Ethics, Authenticity and Emancipation in Information Systems Development

2011 ◽  
pp. 281-286
Author(s):  
Stephen K. Probert
Keyword(s):  
Information Systems ◽  
Developed Countries ◽  
Systems Development ◽  
Information Systems Development ◽  
Practical Action ◽  
Ethical Codes ◽  
The World ◽  
Is Professionals ◽  
Is Development ◽  
Development Methods

This paper describes research in progress on the philosophical concept of authenticity–used as a framing device for providing an interpretation of aspects of both ethical and practical action on the part of information systems (IS) professionals. Ethical codes and prescriptive IS development methods for IS professionals can be found in most developed countries in the world. Here it is argued that ethical codes and IS methods may be of limited value in IS work. One key problem here is that IS analysts and designers have to intervene in organisations (and thereby intervene in the lives of the members of those organisations). It is argued that an important issue for IS research is whether they choose to do so in (what will be characterised as) an authentic manner, rather than doing so in sincere adherence with either a code of professional ethics or with a series of methodological precepts.

Ethics Authenticity and Emancipation in Information Systems Development

2011 ◽  
pp. 249-254 ◽  
Author(s):  
Stephen K. Probert
Keyword(s):  
Information Systems ◽  
Developed Countries ◽  
Systems Development ◽  
Information Systems Development ◽  
Practical Action ◽  
Ethical Codes ◽  
The World ◽  
Is Professionals ◽  
Is Development ◽  
Development Methods

This chapter describes research in progress on the philosophical concept of authenticity – used as a framing device for providing an interpretation of aspects of both ethical and practical action on the part of information systems (IS) professionals. Ethical codes and prescriptive IS development methods for IS professionals can be found in most developed countries in the world. Here it is argued that ethical codes and IS methods may be of limited value in IS work. One key problem here is that IS analysts and designers have to intervene in organisations (and thereby intervene in the lives of the members of those organisations). It is argued that an important issue for IS research is whether they choose to do so in (what will be characterised as) an authentic manner, rather than doing so in sincere adherence with either a code of professional ethics or with a series of methodological precepts.

Communities of Practice and Critical Social Theory

2011 ◽  
pp. 49-54 ◽  
Author(s):  
Steve Clarke
Keyword(s):  
Information Systems ◽  
Problem Solving ◽  
Communities Of Practice ◽  
Systems Development ◽  
Development Project ◽  
Information Systems Development ◽  
Objective Reality ◽  
The People ◽  
The World ◽  
Human Participants

In philosophical terms, a key issue of communities of practice (CoPs) can be located within one of the key philosophical debates. The need for CoPs is traceable to the inadequacy in certain contexts of the so-called scientific or problem-solving method, which treats problems as independent of the people engaged on them. Examples of this can be drawn from the management domains of information systems development, project management, planning, and many others. In information systems development, for example, the whole basis of traditional systems analysis and design requires such an approach. In essence, in undertaking problem solving, the world is viewed as though it is made up of hard, tangible objects, which exist independently of human perception and about which knowledge may be accumulated by making the objects themselves the focus of our study. A more human-centered approach would, by contrast, see the world as interpreted through human perceptions: the reason why the problem cannot be solved is precisely because it lacks the objective reality required for problem solving. In taking this perspective, it may or may not be accepted that there exists a real world “out there”, but in any event, the position adopted is that our world can be known only through the perceptions of human participants. This question of objective reality is one with which philosophers have struggled for at least 2,500 years, and an understanding of it is essential to determining the need for, and purpose of, CoPs. The next section therefore discusses some of the philosophical issues relevant to the subjective-objective debate: a search for what, in these terms, it is possible for us to know and how we might know it.

