Information systems (IS) are affecting most management functions and have become essential to firms' competitive advantage and survival in the “new global digital economy.” Organizations are under pressure and they are responding by continually updating and aligning their IS strategies with their business strategic goals resulting in new information systems. Organizations need to also adapt to changes and align themselves with newly introduced information systems.
This alignment usually triggers a number of "transformational projects" across the organization that affect a large number of stakeholders; this may include new IS strategic planning, restructuring the organization and its business processes, security planning and building, and managing variety of applications (see Figure 5.1). Transformations and developments are usually carried out with guidance of methodologies to ensure business value and to provide the means to bring people, processes, and technology together. It is known that the field of IS contains a jungle of methodologies. It is estimated that there are hundreds of methodologies for different purposes and scopes and this reflects the fact that no single methodology is the best. Which will be the most appropriate methodology for a given project depends on the nature of the problem and the organization fitness.
Methodologies share general common philosophies and approaches and can play a central role in the working life of IS mangers. It is important for managers to have a conceptualized understanding of the philosophies behind methodologies and to be aware of the challenges behind adopting methodologies. Managers should be able to evaluate and select an appropriate methodology to ensure the project will be completed on time, on budget and according to specifications. This chapter provides a foundation for understanding and selecting methodologies.
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