Defining and Ranking MIS Critical Tasks

The critical success factors (CSFs) of MIS managers have been previously studied by two authors using dramatically different approaches and producing different taxonomies. This study integrates these two taxonomies by mapping corresponding items and developing an expanded framework based on the originals. The new framework is used forMIS managers' ranking of CSFs by their level of importance. The results give interesting insights into MIS management priorities and suggest new research areas Introduction Previous CSF Work The key areas where things must go right if the MIS There are two studies specifically identifying and anadepartment is to be considered successful have been lyzing the critical success factors of MIS managers called critical success factors (CSFs) (Martin, 1982; (Rockart, 1982; Martin, 1982). These two studies have Rockart, 1982). Several benefits are expected from been used as the basis for this research. defining CSFs: THE ROCKART STUDY 1. MIS managers canfocus attentiononthe mostimportant tasks and prioritize the investment of MIS Nine organizations considered to be outstanding in resources. terms of MIS management were visited. For each organization a list of MIS CSFs was developed 2. The list of CSFs can be used as a basis for better through interviews with top MIS managers, their supericommunication between MIS managers and his/her ors, immediate subordinates, and key users. The lists of subordinates and/or senior management CSFs cited by the MIS managers were found to be representative of the opinions of other people from the 3. MIS managers may use their CSFs as a vehicle for same organization. 'Ihble 1 presents the lists of definingtheirinformadonrequirements(Martin, 1983). CSFs for these nine companies. 4. Corporate managers may use CSFs as the basis to Through aninformalprocess ofinduction,Rockartused evaluate the performance of their MIS department the company specific lists of CSFs to create a generalized set of four major CSFs. Based on Rockart's narrative 5. MIS managers, in general, can use the list of C SFs description foreachof these generic CSFs, thisresearcher identified by MIS managers in MIS leading-edge extracted the generalized sub-CSFs which are listed in. organizations as a preview of areas which may become 'Ibble 2 under Rockart's corresponding generic important in their own organizations. CSFE This study briefly discusses the relevant literature and THE MARTIN STUDY modifies integrates, and expands the listof CSFs previously defined. Finally, it ranks the items in the new CSF 'Ibp MIS managers of fifteen large business and governlist in terms of their relative importance. ment organizations associated with the Indiana University ACKNOWLEDGMENT: The author is grateful to Wain Martin and John Rockart for their helpful comments.