information systems development methodologies, techniques & tools. 4th edition.
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4th edition
information systems development methodologies, techniques & tools
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4th edition
information systems development methodologies, techniques & tools
David Avison & Guy Fitzgerald
London Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto
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Information Systems Development, 4th Edition David Avison and Guy Fitzgerald ISBN-13 978-0-07-711417-6 ISBN-10 0-07-7114175
Published by McGraw-Hill Education Shoppenhangers Road Maidenhead Berkshire SL6 2QL Telephone: 44 (0) 1628 502 500 Fax: 44 (0) 1628 770 224 Website: www.mcgraw-hill.co.uk
British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloguing in Publication Data The Library of Congress data for this book has been applied for from the Library of Congress Head of Development: Caroline Prodger Senior Marketing Manager: Alice Duijser Senior Production Editor: Beverley Shields Text Design by Hard Lines Cover design by Ego Creative Printed and bound in Spain by Mateu Cromo First Edition published in 1988 Second Edition published in 1995 Third Edition published in 2002 Published by McGraw-Hill Education (UK) Limited an imprint of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2006 by McGraw-Hill Education (UK) Limited. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. ISBN-13 978-0-07-711417-6 ISBN-10 0-07-7114175 © 2006. Exclusive rights by The McGraw-Hill Companies, Inc. for manufacture and export. This book cannot be re-exported from the country to which it is sold by McGraw-Hill.
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Dedicated to Leone, Marie-Anne and Thomas and Lin, Anna and Jane With love
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Brief table of contents
Brief table of contents Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii Preface. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiv Guided tour. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvi Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xviii Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . xx The authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi Part I:
Part II:
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.
Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.
Information systems development . . . . . . . . . . . . . . . . . . . . . . . 21
The life cycle approach . . . . . . . . . . . . . . . . . . . . . 29 3.
Part III:
Part IV:
Information systems development life cycle . . . . . . . . . . . . . . . . 31
Themes in information systems development. . . . . . 45 4.
Organizational themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
5.
People themes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
6.
Modelling themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
7.
Rapid and evolutionary development . . . . . . . . . . . . . . . . . . . . 119
8.
Engineering themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
9.
External development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195 10.
Holistic techniques. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199
11.
Data techniques. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
12.
Process techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243
13.
Object-oriented techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . 273
14.
Project management techniques . . . . . . . . . . . . . . . . . . . . . . . 289
15.
Organizational techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . 295
16.
People techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307
17.
Techniques in context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315
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Brief table of contents
Part V:
Part VI:
Part VII:
vii
Tools and toolsets. . . . . . . . . . . . . . . . . . . . . . . . . 327 18.
Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 331
19.
Toolsets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361
Methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . 389 20.
Process-oriented methodologies . . . . . . . . . . . . . . . . . . . . . . . 395
21.
Blended methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 419
22.
Object-oriented methodologies . . . . . . . . . . . . . . . . . . . . . . . . 451
23.
Rapid development methodologies . . . . . . . . . . . . . . . . . . . . . 469
24.
People-oriented methodologies . . . . . . . . . . . . . . . . . . . . . . . . 487
25.
Organizational-oriented methodologies . . . . . . . . . . . . . . . . . . 507
26.
Frameworks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 537
Methodology issues and comparisons . . . . . . . . . 565 27.
Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 567
28.
