Key predictors of the implementation of strategic information systems plans

Hartono, Edward; Lederer, Albert L.; Sethi, Vijay; Zhuang, Youlong

doi:10.1145/937742.937747

Cited by 43 publications

(51 citation statements)

References 39 publications

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“…Investments have a lifecycle: Whilst traditional success factors have been conceived as being applicable for the duration of the software development project, our study suggests that most, if not all, have currency throughout the operational life of the system. Too often an information systems development project is seen to end at -go-live‖ or when it is handed over to its sponsor or users [Butler & Gray, 2006;Hartono et al, 2003]. Indeed, process oriented measures of project success reflect this.…”

Section: Discussion: From Systems Development To Benefits Deliverymentioning

confidence: 99%

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Doherty

Ashurst

Peppard

2012

Journal of Information Technology

118

119

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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 subset 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.

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Section: Discussion: From Systems Development To Benefits Deliverymentioning

confidence: 99%

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Doherty

Ashurst

Peppard

2012

Journal of Information Technology

118

119

View full text Add to dashboard Cite

show abstract

“…Obviously it is not an easy question to answer. Despite the apparent difficulties, the purpose of this article is to make a serious attempt to address this very question, and it identifies a number of important tenets from the published literature (Hartono, Lederer, Sethi, & Zhuang, 2003;Teo & Ang, 2001;Teo & King, 1999;Bensaou & Earl, 1998;Slater, 2002;Varon, 2002), which managers should bear in mind if plans are being drawn up for the future use of IS in organizations. Case studies have been used to demonstrate how two UK companies are currently tackling the issue of strategic planning for information systems, and the lessons other managers can learn from their experiences.…”

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confidence: 99%

IS Strategic Planning for Operational Efficiency

Philip

2007

Information Systems Management

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“…SIS planning is defined as "the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business plans and realizing its business goals" (Hartono et al, 2003). Generally, the objectives of SIS planning are as follows: (1) (Brown, 2004).…”

Section: Relationship Between Mis Flexibility and Sis Planningmentioning

confidence: 99%

A Study on the “Flexibility” of Information Systems (Part 3): MIS Flexibility Planning Scheme for IT/Business Strategy Alignment

Furukawa¹,

Misawa²

2014

IJBM

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IT/business strategy alignment is still a crucial issue for managers worldwide; how to deal with environmental change has been considered to be the key challenge to strategy alignment. Uncertain and dynamically changing environments require organizations to maintain a high level of alignment with a high risk of IT investment. To maintain this alignment, organizations must learn how to make their management information systems (MISs) sufficiently flexible; therefore, previous studies suggest the importance of MIS flexibility. Nevertheless, there are few studies that explore the practical method of MIS flexibility planning for IT/business strategy alignment. Therefore, Part 1 of this series discusses the meaning of MIS flexibility for this alignment, while Part 2 proposes a scheme to make MISs sufficiently flexible.The proposed concept of the penalty of change (POC), as a function of cost and time, could bridge the gap between IT and business strategies in practice. This paper presents a scheme for the strategic planning of MIS flexibility by overhauling the IT infrastructure via future-oriented POC analysis. Using this procedure and monitoring the degree of MIS flexibility and alignment in the long term would reduce risks and could transform the corporate MIS into a useful tool to address environmental changes.

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Key predictors of the implementation of strategic information systems plans

Cited by 43 publications

References 39 publications

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

IS Strategic Planning for Operational Efficiency

A Study on the “Flexibility” of Information Systems (Part 3): MIS Flexibility Planning Scheme for IT/Business Strategy Alignment

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