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Why do bad things happen to good sys...

White, James D.

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Why do bad things happen to good systems? Key elements responsible for accidents during the operations phase of strategic information systems.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Why do bad things happen to good systems? Key elements responsible for accidents during the operations phase of strategic information systems./
Author:	White, James D.
Description:	300 p.
Notes:	Source: Dissertation Abstracts International, Volume: 65-07, Section: B, page: 3554.
Contained By:	Dissertation Abstracts International65-07B.
Subject:	Computer Science. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3138902
ISBN:	0496860534

Why do bad things happen to good systems? Key elements responsible for accidents during the operations phase of strategic information systems.
White, James D.

Why do bad things happen to good systems? Key elements responsible for accidents during the operations phase of strategic information systems. - 300 p.

Source: Dissertation Abstracts International, Volume: 65-07, Section: B, page: 3554.

Thesis (Ph.D.)--DePaul University, School of Computer Science, Telecommunications, and Information Systems, 2004.

Since the early 1980s surveys of IT executives consistently ranked the development and operation of strategic information systems as a key management issue. Considerable prior research has been devoted to software development and pre-implementation phases of the system development life cycle, but only a few studies have investigated issues arising during the operational life of the system. These studies have reported conflicting results, and, consequently, offer little guidance to researchers and practitioners seeking to reduce the occurrence of operational failures in strategic information systems. The goal of this research was to identify the key elements responsible for accidents during the operation of strategic information systems and identify the relationships, if any, among these elements. In-depth interviews were conducted with 25 chief information officers using the critical incident technique to gather information about 41 specific strategic information operating failures, and these results were integrated with over 1,400 accident reports for a three year period from a major financial institution. The data was analyzed using Grounded Theory methodology and the key elements responsible for strategic information system accidents were identified as four key variables: Qualified management support of the operations environment characterized by lack of funding, lack of support for operations initiatives outside of the IT department, and perceived lack of IT credibility; Weak IT leadership characterized by passivity; Weak IT staff evidenced by lack of troubleshooting ability; and, Lack of operations information, which results in confusion and delays during accident recovery. Other contributions of the research include applying safety system concepts to business information systems, and creating and validating an accident classification framework.

ISBN: 0496860534Subjects--Topical Terms:

626642
Computer Science.

Why do bad things happen to good systems? Key elements responsible for accidents during the operations phase of strategic information systems.
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100 1 $a White, James D. $q (James Daniel) $3 1309661
245 1 0 $a Why do bad things happen to good systems? Key elements responsible for accidents during the operations phase of strategic information systems.
300 $a 300 p.
500 $a Source: Dissertation Abstracts International, Volume: 65-07, Section: B, page: 3554.
500 $a Adviser: Linda V. Knight.
502 $a Thesis (Ph.D.)--DePaul University, School of Computer Science, Telecommunications, and Information Systems, 2004.
520 $a Since the early 1980s surveys of IT executives consistently ranked the development and operation of strategic information systems as a key management issue. Considerable prior research has been devoted to software development and pre-implementation phases of the system development life cycle, but only a few studies have investigated issues arising during the operational life of the system. These studies have reported conflicting results, and, consequently, offer little guidance to researchers and practitioners seeking to reduce the occurrence of operational failures in strategic information systems. The goal of this research was to identify the key elements responsible for accidents during the operation of strategic information systems and identify the relationships, if any, among these elements. In-depth interviews were conducted with 25 chief information officers using the critical incident technique to gather information about 41 specific strategic information operating failures, and these results were integrated with over 1,400 accident reports for a three year period from a major financial institution. The data was analyzed using Grounded Theory methodology and the key elements responsible for strategic information system accidents were identified as four key variables: Qualified management support of the operations environment characterized by lack of funding, lack of support for operations initiatives outside of the IT department, and perceived lack of IT credibility; Weak IT leadership characterized by passivity; Weak IT staff evidenced by lack of troubleshooting ability; and, Lack of operations information, which results in confusion and delays during accident recovery. Other contributions of the research include applying safety system concepts to business information systems, and creating and validating an accident classification framework.
590 $a School code: 1343.
650 4 $a Computer Science. $3 626642
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710 2 0 $a DePaul University, School of Computer Science, Telecommunications, and Information Systems. $3 1902466
773 0 $t Dissertation Abstracts International $g 65-07B.
790 1 0 $a Knight, Linda V., $e advisor
790 $a 1343
791 $a Ph.D.
792 $a 2004
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3138902