and user and designer satisfaction. The results indicate: (1.) Design methods cannot be considered apart from project, environment and decision characteristics. (2.) A clear cut preference of one method over the other could not be established. Each method performed better in some areas that in others. (3.) A framework that can be used by a project director for selecting a design method to develop a system could be postulated. (Reprinted with permission of the publisher.)
MIS Quarterly. Dec 1988, Vol. 12 Issue 4, p550, 19 p. chart The cabinet decision-making process before IDSC.
Decision Support Software, Executive, Information Systems, Requirements Analysis, Strategic Planning, Implementation, Study, Egypt, and Politics
This paper provides a new approach for managing the design and delivery of information and decision support systems for strategic decision making. It draws on experiences gained from implementing systems and services for enhancing the strategic decision-making process of the the Cabinet of Egypt. The article challenges the conventional views of conceptualizing decision support systems and methods for managing them. It introduces an 'issue-based' management method for the design and delivery processes. The distinctive features of this approach include a focus on issues rather than decisions, a distinction between information support services and decision support services, prototyping the management of delivery as well as design, and dynamic tracking back-end. Finally, the article compares the conventional and issue-based DSS approaches. Such a comparison suggests that the issue-based approach can be an effective stepping stone for the design and delivery of executive information systems (EIS) in corporate contexts by providing DSS that are 'EIS-ready.' (Reprinted with permission of the publisher)
Mohan, Lakshmi, Holstein, William K., and Adams, Robert B.
MIS Quarterly. Dec 1990, Vol. 14 Issue 4, p435, 14 p. chart The OGS data cube.
Executive Information Systems, System Design, Applications, Government Agency, State Government, New York, Strategic Planning, Management of EDP, and MIS
Advances in the development of executive information systems (EIS) have predominantly occurred in the private sector, with far less progress taking place in the public sector. Surely, the need for EIS in the public sector exists. Despite problems of EIS development in the public sector, successful systems can be built. This paper explores the differences between public and private systems and describes an EIS developed for a large agency of the New York state government. The system is being used in different and creative ways, leading to a change in the organization's culture, with implicit and explicit impact on the focus of the organization and its measurement systems. A key feature of the system is its very low development cost. Sensitivity to cost and risk inhibits development in public agencies, and in the private sector as well. The approach described includes the use of standard, easily available programming and software tools for development and prototyping with live data. An iterative process was employed to develop new data where none previously existed. The experience reported here highlights how commitment from top management is a primary factor for EIS success in the public sector, even more so than in the private sector. (Reprinted by permission of the publisher.)