Week
Monday, October 24
• IT Project Management
• Decision and Group Support
• Knowledge Work
R. Ching, Ph.D. • MIS • California State University, Sacramento
1
Project Management
• Application of knowledge, skills, tools and techniques to
project activities to meet project requirements
• Processes involve: initiating, planning, executing, controlling
and closing
• Knowledge areas involve: integration (coordination), scope
(project boundary), time, cost, quality, human resources,
communication, risk, and procurement
R. Ching, Ph.D. • MIS • California State University, Sacramento
2
Project Manager
• Setting up the project – establish the scope, time frame and
deliverables
• Managing the schedule – coordinating activities and resources,
and schedule of deliverables
• Managing the finances – costs, cash flows, benefits
• Managing the benefits – profitability, cost reductions, changes
to working capital, and adherence to regulatory/legal reform
• Managing the risks, opportunities and issues – identify and
weigh
• Soliciting independent reviews
R. Ching, Ph.D. • MIS • California State University, Sacramento
3
Change Management
• Helping people to accept change
– Overcoming resistance
– Accept and adopt changes
R. Ching, Ph.D. • MIS • California State University, Sacramento
4
Lewin-Schein Model for Change
Getting people to change their “behavior.”
Unfreeze
Move
Freeze
Prepare for
change
Implement
change
Stop change
• Convincing
people to accept
change
• Selling the
benefits of
change
• Managing
change
R. Ching, Ph.D. • MIS • California State University, Sacramento
• Assurance that
change comes with
predefined goals
• Stopping change
with goals are
achieved
5
Lewin’s Theory of Change
Driving
Forces
Change
Restraining
Forces
Driving forces must overcome restraining forces
R. Ching, Ph.D. • MIS • California State University, Sacramento
6
Fred Davis’
Perceived Usefulness, Perceived Ease of Use,
and Perceived Use
• Perceived Ease of Use
– Self-efficacy beliefs:
Perceived exertion level to implement behavioral change
• Perceived Usefulness
– Outcome beliefs:
Perceived success resulting from behavioral change
Perceived Use
R. Ching, Ph.D. • MIS • California State University, Sacramento
7
Fred Davis’
Perceived Usefulness, Perceived Ease of Use,
and Perceived Use
Perceived Ease
of Use
Perceived Use
Perceived
Usefulness
Perceived use is the best
predictor of actual future use
If a person believes the amount of expended energy to adapt to a
new system will place him/her in a better position as a result of its
use, he/she is more likely to commit him/herself to using it.
R. Ching, Ph.D. • MIS • California State University, Sacramento
8
Risk Management
• Types of risk
– Technical – failure due to technology
– Business – failure do due organizational issues
• Assessment of risks
– Project’s leadership – commitment, experience, abilities,
formal and informal management skills
– Employee’s perspective – acceptance to change
– Scope and urgency – extent of change (breadth and depth),
need to implement change
R. Ching, Ph.D. • MIS • California State University, Sacramento
9
Risk Management
Employees’
Perspective
Leadership
Likelihood of
Business Recommended
Project Scope
Change Project Method
and Urgency
High
Big Bang
+
+
Guided Evolution
+
+
+
-
R. Ching, Ph.D. • MIS • California State University, Sacramento
Top-down
Coordination
-
-
Championed
Dealmaker
Championed
Improvision
+
Champion Guided
Evolution
-
Migrate or Kill
the Project
+
Low
More Risky
-
-
Less Risky
Improvisation
-
10
Other Aspects of IT Project Management
Based on a Survey of 10 Executives in Sacramento
• Develop and compare feasibility, complexity, scalability and
cost of possible solutions
• Project portfolio – investing in the right projects
• Aligning projects and initiatives to strategic objectives
• Risk management – risk considerations, factors and plans
– Contingency plans
• Managing multiple vendors and workflow
• Regulatory and compliance issues
• Leveling resources over projects – human, financial, technical
R. Ching, Ph.D. • MIS • California State University, Sacramento
11
Other Aspects of IT Project Management
Based on a Survey of 10 Executives in Sacramento
• Project planning, execution and scheduling – Prioritizing,
defining performance measures, tracking processes to ensure
performance, schedule resources, project monitoring, change
and service controls, quality assurance and testing, identify
key drivers
• Project leadership – Assessing change and change
management, communication and organizational skills
• Adoption issues
• Identify and understanding stakeholders
R. Ching, Ph.D. • MIS • California State University, Sacramento
12
Good IT Project Management
•
•
•
•
•
•
•
•
•
•
Deliver on time
Successful project
Come in or under budget
characteristics
Meet the original objectives
Establish ground rules
Foster discipline, planning, documentation and management
Obtain and document the “final” user requirements
Obtain tenders from all appropriate potential vendors
