Year 2000: A Reality Check

The paper examines the risks, cost, size, implications, and likely outcomes of the Year 2000 or Y2K Problem, as well as the lessons learned, opportunities, and silver linings of Y2K projects. The MIS academic community has largely missed a unique opportunity to be relevant to practitioners as well as our communities. Fortunately, it is not too late since knowledgeable and rational voices are needed to help communities, and the people and enterprises in them, intelligently deal with the challenges of Y2K. Strangely, in spite of billions of bytes of data about year 2000 problem appearing each week, we still know surprisingly little about the reality of the Y2K risks we face. And there is little chance that a complete assessment of even the greatest risks faced by our enterprises and communities can be made, let alone repairs completed. Then there are the global risks of Y2K, and the thorny fact that most Y2K risks are beyond our direct control anyway. So what can ethical, conscientious, and concerned MIS professionals do about this situation? How can we help our communities reduce risks, appropriately plan for contingencies, and quickly manage failures? With only a few months to go, this may be the last chance we have to be relevant, enhance our collective credibility, and genuinely help improve IS practices

The Year 2000 Problem: An Ethical View

After years of avoidance, many organizations are struggling to make their computer systems year 2000 compliant. There is little question thatmeeting the year 2000 challenge is important from a business perspective since the survival of organizations may depend on it. However, a second, more neglected concern is whether system developers and their organizations have an ethical obligation to address the year 2000 problem. This paper examines three codes of ethics for information systems professionals to draw conclusions about this issue

Process oriented approaches in enterprise architecture for business-IT alignment

Business-IT Alignment (BITA) has been an issue for researchers of Information and Systems Technology (IST) area for the last three or four decades. Many authors refer to BITA as a concern subject of IST managers, in what regards its achievement, but also its maintenance. Nevertheless, all approaches seem to be time and resources consumers, contrary to what would be desirable nowadays: achieve and maintain BITA quickly, efficiently and sustainably. Enterprise Architecture (EA) construction, as a way to BITA, especially when a Business Process Management (BPM) approach is used, a list of best practices should be obtained. Using Case Study methodology, with a data set content analysis, this paper intends to highlight benefits of using it, in process oriented approaches' to EA construction aiming BITA. Besides contribute to EA construction using process oriented methodologies, it is also important to consider the contribution to the Academy, with the scientific knowledge' increase in this area. And also the contribution to both involved consultancy companies, as well as to the organizations, in this case Municipalities, deserves attention: organization's processes are improved and real problems can be solved.info:eu-repo/semantics/publishedVersio

Organization Size, IT Capabilities, and EA Perceptions: Dark Clouds on the ERP Horizon?

The relationship between enterprise architecture (EA) and enterprise resource planning (ERP) systems can be a synergistic one, leading to improved organizational and IT capabilities, practices, and mission success. However, in examining this relationship, organization size must be considered since it plays an important role in influencing the success of these enterprise initiatives. This paper analyzes the responses of IT professionals to the SIM Information Management Practices Survey and discusses the relationship of organization size to the EA and ERP relationship and to IT capabilities within organizations

Enterprise Architecture: Charting the Territory for Academic Research

The concept of Enterprise Architecture (EA) has long been considered as a means to improve system integration and achieve better IT-business alignment by IT professionals. Recently, the subject gained significant visibility by IS academics. In this paper we provide an overview of existing EA research and practice and present key functions and benefits of EA as seen by IT professionals based on the results of the SIM Information Management Practices Survey. We then identify and discuss directions for future research, including the development of EA definition and nomological net, as well as development of theoretical propositions regarding EA business value

Electronic Data Interchange: Guidelines for Development, Implementation, & Use

Electronic Data Interchange (EDI)provides new and expanded methods for communications between business partners. EDI is the inter-organizational transmission of business transactions in a standard format. With EDI, companies can bypass the traditional methods of sending physical documents, and instead send electronic ones. EDI is a form of communication that promises increased productivity. The original aims of EDI were to reduce cycle time and replace paper with electronically transmitted documents between trading partners (Figure 1). But, the contribution of EDI to business has grown beyond the goals of paperless high-speed communications. EDI is transforming entire industries. ATM networks and electronic-funds-transfer systems have altered the way we bank and trade securities. Now EDI is changing the face of retailing, supplier/customer relations, international trade, and many other areas. EDI represents an opportunity to directly improve business processes and business controls. Traditionally, organizations have used paper forms such as acknowledgements, orders, inquiries, checks, and the like to exchange information. But large volumes of paper-based exchanges created problems because they are slow and require extensive human handling. Many organizations have realized the importance offinding a more expedient way to communicate and process business data. There were 21,000 registered EDI users in 1991. In 1993, Data Interchange Standards Association, Inc. (DISA) reported that 37,000 companies were using EDI in the USA. Internationally,Singapore and Hong Kong both regard EDI as an important source of competitive advantage in trade. Australian Custom Service also uses EDI to communicate with European countries. Technically, there are few barriers to implementing EDI. The implementation of EDI is more a management problem; because, to really do it properly requires a complete rethinking of organizational structure, processes, procedures, and methods of doing business. This paper identifies several important issues associated with EDI development, implementation, and use. These factors, which include EDI technical considerations and implementation strategies, can serve as guidelines for organizations contemplating the use of EDI