Successes And Failures Of Executive Information Systems

Successes And Failures Of Executive nurture SystemsThe Executive Information Systems (EIS) was lining a spirited risk of failures, these estimates 70% of the failures. Organizational psychological, technological and educational issues pull the carrying into action of the scheme difficult. Although it was an EIS but on that point were only(prenominal) little drug users of decision substantiaters and the majority of the executives never rate the EIS advantages highly. The majority users of the constitution be mettle perplexity level. Based on this fact, implementation victor stomachnot be taken for granted. The failure and advantage of other(a) strategy cannot be employ to EIS. More memorial tablets atomic number 18 training EIS and their derivatives and this make the brass chief(prenominal). But there is less additional research intimately EIS although the model of critical success factors (CSF) for EIS already exists 10 years. thither do not establish each prove that show CSFs atomic number 18 universal in the application in different situation.System successThere atomic number 18 some difficulties to draw musical arrangement success. Based on combination suggestions from many researchers, the article researchers had chosen 5 evaluation creations and introduce with the explanations.Access the EIS is do available and users be given access to the systemThe development squad should make the system available for the entire user.Use the EIS is used by the intended usersIf the system cannot provide any benefit to the users, the system is facing failure. The development group similarly needs to make current that EIS is using by the voltage users.Satisfaction users argon fulfill with the EISThe satisfaction of user is important. If the user is satisfied with the system, it means the system victorious.Positive impact the EIS has positive impact the executive and the organizationIf the system can bring benefits to the use r then the system is success.Diffusion the EIS tends to spreadThe number of users also can show the successful of EIS. When an EIS user gains impact from the system, he pass on promote it to other colleagues. This give increase the number of users of EIS.CSFs re linear perspectiveedBased on Rocket and DeLong (1988), they had mentioned that there atomic number 18 8 areas that appear to be the important factors to EIS success. Other researches prove that the factors depart enchant the EIS success and the researchers add on 2 factors that will influence the EIS success.Committed and certain executive sponsorThe committee that invests judgment of conviction and safari in development of EIS will take over more understanding ab forth the capability and limitation of the system.Operating sponsorThey need to shake up in operation(p)(a) sponsor to end the details of implementation from the user side to supplement the executive sponsor. becharm IS staffSenior executive need a q uality staff to support the IS. This can make sure that the nip contendment can interact with supporting staffs to make the system success.Appropriate technologyThe acceptance of system is based on the choice of ironware and pianoware. The specific tout ensembley designed product has solved the problem of neglect of computer hardware and software.Management of infoThe versed and outside(a) sources, ability to access the selective nurture are the issues in system development. Some factors will block the implementation nurture systems (IS) for executives.Clear splice to short letter objectivesThe system must have a clear link to melodic phrase objective and clear benefits in using the technology. The system must provide something that other system does not have in order to add judge to the entropy.Management of organisational protectionThe political resistance is the factor that causes failure in using system. The reason is because executive can change information and shift the superpower inside the lodge.Management of system developing and spreadThis is to fulfill the users use up and unwraping all the needs of user and take it into account when expend the system.evolutionary development methodologyEvolutionary development methodology find the behavior on how the system can give value to the executive, and keep the executive hopefully and aware of the give.Carefully particularised information and system requirements touch the executive need is the key of successful system.MethodologyThis research analyze the basic EIS success model. This model shows that CSFs will influence the system success. To place the 10 CFSs, the researchers study the six Hong Kong organizational object lessons. The researchers used guinea pig to face interview. They used a series of in the flesh(predicate) interviews with the key person in organizational. The questionnaires include open-end questions, and all the questionnaires send out in the first place the interview. This was to make sure all the interviewee would provide more information. There are two sets of questionnaires company still using the system and company stop using the system.Results later the resultants for all six organizations were analyzed, three success nerves emerged (Major railway, international airline and wellness care supplier companies), two failed cases (Utility and shipping companies) and one open case (Large University).The two failures cases are categories as true failures by the decision to revoke the EIS and deficiency of benefits derived by the firm. The unresolved case was happen where the system was rattling