Monday, June 3, 2019

Successes And Failures Of Executive Information Systems

Successes And Failures Of Executive Information SystemsThe Executive Information Systems (EIS) was facing a high risk of analyseures, these estimates 70% of the failures. Organizational psychological, technological and educational issues trade name the implementation of the dust difficult. Although it was an EIS but on that point were only little users of executives and the majority of the executives never rate the EIS advantages highly. The majority users of the governing body argon middle focusing level. establish on this fact, implementation success kitty non be taken for granted. The failure and success of former(a) system cannot be applied to EIS. More organizations ar using EIS and their derivatives and this comprise the system substantial. But there is less additional research ab proscribed EIS although the model of critical success factors (CSF) for EIS already exists 10 years. There do not capture any prove that show CSFs atomic number 18 universal in the maski ng in different situation.System successThere ar just about difficulties to pay back system success. Based on combination suggestions from many researchers, the article researchers had chosen 5 evaluation creations and introduce with the explanations.Access the EIS is made available and users argon given access to the systemThe development team should make the system available for the entire user.Use the EIS is used by the intended usersIf the system cannot bequeath any benefit to the users, the system is facing failure. The development team alike packs to make sure that EIS is using by the potential users.Satisfaction users are satisfied with the EISThe satisfaction of user is important. If the user is satisfied with the system, it means the system successful.Positive impact the EIS has positive impact the executive and the organizationIf the system can bring benefits to the user then the system is success.Diffusion the EIS tends to spreadThe number of users also can sho w the successful of EIS. When an EIS user gains impact from the system, he pull up stakes promote it to other colleagues. This will increase the number of users of EIS.CSFs reviewedBased on Rocket and DeLong (1988), they had mentioned that there are 8 areas that appear to be the important factors to EIS success. separate researches prove that the factors will influence the EIS success and the researchers add on ii factors that will influence the EIS success.Committed and informed executive sponsorThe committee that invests term and effort in development of EIS will have more understanding about the capability and limitation of the system.Operating sponsorThey need to have operate sponsor to design the details of implementation from the user side to leverage the executive sponsor.Appropriate IS staffSenior executive need a timberland staff to support the IS. This can make sure that the top reign overment can interact with supporting staffs to make the system success.Appropriat e technologyThe word sense of system is based on the choice of hardware and software. The specifically designed product has solved the problem of lack of hardware and software.Management of dataThe native and external sources, ability to access the data are the issues in system development. Some factors will block the implementation information systems (IS) for executives.Clear link to headache objectivesThe system must have a clear link to bloodline objective and clear benefits in using the technology. The system must provide slightlything that other system does not have in order to add value to the data.Management of organizational resistanceThe political resistance is the factor that causes failure in using system. The reason is because executive can change information and shift the power inside the company.Management of system evolution and spreadThis is to fulfill the users train and identifying all the ask of user and take it into account when expend the system.Evolut ionary development methodologyEvolutionary development methodology find the way on how the system can give value to the executive, and keep the executive hopefully and aware of the project.Carefully defined information and system requirementsFulfill the executive need is the key of successful system.MethodologyThis research studied the basic EIS success model. This model shows that CSFs will influence the system success. To get the 10 CFSs, the researchers study the sextuplet Hong Kong organizational good examples. The researchers used face to face oppugn. They used a series of own(prenominal) interviews with the key person in organizational. The questionnaires include open-end questions, and all the questionnaires send out before the interview. This was to make sure all the interviewee would provide more information. There are two sets of questionnaires company still using the system and company match using the system.ResultsAfter the results for all six organizations were ana lyzed, three success outcomes emerged (Major railway, international airline and health care provider companies), two failed cases (Utility and shipping companies) and one open(a) case (Large University).The two failures cases are categories as true failures by the decision to terminate the EIS and deficiency of benefits derived by the firm. The undetermined case was happen where the system was very used, but it has no met its initial expectation, only a small fraction of its take to the woodsally, the benefits were