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ISEBA - A Framework for IS Evolution Benefit Assessment

机译:ISEBA-IS演化效益评估框架

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摘要

Decisions regarding information system evolution strategy, including modernization or replacement, are economically significant. Selection of a proper method for analyzing potential options, acquisition of suitable metrics or follow-up data, and evaluation of the results are major challenges in the evolution strategy decision making. In order to address these challenges, a framework for Information System Evolution Benefit Assessment (ISEBA) was developed. ISEBA provides assistance in the selection of a benefit-evaluation method for the investment situation at hand. It is based on empirical research on industrial decision-making and co-operation projects, and examination of existing research results from information technology investment-evaluations. Based on the experiences from real world industrial cases, it can be alleged that ISEBA suits its purpose. It makes a decision maker take note of relevant issues in evolution investment decision making, leads to the selection of suitable appraisal method, and promotes discussion of the value of the results. Among the results of the industrial cases, the following was found. Firstly, resources are an important factor influencing the selection of an investment assessment method. Secondly, the appearance of both tangible and intangible benefits is scattered with respect to time and organizational structure. Thirdly, a dichotomy exists between upper management decisions and lower level organizational goals. The benefit appraisal was focused on an operative level while real project objectives were set on a strategic level. It is concluded, that a need for a practical framework, such as ISEBA, exists.
机译:有关信息系统演进策略(包括现代化或替换)的决策具有重要的经济意义。选择合适的方法来分析潜在选项,获取合适的度量或后续数据以及评估结果是进化策略决策中的主要挑战。为了应对这些挑战,开发了信息系统演进效益评估(ISEBA)框架。 ISEBA在选择适合当前投资情况的收益评估方法时提供帮助。它基于对产业决策和合作项目的实证研究,并检查了信息技术投资评估中的现有研究结果。根据现实世界中工业案例的经验,可以说ISEBA符合其目的。它使决策者注意到演化投资决策中的相关问题,从而导致选择合适的评估方法,并促进对结果价值的讨论。在工业案例的结果中,发现以下内容。首先,资源是影响投资评估方法选择的重要因素。其次,有形和无形利益的出现在时间和组织结构方面是分散的。第三,高层管理者决策与较低层级组织目标之间存在分歧。效益评估的重点是运营级别,而实际项目目标则设置为战略级别。结论是,存在对诸如ISEBA的实用框架的需求。

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