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| Untersuchte Arbeit: Seite: 93, Zeilen: 1-3, 8-10, 13-14, (17-26) |
Quelle: Lucas 1999 Seite(n): 32, 33, 47, Zeilen: 32: 16 ff., 31 ff.; 33: 1 ff.; 47: 4 ff. |
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| While not excusing cost and time overruns, the prudent manager should factor their likehood [sic] into any return on investment calculations (Lucas, 1999: 32).
[...] According to Weill (1990) not every IT project is successful because management does not always take advantage of the opportunities that such an investment provides. [...] Conversion effectiveness measures the ability of an organization to convert its IT investments into working applications. [...] [Lucas (1999) stated many variables that determine conversion effectiveness. He believes that a failure on any one of the parameters listed below can doom the projects, even if every other aspect of development is successful. The variables he quotes are: (1) Size and scope of project, (2) Amount of unknown technology involved, (3) Project management, (4) Support and encouragement of managers, sponsorship, (5) The urgency of the problem/opportunity addressed by the technology, (6) Norms in the organization, (7) User commitment and involvement, (8) Technical development environment, (9) Quality IT staff, (10) Strength of project team, (11) Level of expertise of participants, (12) Type of technology employed, (13) Type of application, (14) Amount of custom code written, (15) [Nature of packaged software included, (16) Use of external consultants, (17) Degree of understanding between users and developers, (18) Presence of a project champion, (19) Senior management involvement, (20) Amount of organizational change required, (21) Threat to existing personnel, vested interests, (22) User’s view of the quality of the system.]] Lucas, H. 1999, Information technology and the productivity paradox: Assessing the value of investing in IT, Oxford University Press, New York. Weill, P. 1990, The relationship between investment in Information Technology and Firm Performance: A study of the valve manufacturing sector, University of Melbourne, Graduate School of Management, Parkville, Victoria. |
While not excusing cost and time overruns, the prudent manager should factor their likelihood into any return on investment calculations.
[...]
[page 33]
There are many variables that partially determine conversion effectiveness. A failure on any one of the items listed above can doom a project, even if every other aspect of development is successful. [page 47] Conversion effectiveness measures the ability of an organization to convert its IT investments into working applications. Not every development effort is successful, and management does not always take advantage of the opportunities that an IT initiative provides. Weill chose to measure conversion effectiveness in this study by ratings of top management commitment, experience with IT, user satisfaction, and the turbulence of the internal political environment. |
The source is given twice, but no quotation marks are used. The last paragraph is only documented here, but conservatively not considered in the statistics. |
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