Enterprise Analyzer: electronic support for group requirements elicitation

Daniels, Robert M.; Nunamaker, J. R.; Dennis, Alan R.; Valacich, Joseph S.; Hayes, G.

doi:10.1109/hicss.1991.184125

Cited by 19 publications

(7 citation statements)

References 22 publications

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“…Extensions of this research are beginning to specify the conditions under which GSS benefits can be consistently attained (e.g., Jessup and Valacich, 1993;Bostrom, et al, 1992). For example, see Ackermann, 1993;DeSanctis, et al, 1993;Daniels, et al, 1991;DeSanctis, et al, 1991;Dennis, et al, 1990;Eden and Radford, 1990;Grohowski, et al, 1990;and Kraemer and King, 1988. This study used a non-intellective or value judgement taslã nd distinguished between "facilitated" groups having active process and technology facilitation and "chauffeur-driven" groups where the facilitator implements features of the GDSS system for the group, but does not assist with the process.…”

Section: Endnotesmentioning

confidence: 99%

Issues and Concerns about Computer-Supported Meetings: The Facilitator's Perspective

Niederman¹,

Beise²,

Beranek³

1996

MIS Quarterly

147

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support systems (GSS) for the same reason. The two approaches can be taken separately or together. In this study, in-depth interviews with 37 practicing facilitators provided their perspectives on critical factors that influence meeting success and potential benefits and concerns with the use of GSS. Respondents focused on a core of communication and group process skills as critical for facilitator success. Overall, the respondents observed or anticipated more efficient and effective task performance as benefits of GSS technology. Their concerns focused on technology-related issues: participant anxiety, systems inflexibility, and systems reliability. Views of facilitators with high and low levels of GSS experience are largely consistent. High-experience GSS facilitators viewed technical issues as more central to meeting success, while low-experience GSS facilitators focused more heavily on attributes of the group. The paper concludes by offering suggestions for identifying and training GSS facilitators and comments on key issues of importance to GSS designers, based on the facilitator's perspective.

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Section: Endnotesmentioning

confidence: 99%

Issues and Concerns about Computer-Supported Meetings: The Facilitator's Perspective

Niederman¹,

Beise²,

Beranek³

1996

MIS Quarterly

147

View full text Add to dashboard Cite

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“…These tools support applications such as budget and resource allocation, concurrent engineering, crisis planning, exploration of business challenges, joint application design, market planning, negotiation, policy development, requirements gathering, strategic planning, systems analysis and design, and team building [22,39,50].…”

Section: Enhancing Group Productivity With Decision Supportmentioning

confidence: 99%

Better group decisions: using knowledge acquisition techniques to build richer decision models

Boose

Bradshaw

Koszarek

et al. 1992

Proceedings of the Twenty-Fifth Hawaii International Conference on System Sciences

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Existing group decision support systems used in meeting rooms can help teams reach decisions quickly and efficiently. However, the decision models used by these systems are inadequate for many types of problems. This paper describes our laboratory's experience with knowledge acquisition systems and decision support tools. Our studies lead us to develop a comprehensive decision model for group decision support systems. This model combines current brainstorming-oriented methods, structbed text argumentation (using the gIBIS model), repertory grids, possibility tables (morphological charts), and influence diagrams from decision analysis. Each component addresses weaknesses in current group decision support systems. We are assembling these components together into a group decision support workbench (Figure 1). Enhancing group productivity with decision supportTo better solve complex problems and foster interdisciplinary work, The Boeing Company has made major organizational changes. For example, the design and fabrication of a commercial airplane requires hundreds of disciplines to cooperatively work together to satisfy customer expectations. These activities require group decisions which integrate sources of information such as customer requirements, technological advancements, and manufacturing methods. Decision alternatives must be evaluated against assumptions, objectives, and constraints. For the next generation airplane, this will require the development of new collaborative information support environments. To promote the development of a collaborative support environment, we are combining group decision support systems and knowledge acquisition Figure 1. Our decision support model combines components of current group decision support systems and knowledge acquisition tools and methods. 4 0073-1 129-1/92 $3.00 0 1992 IEEE

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“…In the face-to-face setting, individuals gain experience in the management of meetings through observation as participants in meetings, through formal or informal instruction, and through practice as a facilitator (Beranek, Beise, & Niederman, 1993 Facilitation may be a key ingredient for the success of meetings (Daniels, Dennis, Hayes, Nunamaker, and Valacich, 1991 It is also relatively evenly distributed among facilitators with high and low levels of non-GSS experience. The procedure followed for each interview consisted of an initial phone call providing an introduction to the researcher, his or her affiliation, and a brief explanation of the study.…”

mentioning

confidence: 97%