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Decision Making Support Systems (DMSS) can mitigate the risks involved in highly uncertain processes where novelty is high, such as NPD resource management. However such systems manipulate complex organisational information and require embedding within the business it operates within. There is a risk of poor acceptance in the business if the DMSS does not take into account a number of business related considerations. Utilising a systems approach literature was analysed, from which a set of considerations pertinent to the development of DMSS was elicited. Through the assessment of a number of System Development Methodologies (SDM), it was found that no one System Development Methodology (SDM) took into account all considerations identified. There is therefore a clear gap in current research and a real need for such a methodology which addresses the considerations identified.

No abstract

No abstract

Decision Making Support Systems (DMSS) can mitigate the risks involved in highly uncertain processes where novelty is high, such as NPD resource management. However such systems manipulate complex organisational information and require embedding within the business it operates within. There is a risk of poor acceptance in the business if the DMSS does not take into account a number of business related considerations. Utilising a systems approach literature was analysed, from which a set of considerations pertinent to the development of DMSS was elicited. Through the assessment of a number of System Development Methodologies (SDM), it was found that no one System Development Methodology (SDM) took into account all considerations identified. There is therefore a clear gap in current research and a real need for such a methodology which addresses the considerations identified.