Decision conferencing for systems planning

Abstract Although managerial support and involvement is critical to the success of information systems planning efforts, managers typically have limited time to devote to such efforts, do not understand their role, and do not make the necessary commitment. This paper describes the successful use of decision conferencing as a corporate tool to increase managerial involvement and support and to improve the efficiency and effectiveness of systems planning. In a two-day, computer-supported meeting, executives identify critical issues, anticipated decisions, and related information needs. Using a computer-based decision model, these needs are organized in an issue-based framework, evaluated according to their organizational value, and prioritized with respect to available system development resources. A case study involving the New York State Insurance Department illustrates the process.

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