Download - CHAPTER 13 FACILITATING U SER C OMPUTING
E. Wainright Martin Carol V. Brown Daniel W. DeHayesJeffrey A. Hoffer William C. Perkins
MANAGINGMANAGINGINFORMATIONINFORMATIONTECHNOLOGYTECHNOLOGY
FIFTH EDITION
CHAPTER 13
FACILITATING USER COMPUTING
© 2005 Pearson Prentice-Hall Chapter 13 - 2
THE EMERGENCE OF USER APPLICATION DEVELOPMENT
Page 441 Figure 13.1 Primary Drivers for End-User Computing
Why end-user computing?
© 2005 Pearson Prentice-Hall Chapter 13 - 3
THE EMERGENCE OF USER APPLICATION DEVELOPMENT
Page 442
System backlog – the systems development requests by business users that members of the IS organization are not currently working on
© 2005 Pearson Prentice-Hall Chapter 13 - 4
USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
Page 442
How should you decide? Understanding the potential advantages and
disadvantages of each
© 2005 Pearson Prentice-Hall Chapter 13 - 5
USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
Page 442Figure 13.2 Potential Advantages andDisadvantages of User-Developed Applications
© 2005 Pearson Prentice-Hall Chapter 13 - 6
USER DEVELOPMENT METHODOLOGY
Page 445
Assessing the Application Risks
Figure 13.3 Application, Tool, and Developer Characteristics
Factors to consider
© 2005 Pearson Prentice-Hall Chapter 13 - 7
USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
Page 445
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
© 2005 Pearson Prentice-Hall Chapter 13 - 8
USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
Page 445
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
© 2005 Pearson Prentice-Hall Chapter 13 - 9 Page 446
Figure 13.4 Extent of Interconnectedness
(Adapted from Huff, Munro, and Martin, 1988)
© 2005 Pearson Prentice-Hall Chapter 13 - 10
USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS
Page 446
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
© 2005 Pearson Prentice-Hall Chapter 13 - 11
USER DEVELOPMENT METHODOLOGY
Page 447
(Based on Panko, 1989)
Figure 13.5 Guidelines for Choosing the Development Approach
Guidelines for Choosing
© 2005 Pearson Prentice-Hall Chapter 13 - 12
USER DEVELOPMENT METHODOLOGY
Page 448
User Development Guidelines
Figure 13.6 Questions to Guide User Developers (1 of 2)
© 2005 Pearson Prentice-Hall Chapter 13 - 13
USER DEVELOPMENT METHODOLOGY
Page 448
User Development Guidelines
Figure 13.6 Questions to Guide User Developers (2 of 2)
© 2005 Pearson Prentice-Hall Chapter 13 - 14
USER DEVELOPMENT METHODOLOGY
Page 448
User Development Guidelines
Also to be considered:
Data recovery needs
Documentation
Testing process
Automatic audit features
Separate audit programs (especially for spreadsheets)
© 2005 Pearson Prentice-Hall Chapter 13 - 15
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 451
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
© 2005 Pearson Prentice-Hall Chapter 13 - 16
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 451 Figure 13.7 Framework for Leveraging End-User Computing
(Based on Brancheau and Brown, 1993)
© 2005 Pearson Prentice-Hall Chapter 13 - 17
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 452
Strategies for End-User Computing
Figure 13.8 End-User Computing Strategies
Common starting pointfor most in the 1980s
© 2005 Pearson Prentice-Hall Chapter 13 - 18
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 452
Strategies for End-User Computing
Figure 13.8 End-User Computing Strategies
Invest heavily in end-user computingbut little formal controls
© 2005 Pearson Prentice-Hall Chapter 13 - 19
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 452
Strategies for End-User Computing
Figure 13.8 End-User Computing Strategies
Invest in user computingslowly with specific controlsand restrictions in place
© 2005 Pearson Prentice-Hall Chapter 13 - 20
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 452
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
© 2005 Pearson Prentice-Hall Chapter 13 - 21
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 452
Centralized Support (Information Center) Approaches
Information center (IC) – a centralized support unit for managing end-user computing activities that typically began in 1980s
© 2005 Pearson Prentice-Hall Chapter 13 - 22
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 454
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
© 2005 Pearson Prentice-Hall Chapter 13 - 23
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 454
IS/Business Partnering Approaches
Figure 13.9 Reactive Stage One vs. Proactive Stage Two Support Roles
© 2005 Pearson Prentice-Hall Chapter 13 - 24 Page 454
Support Services to Facilitate User Computing:
Figure 13.10 Common Support Services
© 2005 Pearson Prentice-Hall Chapter 13 - 25
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 454
Supporting end users also involves:
Preparing them for new software releases
Retraining
Refitting end-user workstations
Common Support Tactics
© 2005 Pearson Prentice-Hall Chapter 13 - 26 Page 456
Common Control Tactics
Figure 13.11 Common Policies and Procedures
Sample Policies and Procedures
© 2005 Pearson Prentice-Hall Chapter 13 - 27
STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING
Page 456
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
© 2005 Pearson Prentice-Hall Chapter 13 - 28
SPECIAL CASE: SUPPORTING TELECOMMUTERS
Page 457
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
© 2005 Pearson Prentice-Hall Chapter 13 - 29
SPECIAL CASE: SUPPORTING TELECOMMUTERS
Page 458
Personal benefits to telecommuters: More productive Increased workday flexibility Improved work/life balance Easier accommodation of communications across time zones
© 2005 Pearson Prentice-Hall Chapter 13 - 30
SPECIAL CASE: SUPPORTING TELECOMMUTERS
Page 458-459
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
© 2005 Pearson Prentice-Hall Chapter 13 - 31
SPECIAL CASE: SUPPORTING TELECOMMUTERS
Page 459Figure 13.12 Six Leadership Secrets for Managing Remote Workers
(Based on Kostner, 1996)