Methodology comparisons . . . . . . . . . . . . . . . . . . . . . . . . . . . . 591
Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 615 Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 631
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Detailed table of contents
Detailed table of contents Contents Preface Guided tour Technology Acknowledgements The authors Part I: Introduction
vii xiv xvi xviii xx xxi 1
1. Context 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11
Information systems Example information systems Environment and context Global economy Digital economy Electronic commerce Non-commercial impacts Change Human dimension Organizational aspects Professional aspects
3 4 7 7 8 9 9 10 11 14 14
2. Information systems development
21
2.1 2.2 2.3
Part II:
3
Key concepts Need for a methodology Information systems development methodology
21 23 24
The life cycle approach
29
3. Information systems development life cycle
31
3.1 3.2 3.3 3.4 3.5 3.6 3.7
Information systems development life cycle (SDLC) Methodology Techniques Tools Potential strengths of SDLC Potential weaknesses of SDLC Conclusion
31 35 36 37 38 38 43
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Part III:
Themes in information systems development
45
4. Organizational themes
51
4.1 4.2 4.3 4.4 4.5 4.6 4.7
Systems theory Information systems strategy Business process re-engineering (BPR) Information systems planning Stages of growth Flexibility Project management
5. People themes 5.1 5.2 5.3 5.4 5.5 5.6
Participation End-user computing Expert systems Knowledge management Customer orientation Requirements
6. Modelling themes 6.1 6.2 6.3 6.4
Modelling Process modelling Data modelling Object modelling
7. Rapid and evolutionary development 7.1 7.2 7.3 7.4 7.5
Evolutionary development Prototyping Rapid application development (RAD) Agile development Web-based development
8. Engineering themes 8.1 8.2 8.3
Legacy systems Software engineering Automated tools
51 53 62 65 68 71 74
79 79 84 87 93 96 97
109 109 109 111 113
119 119 123 128 134 145
151 151 152 156
ix
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8.4 8.5 8.6 8.7 8.8
Method engineering (ME) Component development Security issues Database management Data warehouse and data mining
9. External development 9.1 9.2 9.3 9.4
Part IV:
Application packages Open source software (OSS) Enterprise resource planning (ERP) Outsourcing and offshoring
158 161 163 165 170
175 175 178 183 186
Techniques
195
10. Holistic technique
199
10.1 10.2 10.3 10.4
Rich pictures Root definitions Conceptual models Cognitive mapping
199 204 208 213
11. Data techniques
217
11.1 Entity modelling 11.2 Normalization
217 229
12. Process techniques 12.1 12.2 12.3 12.4 12.5 12.6 12.7 12.8 12.9
Data flow diagramming Decision trees Decision tables Structured English Structure diagrams Structured walkthroughs Matrices Action diagrams Entity life cycle
13. Object-oriented techniques 13.1 Object orientation 13.2 Unified Modelling Language (UML)
243 243 251 253 255 258 260 263 265 267
273 273 279
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14. Project management techniques 14.1 Estimation techniques 14.2 PERT charts 14.3 Gantt charts
15. Organizational techniques 15.1 15.2 15.3 15.4 15.5
Lateral thinking Critical success factors (CSFs) Scenario planning Future analysis Strengths, Weaknesses, Opportunities and Threats analysis (SWOT) 15.6 Case-based reasoning 15.7 Risk analysis
16. People techniques 16.1 Stakeholder analysis 16.2 Joint application development (JAD)
17. Techniques in context 17.1 Introduction 17.2 Techniques – potential benefits of their use and characteristics 17.3 Techniques impact on problem understanding: Potential blocks to problem cognition 17.4 Techniques impact on problem understanding: Visual and linguistic influences on problem cognition 17.5 Applying lessons from cognitive psychology: A macro analysis of techniques 17.6 A two-dimensional classification: Visual/ language and paradigm/process influences 17.7 Conclusion
Part V:
289 289 290 292
295 295 296 299 300 301 303 304
307 307 310
315 315 316 317
318 321 322 324
Tools and toolsets
327
18. Tools
331
18.1 Groupware: GroupSystems 18.2 Website development: Dreamweaver
331 335
xi
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18.3 Drawing: Microsoft Visio 18.4 Project management: Microsoft Project 18.5 Database management: Access
19. Toolsets 19.1 19.2 19.3 19.4 19.5 19.6
Part VI:
339 342 348
361
Introduction Information Engineering Facility Oracle Select Enterprise Discussion Framing influences
361 363 368 372 375 385
Methodologies
389
20. Process-oriented methodologies
395
20.1 Structured analysis, design and implementation of information systems (STRADIS) 395 20.2 Yourdon Systems Method (YSM) 402 20.3 Jackson Systems Development (JSD) 407
21. Blended methodologies
419
21.1 Structured Systems Analysis and Design Method (SSADM) 21.2 Merise 21.3 Information Engineering (IE) 21.4 Welti ERP development
22. Object-oriented methodologies 22.1 Object-oriented analysis (OOA) 22.2 Rational Unified Process (RUP)
23. Rapid development methodologies 23.1 23.2 23.3 23.4
James Martin’s RAD Dynamic Systems Development Method (DSDM) Extreme Programming (XP) Web Information Systems Development Methodology (WISDM)
419 426 434 446
451 451 460
469 469 472 479 481
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24. People-oriented methodologies
487
