Some Information Systems Research Trends over the Past Decade

In order to gain an understanding of the recent evolution and the current state of information systems (IS) development research, three sub-topic areas within IS development, were examined: IS development methodology, IS architecture, and IS design and modeling. Relevant papers were selected from the Association for Information Systems (AIS) basket of eight journals. Using these articles, an empirical method based on author keywords was used to identify categorical research trends in each of the three areas. Research trends observed in each of the categories over the past decade are discussed

Just enough structure at the edge of chaos: Agile information system development in practice

Agile information systems development is not well understood and suffers from a lack of sustainable theories, which are based on empirical research of practice. We use a framework that focuses on the ‘edge of chaos’ as the area, where agile information systems development takes place to fill in this gap. Our study identifies for a concrete project under investigation, where the beneficial balance between stability and instability lies. It discusses the circumstances, which influence this balance and the relationships of the elements, which constitute it

47P. Understanding Agile Software Development in Practice

Over the last ten years Agile Software Development (ASD) has received much attention from researchers and practitioners as an approach for dealing with change. However, the proper application area and the use of a mixed - agile and traditional, more plan-driven -approach are still much debated. In this paper, we report from a mission critical project that was considered agile by the involved staff, but which actually employed a mixed agile and plan-driven strategy. We introduce a framework, which allows for (1) descriptive analysis of the project, (2) its discussion against the agile values as presented in the agile manifesto, and (3) a comparison of findings to Complex Adaptive Systems (CAS) theory. We contribute to the debate with rich insight about: which work practices were applied in practice? which of the applied work practices were agile and/or which were more plan-driven in nature? and which of the applied practices fit with CAS theory and/or with a more plan-driven perspective? The analysis of our case shows that some of the agile practices were used in a way that supported both agile values and a traditional focus on processes, documentation, and planning. Moreover, certain traditional practices were in line with CAS theory, while some agile practices fit both CAS and traditional concepts. We suggest that to understand ASD in practice it is relevant to investigate how the applied practices are actually used in the particular case and that the agile manifesto and CAS theory are useful, complementary lenses for doing so

A Process Model of Co-Creation as an Approach to Information Systems Development

This paper investigates the development of a digital game on a social media platform which involved primarily youths as co-creators. We applied a process model for crowdsourced development as a framework to understand information systems development (ISD) as co-creation in a not-for-profit environment. Using innovation theory we further discuss why co-creation fostered the co-creators to successfully carry out the investigated project. On this background, we provide lessons learned for practical use

SYSTEMIC POWER, DISCIPLINARY AGENCY, AND DEVELOPER–BUSINESS CLIENT RELATIONS

This paper presents Hardy’s multi-dimensional model of power and illustrates its application to the field of IS. Findings from a case study of developer—business client power relations within a large financial institution are presented. Our findings indicate that from the developers’ perspective, the client exercised near complete control, with developers unwittingly playing a cooperative but submissive role. Our study makes two principal contributions. First, we combine Hardy’s (1996) multi-dimensional power framework and the principles of Pickering’s (1995) version of disciplinary agency to propose why the developer was compliant in this scenario of power inequality. Second, we examine how a development methodology helped convey symbolic and disciplinary power. By doing so we gain rich insight into how meaning power, and the power of the system institutionalised within the methodology, can constrain the actions of developers

An Evolutionary Perspective on Control in IS Development Projects

Projects in the field of Information Systems Development (ISD) are particularly prone to failure because they are complex in many respects. To increase success of ISD projects, researchers and practitioners usually recommend the implementation of control. The traditional view on control involves two parties: a controller executing control and one or more controllees being controlled. To better understand why control effectiveness has not significantly improved over the last decades, this paper gives a chronological overview of existing literature on ISD project control. We find that so far, research has been strongly focusing on controller related aspects such as the creation of control portfolios. This, however, neglects that the effectiveness of control is highly dependent on the controllees’ perception and willingness to actively commit to implemented controls. We argue that a more holistic understanding of the controllee perspective on control is needed and discuss implications for theory and practic

Knowledge-based Practices for Managing the Outsourced Project

The management of outsourced information systems development (ISD) projects is both complex and problematic due to the type of outsourcing arrangement, the nature of the work that is outsourced, and the relationship between the vendor and client. Moreover, outsourced projects are conducted in an unstructured environment with divergent organizational expectations. Existing project management techniques and methodologies may not be sufficient to resolve such complexity, and project management needs to encompass knowledge-based aspects of management. Knowledge-based practices (KBPs) are directed to exploring, understanding and making sense of complex situations, sharing that understanding and using that understanding to inform actions to resolve that complexity. These KBPs need to be explicitly included in an expanded repertoire of project management techniques. In this paper we explore how KBPs facilitate the conduct execution of an outsourced ISD projects through a case study in a large Australian federal government department. Our study shows how KBPs operationalize and formalise a knowledge-based approach to project management for the successful delivery and management of outsourced projects. Significantly our study shows that KBPs are not only used within the project boundary but are also applied outside of the project boundaries boundary to address project complexity at a broader, strategic organisational level