Include suppliers in decision making
Convert existing data
Follow through after implementation
R. Ching, Ph.D. • MIS • California State University, Sacramento
13
Value of a System or Application
• Benefits the business will receive from the IT
– IT by itself provides no benefits or advantages
• Measuring benefits
– Distinguish between the different roles of the systems –
support role, integral to strategy, or product/service offering
– Measure what is important to management
– Assess investments across organizational levels
R. Ching, Ph.D. • MIS • California State University, Sacramento
14
Measuring Benefits: Role of System
• Measuring organizational performance – ability to support the
organization and its users with their tasks
• Measuring business value – help meeting organizational and
business goals
• Measuring a product or service – profitability of product or
service
R. Ching, Ph.D. • MIS • California State University, Sacramento
15
Measuring Benefits: Importance to
Management
• IT is usually not viewed as a revenue generator
– Investment to improve the business
• Corporate effectiveness
• Less tangible benefits includes
– Customer relations (satisfaction)
– Employee morale
– Time to complete an assignment
R. Ching, Ph.D. • MIS • California State University, Sacramento
16
Measuring Benefits: Across the Organization
Sources of Value
• Potential benefits differ at
various organizational levels
• Dimensions
– Economic performance
payoffs (market measures of
performance)
– Organizational processes
impact (measures of process
change)
– Technology impacts
(impacts on key
functionality)
R. Ching, Ph.D. • MIS • California State University, Sacramento
Assess IT’s impact
in each cell
17
Value of IT Investments to Investors
• Brynjolfsson, Hitt and Yang study
– Every $1 of installed computer capital yielded up to $17 in
stock market value, and no less than $5
– Led to organizational changes that created $16 worth of
“intangible assets”
– Past IT investments correlated with higher current market
value
R. Ching, Ph.D. • MIS • California State University, Sacramento
18
Value of IT Investments to Investors
• Brynjolfsson and Hitt study
– Organizational factors correlated to and complemented IT
investments
• Use of teams and related incentives
• Individual decision-making authority
• Investments in skills and education
• Team-based initiatives
– Businesses making the highest IT investments not only
invest in IS but also invest in making organizational
changes to complement the new IS
R. Ching, Ph.D. • MIS • California State University, Sacramento
19
Value of IT Investments to Investors
• Brynjolfsson and Hitt study (cont.)
– Led to adoption of decentralized work practices
• Frequent use of teams
• Employees empowered (i.e., given broader decisionmaking authority)
• Offer more employee training
R. Ching, Ph.D. • MIS • California State University, Sacramento
20
Value of IT Investments to Investors
• Brynjolfsson, Hitt and Yang study
– Companies with the highest market valuation had the
largest IT investments and decentralized work practices
– Market value of investing in IT is substantially higher in
businesses that use these decentralized practices because
each dollar of IT investment is associated with more
intangible assets because the IT investments complement
the work practices
Other resource
IT
Leveraging
R. Ching, Ph.D. • MIS • California State University, Sacramento
21
Decision and Group Support
R. Ching, Ph.D. • MIS • California State University, Sacramento
22
R. Ching, Ph.D. • MIS • California State University, Sacramento
Required Accuracy
Frequency of Use
High
Very frequent
Currency
Time Horizon
Historical
Highly current
Level of Aggregation
Strategic
Planning
Detailed
Scope
Well defined
Operational
Control
Source
Management
Control
Internal
Infrequent
Low
Quite old
Future
Aggregate
Wide
External
Anthony's Taxonomy of Managerial Activities
Matching Information to Management Levels
23
Decision Making and Problem Solving
Herbert
Simon’s
Phases of
Decision
Making
Intelligence
Design
Choice
R. Ching, Ph.D. • MIS • California State University, Sacramento
24
Decision Making and Problem Solving
Herbert
Simon’s
Phases of
Decision
Making
Intelligence
Design
Choice
Intelligence:
• Organizational
objectives
• Search and scanning
procedures
• Data collection
• Problem identification
• Problem ownership
• Problem classification
• Problem statement
Turban and Aronson, 1998
R. Ching, Ph.D. • MIS • California State University, Sacramento
25
Decision Making and Problem Solving
Herbert
Simon’s
Phases of
Decision
Making
Intelligence
Design
Design
• Formulate a model
• Set criteria for choice
• Search for alternatives
• Predict and measure
outcomes
Choice
Choice
• Solution to the model
• Sensitivity analysis (what-if, goal seeking)
• Selection of best (good) alternative(s)
• Plan for implementation
Turban and Aronson, 1998
R. Ching, Ph.D. • MIS • California State University, Sacramento
26
Structured vs. Unstructured vs.
