When Developing A New Computer System,
Review All Workplace Processes

9-5-97
Philadelphia, Pa. - The next time a company undergoes a major information systems upgrade, corporate executives should consider it more than just rolling out new computer technology, advises a Penn State professor.

Building an information system is, in fact, is a rare opportunity for organizations to examine current assumptions and standard operating procedures -- processes that can boost productivity and profits, argues Dr. Eric Stein, associate professor of management information systems and management science at Penn State's Great Valley Graduate Center in suburban Philadelphia, in a recent research article in the Journal of Management Information Systems.

The article was co-authored by Betty Vandenbosch, the Lewis-Progressive assistant professor of MIS in Case Western University's Weatherhead School of Management.

"Systems professionals, executives and managers need to realize that building an information system is not the only benefit of systems development; it provides a rare opportunity to reflect and to learn," says Stein. "It's incredibly important when you build something to make the most of the process, and to learn from your efforts. The castle you build may be incidental to the journey."

Before beginning systems development, an organization's leaders should adopt a "big picture" view of the project, not simply defining it in technical terms, the researchers suggest. For instance, employees who will use the new system, as well as managers with expertise in specific areas, should be encouraged to vigorously discuss and defend their needs and requirements of the system-to-come.

Other ways to capitalize on systems development include viewing conflicts as learning opportunities and not attempting to minimize heated discussions on organizational issues, says the Penn State researcher.

"Although we are generally taught in organizations to avoid emotional discussions, this isn't the time to follow that school of thought," says Dr. Stein. "By hashing processes out simultaneous to the actual system development, organizational practices have a far better chance of producing change for the better."

It's also critical for those most involved in new system development to invite frequent feedback by other employees throughout all stages of development. Such openness will maintain and promote organization-wide buy-in to the project, the professors say. Further, it's risky to withhold information from colleagues in an effort to manipulate or control the systems development process.

"When people are forced to reflect on how they undertake their work in order to explain how to automate it, they have the opportunity to modify their understanding of how their work processes can be improved," Stein and Vandenbosch write.

The article also provides case studies of three corporations that underwent systems development, showing how attitudes and communication during the process affected organizational performance.

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CONTACT:
Nancy Crabb (610) 648-3276 (phone) nfholland@psugv.psu.edu (email)