E. Wainright Martin Carol V. Brown Daniel W. DeHayes Jeffrey A. Hoffer William C. Perkins MANAGINGINFORMATIONTECHNOLOGY FIFTH EDITION CHAPTER 13 FACILITATING U SER C OMPUTING

© 2005 Pearson Prentice-Hall Chapter T HE E MERGENCE OF U SER A PPLICATION D EVELOPMENT Page 441 Figure 13.1 Primary Drivers for End-User Computing Why end-user computing?

© 2005 Pearson Prentice-Hall Chapter T HE E MERGENCE OF U SER A PPLICATION D EVELOPMENT Page 442 System backlog – the systems development requests by business users that members of the IS organization are not currently working on

© 2005 Pearson Prentice-Hall Chapter U SER- D EVELOPED V ERSUS IS - D EVELOPED A PPLICATIONS Page 442 How should you decide?   Understanding the potential advantages and disadvantages of each

© 2005 Pearson Prentice-Hall Chapter U SER- D EVELOPED V ERSUS IS - D EVELOPED A PPLICATIONS Page 442 Figure 13.2 Potential Advantages and Disadvantages of User-Developed Applications

© 2005 Pearson Prentice-Hall Chapter U SER D EVELOPMENT M ETHODOLOGY Page 445 Assessing the Application Risks Figure 13.3 Application, Tool, and Developer Characteristics Factors to consider

© 2005 Pearson Prentice-Hall Chapter U SER- D EVELOPED V ERSUS IS - D EVELOPED A PPLICATIONS Page 445 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 Application Characteristics

© 2005 Pearson Prentice-Hall Chapter U SER- D EVELOPED V ERSUS IS - D EVELOPED A PPLICATIONS Page 445 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 Tool Characteristics

© 2005 Pearson Prentice-Hall Chapter Page 446 Figure 13.4 Extent of Interconnectedness (Adapted from Huff, Munro, and Martin, 1988)

© 2005 Pearson Prentice-Hall Chapter U SER- D EVELOPED V ERSUS IS - D EVELOPED A PPLICATIONS Page 446 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 Developer Characteristics

© 2005 Pearson Prentice-Hall Chapter U SER D EVELOPMENT M ETHODOLOGY Page 447 (Based on Panko, 1989) Figure 13.5 Guidelines for Choosing the Development Approach Guidelines for Choosing

© 2005 Pearson Prentice-Hall Chapter U SER D EVELOPMENT M ETHODOLOGY Page 448 User Development Guidelines Figure 13.6 Questions to Guide User Developers (1 of 2)

© 2005 Pearson Prentice-Hall Chapter U SER D EVELOPMENT M ETHODOLOGY Page 448 User Development Guidelines Figure 13.6 Questions to Guide User Developers (2 of 2)

© 2005 Pearson Prentice-Hall Chapter U SER D EVELOPMENT M ETHODOLOGY Page 448 User Development Guidelines Also to be considered:   Data recovery needs   Documentation   Testing process   Automatic audit features   Separate audit programs (especially for spreadsheets)

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 451 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

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 451 Figure 13.7 Framework for Leveraging End-User Computing (Based on Brancheau and Brown, 1993)

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 452 Strategies for End-User Computing Figure 13.8 End-User Computing Strategies Common starting point for most in the 1980s

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 452 Strategies for End-User Computing Figure 13.8 End-User Computing Strategies Invest heavily in end-user computing but little formal controls

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 452 Strategies for End-User Computing Figure 13.8 End-User Computing Strategies Invest in user computing slowly with specific controls and restrictions in place

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 452 Strategies for End-User Computing Figure 13.8 End-User Computing Strategies Most mature approach – Start with small investments and few controls, then increase both over time

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 452 Centralized Support (Information Center) Approaches Information center (IC) – a centralized support unit for managing end-user computing activities that typically began in 1980s

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 454 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

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 454 IS/Business Partnering Approaches Figure 13.9 Reactive Stage One vs. Proactive Stage Two Support Roles

© 2005 Pearson Prentice-Hall Chapter Page 454 Support Services to Facilitate User Computing: Figure Common Support Services

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 454 Supporting end users also involves:   Preparing them for new software releases   Retraining   Refitting end-user workstations Common Support Tactics

© 2005 Pearson Prentice-Hall Chapter Page 456 Common Control Tactics Figure Common Policies and Procedures Sample Policies and Procedures

© 2005 Pearson Prentice-Hall Chapter S TRATEGIES AND T ACTICS FOR M ANAGING U SER C OMPUTING Page 456 Other control issues include:   Use of peer-to-peer or file-sharing applications Can slow down internal networks Create major security problems   Blocking unwanted Common Control Tactics

© 2005 Pearson Prentice-Hall Chapter S PECIAL C ASE: S UPPORTING T ELECOMMUTERS Page 457 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

© 2005 Pearson Prentice-Hall Chapter S PECIAL C ASE: S UPPORTING T ELECOMMUTERS Page 458 Personal benefits to telecommuters:   More productive   Increased workday flexibility   Improved work/life balance   Easier accommodation of communications across time zones

© 2005 Pearson Prentice-Hall Chapter S PECIAL C ASE: S UPPORTING T ELECOMMUTERS Page 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

© 2005 Pearson Prentice-Hall Chapter S PECIAL C ASE: S UPPORTING T ELECOMMUTERS Page 459 Figure Six Leadership Secrets for Managing Remote Workers (Based on Kostner, 1996)