chapter 13 facilitating u ser c omputing
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CHAPTER 13 FACILITATING U SER C OMPUTING. T HE E MERGENCE OF U SER A PPLICATION D EVELOPMENT. Why end-user computing?. Figure 13.1 Primary Drivers for End-User Computing. Page 441. T HE E MERGENCE OF U SER A PPLICATION D EVELOPMENT. - PowerPoint PPT PresentationTRANSCRIPT
E. Wainright Martin Carol V. Brown Daniel W. DeHayesJeffrey A. Hoffer William C. Perkins
MANAGINGMANAGINGINFORMATIONINFORMATIONTECHNOLOGYTECHNOLOGY
FIFTH EDITION
CHAPTER 13
FACILITATING USER COMPUTING
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THE EMERGENCE OF USER APPLICATION DEVELOPMENT
Page 441 Figure 13.1 Primary Drivers for End-User Computing
Why end-user computing?
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THE EMERGENCE OF USER APPLICATION DEVELOPMENT
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System backlog – the systems development requests by business users that members of the IS organization are not currently working on
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USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
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How should you decide? Understanding the potential advantages and
disadvantages of each
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USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
Page 442Figure 13.2 Potential Advantages andDisadvantages of User-Developed Applications
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USER DEVELOPMENT METHODOLOGY
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Assessing the Application Risks
Figure 13.3 Application, Tool, and Developer Characteristics
Factors to consider
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USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
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Categories of application scope that have different risk levels: Personal applications developed and used by the primary user for personal
decision making
Departmental applications developed by single user but operated and used by multiple users in a department
Organizational applications used by multiple users across a number of departments
Application Characteristics
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USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
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Important to consider: Complexity of the software tools used to develop
system Degree to which application is to be interconnected
with other applications or databases
Tool Characteristics
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Figure 13.4 Extent of Interconnectedness
(Adapted from Huff, Munro, and Martin, 1988)
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USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
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Important to consider: Relevant skills and experience of potential developers Developers availability to work on project Availability of developer resources in relation to time
constraints faced by users
Developer Characteristics
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USER DEVELOPMENT METHODOLOGY
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(Based on Panko, 1989)
Figure 13.5 Guidelines for Choosing the Development Approach
Guidelines for Choosing
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USER DEVELOPMENT METHODOLOGY
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User Development Guidelines
Figure 13.6 Questions to Guide User Developers (1 of 2)
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USER DEVELOPMENT METHODOLOGY
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User Development Guidelines
Figure 13.6 Questions to Guide User Developers (2 of 2)
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USER DEVELOPMENT METHODOLOGY
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User Development Guidelines
Also to be considered:
Data recovery needs
Documentation
Testing process
Automatic audit features
Separate audit programs (especially for spreadsheets)
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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Responsibility of IS and business managers:
Strategy The strategic objectives and overall approach to end-user computing
Technology The range and accessibility of end-user tools
Tactics for Support and Control Support services, control policies and procedures
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 451 Figure 13.7 Framework for Leveraging End-User Computing
(Based on Brancheau and Brown, 1993)
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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Strategies for End-User Computing
Figure 13.8 End-User Computing Strategies
Common starting pointfor most in the 1980s
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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Strategies for End-User Computing
Figure 13.8 End-User Computing Strategies
Invest heavily in end-user computingbut little formal controls
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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Strategies for End-User Computing
Figure 13.8 End-User Computing Strategies
Invest in user computingslowly with specific controlsand restrictions in place
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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Strategies for End-User Computing
Figure 13.8 End-User Computing Strategies
Most mature approach – Start with small investmentsand few controls, then increase both over time
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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Centralized Support (Information Center) Approaches
Information center (IC) – a centralized support unit for managing end-user computing activities that typically began in 1980s
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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IS/Business Partnering Approaches
Managed free economy approach: Less centralized approach to supporting users Has five components:
Explicit strategy reflecting a support and control philosophy User/IS working partnership End-user support unit well integrated with other IS units Emphasis on end-user education of IS development methods and quality controls Targeting of critical end-user applications
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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IS/Business Partnering Approaches
Figure 13.9 Reactive Stage One vs. Proactive Stage Two Support Roles
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Support Services to Facilitate User Computing:
Figure 13.10 Common Support Services
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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Supporting end users also involves:
Preparing them for new software releases
Retraining
Refitting end-user workstations
Common Support Tactics
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Common Control Tactics
Figure 13.11 Common Policies and Procedures
Sample Policies and Procedures
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STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
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Other control issues include:
Use of peer-to-peer or file-sharing applications
Can slow down internal networks
Create major security problems
Blocking unwanted e-mail
Common Control Tactics
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SPECIAL CASE: SUPPORTING TELECOMMUTERS
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Telecommuter – a worker who spends at least a part of his or her regular business hours using IT to perform job outside of a company’s physical facility, using a mobile office, an office in personal home, or at a temporary office at a shared work center away from the company’s main office
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SPECIAL CASE: SUPPORTING TELECOMMUTERS
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Personal benefits to telecommuters: More productive Increased workday flexibility Improved work/life balance Easier accommodation of communications across time zones
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SPECIAL CASE: SUPPORTING TELECOMMUTERS
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Barriers to telecommuting:
Initial investment costs for technology Need for support during off hours Business redesign required to make work Performance appraisal systems need changes Employee isolation Security and legal issues
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SPECIAL CASE: SUPPORTING TELECOMMUTERS
Page 459Figure 13.12 Six Leadership Secrets for Managing Remote Workers
(Based on Kostner, 1996)