The Role of User Participation in Information Systems Development: Implications from a Meta-Analysis

2008 ◽  
Vol 25 (1) ◽  
pp. 301-331 ◽  
Author(s):  
Jun He ◽  
William R. King
Keyword(s):  
Information Systems ◽  
Meta Analysis ◽  
Systems Development ◽  
User Participation ◽  
Information Systems Development

Questioning the Key Techniques Underlying the Iterative and Incremental Approach to Information Systems Development

2010 ◽  
Vol 1 (1) ◽  
pp. 15-29 ◽  
Author(s):  
Angus G. Yu
Keyword(s):  
Information Systems ◽  
Side Effect ◽  
Systems Development ◽  
User Participation ◽  
Academic Community ◽  
Information Systems Development ◽  
Incremental Development ◽  
Successful Design ◽  
Key Techniques

The iterative and incremental development (IID) approach is widely adopted in information systems development (ISD) projects. While the IID approach has played an important role the management of many ISD projects, some of the key techniques have not received critical appraisal from the academic community. This paper aims to fill the gap and examines three such techniques through a case study. First of all, the gap between the theory of user participation and the reality of user’s lack of real influence on design and development is explored. The author proposes the concept of “participatory capture” to explain the side effect of user participation. Secondly, the assumption that evolutionary prototyping converges to a successful design is questioned. Thirdly, the side effect of the timeboxing technique is considered. The paper suggests that the IID approach represents the learning approach as categorized in Pich et al. (2002) and it might be ineffective in dealing with the significant uncertainties in ISD projects.

Mobile Applications Development Methodology

2009 ◽  
pp. 160-172 ◽  
Author(s):  
Rok Rupnik
Keyword(s):  
Information Systems ◽  
Mobile Applications ◽  
Research Area ◽  
Systems Development ◽  
Information Systems Development ◽  
Development Methodology ◽  
Application Model ◽  
Development Phases ◽  
Core Part

The chapter introduces mobile applications development methodology. Mobile applications represent a new application model being introduced to information systems in the recent time. For that reason it represents a good challenge to expand research area of information systems development methodologies with research on mobile applications development methodology. The first part of the chapter introduces classical and a context-aware mobile application model. Based on that, the second part explores the role of mobile applications in information systems with the emphasis on showing the semantic contribution of the use of mobile applications in information systems. The core part of the chapter introduces mobile applications development methodology. The methodology is introduced through development phases and tasks which have to be performed within phases. The emphasis of methodology introduction is on phases of strategy and analysis.

Outlining organisational failure in information systems development

2003 ◽  
Vol 12 (4) ◽  
pp. 319-327 ◽  
Author(s):  
Markos Goulielmos
Keyword(s):  
Information Systems ◽  
Development Process ◽  
Systems Development ◽  
Organisational Learning ◽  
Information Systems Development ◽  
Diagnostic Model ◽  
Learning From Failure ◽  
Research Findings ◽  
Is Development

Defines the concept of “organisational failure” in information systems (IS) development, and proposes a diagnostic model drawn from research done into IS consultancy firms that develop systems using a variety of methodologies. The research involved a qualitative study aimed at the nature of the development process and the role of organisational issues in this process. The model’s elements and relationships were determined by the research findings. Presents two cases of failure that show how IS failure is rooted in organisational pathology and examine existing failure concepts. The concept and model proposed can be used by practitioners and management before and during a project for diagnosing organisational failure before it interferes with IS development and afterwards for extracting deeper rooted organisational learning from failure.

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