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Information Systems Development : Methodologies, Techniques, and Tools Index
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information systems development
methodologies, techniques & tools
4th edition
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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
David Avison & Guy Fitzgerald
information systems development
methodologies, techniques & tools
4th edition
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Information Systems Development, 4th EditionDavid Avison and Guy FitzgeraldISBN-13 978-0-07-711417-6ISBN-10 0-07-7114175
Published by McGraw-Hill EducationShoppenhangers RoadMaidenheadBerkshireSL6 2QLTelephone: 44 (0) 1628 502 500Fax: 44 (0) 1628 770 224Website: www.mcgraw-hill.co.uk
British Library Cataloguing in Publication DataA catalogue record for this book is available from the British Library
Library of Congress Cataloguing in Publication DataThe Library of Congress data for this book has been applied for from the Library of Congress
Head of Development: Caroline ProdgerSenior Marketing Manager: Alice DuijserSenior Production Editor: Beverley Shields
Text Design by Hard Lines Cover design by Ego CreativePrinted 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-HillEducation (UK) Limited. All rights reserved. No part of this publication may be reproducedor 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 notlimited to, in any network or other electronic storage or transmission, or broadcast fordistance learning.
ISBN-13 978-0-07-711417-6ISBN-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 contentsContents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
Preface. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiv
Guided tour. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvi
Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xviii
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . xx
The authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi
Part I: Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1. Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2. Information systems development . . . . . . . . . . . . . . . . . . . . . . . 21
Part II: The life cycle approach . . . . . . . . . . . . . . . . . . . . . 29
3. Information systems development life cycle . . . . . . . . . . . . . . . . 31
Part III: 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
Part IV: 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
vi Brief table of contents
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Part V: Tools and toolsets. . . . . . . . . . . . . . . . . . . . . . . . . 327
18. Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 331
19. Toolsets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361
Part VI: 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
Part VII: Methodology issues and comparisons . . . . . . . . . 565
27. Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 567
28. Methodology comparisons . . . . . . . . . . . . . . . . . . . . . . . . . . . . 591
Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 615
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 631
Brief table of contents vii
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Detailed table of contents
Contents vii
Preface xiv
Guided tour xvi
Technology xviii
Acknowledgements xx
The authors xxi
Part I: Introduction 1
1. Context 3
1.1 Information systems 3
1.2 Example information systems 4
1.3 Environment and context 7
1.4 Global economy 7
1.5 Digital economy 8
1.6 Electronic commerce 9
1.7 Non-commercial impacts 9
1.8 Change 10
1.9 Human dimension 11
1.10 Organizational aspects 14
1.11 Professional aspects 14
2. Information systems development 21
2.1 Key concepts 21
2.2 Need for a methodology 23
2.3 Information systems development methodology 24
Part II: The life cycle approach 29
3. Information systems development life cycle 31
3.1 Information systems development life cycle (SDLC) 31
3.2 Methodology 35
3.3 Techniques 36
3.4 Tools 37
3.5 Potential strengths of SDLC 38
3.6 Potential weaknesses of SDLC 38
3.7 Conclusion 43
viii Detailed table of contents
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Part III: Themes in information systems development 45
4. Organizational themes 51
4.1 Systems theory 51
4.2 Information systems strategy 53
4.3 Business process re-engineering (BPR) 62
4.4 Information systems planning 65
4.5 Stages of growth 68
4.6 Flexibility 71
4.7 Project management 74
5. People themes 79
5.1 Participation 79
5.2 End-user computing 84
5.3 Expert systems 87
5.4 Knowledge management 93