used, but it has no met its initial expectation, only a small split up of its functionally, the benefits were not conceive and that no future expansion plan were planned.There are ten CSFs. The first one is a committed and informed executive sponsor. In success cases, top management always ensures resources and political support, provide s ubscribe toion and feedback, keep constant pressure on EIS body of work out team and communicate strong and put continuing interest to the EIS developers and data providers. In unresolved case the president applies hands off rise to manage EIS project but he ensures the resources support mandatory for EIS. However, the failed case never set deadlines for EIS project and faced loss on sponsorship later loss of interest and direction from top management.The second CSFs are an direct sponsor. In success cases, operating manager have commit resources and snip, come in and promote and help match business needs with technological capabilities. In unresolved cases, operating manager has handling day to day issues of development and translates users needs to design team. However, in failed cases, no clear single operating sponsor role are assign so the top management operating focus cannot be communicate to users.The third CSFs are set aside IS staff. In success cases, companies app lied team turn upes which include external advisers, sponsors and data providers. In unresolved cases, inner staff confronted problem after external consultant left, company not have enough competence internal staff. Companies cannot development new EIS to meet users new requirements. However, in failed cases, there are no inheritor after the departure of IS staff. Company staffs are lack experience with EIS development. External consultants are lack understanding of the executive environment.The quaternary CSFs are appropriate technology. In success cases, the capability, capacity and response time of technology are pleased with users. Vendor-supplied EIS software is used and a custom system is developed in management. The system supports for rapid screen design and maintenance. Users are pleased with it because this system is ease to use, always updated with new user needs and it is more flexible and faster. In unresolved case, users are facing the problem with accessing the s ystem as there are complicated and ho-hum response time. However, in failed cases, management felt difficult to write their throw software as there is no prototype provided and need a long time to build the system.The fifth CSFs are management of data. entropy that produced by system is in novel format consists of hard and soft data, internal and external data which add value to existing reports. entropy are timely, accurate, reliable and consistent. Manager will verify the feasibility of obtaining information before committing to incorporate into EIS. In unresolved cases, duplication of works is occurred. info are not being updated and incomplete in system. Moreover, they do not provide external data too. In failed cases, manager unable or taken a long time to obtain information for EIS. information are not provided on time and presented in desired formats. gemination of works is occurred too.The sixth CSFs are clear link to business objectives. For success cases, managemen t is able to identify the key performance indicator, focus on business opportunity and then define the benefits by using EIS. They will define the critical success factors before the commencement of EIS project. For unresolved cases, value of EIS clearly defined and linked directly to users information needs. However, in failed cases, EIS do not have clear link to business objectives as executives are undervalued the importance of EIS. In succession, they do not convey clearly the objectives and benefits of EIS to users.In the seventh CSFs, it converse about management of organizational resistance. There are few reasons make the factors successes which are EIS developers report that organizational resistance is not significant, majority of users are willing to use the system also make the factors success, resistance is handled by education and negotiation and relief which make IT is an important tool to help staff achieve business objectives. On the other side, there are some reaso ns make the factors pass away unresolved case. First, resistance is found initially due to the unfriendly user interface and loath response time. Second, resistance is less since training is provided and the technology is enhanced. accordingly, the reasons make the factors fails are data providers and middle management do not cooperate with the EIS project manager. There is also no action to manage the resistance. Corporate horticulture is not ready for the EIS and reluctant to embrace the technology also make the factors fail.After that, in the eighth CSFs which is good management of system evolution and spread. To be success in EIS new modules or refinements and enhancements are carried out following their comments. Then, new features and functions are added to meet increasing user requirements and also they are also encouraging user participation to express their needs. The reasons of no evolution due to the inadequate human resources and EIS cannot be enhanced chop-chop eno ugh to capitalize on the newfound requirements make the case become unsolved. If there is no planning for EIS spread and evolution is not made to respond to users needs make the case fails.In the ninth CSFs, it debate about the evolutionary or prototyping approach. Without using evolution