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172 part 2 • inforMation requireMents analysis

demonstrated that this system would work until an information overload occurred, at which point
the entire system broke down. When too many calls came in, the overwhelmed switchboard
operator would simply stop working and give up completely on connecting callers. An analogous
overload situation can occur anytime to anyone, including systems analysts and programmers.
A traditional approach would be to try to filter information to shield analysts and program-
mers from customer complaints. This approach allows developers to continue working on the
problem without the interference and subjectivity that would normally occur.
Using an agile philosophy, analysts and programmers are expected to stick to a 40-hour
workweek. Some might view this as a questionable practice. How will all the work ever get
done? The agile philosophy states that quality work is usually done during a routine schedule,
and it is only when overtime is added that problems of poor quality design and programming
enter the scene. By sticking to a 40-hour workweek schedule, agile methodology claims that you
will eventually come out ahead.

Risks Inherent in Organizational Innovation
In consultation with users, analysts must consider the risks that organizations face when adopt-
ing new methodologies. Clearly, this is part of a larger question of when is the appropriate time
to upgrade human skills, adopt new organizational processes, and institute internal change.
In a larger sense, these are questions of a strategic dimension for organizational leadership.
Specifically, we consider the case of the systems analysis team adopting agile methods in light
of the risks to the organization and the eventual successful outcome for the systems development
team and their clients. Figure 6.9 shows many of the variables that need to be considered when
assessing the risk of adopting organizational innovation.
ORGANIZATIONAL CULTURE. A key consideration in organizational innovation is the overall
culture of the organization and how the culture of the development team fits within it. A
conservative organizational culture with many stable features that does not seek to innovate may
be an inappropriate or even inhospitable context for the adoption of agile methodologies by a
systems development group. Analysts and other developers must use caution in introducing new
techniques into this type of setting since their success is far from assured, and long-standing
development team members or other organizational members may be threatened by new ways of
working that depart from customary, dependable approaches with proven results.

Figure 6.9
Adopting new information
systems involves balancing
several risks. Organizational
Culture

Individual Timing
Rights

Risks in
Adopting
Organizational
Innovation

Measuring Cost
Impact

Clients’
Reactions