Page 76 - Using MIS

44 Chapter 2 Collaboration Information Systems

Unstructured

Increasing Need

Structured for Collaboration

Figure 2-3
Collaboration Needs
for Decision Making Operational Managerial Strategic

Solving Problems

Solving problems is the third primary reason for collaborating. A problem is a perceived differ-
ence between what is and what ought to be. Because it is a perception, different people can have
different problem definitions.
Therefore, the first and arguably the most important task for a problem-solving col-
laborative group is defining the problem. For example, the AllRoad Parts team has been
assigned the problem of determining whether manufacturing certain parts via 3D printing
is a viable option. As stated as part of the informing purpose, the group needs first to ensure
that the team members understand this goal and have a common understanding of what 3D
printing entails.
See the Guide on pages 70–71 However, because a problem is a difference between what is and what ought to be, the
later in the chapter to learn statement “reduce operational expenses” does not go far enough. Is saving one dollar enough of
one technique that business a reduction? Is saving $100,000 enough? Does it take $1,000,000 for the reduction to be enough?
professionals use to obtain a A better problem definition would be to reduce operational expenses by 10 percent or by
common definition of a problem.
That technique requires effective $100,000 or some other more specific statement of what is desired.
communication. Figure 2-4 lists the principal problem-solving tasks. Because this text is about information
systems and not about problem solving per se, we will not delve into those tasks here. Just
note the work that needs to be done, and consider the role of feedback and iteration for each
of these tasks.

Managing Projects

Managing projects is a rich and complicated subject, with many theories and methods and
techniques. Here we will just touch on the collaborative aspects of four primary project phases.
Projects are formed to create or produce something. The end goal might be a marketing
plan, the design of a new factory, or a new product, or it could be performing the annual audit.
Because projects vary so much in nature and size, we will summarize generic project phases

• Define the problem.
• Identify alternative solutions.
• Specify evaluation criteria.
• Evaluate alternatives.
• Select an alternative.
• Implement solution.
Figure 2-4
Problem-Solving Tasks