Semi-Structured Decision Making
• Structured Decisions:
A procedure (i.e., rules, algorithms, etc.) can be followed in
each phase of decision making and provides the decisionmaker with a correct solution.
• Unstructured Decisions:
No procedures are available to guide the decision-maker
during any of the phases of decision making.
• Semi-Structured Decisions:
Occur when procedures are available to guide the decisionmaker in one or two of the decision making phases, but not in
all of them
R. Ching, Ph.D. • MIS • California State University, Sacramento
27
Decision Making in the Organization
Management Level
Types of Decisions
Operational
Control
Management
Control
Strategic
Planing
Structured
Greater Opportunities
Semi-Structured
Unstructured
R. Ching, Ph.D. • MIS • California State University, Sacramento
Greater Opportunities
28
Decision Making Techniques
Satisficing and
Heuristic Approaches,
Effectiveness
Strategic
Planning
Management
Control
Operational
Control
Optimization,
Efficiency
R. Ching, Ph.D. • MIS • California State University, Sacramento
29
Decision Support Systems (DSS)
Characterized as
• Computer-based systems that help decision makers confront
ill-structured problems through direct interaction with data and
analysis models
R. Ching, Ph.D. • MIS • California State University, Sacramento
30
Decision Support Systems
• A DSS is an interactive computer-based system that utilizes
decision models, gives users easy and efficient access to
significant data bases, and provides display possibilities. The
flexible capabilities of a DSS gives the user the opportunity to
ask for information, to test out alternative ways of viewing the
problem, to subsequently ask for different information, to use
preprogrammed models, to construct his own decision-aiding
models, etc.
King, 1983
R. Ching, Ph.D. • MIS • California State University, Sacramento
31
Major Components of a DSS
 Data Management
• Database
• Data Warehouse

DSS
Software
Dialog
 Component
 Decision
Maker
R. Ching, Ph.D. • MIS • California State University, Sacramento

Model
Management
Models
• Strategic, tactical,
operational
• Financial
• Statistical analysis
• Graphical
• Project management
Turban and Aronson, 1998
Sauter, 1997
32
DSS and Problem Solving
• A DSS facilitates the decision-maker in solving ill-defined or
underparameterized problems.
• Its most distinguishing feature is its ability to incorporate the
judgment, knowledge, intuition, decision style and personal
traits of the decision-maker into the solution.
• In a DSS environment, the decision-maker remains in control
of the decision making process and directs the formulation of
the solution.
• As opposed TPS and MIS solutions, a DSS solution does not
always represent the best solution (i.e., maximum, minimum,
optimum) since qualitative factors are usually considered
during the decision making process.
R. Ching, Ph.D. • MIS • California State University, Sacramento
33
Ski Resort Planning DSS
An Application of Decision Support
R. Ching, Ph.D. • MIS • California State University, Sacramento
34
Ski Area Planning
• All ski area physical designs require basically the same inputs
and the decision making process is the same
• Each resort offers a unique system of trails that appeals to
different skill levels and social groups
• Long-range objective is to maximize profits for the given
terrain and market mix
• An optimum design concentrates on balancing the downhill
and uphill capacities
• The system of trails cannot be easily changed once they have
been carved
R. Ching, Ph.D. • MIS • California State University, Sacramento
35
Ski Area Planning
• (cont.)
• Summer activities can complicate the design
• The industry is capital intensive
R. Ching, Ph.D. • MIS • California State University, Sacramento
36
Ski Resort Planning
Primary Objective
Downhill Capacity
(Trails)
Production Capacity
R. Ching, Ph.D. • MIS • California State University, Sacramento
=
Uphill Capacity
(Lifts)
Market Demand
37
Ski Resort Planning
• Terrain Capacity Analysis
– Examine the physical attributes of the
mountain
– Create initial set of trails
– Determine the mountain's downhill
capacity (i.e., trail system)
• Market Analysis
– Match the trail system to the market mix
R. Ching, Ph.D. • MIS • California State University, Sacramento
Downhill
Capacity
“Best” Design
Uphill
Capacity
38
Topography Map (Terrain)
Steep slope
Expert and advance trails
Lift
Lift
Lift
Gentle slope
Lift
Novice and
beginner trail
Each circle represents an altitude change of 250 feet
R. Ching, Ph.D. • MIS • California State University, Sacramento
39
Topographical Map
An Example
Source: Dept. of Geosciences,
Idaho State University
R. Ching, Ph.D. • MIS • California State University, Sacramento
40
Physical Design
• Physical terrain and constraints
– Slope of mountain sides
– Physical obstacles (e.g., cliffs, boulders, creeks, etc.)