24.1 Effective technical and human implementation of computer-based systems (ETHICS) 487 24.2 KADS 496 24.3 CommonKADS 501
25. Organizational-oriented methodologies 507 25.1 Soft Systems Methodology (SSM) 25.2 Information systems work and analysis of change (ISAC) 25.3 Process Innovation (PI) 25.4 Projects in controlled environments (PRINCE) 25.5 Renaissance
26. Frameworks
Part VII:
507 516 526 530 533
537
26.1 Multiview 26.2 Strategic Options Development and Analysis (SODA) 26.3 Capability Maturity Model (CMM) 26.4 Euromethod
549 551 558
Methodology issues and comparisons
565
27. Issues
567
27.1 27.2 27.3 27.4
What is a methodology? Rationale for a methodology Adopting a methodology in practice Evolution and development of methodologies
28. Methodology comparisons 28.1 Comparison issues 28.2 Framework for comparing methodologies 28.3 Comparison
537
567 570 572 576
591 591 597 604
Bibliography
615
Index
631
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Preface
Preface Information systems development is at the core of the IS field and David Avison and Guy Fitzgerald’s key text on the subject has been used by lecturers and students worldwide for over 18 years. Information systems development keeps evolving and changing and thus a fourth edition of Avison and Fitzgerald’s classic text is now needed. Probably the biggest change in the last few years has been the increasing use of the rapid approaches to developing information systems, so much so that we now have a new theme, ‘Rapid and evolutionary development’ (Chapter 7). This encompasses a new section on agile development, as well as the revised sections on evolutionary development, prototyping, rapid application development and web-based development. This change is reflected also in revised sections on the methodologies Dynamic Systems Development Method (DSDM) and Extreme Programming (XP) in Chapter 23. Other changes are related to issues that have been growing in importance, thus security issues, and data warehousing and data mining are two new sections that have been added in Chapter 8 to the Engineering theme. Similarly, the growing importance of the offshore outsourcing of systems development, sometimes referred to as offshoring, has led to the outsourcing section in Chapter 9 being expanded to reflect this important development. Some sections have expanded and this includes sections on component development, Oracle, PRINCE2 and SODA. Changes for the new edition have been partly driven by existing readers and adopters and we are very grateful to them. Two (very different) topics in information systems development, that of professional aspects and requirements were identified as warranting specific sections rather than mere passing reference, and we have addressed this omission in Sections 1.11 and 5.6 respectively. Sections on component development (in Chapter 8) and open source (in Chapter 9) have also been greatly changed to reflect changes in practice. In the last two chapters we compare methodologies and discuss issues concerned with their adoption in practice and problems associated with their adoption. At the end of Part V, we discuss the costs and benefits associated with the adoption of tools and toolsets. In previous editions we have not discussed the use of techniques in this way. They are typically seen as benign, very often as simple aids to help carry out a task and are used in many methodologies. But techniques may restrict understanding by framing the ways of thinking about the problem situation and some techniques may limit rather than enhance our understanding. We discuss this issue in a new chapter 17 and again in an expanded section on tools later in Chapter 18. Of course we have also taken the opportunity to bring all sections up to date and to correct some errors kindly drawn to our attention by readers.
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Despite all these changes, we have kept the basic structure of themes, techniques, tools and methodologies, but this structure does enable readers to use the book in a number of ways. Because of its broad and effective content base together with its excellent structure, the text provides a sound basis for courses in information systems at all levels, from introductory through to specialist, and is relevant for courses with both an information technology and management perspective. It is of course particularly relevant for specialist courses in information systems development at both undergraduate and postgraduate level. It is both a theoretical and practical text with web-based support material available for both lecturers and students. The Online Learning Centre can be found at: http://www.mcgraw-hill.co.uk/ textbooks/avison-fitzgerald – to learn more about what is available, look at page xviii detailing the technology to enhance teaching and learning.
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Guided tour
Guided tour
Themes in information systems development
47
PART III ROAD MAP
CHAPTERS AND SECTIONS PARTS
Par t introductions
Chapter 6 Part III THEMES
Process modelling
Data modelling
Chapter 12 Data flow diagrams
Part IV TECHNIQUES
Decision trees
Decision tables
Chapter 11 Entity life cycles
Structure diagrams
Action diagrams
Chapter 19
Visio
Select
Chapter 21 YSM
SSADM
Each part opens with an introduction to the key themes of each section of the book, looking at the topics to be covered and placing them within a roadmap which helps you to navigate through the book.
