An Empirically-grounded Framework for the Information Systems Development Process1

It is generally taken as axiomatic that systems development methodologies play a useful role in guiding the systems development process, and that their increased adoption would improve the process and product of systems development. This paper summarises the arguments and pressures which support the use of methodologies. However, the problems associated with the use of methodologies have not perhaps received as much attention in previous research. A number of factors are identified in the paper which question the value of methodologies. These dichotomous arguments— in favour of and against the use of methodologies—bring about a dilemma for systems developers as to whether to adopt a formalised development methodology or not. This research study was therefore concerned with investigating the nature of systems development and the use and role of systems development methodologies in actual practice. The study adopted a comprehensive multi-phased research strategy. Firstly, the researcher’s commercial experience as a systems developer, coupled with a detailed examination of the literature, and a pilot study involving personal interviews with experienced developers in 5 organisations were drawn upon to validate and refine the research objective. The next stage of the research involved a postal survey of developers in 776 organisations. Quantitative statistical techniques were used to analyse the survey responses. Following this, the final phase of the research involved a field study comprising personal interviews with 16 experienced practitioners in eight organisations. The field interview data was analysed in a qualitative manner so as to elucidate and elaborate on the survey findings. Based on the research findings, the paper presents an empirically-grounded framework which describes the development 1 Full reference: Fitzgerald, B. (1998) An Empirical Investigation into the Adoption of Systems Development Methodologies, Information & Management, Vol. 34, pp. 317-328. process as it pertains in modern organisations. The components of the framework are discussed in detail and relevant implications are identified.