Belief, Inquiry, Argument and Reflection as Significant Issues in Learning about Information Systems Development Methodologies

2003 ◽  
pp. 1-10 ◽  
Author(s):  
David A. Banks
Keyword(s):  
Information Systems ◽  
Learning Styles ◽  
Teaching And Learning ◽  
Approaches To Learning ◽  
Subject Area ◽  
Systems Development ◽  
Information Systems Development ◽  
Social Construct ◽  
The World ◽  
The Subject

This chapter examines some of the issues that are driving the development of a master’s course designated as “Information Systems Development Methodologies.” The course takes a “reality as a social construct” view of the world, the purpose of the approach being to encourage students to challenge assumptions and enhance their abilities to research, reflect, critique, and develop strong arguments to support their understanding of the subject area. An interpretive approach such as this can challenge those students whose experiences of previous educational settings have been more strongly oriented toward rote or positivistic teaching and learning styles. The chapter outlines a number of approaches that have been adopted to help students deal with interpretive approaches to learning and to introduce them to issues of belief, inquiry, argument, and reflection.

scholarly journals Adapting Agile DevOps for Strategic Information Systems Development: The Future of IS Development Methodologies

2019 ◽  
Author(s):  
FRANCIS KAGAI
Keyword(s):  
Information Systems ◽  
Systems Development ◽  
Adverse Impact ◽  
Information Systems Development ◽  
Strategic Information ◽  
Technological Environment ◽  
Strategic Information Systems ◽  
The Future ◽  
Is Development ◽  
Definition Of

Despite continued evolution of information systems methodologies for more than three decades, the rates of software rejection and failure are still high. This paper investigates the technological environment as a major cause of such disruptions. Additionally, the paper evaluates Agile and DevOps as the remedial methodologies for managing the adverse impact of technological disruptions. The main findings affirm both Agile and DevOps as methodologies that emanated from improvements or re-engineering of earlier methodologies. Further findings discern most methodologies; including agile and DevOps; as not strategically focused but appraise DevOps as the most progressive methodology towards this respect. Rather than re-invent the wheel and come up with a new methodology, a framework that aligns DevOps for use in strategic information systems development is proposed. Besides, a more realistic definition of operations is postulated to bolster the alignment.

scholarly journals Selecting a methodology for business information systems development: Decision model and tool support

2012 ◽  
Vol 9 (1) ◽  
pp. 135-164 ◽  
Author(s):  
Damjan Vavpotic ◽  
Olegas Vasilecas
Keyword(s):  
Information Systems ◽  
Decision Model ◽  
Systems Development ◽  
Development Project ◽  
Information Systems Development ◽  
Tool Support ◽  
Positive Contribution ◽  
Project Organization ◽  
Business Information ◽  
Is Development

The paper presents a decision model and a tool that helps to find an information systems development methodology (ISDM) for a computer-based business information system (IS) that is suitable to a certain IS development project or an organization dealing with IS development. The intention of the model is not only to suggest a certain ISDM, but also to propose the properties an ISDM should have to suite the project or the organization. It is designed in a way that facilitates experimentation with different project, organization and ISDM properties. Based on the model we created a tool that has been applied on several cases in which we validated the correctness of its recommendations and established that it can have a significant positive contribution in the process of ISDM selection and in the process of improvement of existing ISDM.

Bridging the User–is Gap: A Study of Major Information Systems Projects

1998 ◽  
Vol 13 (1) ◽  
pp. 29-54
Author(s):  
Andrea Taylor-Cummings
Keyword(s):  
Information Systems ◽  
Work Group ◽  
Systems Development ◽  
Development Projects ◽  
Culture Gap ◽  
Survey Results ◽  
Is Professionals ◽  
Is Development ◽  
The Uk ◽  
Is Projects

A ‘culture gap’ between IS professionals and their business counterparts has been blamed for many of the problems and failures that have plagued systems development in the last four decades. A rich model of integration is developed based on normative, organizational and work group features. The model is utilized to analyse survey results and case studies of 12 major IS projects being implemented in the UK retail and electronics sectors. The research provides detailed profiles of goal, transitional and unhelpful practices and states, and highlights key success variables in achieving user–IS staff integration on major IS development projects.

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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