5.5 Customer orientation 96
5.6 Requirements 97
6. Modelling themes 109
6.1 Modelling 109
6.2 Process modelling 109
6.3 Data modelling 111
6.4 Object modelling 113
7. Rapid and evolutionary development 119
7.1 Evolutionary development 119
7.2 Prototyping 123
7.3 Rapid application development (RAD) 128
7.4 Agile development 134
7.5 Web-based development 145
8. Engineering themes 151
8.1 Legacy systems 151
8.2 Software engineering 152
8.3 Automated tools 156
Detailed table of contents ix
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8.4 Method engineering (ME) 158
8.5 Component development 161
8.6 Security issues 163
8.7 Database management 165
8.8 Data warehouse and data mining 170
9. External development 175
9.1 Application packages 175
9.2 Open source software (OSS) 178
9.3 Enterprise resource planning (ERP) 183
9.4 Outsourcing and offshoring 186
Part IV: Techniques 195
10. Holistic technique 199
10.1 Rich pictures 199
10.2 Root definitions 204
10.3 Conceptual models 208
10.4 Cognitive mapping 213
11. Data techniques 217
11.1 Entity modelling 217
11.2 Normalization 229
12. Process techniques 243
12.1 Data flow diagramming 243
12.2 Decision trees 251
12.3 Decision tables 253
12.4 Structured English 255
12.5 Structure diagrams 258
12.6 Structured walkthroughs 260
12.7 Matrices 263
12.8 Action diagrams 265
12.9 Entity life cycle 267
13. Object-oriented techniques 273
13.1 Object orientation 273
13.2 Unified Modelling Language (UML) 279
x Detailed Table of Contents
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14. Project management techniques 289
14.1 Estimation techniques 289
14.2 PERT charts 290
14.3 Gantt charts 292
15. Organizational techniques 295
15.1 Lateral thinking 295
15.2 Critical success factors (CSFs) 296
15.3 Scenario planning 299
15.4 Future analysis 300
15.5 Strengths, Weaknesses, Opportunities and
Threats analysis (SWOT) 301
15.6 Case-based reasoning 303
15.7 Risk analysis 304
16. People techniques 307
16.1 Stakeholder analysis 307
16.2 Joint application development (JAD) 310
17. Techniques in context 315
17.1 Introduction 315
17.2 Techniques – potential benefits of their use
and characteristics 316
17.3 Techniques impact on problem understanding:
Potential blocks to problem cognition 317
17.4 Techniques impact on problem understanding:
Visual and linguistic influences on problem
cognition 318
17.5 Applying lessons from cognitive psychology:
A macro analysis of techniques 321
17.6 A two-dimensional classification: Visual/
language and paradigm/process influences 322
17.7 Conclusion 324
Part V: Tools and toolsets 327
18. Tools 331
18.1 Groupware: GroupSystems 331
18.2 Website development: Dreamweaver 335
Detailed Table of Contents xi
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18.3 Drawing: Microsoft Visio 339
18.4 Project management: Microsoft Project 342
18.5 Database management: Access 348
19. Toolsets 361
19.1 Introduction 361
19.2 Information Engineering Facility 363
19.3 Oracle 368
19.4 Select Enterprise 372
19.5 Discussion 375
19.6 Framing influences 385
Part VI: 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) 419
21.2 Merise 426
21.3 Information Engineering (IE) 434
21.4 Welti ERP development 446
22. Object-oriented methodologies 451
22.1 Object-oriented analysis (OOA) 451
22.2 Rational Unified Process (RUP) 460
23. Rapid development methodologies 469
23.1 James Martin’s RAD 469
23.2 Dynamic Systems Development Method (DSDM) 472
23.3 Extreme Programming (XP) 479
23.4 Web Information Systems Development
Methodology (WISDM) 481
xii Detailed Table of Contents
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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) 507
25.2 Information systems work and analysis of
change (ISAC) 516
25.3 Process Innovation (PI) 526
25.4 Projects in controlled environments (PRINCE) 530
25.5 Renaissance 533
26. Frameworks 537
26.1 Multiview 537
26.2 Strategic Options Development and Analysis
(SODA) 549
26.3 Capability Maturity Model (CMM) 551
26.4 Euromethod 558
Part VII: Methodology issues and comparisons 565
27. Issues 567
27.1 What is a methodology? 567
27.2 Rationale for a methodology 570
27.3 Adopting a methodology in practice 572
27.4 Evolution and development of methodologies 576
28. Methodology comparisons 591
28.1 Comparison issues 591
28.2 Framework for comparing methodologies 597
28.3 Comparison 604
Bibliography 615
Index 631
Detailed Table of Contents xiii
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xiv Preface
PrefaceInformation 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.
MG12454 prelims.qxp 2/2/06 14:50 Page xiv
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.