Chapter 13 Object orientation
Normalization
Chapter 18
Chapter 20 STRADIS
Entity modelling
Matrices
Structured English
Part V TOOLS
Part VI METHODOLOGIES
Object modelling
UML
Chapter 22 Merise
IE
OOA
RUP
Diagram 1: Modelling Themes ‘Road Map’ (shows relationship between themes and techniques, tools, and methodologies for the modelling theme)
4 Or g anizational themes 4.1 Systems theory
Key terms
I
n Chapter 2 we attempted to define the nature of systems. We saw how systems relate to each other and that they themselves consisted of subsystems. This gives rise to the definition of a system as a set of interrelated elements (Ackoff, 1971). A system will have a set
of inputs going into it, a set of outputs going out of it, and a set of processes that convert the inputs to the outputs.
New terms and key words are highlighted in bold throughout the chapter as a useful reference for learning new terminology.
We define a boundary of a system when we describe it. This may not correspond to any physical or cultural division. A payroll system might include all the activities involved in the payment of staff in a business. These activities fall within the boundary of that system. Those systems outside it, with which it relates, are referred to as the environment. Systems thinking concerns itself with interactions between the system and its environment, not so much with how the system works, which can be seen as a ‘black box’. The staff recruitment system and production systems within the firm will be part of the environment of the payroll system, as will the government’s system to increase employment. One of the bases of systems theory concerns Aristotle’s dictum that the whole is greater than the sum of the parts. This would suggest that we must try to develop information systems for the widest possible context: an organization as a whole rather than for functions in isolation. If we fail to follow this principle then a small part of the organization may be operating to the detriment of the organization as a whole. If we do break up a complex problem into smaller manageable units, we need to keep the whole in mind. Otherwise, this may be reductionist, the process of decomposition distorting our understanding of the overall system. Users of many of the approaches discussed, in particular the structured approach, part of process modelling (described in Section 6.2), may succumb to this danger unless they use the approach with care. Decomposing complex structures is the accepted approach in a scientific discipline, but information systems concern people and organizations as well as technology, and the interactions are such that in these human activity systems it is important to see the whole picture. The human components in particular may react differently when examined singly as when they play a role in the whole system. Organizational systems are not predictable as they concern human beings. The outputs of computer programs may be predictable. Human activity systems are less predictable because human beings may not follow instructions in the way a piece of software does, nor interpret
Chapter 4 Organizational themes
Business objectives
Current systems
61
IT opportunities
Approach
Topdown
Techniques
CSFs SWOT Five forces
Audit grid
People
Senior managers
Users/ Professionals
Bottom-up
Creative
Technical business Line champions
IS strategy
Figure 4.4: Earl’s multiple methodology (adapted from Earl, 1989)
the existing IT provision and existing systems on the basis of, first, business contribution and value to users and, second, technical quality. Figure 4.5 shows a typical systems audit grid that might be helpful in this analysis. One point of the analysis is to try to run down and exit from systems that perform poorly on both dimensions. It is frequently found that there are many such systems, particularly in organizations where IT has evolved in the organization in a somewhat ad hoc manner. These systems are often expensive to run and maintain, and contribute little to the organization in the direction that is required by the strategy. They should be phased out in order to free up valuable resources. On the other hand, those that are high on both dimensions should be enhanced and evolved. Earl makes the point that Low
High
Technical quality
Low
many strategic systems, or systems that have helped to provide competitive benefit, have in fact been
Move
Divest
based on enhancements and redirection of existing systems rather than the construction of totally new
Business contribution
ones. Where this can be achieved it obviously provides a head start and potentially a reduction in the cost Move
Enhance
and lead times for developing strategic systems. An example is the
High
telephone banking system of First Current
Direct in the UK which built a strategic telephone interface system on
Figure 4.5: Current system audit grid
top of the existing traditional retail
Figures Each chapter provides numerous figures to help you to visualize the various development models discussed in the book, and to illustrate and summarize important Information Systems concepts.
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Guided tour Summary •
Systems theory has had widespread influence in information systems work. It suggests a holistic approach to viewing organizations rather than a scientific approach.
•
Information systems strategy is about the way in which the organization sees the role of information systems in the company and the general attempt to identify better ways of doing things, leading to increased revenues, greater functionality, better products and services, improved presentation or image, improvement to the organization’s competitive positioning, etc.togaincompetitiveadvantage.Theoverallaimisto emphasizeeffectivenessratherthanmerelyefficiency.
