Information technology is playing an increasingly integral role in the competitive strategies of many organizations. As this trend continues, it is not surprising that there is growing emphasis on the ability of organizations to plan, design and implement critical information systems. A major strategy to improve the effectiveness of these processes is the use of computer-based planning and design aids. However, there is little empirical evidence that using this technology provides a significant performance impact. One factor limiting research on the impact of technology on planning and design is the manner in which this technology has been conceptualized for measuring usage behavior. This research develops a functional model of I/S planning and design support technology that distinguishes three general functional dimensions: Production Technology, Coordination Technology and Organizational Technology. An empirical analysis is used to test the robustness of the proposed model and its ability to discriminate among current design aids in a meaningful way. Implications for the use of this model in the study of I/S planning and design processes are discussed.
Prototyping has received a great deal of attention as an important design methodology. Current support technologies for prototyping environments are typically intended to increase the efficiency of the individual system builder. We propose a broader perspective for assessing the impact of support technology on prototyping processes. In developing this perspective, we present frameworks for prototyping processes, support technologies, and development performance. Prototyping is characterized from the behavioral perspectives of individual, social, and organizational processes--each of which must be considered in assessing impacts. Support technology is characterized by production, coordination, and organizational dimensions, each affecting prototyping processes and performance in unique ways. To assess the impacts of the process-technology linkages, measures are suggested for evaluating prototyping processes and products from task, social, and business perspectives. It is proposed that the primary determinant of performance impact is the fit between the prototyping processes and the support technology used. By combining a functional model of support technology with behavioral perspectives of the prototyping process, a better understanding of the impacts of technology on prototyping effectiveness is obtained.
The impact of IS technologies on the competitive capability of the firm has increased the need for effective strategic IS planning. This paper argues that an effective strategic IS planning process must provide for (1) definition of key markets (within the firm) for IS products and services; (2) internal consistency, particularly between the strategic business plan and strategic IS plan; and (3) a means to assess the validity of the planning process. The need to establish validity is seen as critical in today's highly turbulent business environment. Results of an actual planning process are used to illustrate how assumption surfacing can be used as one means to address the validity issue.