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Making Technology Decisions

Making Technology Decisions. Titus Schleyer, DMD, PhD Heiko Spallek, DMD, PhD Center for Dental Informatics, School of Dental Medicine. Agenda. the challenge the decision making process information resources. The challenge.

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Making Technology Decisions

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  1. Making Technology Decisions Titus Schleyer, DMD, PhD Heiko Spallek, DMD, PhD Center for Dental Informatics, School of Dental Medicine

  2. Agenda • the challenge • the decision making process • information resources 2 of 24

  3. The challenge "There are two types of technology: exponentially developing technology and unimportant technology." Ian Rose, when head of the old Bell Labs 3 of 24

  4. The challenge (cont.) First, planning, by definition, presumes that the external environment can be accurately anticipated and effectively controlled. Engines of Prosperity. Templates for the Information Age by Gerardo R. Ungson, John D. Trudel 1999 Imperial College Pr; ISBN: 1860940927 p.156 4 of 24

  5. Product availability User characteristics Product maturity Goals of technology Information availability Return on investment Risk Information accessibility Technology impact Resources The context Technology decision 5 of 24

  6. Goals of technology 6 of 24

  7. User characteristics • computer literate/illiterate • technology literate/illiterate • risk-friendly/risk-averse • dependent/independent • homogeneous/diverse 7 of 24

  8. Product availability and maturity • many products vs. few • new vs. established product category • new vs. established product 8 of 24

  9. Information availability and accessibility • depend on: • market size and penetration • market characteristics (unified vs. fragmented) • product maturity • quality of information source • information accessibility sometimes limited, e.g. internally used or security products 9 of 24

  10. Technology impact • minor change in work practice vs. cataclysmic impact • degree of change required of the individual, workgroup or institution • impact scale (you vs. a few people vs. everyone) • potential conflict with beliefs and values 10 of 24

  11. Resources • infrastructure • personnel • competence • budget 11 of 24

  12. Risk • depends on many of the discussed aspects • assess your risk up front • risk of abject failure • risk of partial success/partial failure • apply strategies to minimize risk • due diligence in product selection • management/end user buy-in • end user training and support • post-implementation follow-up • have a backup plan 12 of 24

  13. Return on investment • usually ignored in academia • develop appropriate, goal-oriented metrics • develop metrics you can measure • measure your baseline before you start • evaluate as appropriate, and follow up with actions if necessary 13 of 24

  14. Systematic Evaluation • determine need(s) • identify product candidates • compare products • pilot-test • select inform your constituency 14 of 24

  15. Determine Need(s) • listen to the user • record requests in detail • educate and guide expectations 15 of 24

  16. Identify Product Candidates • use various information resources as appropriate: • vendor information • reviews • directories (e.g. Yahoo) • personal contacts • conferences, trade shows • Don’t think your problem is unique—most often, it is not! 16 of 24

  17. Compare and Evaluate Products • develop comparison criteria tied to your goals and resources • find systematic, comprehensive reviews • make sure reviews are objective • beware of “paid” product directories • compare apples to apples • product evaluation: • technical specification review • references • trial-installation • expert review • usability test (simple) • pilot-test 17 of 24

  18. Pilot-test • Never implement new systems without pilot testing! • SecureID Pilot Test Request: “I would like a complete plan for the SecureID pilot test that I can present at the executive committee meeting on Thursday next week. The plan should cover ALL necessary steps to complete the pilot test, including a six week testing period with 40 students and 10 faculty. Please write the plan with Heiko's input, and consider that the audience includes the Executive Committee. Thanks! Titus” • The decision: “I am sorry to let you know that we currently dropped our plans to implement any products from Security Dynamics Corporation. Instead, we are looking at competitive solutions. I have made this decision based on our experiences with your presales process, and your value added resellers. Not only do we not have a functioning pilot installation after several months, but the process has wasted valuable time that we don't have. Thanks, and good luck selling to other institutions. Titus” 18 of 24

  19. Select • make objective decision, weighing all important criteria • do not be afraid of trade-offs • inform stakeholders • be ready to drop the technology if it turns out not to work 19 of 24

  20. Some Useful Information Resources • PC Magazine • CIO Magazine • IEEE Magazines • -------------------- • Google groups • Vendor support forums • HTML Writers Guild • -------------------- • Lexis-Nexis • Charles Schwab • Edgar Online 20 of 24

  21. Now, we know everything ... A common complaint from Information Age managers is that they are, "Drowning in data, but starved for information." Knowledge is even more elusive than information. The most crucial decisions often must be made intuitively, and before all the facts are known. Engines of Prosperity. Templates for the Information Age by Gerardo R. Ungson, John D. Trudel 1999 Imperial College Pr; ISBN: 1860940927 p.57 21 of 24

  22. Red Flags • Signs a new implementation / technology is destined to fail: • No pre-launch objectives or metrics • Many major systems projects underway simultaneously • Budgets and deadlines are set before project team can meet. • No insider presence on project team • An overburdened project manager • No user demand for the new system • No routine meetings of executive sponsors and project manager • No initial involvement of top managers L.G. Paul adapted from CIO case study http://www.cio.com/ 22 of 24

  23. Other People’s Mistakes ... • "I think there is a world market for maybe five computers." Thomas Watson, chairman of IBM, 1943 • By 1980 Apple has captured 50% of the personal computer market. Currently, University of Pennsylvania, School of Dental Medicine is throwing out all their Apple Macintosh computers. • VHS versus Betamax • 1978: IBM uses Intel’s 8086-8088 processor in new PC instead of Motorola’s chip. (Intel becomes Fortune 500 company.) 23 of 24

  24. Thank you for your attention! 24 of 24

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