Abstract :
Notice of Violation of IEEE Publication Principles
"Managing Process Interaction in IS Development Projects"
by Reza Khajavinia
in the Proceedings of the Fifth International Conference on Information Technology: New Generations, April 2008
After careful and considered review of the content and authorship of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE\´s Publication Principles.
This paper contains significant portions of original text from the paper cited below. The original text was copied without attribution (including appropriate references to the original author(s) and/or paper title) and without permission.
Due to the nature of this violation, reasonable effort should be made to remove all past references to this paper, and future references should be made to the following article:
"Understanding and Managing Process Interaction in IS Development Projects"
by Bendik Bygstad and Peter Axel Nielsen
in the Proceedings of the 28th Information Systems Research Seminar in Scandinavia (IRIS), Kristiansand, August 2005
Increasingly, information systems must be developed and implemented as a part of business change. This is a challenge for the IS project manager, since business change and information systems development usually are performed as separate processes. Thus, there is a need to understand and manage the relationship between these two kinds of processes. To understand the interaction between information systems development and planned organizational change we introduce the concept of process interaction. We draw on a longitudinal case study of an IS development project that used an iterative and incremental development approach. The concept of process interaction enabled us to understand critical events in the case, in particular those that were important for the mutual adaptation between the information system and the organization. We conclude tha- t process interaction is needed to facilitate socio-technical innovation in a situation where the organizational change process and the IS development process are parallel but incongruent. We also argue that iterative software engineering frameworks are well structured to support process interaction. Finally, we advocate that the IS project manager needs to manage the trade-off between necessary process interaction and the internal IS project schedule.
Keywords :
business data processing; project management; business change; incremental development approach; information systems development projects; iterative development approach; iterative software engineering; organizational change process; process interaction; Business Strategy; IS; Information Systems; Project Management; RUP;
