IS Quality

6 Feb

Information Systems (IS) Quality
Information System at work!

Information Systems (ISs) Quality cannot be discussed in isolation of the factors that lead to the failures of Information Systems (ISs) in Organisations. However, common sense tells us that for a medical doctor (medical practitioner) to prescribe possible remedies or cure for an ailment or disease, the fundamental procedure is to first of all conduct (carry out) a medical diagnostic procedure (analysis of the problem) of the said ailment or disease in order to form a judgement for the right prescription. Using the same approach, we can now identify or prove the Information Systems’ (ISs) Quality by first, identifying the factors orchestrating the Information Systems failures in Organisations and Firms, and various ways to prevent them from occurring. I therefore, have to draw from my observations on the video production published in the YouTube website by Dr. G. Harin Dranath (18-02-2010). Dr. Harin Dranath is a Senior Lecturer in Management Information Systems, and the Director of Programmes for External Students studying MBA at Hong Kong University (HKU) SPACE Royal Holloway, University of London.
Although, I have made, analysed, and concluded these observations since last Wednesday 30th January 2013 but not published yet, I recognise my colleague ronnoc90 blogging on IS Success, for sharing a similar view with me by publishing the same video on his blog site. Notwithstanding this earlier publication, I would like to further express my observations from the video while narrating my personal view points on the subject matter.
Information Systems (ISs) is usually faced with numerous challenges in every organisation where it is being implemented, in most cases, management fail to identify or recognise the many benefits (outputs) derived from implementing IS in their organisation, rather, they focus more on the Firms’ resources inputs in IS implementation. According to Dr. Harin Dranath (18-02-2010), Information Systems fail for the following reasons; problems associated with the system design, absence of data integrity, user related issues, cost concerns, operational problems, and above all, poor fit to the organisational processes or structures. He further stated that there are more fundamental issues militating against IS success in organisations. In his opinion, for business value, Firms need to implement IT that is business facing. Also, Firms need to keep negotiating faith with their business goals, hence, what matters most is how Firms conceptualise their Information System as a tool to achieve efficiency or effectiveness. He believed that with incremental innovation, and business model which is capable of exploiting technology for business impact, Information System can aid Firms to achieve a strategic differentiation. To achieve effectiveness, we need to see Information System as more than Information Technology.
He concluded by saying that, IT matters, but people, management, and innovative business management matter more. However, IS can succeed if we put people, user, and process at middle of decision-making, we must also think of IS as social systems in which people interact constantly with technology.
From my analysis of Dr. G. Harin Dranath’s point of view, I am of the opinion that, with the use of “gut instinct combined with intuitive decision-making”, also by putting people, user, IT artefacts, and process in the course of implementing Information System in an Organisation, IS value will be positively realised. Above all, to achieve Information Systems’ positive value and success, accuracy of data must be guaranteed for analytical purposes.

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