Table of Contents
Other Development Considerations
Evaluation
Biased Computer Systems I
Biased Computer Systems II
Biased Computer Systems III
Medical Assignment Example
Welfare System Example
Recommendations on Bias
Evaluation of Systems 1
Evaluation of Systems 2
Evaluation of Systems 3
Evaluation of Systems 4
Evaluation of Systems 5
Evaluation of Systems 6
Evaluation
Formative Evaluation
Summative Evaluation
Evaluation Model 1
Evaluation Model 2
Evaluation Guidelines
Questionnaires & Surveys
Evaluation Methods 1
Evaluation Methods 2
Performance of IS 1
Performance of IS 2
Views of the World
User Roles and Types
User Response to Inadequate System 1
User Response to Inadequate System 2
Productivity
PPT Slide
Industry-Level Studies (USBLS; USBEA)
Studies of Firms in the Service Sector (adapted from Brynjolfsson and Yang, 1996)
Studies of Firms in the Service Sector (adapted from Brynjolfsson and Yang, 1996)
Studies of Manufacturing Firms and Cross-Sector Firms (adapted from Brynjolfsson and Yang, 1996)
Studies on Contribution to Consumer Surplus and Economic Growth IDG: International Data Group USBEA
Studies on Contribution to Consumer Surplus and Economic Growth IDG: International Data Group USBEA
Explaining the IT Paradox
Measurement Problem
Specific IS Productivity Measures I
Specific IS Productivity Measures II
Specific IS Productivity Measures III
Proposed New Industry Classifications
Proposed Changes to Industry Classification I
Proposed Changes to Industry Classification II
Proposed Changes to Industry Classification III
Proposed Changes to Industry Classification IV
Effect of Lags
Innovation and profitability
Innovation Components Versus Degree of Innovativeness
Redistribution and dissipation of profits
Per-person average banking pay increases per year, 1987-1996
Mismanagement of IS
Mismanagement
Another View
System Faults
Major System Faults 1
Major system faults 2
System Fault Consequences
Inadequate Reports
Low Data Accuracy
Person or Machine
Report & Data Solutions
System Failure Causes
Learning and Training
Organizational Learning
End User Training Functions
Training Evaluation Space
Use of Users for Training I
Use of Users for Training II
Primary Firm Wide Infrastructures Services Survey I
Primary Firm Wide Infrastructures Services II
Secondary Firm Wide Infrastructures Services I
Secondary Firm Wide Infrastructures Services II
Secondary Firm Wide Infrastructures Services III
IS Professionals
People Structure 1
People Structure 2
People Structure 3
People Structure 4
People Structure 5
People Structure 6
People Structure 7
IS Centralized Staffing 1
IS Centralized Staffing 2
People Structure 8
People Structure 9
People Structure 10
People Structure 11
System Analysts
Technical Talents 1
Technical Talents 2
SA Special Talents
Losing Objectivity
Important Technical Talents 1
Important Technical Talents 2
Factors Affecting Systems Analysis 1
Factors Affecting Systems Analysis 2
Acquisitions
Acquisition time
Critical factors in acquisition
Outsourcing
Categories for Outsourcing
Hypotheses for Outsourcing I
Hypotheses for Outsourcing II
Hypotheses for Outsourcing III
Hypotheses for Outsourcing IV
Observations for Outsourcing
Observations on Employee Outsourcing
Problems in Outsourcing employees
Costs and Impacts
Costing Methods 1
Costing Methods 2
Governmental Difficulties
Governmental Counters
Vendor Ploys 1
Vendor Ploys 2
Common Myths
System Sexy
Concerns about use of micros
Positivistic and Humanistic approaches to reality. (Hirschman, 1986).
Positivistic Conceptualization
Humanistic Conceptualization
Four models of Systems Development
Functionalism
Social Relativism
Radical Structuralism
Neohumanism
Software Engineering Research Short Term
Software Engineering Research Long Term I
Software Engineering Research Long Term II
Privacy & security
Privacy and security
Privacy: data confidentiality
Security: protective measures
Security and privacy: overlapping area
Notes on Mowshowitz’s Paper
Technicism
Progress individualism
Elitism
Pluralism
Determinism
Radical criticism
Notes on Keen’s Paper
Information System Wargames
Impact Potentials
Counterimplementation strategies 1
Counterimplementation strategies 2
Counterimplementation strategies 3
Overcoming social inertia
Partial References for Set Three & Four
References I
References II
References III
References IV
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