Preface xv
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Guided tour
xvi Guided tour
Par t introductions
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.
Themes in information systems development 47
Diagram 1: Modelling Themes ‘Road Map’ (shows relationship between themes and techniques, tools, and methodologies for the modelling theme)
PART IIIROAD MAP
CHAPTERS ANDSECTIONS
PARTS
Part IIITHEMES
Part IVTECHNIQUES
Part VTOOLS
Part VIMETHODOLOGIES
Chapter 6
Chapter 12 Chapter 11 Chapter 13
Chapter 18 Chapter 19
Chapter 20 Chapter 21 Chapter 22
Processmodelling
Data flowdiagrams
Entitylife cycles Matrices
Entitymodelling
Objectorientation
UMLNormaliz-ation
Actiondiagrams
Structurediagrams
StructuredEnglish
Decisiontables
Decisiontrees
Visio Select
STRADIS YSM SSADM Merise IE OOA RUP
Datamodelling
Objectmodelling
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.
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 organiz-
ations 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 direc-
tion 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
many strategic systems, or systems
that have helped to provide com-
petitive benefit, have in fact been
based on enhancements and redi-
rection of existing systems rather
than the construction of totally new
ones. Where this can be achieved it
obviously provides a head start and
potentially a reduction in the cost
and lead times for developing stra-
tegic systems. An example is the
telephone banking system of First
Direct in the UK which built a stra-
tegic telephone interface system on
top of the existing traditional retail
Chapter 4 Organizational themes 61
Figure 4.4: Earl’s multiple methodology (adapted from Earl, 1989)
Approach Top- Bottom-up Creative down
Techniques CSFs Audit SWOT grid Five forces
People Senior Users/ Technical business managers Professionals Line champions
Businessobjectives
Currentsystems
ITopportunities
IS strategy
Figure 4.5: Current system audit grid
Technical quality
Current
Low
Divest Move
EnhanceMove
Low
High
High
Businesscontribution
Key terms
New terms and key words are highlighted in bold
throughout the chapter as a useful reference for
learning new terminology.
4 Organizat iona l themes
4.1 Systems theory
In 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 defi-
nition 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.
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 infor-
mation 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
MG12454 prelims.qxp 2/2/06 14:50 Page xvi
Guided tour xvii
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.
Summary• Systems theory has had widespread influence in
information systems work. It suggests a holistic
approach to viewing organizations rather than a
scientific approach.
• Informationsystemsstrategy isaboutthewayinwhich
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 rev-
enues, greater functionality, better products and
services, improved presentation or image, improve-
ment to the organization’s competitive positioning,
etc.togaincompetitiveadvantage.Theoverallaimisto
emphasizeeffectivenessratherthanmerelyefficiency.
• Business process re-engineering is the fundamental
rethinking and radical redesign of business processes
to achieve dramatic improvements in critical, con-
temporary 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 manage-
h bl h h h
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.
Fur ther readingCadle, 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 man-
agement 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 under-
standing business processes and business process modelling,
Information Systems Journal, Vol. 10, No. 2, 105–129.
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.
Bibliography
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.orgACS (2005) www.acs.org.auAdams, 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 withinbusiness organizations, suggesting that the real problems associated with information systems arehuman, 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.htmArgyris, 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, Addison-
Wesley, 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.pdfAvison, 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: Aclassification 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 systemsdevelopment, 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.
Bibliography 615
Review questions
These questions focus on important ideas that have
emerged in the chapter and encourage you to review
and apply the knowledge you have acquired.
Questions1. In what ways are the themes of this chapter ‘organiz-
ational’? What links these themes and what separates
them?
2. What is ‘strategic’ about strategic information systems?
3. Discuss why business process re-engineering has been
softened or toned down. Do you think this change has
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.
MG12454 prelims.qxp 2/2/06 14:50 Page xvii
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xviii Technology to enhance learning and teaching
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:
• PowerPoint Presentations prepared by the authors to help academics to deliver week by
week lectures using artwork from the textbook
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or assessments
Check the website regularly for updates and new resources.
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AcknowledgementsOur 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.
xx Acknowledgements
MG12454 prelims.qxp 2/2/06 14:50 Page xx
The authorsDavid 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.
The authors xxi
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