•
Business process re-engineering is the fundamental rethinking and radical redesign of business processes
Chapter summary This briefly reviews and reinforces the main topics you will have covered in each chapter to ensure you have acquired a solid understanding of key themes and issues.
to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed. In its more recent guise, it has itself been re-engineered and it is less radical.
•
Information systems planning involves top manageh
bl
h h h
Questions 1.
In what ways are the themes of this chapter ‘organizational’? What links these themes and what separates them?
2. What is ‘strategic’ about strategic information systems?
Review questions
3. Discuss why business process re-engineering has been softened or toned down. Do you think this change has
These questions focus on important ideas that have emerged in the chapter and encourage you to review and apply the knowledge you have acquired.
reduced its potential? 4. For an organization of your choice, identify the ‘stages of growth’ that it passed through and discuss whether these are similar to any SoG model discussed in the text. 5. Discuss the difficulties related to making information systems flexible so that implementing future change is easier. 6
How are large projects controlled in your organization? Address the question in relation to the role of people, techniques and software.
Fur ther reading Cadle, J. and Yeates, D. (2001) Project Management for Information Systems, Prentice Hall, Harlow. Checkland, P. and Scholes. J. (1990) Soft Systems Methodology in Action. John Wiley, Chichester. Currie, W.L. and Galliers, R. (1999) Rethinking Management Information Systems, Oxford University Press, Oxford. Earl, M.J. (ed.) (1996) Information Management: The Organisational Dimension, Oxford University Press, Oxford. Galliers, R.D. and Sutherland, A.R. (1991) Information systems management and strategy formulation: the ‘stages of growth model’ revisited, Journal of Information Systems, Vol. 1, No. 2. Hammer, M. and Champy, J. (1993) Re-engineering the Corporation: A Manifesto for Business Revolution, Harper Business, New York. Melao, N. and Pidd, M. (2000) A conceptual framework for understanding business processes and business process modelling,
Fur ther reading At the end of the chapter, the authors provide a list of further reading, pointing you to key journals, books and other sources where you can research topics in greater depth.
Information Systems Journal, Vol. 10, No. 2, 105–129.
Bibliography
615
Bibliography
Bibliography A full bibliography at the end of the book provides a comprehensive scholarly reference list surveying the literature of Information Systems, an invaluable starting point for further research.
Abrahamsson, P., Outi, S., Ronkainen, J. and Warsta, J. (2002) Agile Software Development Methods: Review and Analysis, VTT Publications 478, www.inf.dtt.fi/pdf/. Ackerman, F. and Eden, C. (2001) SODA – journey making and mapping in practice, in J. Rosenhead and J. Mingers (eds) Rational Analysis for a Problematic World Revisited – Problem Structuring Methods for Complexity, Uncertainty and Conflict, 2nd edn, John Wiley & Sons, Chichester, UK. Ackoff, R. L. (1971) Towards a system of system concepts, Management Science, Vol. 17. ACM (2005) www.acm.org ACS (2005) www.acs.org.au Adams, C. and Avison, D. (2003) Dangers Inherent in the Use of Techniques: Identifying Framing Influences, Information Technology & People, Vol. 16, No. 2. Adams, J. (1987) Conceptual Blockbusting, a Guide to Better Ideas. Penguin, Harmondsworth, Middlesex. Ambler, S. (2002) Agile Modelling: Effective Practices for eXtreme Programming and the Unified Process, John Wiley. Amoroso, D. L. and Cheney, P. H. (1991) Testing a causal model of end-user application effectiveness, Journal of Management Information Systems, Vol. 8, No. 1, 63–89. Andrews, D. C. (1991) JAD: A crucial dimension for rapid application development, Journal of Systems Management, March, 23–31. Angell, I. O. and Smithson, S. (1991) Information Systems Management: Opportunities and Risks, Macmillan, Basingstoke, UK. This text emphasizes the management of information systems within business organizations, suggesting that the real problems associated with information systems are human, managerial, social, and organizational, rather than technological. Ansoff, H. I. (1965) Corporate Strategy, McGraw-Hill, New York. Ante, S. E. (2004) Shifting Work Offshore? Outsourcer beware; quality and security woes can eat expected savings, Business Week, New York, 12 January. Aonix (2005) http://www.pugh.co.uk/Products/aonix_europe/select-enterprise.htm Argyris, C. (1993) Knowledge for Action: A Guide to Overcoming Barriers to Organization Change, Jossey-Bass, San Francisco. Argyris, C. and Schön, D. (1978) Organizational Learning: A Theory of Action Perspective, AddisonWesley, Reading, Massachusetts. Arnett, K. P and Litecky, C. R. (1992) Retooling systems