– Aesthetics (i.e., forest scenery)
• Designer selects the initial layout
– Initial set of trails
• Downhill capacity of skiers calculated
– Number of skiers per acre (judgmental)
• Type of skier (i.e., skill level)
• Regional density
R. Ching, Ph.D. • MIS • California State University, Sacramento
41
Market Analysis
• Objective: match the trail system to the market demands
• Seven skier skill levels
– Beginner
– Novice
– Low intermediate
Market Mix: Percentage
– Intermediate
from each category
– High intermediate
– Advance
– Expert
R. Ching, Ph.D. • MIS • California State University, Sacramento
42
Decision Support System
• Calculates trail system capacity
– Matches skill levels to trail via slope grades
– Takes into account the skier density per acre by skill level
• Calculates the market mix of skier skill levels
– Provides the expected numbers from a given market mix
distribution
R. Ching, Ph.D. • MIS • California State University, Sacramento
43
Decision Support System (Cont.)
• Balances trail system to market mix
– Changes input parameters:
• Trail attributes
• Density levels
• Market mix distribution
• Examines uphill capacity
R. Ching, Ph.D. • MIS • California State University, Sacramento
44
Terrain Capacity Analysis: Slope Inventory
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R. Ching, Ph.D. • MIS • California State University, Sacramento
45
Market Display: Design for 3,837 Skiers
Skill Level
Beginner
Novice
Low Intermediate
Intermediate
High Intermediate
Advance
Expert
Goal
.05
.10
.20
.30
.20
.10
.05
Number of Skiers
Goal
Current
192
224
384
1166
767
1418
1151
478
767
217
384
164
192
170
Market percent
Computed by the DSS
estimated by the planner
R. Ching, Ph.D. • MIS • California State University, Sacramento
46
Skill Balance
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layout
R. Ching, Ph.D. • MIS • California State University, Sacramento
Estimated
for market
Skiers per acre
47
Ski Resort Planning DSS
• Iterative process
– Adjusts made to physical design
– Skier capacities for each level are recalculated and
compared to the market demand estimates
– Process ends when the uphill capacity (i.e., market
demand) is approximately equal to the downhill capacity
(i.e., physical layout)
R. Ching, Ph.D. • MIS • California State University, Sacramento
48
Data Mining
• Knowledge discovery:
– Knowledge extraction
– Data archaeology
– Data exploration
– Data pattern processing
– Data dredging
– Information harvesting
R. Ching, Ph.D. • MIS • California State University, Sacramento
49
Data Mining
• Five common types of information obtained by data mining:
– Classification
– Clustering
– Association
– Sequencing
– Forecasting
R. Ching, Ph.D. • MIS • California State University, Sacramento
50
OLAP and Multi-dimensional Database
(MDDBMS)
Products
Geographic locations
Time is an implied dimension
R. Ching, Ph.D. • MIS • California State University, Sacramento
Sales medium
(e.g., retail,
Internet, mail
order)
51
Multi-dimensional Database (MDDBMS)
For example…
Computers
Products
Printers
Scanners
Retail
Mail
Internet
Sales medium
Cameras
Geographic locations
R. Ching, Ph.D. • MIS • California State University, Sacramento
52
Multi-dimensional Database (MDDBMS)
Working with Two Dimensions
Internet
Q1
‘95
April
Electronics
‘96
Total
Revenue
Q2
May
‘97
Mail
Order
Audio
Receivers
Speakers
‘98
Q3
‘99
Q4
June
Retail
Repeated for
each quarter Repeated for
each medium
Repeated for
each year
R. Ching, Ph.D. • MIS • California State University, Sacramento
Speakers
CD/DVD
Visual
Entertainment
53
Multi-dimensional Database (MDDBMS)
Working with Three Dimensions
Internet
Q1
‘95
USA
Electronics
‘96
Total
Revenue
Q2
N. America
‘97
Mail
Order
Europe
‘98
‘99
Q4
Receivers
Speakers
Q3
Aisa
Audio
Retail
Speakers
CD/DVD
Visual
Entertainment
R. Ching, Ph.D. • MIS • California State University, Sacramento
54
Time dimension
Retail sales
dimension
Dimensions
R. Ching, Ph.D. • MIS • California State University, Sacramento
Oracle Express
55
Distribution channels dimension
Retail sales
dimension
R. Ching, Ph.D. • MIS • California State University, Sacramento
56
Geographic Information Systems (GIS)
• Computer-based system for capturing, storing, checking,
integrating, manipulating, and displaying data using digitized
maps
R. Ching, Ph.D. • MIS • California State University, Sacramento
57
Geographic Information Systems (GIS)
• Computer-based system for capturing, storing, checking,
integrating, manipulating, and displaying data using digitized
maps
Telecommunications, Teligent IT/Applications, Vienna, Virginia
By Jubal Harpster, Mike Ruth, and Brian Sandrik
R. Ching, Ph.D. • MIS • California State University, Sacramento
58
GIS
A GIS combines layers of
information about a place to give
you a better understanding of
that place. What layers of
information you combine
depends on your purpose—
finding the best location for a
new store, analyzing
environmental damage, viewing
similar crimes in a city to detect
a pattern, and so on.
