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CHAPTER 13 FACILITATING U SER C OMPUTING

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.

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CHAPTER 13 FACILITATING U SER C OMPUTING

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  1. CHAPTER 13 FACILITATING USER COMPUTING

  2. THE EMERGENCE OF USER APPLICATION DEVELOPMENT Why end-user computing? Figure 13.1 Primary Drivers for End-User Computing Page 441

  3. THE EMERGENCE OF USER APPLICATION DEVELOPMENT System backlog – the systems development requests by business users that members of the IS organization are not currently working on Page 442

  4. USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS • How should you decide? • Understanding the potential advantages and disadvantages of each Page 442

  5. USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS Figure 13.2 Potential Advantages and Disadvantages of User-Developed Applications Page 442

  6. USER DEVELOPMENT METHODOLOGY Assessing the Application Risks Factors to consider Figure 13.3 Application, Tool, and Developer Characteristics Page 445

  7. USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS Application Characteristics • 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 Page 445

  8. USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS Tool Characteristics • 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 Page 445

  9. (Adapted from Huff, Munro, and Martin, 1988) Page 446 Figure 13.4 Extent of Interconnectedness

  10. USER-DEVELOPED VERSUS IS-DEVELOPED APPLICATIONS Developer Characteristics • 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 Page 446

  11. USER DEVELOPMENT METHODOLOGY Guidelines for Choosing (Based on Panko, 1989) Figure 13.5 Guidelines for Choosing the Development Approach Page 447

  12. USER DEVELOPMENT METHODOLOGY User Development Guidelines Figure 13.6 Questions to Guide User Developers (1 of 2) Page 448

  13. USER DEVELOPMENT METHODOLOGY User Development Guidelines Figure 13.6 Questions to Guide User Developers (2 of 2) Page 448

  14. USER DEVELOPMENT METHODOLOGY User Development Guidelines • Also to be considered: • Data recovery needs • Documentation • Testing process • Automatic audit features • Separate audit programs (especially for spreadsheets) Page 448

  15. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING • 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 Page 451

  16. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING (Based on Brancheau and Brown, 1993) Figure 13.7 Framework for Leveraging End-User Computing Page 451

  17. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING Strategies for End-User Computing Common starting point for most in the 1980s Page 452 Figure 13.8 End-User Computing Strategies

  18. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING Strategies for End-User Computing Invest heavily in end-user computing but little formal controls Page 452 Figure 13.8 End-User Computing Strategies

  19. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING Strategies for End-User Computing Invest in user computing slowly with specific controls and restrictions in place Page 452 Figure 13.8 End-User Computing Strategies

  20. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING Strategies for End-User Computing Most mature approach – Start with small investments and few controls, then increase both over time Page 452 Figure 13.8 End-User Computing Strategies

  21. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING Centralized Support (Information Center) Approaches Information center (IC) – a centralized support unit for managing end-user computing activities that typically began in 1980s Page 452

  22. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING 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 Page 454

  23. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING IS/Business Partnering Approaches Figure 13.9 Reactive Stage One vs. Proactive Stage Two Support Roles Page 454

  24. Support Services to Facilitate User Computing: Page 454 Figure 13.10 Common Support Services

  25. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING Common Support Tactics • Supporting end users also involves: • Preparing them for new software releases • Retraining • Refitting end-user workstations Page 454

  26. Common Control Tactics Sample Policies and Procedures Page 456 Figure 13.11 Common Policies and Procedures

  27. STRATEGIES AND TACTICS FOR MANAGING USER COMPUTING Common Control Tactics • 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 Page 456

  28. SPECIAL CASE: SUPPORTING TELECOMMUTERS 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 Page 457

  29. SPECIAL CASE: SUPPORTING TELECOMMUTERS • Personal benefits to telecommuters: • More productive • Increased workday flexibility • Improved work/life balance • Easier accommodation of communications across time zones Page 458

  30. SPECIAL CASE: SUPPORTING TELECOMMUTERS • 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 Page 458-459

  31. SPECIAL CASE: SUPPORTING TELECOMMUTERS (Based on Kostner, 1996) Figure 13.12 Six Leadership Secrets for Managing Remote Workers Page 459

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