IS Success Evaluation: Theory and Practice

Abstract

The assessment of Information Systems (IS) effectiveness and its contribution of business value to the firm has been widely debated among both business scholars and practitioners. However a robust and complete model with which to evaluate IS Business Value that practitioners can apply in their companies does not exist. As scholars’ research has been unable to define quantitative and perceptual measures to assess the efficiency of IS, the issue of evaluating IS effectiveness remains unresolved. This lack of knowledge increases the difficulties companies face in the evaluation of IS Performance and in closing the perceptual gap that exists between IS management capability and the management capability of other company departments. Notwithstanding these challenges, the criticality of the issue leads companies to launch IS Performance Management Systems (PMS) implementations even though they cannot appropriately evaluate the results in economic terms. Firms are therefore very interested in improving their understanding of IS PMS design, implementation and evaluation processes. Furthermore, they seek guidance to help them during the critical challenges they will face and to exploit experiences and knowledge of other firms. This chapter contributes to the knowledge in the IS PMS field by bringing evidences and witnesses from the reality and providing companies with recommendations to facilitate the design and implementation processes and to improve their chances of success.KeywordsBusiness ProcessInformation SystemProject TeamManagement Control SystemBalance ScorecardThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.