Block 1 Flashcards
Understanding success & failure in IT systems
failure
a failed IT system is one that does not meet the needs of an organisation within which it is used and/or its other key stakeholders
success
A successful IT system is one that meets the needs (i.e. the goals or strategy) of an organisation within which it is used, as well as relevant needs of other key stakeholders related to, but external from, that organisation.
system
A set of components interconnected for a purpose
systems thinking
The discipline of systems thinking is concerned with understanding systems and their nature.
sociotechnical
The inextricable link, and relationship between the social aspects (organisational and people) and the technical aspects (hardware and software) of an IT system.
evolutionary
Take the existing system (or part thereof) forward in an incremental manner to evolve with business needs.
technology
An ambiguous term used to define physical components of an IT system.
boundary
Differentiate system components to be either inside or outside the system
environment
Components that influence behaviour of the system or are influenced by it. Components can control the environment but the environment cannot be controlled by them.
hierarchy
Multiple systems that fit one inside the next at each level.
level
Reflects the hierarchical outline of the system, sub-system or environment.
open systems
Porous boundary: Elements in the environment can have a significant impact upon elements within the system, and vice versa.
sub-systems
Systems within a system as part of a wider system environment.
emergence
The whole is greater than the sum of its parts. The outcome of the combination of individual parts gives more than the parts themselves. A property that becomes apparent following a combining smaller part.
successful system
A system that achieved what was intended of it. Operational at the time and cost that was planned. Project team and users pleased with the result with continuing satisfaction.
stakeholders
People who have a vested interest in a situation
power
The ability to direct or influence the behaviour of others or the course of events in the pursuit of some goal or agenda.
A exercises power over B when A affects B in a manner contrary to B’s interests.
politics
The process of mobilising power.
structures
Individuals, groups or organisations in which agents are embedded.
Systems Failures Approach
Analysing an IT system in the context of how and why the system has failed in one or more respect.
Formal System Model (FSM)
A structured model of a system comprising of systems, subsystems and sub-subsystems to demonstrate relationships and affects between them to outline system failure
scientific reductionism
Reductively decompose a system into a collection of smaller subsystems and the relationships between them, which can be further decomposed to irreducible components.
complexity
A system that has a state or a quality of being intricate or complicated.
interconnectedness
Systems with many interconnected components which affect each other and change in respect to each other and their environment.
chaotic
Chaos - Order without being cyclical or periodic and capable of generating random behaviour (Butterfly effect).
edge of chaos
The region between class 2 (Periodic order) and class 3 (Chaotic disorder) with behaviour associated with dynamic systems.
linear systems
Those that obey the superposition principle - Study constituent parts of a system in isolation to gain an understanding of the whole system.
non-linear systems
Do not obey the superposition principle - Primary behaviours are the properties of the interactions between constituent parts rather than the parts themselves (which disappear when parts are studied independently).
simulation
A possible means by which to model, understand and predict the behaviour of complex IT systems.
self-organisation
The ability of certain kinds of systems to organise their components without the involvement of a central organising agency.
complex adaptive systems (CAS)
Capable of generating emergent properties and behaviours through self-organisation, but also capable of adaptively self-organising; modifying themselves in response to changing conditions in their environment to maintain/enhance the properties and behaviours of the system.
co-evolution
One domain or entity changing in the context of one or more others. Reciprocal influence leading to change in the co-evolving entities.
STEEPLE
Analysis of Sociocultural, Technological, Economic, Environmental, Political, Legal, Ethical factors in the external context (zone 4) - also known as a ‘scan’.
resource analysis
Investigation into how well placed an organisation is to respond to threats and opportunities identified through a STEEPLE scan
personal analysis
Investigation into an individual’s performance and values related to an immediate working environment.
SWOT analysis
Analysis of Strengths, Weaknesses, Opportunities and Risks in an organisational context conducted by a team or individual to analyse personal position.
organisational context
How organisations and individuals are connected to and interact.
Levels of analysis
Micro (small), Meso (medium) and macro (large) - Terms used to describe levels of analysis.
Viewing the organisational context as a set of zones at different levels is conducive to comprehensive and rigorous analysis.
