Mary Sumner

Risk factors in enterprise-wide/ERP projects

The purpose of this study was to identify the risk factors in implementing traditional management information systems projects, describe the risk factors associated with enterprise-wide/ERP (enterprise resource planning) projects and identify the risk factors in ERP projects which are unique to these projects. Some of the unique challenges in managing enterprise-wide projects which were highlighted through the findings included the challenge of re-engineering business processes to ‘fit’ the process which the ERP software supports, investment in recruiting and reskilling technology professionals, the challenge of using external consultants and integrating their application-specific knowledge and technical expertise with existing teams, the risk of technological bottlenecks through client-server implementation and the challenge of recruiting and retaining business analysts who combine technology and business skills.

Critical success factors in enterprise wide information management systems projects

In the past several years many organizations have initiated enterprise-wide information management systems projects, using such packages as SAP, Peoplesoft, and Oracle. These projects often represent the single largest investment in an information systems project in the history of these companies, and in many cases the largest single investment in any corporate-wide project. These enterprise-wide information management systems projects bring about a host of new questions. Some of these questions and issues are: . How are these projects justified? . Do firms need to change their fundamental business processes, organizational structures, and business strategies to fit the package? . What are the technical challenges associated with implementing a large-scale package such as SAP? . What is the best way to implement a large-scale package: To work through the organization unit-byunit? Or to use a cross-functional approach? . What are the critical success factors in the implementation of a large-scale package? . What are the implications of these projects for the skill and knowledge requirements of the IT workforce? This paper will provide case studies of seven organizations implementing enterprise-wide information management systems projects and will provide insight into each of these questions based upon their experiences.

Seeking strategic advantage in the post-net era: viewing erp systems from the resource-based perspective

Abstract The purpose of this research is to explore whether enterprise resource planning (ERP) systems can provide an organization with a sustained competitive advantage. Using the VRIO framework of the resource-based model of competitive advantage, four questions are posed to consider this issue. Is the ERP system valuable? Is the ERP system a resource that is heterogeneously distributed across competing firms? Is the ERP system imperfectly mobile? And, is the firm organized to exploit the full potential of its ERP system? An examination of the existing research suggests that ERP systems may not provide a competitive advantage based upon the premises of system value, distribution, and imitability. This is largely due to the ‘common systems’ approach used for the implementation of most ERP systems. Instead, the source of competitive advantage may lie in the careful planning and successful management of ERP projects, refinement of the reengineering of the organization, and the post-implementation alignment of the ERP system with the organizations strategic direction. Suggestions for future research are offered.

Exploring the Linkage Between the Characteristics of it Project Leaders and Project Success

Abstract This article examines factors affecting the success of IT projects. Data were collected about the leadership capabilities of IT project managers for 57 IT projects using the Leadership Practices Inventory (LPI). the assessments provided by supervisors, subordinates, and peers (but not the IT project managers themselves) were found to be significant predictors of project success, as measured by actual versus planned project duration times.

Risk factors in enterprise wide information management systems projects

In the past several years many organizations have initiated enterprise-wide information management systems projects, using such packages as SAP, Peoplesoft, and Oracle. These projects often represent the single largest investment in an information systems project in the history of these companies, and in many cases the largest single investment in any corporate-wide project. These enterprise-wide information management systems projects bring about a host of new questions, because they represent a new type of management challenge. Some of these questions and issues are:<list><item>What are the major risk factors associated with implementing traditional MIS projects? </item><item>What are the major risk factors associated with enterprise-wide information management projects? </item><item>What new risk factors need to be addresed in ERP projects? What are some of the risks in MIS projects that are not factors in ERP projects? </item></list> Based upon the findings, enterprise-wide information management systems projects pose new opportunities and significant challenges. Some of the “summary” ideas which are re-iterated throughout the case studies are:<list><item>Justify the enterprise-wide projects based upon cost-justification and economies of scale. </item><item>Re-engineer business processes to “fit” the package, rather than trying to modify the software to “fit” the organizations current business processes. </item><item>Identify and implement strategies to re-skill the existing IT workforce and acquire external expertise through vendors and consultants when needed. </item> <item>Utilize “business analysts,” with both business knowledge and technology knowledge. </item><item>Obtain top management support for the project and establish strong project leadership. </item><item>Make a commitment to training end-users in custom report evelopment. </item><item>Manage change through leadership, effective communications, and the role of a champion. </item></list>

Career orientation and organizational commitment of IT personnel

The management of information technology (IT) personnel poses unique challenges, but managers may be able to provide IT professionals with appropriate opportunities and career paths by matching individual expectations with job characteristics. This study is designed to identify the career anchors possessed by current IT personnel and to identify which career anchors are the strongest determinants of organizational commitment. Results from a pilot study identified four career anchors or orientations prevalent in IT personnel: Creativity, Autonomy, Identity, and Variety. Responses from sixty-six IT professionals were analyzed; and a weighted variation of Time in Job, Variety, Autonomy, and Identity explained 38% of the variation in Organizational Commitment.

Knowledge management: theory and practice

Concrete Undiffused Diffused

Information Security Threats: A Comparative Analysis of Impact, Probability, and Preparedness

Abstract The objectives are: (1) to determine the risk assessment of information security threats, based upon the perceived impact and the perceived probability of occurrence of these threats; (2) to determine the extent of risk mitigation, based upon the perceived level of preparedness for each of these information security threats; and (3) to determine the extent to which the of occurrence and the impact of information security threats relate to the level of preparedness.

The impact of gender differences on the career experiences of information systems professionals

The purpose of this study is to examine the impact of gender differences on the career experiences and job success of information systems professionals. The study analyzes career experiences with respect to a number of variables, including feelings of acceptance, job discretion, met expectations, career support, career satisfaction, and organizational commitment. The study also examines which skills gained from educational preparation and work experience are viewed as most critical to successful performance. The study was accomplished by using in-depth interviews and a questionnaire. The findings showed that MIS careers offer challenge based upon technical competence, regardless of gender. The likelihood of reaching a technical plateau and the increasing transition of MIS roles into functional business units poses some career uncertainty.

An analysis and synthesis of research related to turnover among IT personnel

The purpose of this paper is to analyze the spectrum of research dealing with turnover among information technology personnel. Without question, turnover is an interesting issue which has been addressed from a number of perspectives. In this paper, we will describe previous research regarding turnover among information technology personnel, several new concepts associated with associated with turnover research, and further opportunities for research in IT turnover.