Maximise information systems value by continuous participative evaluation

Abstract

Proposes a continuous participative evaluation process built on the formative evaluation paradigm. The benefits of this approach are that all the primary or core stakeholders, i.e. the users, top management and the technical specialists involved in the task of delivering information systems benefits, participate in the evaluation and the subsequent decision making associated with the project. These stakeholders are consequently involved in moulding and realising an information system which is targeted to meet real business needs rather than just investment and project management criteria. This approach ensures that high quality information systems that deliver direct business benefits with which the user community can identify are implemented. It implies a new focus that encompasses concentrating on and understanding the business issues and how the information system will deliver real value to the organisation. It is the view of the authors that formative evaluation can help to maximise business value from information systems.Maximise information systems value

Hard and soft projects: a framework for analysis

“…A participative approach can be more time consuming [57,58], but is suited to situations where it is necessary to negotiate between multiple perspectives or where participant ownership is necessary to the delivery of project objectives. For example, a business change project, may require negotiation, cooperation and development of a sense of ownership across various business units.…”

Understanding Formality and Informality in Information System Pre-evaluation (ISIE) Process: Examining Case Research from an Actor Network Theory ANT Perspective

“…The use of formal techniques is supported by most of the existing research in this field, which shows that better designed methods and more formal techniques are in general linked to more successful evaluations, i.e. enhanced decision making (Remenyi & Sherwood-Smith, 1999), better consistency (Ward, 1990), greater accuracy (Love & Irani, 2004) and organizational learning (Land et al, 1992). Ezingeard, Irani et al (1998) and Lin and Pervan (2000) contend that more structured and formal evaluations are more evident in larger organizations than in smaller ones and that half of organizations endorse formal procedures.…”

Content Management Systems

“…Deschoolmeester & Braet (2001) Andresen et al (2000) see Semich (1994) and Ballantine & Stray (1998), Remenyi (1999), Simmons (1994), Farbey et al (1992)), and they all emphasize the need for considering both tangible and intangible benefits and values when evaluating IS/IT-investments. They argue that traditional return on investment (ROI) in most part ignores all that companies are trying to achieve with IS/IT.…”

“…poor evaluation methods and management practice. Berghout and Remenyi (2003) see Remenyi (1999) agrees and identifies four major problems with IS/IT benefits measurement and management:…”