Source: GIS.com
R. Ching, Ph.D. • MIS • California State University, Sacramento
59
Source: Edgetech America (discovergis.com)
R. Ching, Ph.D. • MIS • California State University, Sacramento
60
Source: Edgetech America (discovergis.com)
R. Ching, Ph.D. • MIS • California State University, Sacramento
61
Source: Edgetech America (discovergis.com)
R. Ching, Ph.D. • MIS • California State University, Sacramento
62
Source: Edgetech America (discovergis.com)
R. Ching, Ph.D. • MIS • California State University, Sacramento
63
Source: Edgetech America (discovergis.com)
R. Ching, Ph.D. • MIS • California State University, Sacramento
64
Source: Edgetech America (discovergis.com)
R. Ching, Ph.D. • MIS • California State University, Sacramento
65
Based on acceleration of gravity and epicenters of actual significant
events showing magnitude of event (Richter scale) (1900 - 1994)
R. Ching, Ph.D. • MIS • California State University, Sacramento
66
R. Ching, Ph.D. • MIS • California State University, Sacramento
67
Earthquake Probability and Transportation Network
R. Ching, Ph.D. • MIS • California State University, Sacramento
68
Transportation and Unemployment
Source: Edgetech America (discovergis.com)
R. Ching, Ph.D. • MIS • California State University, Sacramento
69
Group Support Systems (GSS)
Collaborative Computing
R. Ching, Ph.D. • MIS • California State University, Sacramento
70
Characteristics of the Group Tasks
• Problem solve poorly structured problems
• Long-range or strategic impact
• Organizational impact
R. Ching, Ph.D. • MIS • California State University, Sacramento
71
Nature of Group Decision Making
• Group may be involved in a decision or decision-related task
• Characterization
– Joint activity engaged in by a group of people of usually
equal or near equal status
– Outcome of the meeting depends partly on
• The knowledge, opinions and judgments of its
participants
• The composition of the group
• The decision making processes used by the group
R. Ching, Ph.D. • MIS • California State University, Sacramento
72
Nature of Group Decision Making
• Characterization (cont.)
– Differences in opinion are settled either by the ranking
person present, or through negotiation or arbitration
Turban and Aronson, 1998
R. Ching, Ph.D. • MIS • California State University, Sacramento
73
Potential Benefits of Group Work
•
•
•
•
Groups are better than individuals at understanding problems
People are accountable for decisions in which they participate
Groups are better than individuals in catching errors
A group has more information (knowledge) than any one
member
• Groups can combine knowledge and create new knowledge
which may result in more alternatives and better solutions
R. Ching, Ph.D. • MIS • California State University, Sacramento
74
Potential Benefits of Group Work
• Synergy during problem solving may be produced
• Working in a group can stimulate the participants and process
• Group members have their ego embedded in the decision and
therefore will commit themselves to the solution
• Risk propensity is balanced (high risk takers vs. conservatives)
Turban and Aronson, 1998
R. Ching, Ph.D. • MIS • California State University, Sacramento
75
Potential Dysfunctions of Group Work
• Social pressures of conformity that may result in groupthink
• Time-consuming, slow process (single processing)
• Lack of coordination of work done and poor planning of
meetings
• Inappropriate influences (i.e., domination of time, topic or
opinion by one or few individuals, fear of speaking)
• Tendency of group members to rely upon others to do most of
the work
• Tendency toward compromised solutions of poor quality
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Potential Dysfunctions of Group Work
• Incomplete task analysis
• Nonproductive time (due to socializing, getting ready, waiting
for people)
• Tendency to repeat what was already said
• Large cost of making decision (hours of participation, travel
cost, etc.)