not conceive and that no future expansion plan were planned.There are ten CSFs. The first one is a committed and informed executive sponsor. In success cases, top prudence ever so ensures resources and political support, provide delegacy and feedback, keep constant pressure on EIS project team and communicate strong and put continuing interest to the EIS developers and data providers. In undefendable case the president applies hands off approach to manage EIS proj ect but he ensures the resources support needed for EIS. However, the failed case never set deadlines for EIS project and face up loss on sponsorship after loss of interest and direction from top centering.The second CSFs are an operating sponsor. In success cases, operating manager have commit resources and prison term, participate and promote and help match business needs with technological capabilities. In unresolved cases, operating manager has handling day term to day issues of development and translates users needs to design team. However, in failed cases, no clear single operating sponsor role are assign so the top management operating focus cannot be communicate to users.The third CSFs are appropriate IS staff. In success cases, companies applied team approaches which include external consultants, sponsors and data providers. In unresolved cases, essential staff confronted problem after external consultant left, company not have replete competence essential staff. Com panies cannot development untested EIS to meet users new requirements. However, in failed cases, there are no inheritor after the departure of IS staff. Company staffs are lack experience with EIS development. External consultants are lack understanding of the executive environment.The fourth CSFs are appropriate technology. In success cases, the capability, capacity and response time of technology are pleased with users. Vendor-supplied EIS software is used and a custom-built system is developed in management. The system supports for rapid screen design and maintenance. Users are pleased with it because this system is ease to use, always updated with new user needs and it is more flexible and faster. In unresolved case, users are facing the problem with accessing the system as there are complex and slow response time. However, in failed cases, management felt difficult to write their own software as there is no prototype provided and need a long time to build the system.The fifth CSFs are management of data. Data that produced by system is in novel format consists of hard and soft data, internal and external data which add value to existing reports. Data are timely, accurate, reliable and consistent. Manager will verify the feasibility of obtaining information before committing to carry into EIS. In unresolved cases, duplication of works is occurred. Data are not being updated and incomplete in system. Moreover, they do not provide external data too. In failed cases, manager unable or taken a long time to obtain information for EIS. Data are not provided on time and presented in desired formats. Duplication of works is occurred too.The sixth CSFs are clear link to business objectives. For success cases, management is able to identify the key implementation indicator, focus on business opportunity and then define the benefits by using EIS. They will define the critical success factors before the commencement of EIS project. For unresolved cases, value of EI S clearly defined and linked directly to users information needs. However, in failed cases, EIS do not have clear link to business objectives as executives are undervalued the importance of EIS. In succession, they do not convey clearly the objectives and benefits of EIS to users.In the seventh CSFs, it discuss about management of organizational resistance. There are a couple of(prenominal) reasons make the factors successes which are EIS developers report that organizational resistance is not significant, majority of users are willing to use the system also make the factors success, resistance is handled by education and negotiation and relief which make IT is an important tool to help staff achieve business objectives. On the other side, there are some reasons make the factors die unresolved case. First, resistance is found initially due to the unfriendly user interface and slow response time. Second, resistance is less since preparation is provided and the technology is enhanc ed. Then, the reasons make the factors fails are data providers and middle management do not cooperate with the EIS project manager. There is also no action to manage the resistance. Corporate culture is not ready for the EIS and reluctant to embrace the technology also make the factors fail.After that, in the eighth CSFs which is good management of system evolution and spread. To be success in EIS new modules or refinements and enhancements are carried out following their comments. Then, new features and functions are added to meet increasing user requirements and also they are also encouraging user participation to express their needs. The reasons of no evolution due to the inadequate human resources and EIS cannot be enhanced quickly enough to capitalize on the newfound requirements make the case become unsolved. If there is no planning for EIS spread and evolution is not made to respond to users needs make the case fails.In the ninth CSFs, it discuss about the evolutionary or pr ototyping approach. Without using evolution or prototyping approaching make the case become