or prototyping sexual climax make the case become unresolved. If the user only using prototyping approach without using evolution approach then it would make the case fails.Then in the tenth CSFs, it discusses about information and system requirements are conservatively defined. The factors which help to achieve the EIS succeed are defined a view of what EIS is intended to achieve, review the existing management reports, interview executives and personnel who work for executives, the design is capable of run across the requirements of different executives, arrange on-site meeting with EIS users at each issue for meeting the information requirements of each output manager, ask personnel who sup port management and encourage users to devote time to try the EIS prototype. For some unsolved case, the users just review the existing reports to define information requirements and not carefully defined real users needs. Then, reasons like executive cannot devote time to the EIS project, information and system cannot be clearly defined, unable to articulate information requirements, users do not have time discuss with consultants and external consultants have problems to understand users needs because of a lack of familiarity with the business make the case fails also.DiscussionThe three success cases seem to manage the CSFs well but the other two cases fails to do so. A well-managed of meta-CSFs can either result in a good or faulty way. However, without such CSFs, it increases the difficulty in identifying the success and failures in an EIS. It was uncertain to identify the meta-CSFs as only six cases are analyzed. However, based on the analysis, the unresolved case, even thoug h that had well championship from executives and operating sponsors, they miss the unfathomed factor. This refers to the resources of the people, financial and appropriate technology. Another factor that influenced the unresolved case is the link to business objectives. Executives have a strong orientation but expressage time to search for benefits. System with clear benefits demonstrated, linked to business objectives, and has a high user acceptance. Temporal consideration is reflected as strong sponsorship of resources before EIS is launched. Little usage is achievable if the system cannot establish clear benefits.The two failure cases provide some evidence of the critical failure factors zealous in failing the EIS, top management prefer in form-only(prenominal) personal reporting, fear of losing influence by the employees, uncooperative data provider and middle management with EIS project manager and unprepared corporate culture. Both failed organization apparently implemente d the Chinese management system. The characteristic of this management is that all strategic and major personnel decision is made by the owners and direct supervision of work and personal reporting rather than formal information system. Critical failure factors are different from the CSFs clear link to business objectives and management of organization resistance. Management system weighted the peoples experiences and beliefs rather than formal written rules for the sake of the organization, may be opposed to business objectives. besotted opposition causes the failure of the IS or vice versa. Mismatch of IS with the organizations management system should be differentiated from normal organization resistance to avoid fear-based culture. However, in these two failure cases, the existence of letting the system fail is higher than the success of the system.ConclusionUnderstanding system failure and success is important. The on-line analytical processing (OLAP) associated with the EIS t rend is a way of looking beyond transactions to forces driving them. It helps organization to have accurate forecast sales to have better planning in inventory, production, advertisement expenses and product pricing. In this study, Rockart and Delongs application of the eight CSFs and the additional of two factors are confirmed. Hence, it is important to have championing, resources and system link to business objectives. Unsuccessful system may result from disagreement with management system. Organizations that translate the needful information with business goals to a good system are likely to success than solving problems with an IS. student ExpectationsIn this case, EIS is not function perfectly because there is limited functionality, high implementation costs, less reliable and less secure data.IS project team should give pressure to the company as they are creating and maintaining the system, to receive resources that should have been received. This means that resources will be received at the time when it is needed and not after.The encouragement by the IS staff is important after the system has been done (creating/maintaining) as they need to demonstrate the benefit in wizard of it ease in accessing the system and so on. Less time is needed to produce information that is needed as time is gold to the executives. congruous and specific training shall be given by external consultants to internal IS staffs, especially when a new system was created. This is to make sure that are a backup of the system in case external consultant leave.Nowadays, there is a lot of business systems which are more profitable compare with EIS. For example, International Business System (IBS), which is a leading provider of distribution management solutions. IBS focuses on industries such as automotive, electrical components, newspaper publisher packaging, pharmaceutical distribution and so on.