analyst skills for small hospitals, Journal of Systems Management, June. Augustine, S. and Woodcock, S. (2003) Agile Project Management, http://www.ccpace.com/ Resources/documents/AgileProjectManagement.pdf Avison, D. E. and Catchpole, C. P. (1987) Information systems for the community health services. Medical Informatics, Vol. 13, 2. Avison, D. E. and Myers, M. D. (1995) Information systems and anthropology: An anthropological perspective on IT and organizational culture, Information Technology & People, Vol. 8, No. 3, 43–56. Avison, D. E. and Taylor, A. V. (1996) Information systems development methodologies: A classification according to problem situations, Journal of Information Technology, Vol. 11. Avison, D. E. and Truex, D. (submitted for publication) Method Engineering: Reflections on the Past and Ways Forward. Avison, D. and Wilson, D. N. (2002) IT Failure and the Collapse of One.Tel. in Traunmuller, R. (ed.) Information Systems: The e-Business Challenge, Kluwer, 31–46. Avison, D. E. and Wood-Harper, A. T. (1986) Multiview – an exploration in information systems development, Australian Computer Journal, Vol. 18, 4. Avison, D. E. and Wood-Harper, A. T. (1990) Multiview: An Exploration in Information Systems Development. McGraw-Hill, Maidenhead, UK.
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Technology to enhance learning and teaching
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A range of supporting teaching resources is available to accompany this textbook and to aid lecturers in delivering their Information Systems Development modules. Resources for lecturers include:
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• Extra essay questions provide lecturers with a range of pre-prepared questions for tests or assessments Check the website regularly for updates and new resources.
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Technology to enhance learning and teaching
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Acknowledgements
Acknowledgements Our thanks go to the following reviewers who commented on the third edition and on our new material for the fourth edition: Antony Bryant, Leeds Metropolitan University Stephen Burbidge, University of Middlesex Umberto Fiaccadori, Lund University, Sweden Debra Howcroft, Manchester Business School Sherry Jeary, Bournemouth University Bruce Knowles, University of Abertay, Dundee Russell Pearson, University of Middlesex Christine Urquhart, University of Wales, Aberystwyth Robert Vieira, University of East Anglia Julie Williamson, Coventry University Every effort has been made to to trace and acknowledge ownership of copyright and to clear permission for material reproduced in this book. The publishers will be pleased to make suitable arrangements to clear permission with any copyright holders whom it has not been possible to contact.
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The authors
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The authors David Avison is Distinguished Professor of Information Systems at ESSEC Business School, near Paris, France after being Professor at the School of Management at Southampton University for nine years. He is also visiting professor at Brunel University in England. He is joint editor (with Guy Fitzgerald) of Blackwell Science’s Information Systems Journal now in its 16th volume. He has authored over twenty books as well as a large number of papers in learned journals, edited texts and conference papers. He is Vice Chair of the International Federation of Information Processing (IFIP) Technical Committee 8, previously Chair of its working group 8.2 on the impact of IS/IT on organizations and was past President of the UK Academy for Information Systems. He is joint program chair of International Conference in Information Systems (ICIS) 2005 in Las Vegas and has chaired several other international conferences. Guy Fitzgerald is Professor of Information Systems at Brunel University and Deputy Head (Research) of the School of Information Systems, Computing and Maths. Before this he was Cable & Wireless Professor of Business Information Systems at Birkbeck College, University of London, and prior to that he was at Templeton College, Oxford University. He has also worked in the computer industry with companies such as British Telecom, Mitsubishi and CACI Inc, International. His research interests are concerned with the effective management and development of information systems and he has published widely in these areas. In addition he has undertaken a number of cases studies in organizations that have used information systems to enable significant organizational transformation. He has also undertaken research in relation to strategy, executive information systems, outsourcing, and flexibility. He is founder and co-editor, with David Avison, of the Information Systems Journal (ISJ) from Blackwell Science.
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