unresolved. If the user only using prototyping approach without using evolution approach then it would make the case fails.Then in the tenth CSFs, it discusses about information and system requirements are carefully defined. The factors which help to achieve the EIS succeed are defined a view of what EIS is intended to achieve, review the existing management reports, interview executives and personnel who work for executives, the design is capable of meeting the requirements of different executives, arrange on-site meeting with EIS users at from each one output for meeting the information requirements of each output manager, ask personnel who support management and encourage users to devote time to try the EIS prototype. For some unsolved case, the users just review the existing reports to define information requirements and not carefully defined real users needs. Then, reasons like executiv e cannot devote time to the EIS project, information and system cannot be clearly defined, unable to voice information requirements, users do not have time discuss with consultants and external consultants have problems to understand users needs because of a lack of familiarity with the business make the case fails also.DiscussionThe three success cases seem to manage the CSFs well but the other two cases fails to do so. A well-managed of meta-CSFs can either result in a good or bad way. However, without such CSFs, it increases the difficulty in identifying the success and failures in an EIS. It was uncertain to identify the meta-CSFs as only six cases are analyzed. However, based on the analysis, the unresolved case, even though that had well championship from executives and operating sponsors, they miss the fundamental factor. This refers to the resources of the people, financial and appropriate technology. Another factor that influenced the unresolved case is the link to busines s objectives. Executives have a strong orientation but limited time to search for benefits. System with clear benefits demonstrated, linked to business objectives, and has a higher user acceptance. Temporal consideration is reflected as strong sponsorship of resources before EIS is launched. Little usage is achievable if the system cannot establish clear benefits.The two failure cases provide some evidence of the critical failure factors yearning in failing the EIS, top management prefer informal personal reporting, timidity of losing influence by the employees, uncooperative data provider and middle management with EIS project manager and unprepared corporate culture. Both failed organization apparently use the Chinese management system. The characteristic of this management is that all strategic and major personnel decision is made by the owners and direct supervision of work and personal reporting rather than formal information system. Critical failure factors are different fr om the CSFs clear link to business objectives and management of organization resistance. Management system weighted the peoples experiences and beliefs rather than formal written rules for the sake of the organization, may be opposed to business objectives. Strong opposition causes the failure of the IS or vice versa. mate of IS with the organizations management system should be differentiated from normal organization resistance to avoid fear-based culture. However, in these two failure cases, the existence of letting the system fail is higher than the success of the system.ConclusionUnderstanding system failure and success is important. The on-line analytical processing (OLAP) associated with the EIS trend is a way of looking beyond transactions to forces driving them. It helps organization to have accurate forecast sales to have better planning in inventory, production, advertisement expenses and product pricing. In this study, Rockart and Delongs application of the eight CSFs an d the additional of two factors are confirmed. Hence, it is important to have championing, resources and system link to business objectives. Unsuccessful system may result from disagreement with management system. Organizations that translate the needed information with business goals to a good system are likely to success than solving problems with an IS.Student ExpectationsIn this case, EIS is not function perfectly because there is limited functionality, high implementation costs, less reliable and less secure data.IS project team should give pressure to the company as they are creating and maintaining the system, to receive resources that should have been received. This means that resources will be received at the time when it is needed and not after.The encouragement by the IS staff is important after the system has been done (creating/maintaining) as they need to demonstrate the benefit in sense of it ease in accessing the system and so on. Less time is needed to produce infor mation that is needed as time is gold to the executives.Proper and specific training shall be given by external consultants to internal IS staffs, especially when a new system was created. This is to make sure that are a backup of the system in case external consultant leave.Nowadays, there is a lot of business systems which are more useful compare with EIS. For example, International Business System (IBS), which is a leading provider of distribution management solutions. IBS focuses on industries such as automotive, electrical components, paper packaging, pharmaceutical distribution and so on.

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