Knowledge that Transforms

Computer decison models often provide useful results as management planning tools. However, these tools are frequently limited to firms with staffs of specialists who can assimilate the technical nature of the models. For other firms, the success of decision models such as simulation have not been demonstrated. This paper looks at recent literature regarding decision model deficiencies, evaluates selected financial simulation model packages, and suggests design needs for expanding the use of decision models to a broader range of firms.

This article presents a systematic methodology for requirements analysis in database design. The procedure begins with an interview with the user/decision maker. The responses collected during the interview are analyzed to represent, by means of a diagram, the data and processing requirements for the activity under consideration. The diagram uses two fundamental constructs, events and states, as building blocks. It depicts any temporal or causal relationships, as well as logical operators, that may be present in the process underlying the activity. The representation is compact and easy to follow. An experimental study is described to illustrate the applicability of the methodology.

This paper presents results obtained from a survey of major business firms in a large metropolitan area done as part of a telecommunications systems research project. The goal of this study involved determining the telecommunication technologies and services currently used by business firms. The results show that firms are using intelligent terminals, satellites, microwave, local area networks, etc., and they are using these technologies for electronic mail, decision support system activities, and limited use of video teleconferencing. Information resource management in most of these firms is centralized. Hands-on use of terminals by managers and professionals does not appear as widespread as commonly publicized to date.

Today managers and policy makers are confronted with an overwhelming range of choices of computer software to develop decision support systems (DSS). The authors argue that DSS language evaluation and selection should be a multi-step process involving most, if not all, of the following: End User Needs Assessment and Problem DiagnosisCritical Success Factor IdentificationFeature Analysis and Capability ReviewDemonstration Prototype DevelopmentExternal User SurveysBenchmark and Simulation TestsProgrammer Productivity and End User Orientation Analysis The objectives of each of these activities are described, as well as specific procedures for accomplishing them. In addition, the authors discuss the usefulness of a multi-disciplinary task force to accomplish the DSS language evaluation and selection process.

Critical Success Factors (CSF) [1], Application Transfer Team (ATT) [2], Business Systems Planning (BSP) [3], and Executive Application Survey (EAS) [4] are some of the more highly publicized methods used to perform requirements definition for information systems. A key element in these techniques, and often the most difficult to secure, is the total manpower commitment required to perform them correctly. These analysis methods are attractive to management, but we have not always been successful in selling those approaches to senior executives due to the time commitments they require. Requirements, Needs, and Priorities (RNP) combines the more effective concepts of CSF, BSP, and A TT with traditional requirements analysis while minimizing the time and effort required to reach project definition. The objective is to bring executive recognition of MIS needs from a maybe perspective to one of definite yes or no. This article will describe the RNP procedure and explain the components for successfully executing a study.