Block 1

Question 1

failure

Answer 1

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

Question 2

success

Answer 2

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.

Question 3

system

Answer 3

A set of components interconnected for a purpose

Question 4

systems thinking

Answer 4

The discipline of systems thinking is concerned with understanding systems and their nature.

Question 5

sociotechnical

Answer 5

The inextricable link, and relationship between the social aspects (organisational and people) and the technical aspects (hardware and software) of an IT system.

Question 6

evolutionary

Answer 6

Take the existing system (or part thereof) forward in an incremental manner to evolve with business needs.

Question 7

technology

Answer 7

An ambiguous term used to define physical components of an IT system.

Question 8

boundary

Answer 8

Differentiate system components to be either inside or outside the system

Question 9

environment

Answer 9

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.

Question 10

hierarchy

Answer 10

Multiple systems that fit one inside the next at each level.

Question 11

level

Answer 11

Reflects the hierarchical outline of the system, sub-system or environment.

Question 12

open systems

Answer 12

Porous boundary: Elements in the environment can have a significant impact upon elements within the system, and vice versa.

Question 13

sub-systems

Answer 13

Systems within a system as part of a wider system environment.

Question 14

emergence

Answer 14

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.

Question 15

successful system

Answer 15

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.

Question 16

stakeholders

Answer 16

People who have a vested interest in a situation

Question 17

power

Answer 17

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.

Question 18

politics

Answer 18

The process of mobilising power.

Question 19

structures

Answer 19

Individuals, groups or organisations in which agents are embedded.

Question 20

Systems Failures Approach

Answer 20

Analysing an IT system in the context of how and why the system has failed in one or more respect.

Question 21

Formal System Model (FSM)

Answer 21

A structured model of a system comprising of systems, subsystems and sub-subsystems to demonstrate relationships and affects between them to outline system failure

Question 22

scientific reductionism

Answer 22

Reductively decompose a system into a collection of smaller subsystems and the relationships between them, which can be further decomposed to irreducible components.

Question 23

complexity

Answer 23

A system that has a state or a quality of being intricate or complicated.

Question 24

interconnectedness

Answer 24

Systems with many interconnected components which affect each other and change in respect to each other and their environment.

Question 25

chaotic

Answer 25

Chaos - Order without being cyclical or periodic and capable of generating random behaviour (Butterfly effect).

Question 26

edge of chaos

Answer 26

The region between class 2 (Periodic order) and class 3 (Chaotic disorder) with behaviour associated with dynamic systems.

Question 27

linear systems

Answer 27

Those that obey the superposition principle - Study constituent parts of a system in isolation to gain an understanding of the whole system.

Question 28

non-linear systems

Answer 28

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).

Question 29

simulation

Answer 29

A possible means by which to model, understand and predict the behaviour of complex IT systems.

Question 30

self-organisation

Answer 30

The ability of certain kinds of systems to organise their components without the involvement of a central organising agency.

Question 31

complex adaptive systems (CAS)

Answer 31

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.

Question 32

co-evolution

Answer 32

One domain or entity changing in the context of one or more others. Reciprocal influence leading to change in the co-evolving entities.

Question 33

STEEPLE

Answer 33

Analysis of Sociocultural, Technological, Economic, Environmental, Political, Legal, Ethical factors in the external context (zone 4) - also known as a ‘scan’.

Question 34

resource analysis

Answer 34

Investigation into how well placed an organisation is to respond to threats and opportunities identified through a STEEPLE scan

Question 35

personal analysis

Answer 35

Investigation into an individual’s performance and values related to an immediate working environment.

Question 36

SWOT analysis

Answer 36

Analysis of Strengths, Weaknesses, Opportunities and Risks in an organisational context conducted by a team or individual to analyse personal position.

Question 37

organisational context

Answer 37

How organisations and individuals are connected to and interact.

Question 38

Levels of analysis

Answer 38

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.