• Tendency to make riskier decision than should
• Incomplete or inappropriate use of information
• Inappropriate representation of the group
Turban and Aronson, 1998
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GSS
• An information technology (IT)-based environment that
supports group meetings, which may be distributed
geographically and temporally. The IT environment includes,
but is not limited to, distributed facilities, computer hardware
and software, audio and video technology, procedures,
methodologies, facilitation, and applicable group data. Group
tasks include, but are not limited to communication, planning,
idea generation, problem solving, issue discussion,
negotiation, conflict resolution, system analysis and design,
and collaborative group activities such as document
preparation and sharing.
Dennis et al., 1988
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GSS
• A GSS is an interactive computer-based system that facilitates
the solution of unstructured problems by a set of decision
makers working together as a group.
• Components of a GSS include:
– Hardware
– Software
– People
– Procedure
• These components are arranged to support a group of people,
usually in the context of a decision-related meeting.
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Components of a GSS
Database
Model Base
GSS
Processor
Groupware
Dialogue
Manager
Users
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GSS Layout
White Board
Projection Screen
White Board
Facilitator Console
and Network Server
Projector
Workstations
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Whiteboard
Facilitator’s
station
Projection screens
Individual
workstations
US Air Force Innovation Center
Group Decision Support Systems, Inc. (www.gdss.com)
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GDSS Decision Center
Group Decision Support Systems, Inc. (www.gdss.com)
USMC HQ Executive Decision Room
R. Ching, Ph.D. • MIS • California State University, Sacramento
Group Decision Support Systems, Inc. (www.gdss.com)
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Facilitator
Group Decision Support Systems, Inc. (www.gdss.com)
DC OTR IV & V Center, The Washington, DC Office of Tax and Revenue
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Projection screens
Electronic whiteboard
Facilitator’s station
Group Decision Support Systems, Inc. (www.gdss.com)
The Airlie Institute, located at the Airlie Conference Center in Warrenton, Virginia
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Group Decision Support Systems, Inc. (www.gdss.com)
Emergency Response Center at Maxwell AFB in Alabama
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Screen
Screen
Breakout
Rooms
Group Decision Support Systems, Inc. (www.gdss.com)
USAF Y2K Fusion Center
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Electronic Meeting Support
Same Time
Different Time
Same Place
Face-to-face
meeting
Administration,
filing filtering
Different Place
Cross-distance
meeting
Ongoing
coordination
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Tools
• Electronic Brainstorming. Gather ideas and comments in an
unstructured manner.
• Topic Commenter. Supports electronic brainstorming in a
structured format.
• Categorizer. Allows participants to cut-and-paste for a list or
reference file and refine, rearrange, categorize, and consolidate
the items from the file.
• Vote. Supports consensus development through group
evaluation of issues.
• Alternative Evaluation. Allows the group to weight or rate a
list of alternatives against a list of criteria.
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Tools (Cont.)
• Policy Formulation. Enables groups to develop and edit a
statement through an iterative process of review and revision.
• Group Dictionary. Supports information management by
letting the group build, define, and store a list of terms that
have the same meaning for all participants.
• Briefcase. Incorporates a memory resident set of utilities (all
of the above) available to team members.
• Group Outliner. Allows a group to develop a tree structure
(outline)
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Tools (Cont.)
• Idea Organizer. Used for idea generation and idea
organization
• Group Writer. Allows group members to create, edit, and
annotate the same document (e.g., Lotus Notes).
• Group Matrix. Allows the group to establish relationships
between rows and columns (i.e., factors, variables, etc.) in a
matrix format
• Stakeholder Identification. Includes stakeholder identification
(i.e., entity impacted by outcome), assumption surfacing,
rating of assumptions, and graphical representation of rating
results.
Turban, 1995
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Sequence of Use
What is the
problem?
Idea Generation
Electronic
Brainstorming
Comment on
ideas
Idea Organizer
Idea Organizer
Which are most
important?
Prioritization
Vote
Idea Generation
Topic
Commenter
Tools
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