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Essay / Research Paper Abstract
A 10 page paper discussing the types of decisions necessary for arriving at the optimum make-or-buy IT decision. The process begins with hierarchical decomposition of the current system, and progresses to an assessment of the level of expertise and time available in-house. The paper discusses available choices when sufficient expertise is available and when it is not. Bibliography lists 9 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSitMakeBuy.rtf
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Unformatted sample text from the term paper:
IT decision should be based on a wide variety of assessments of current and future needs. The point, of course, is that there are many decisions that contribute to
the final one of whether to make or buy. The decision process should begin with an honest assessment of current processes. It gains the organization nothing if it
only automates processes that have evolved into unnecessary hindrances. Article Review: "A multiple-criteria framework for evaluation of decision support systems" Phillips-Wren, Hahn and
Forgionne (2004) published "A multiple-criteria framework for evaluation of decision support systems" in the August, 2004 issue of Omega. Their purpose was to evaluate the usefulness of using decision
support systems (DSSs) in making the determination of whether to make new systems in-house or to buy packaged products from outside vendors. Phillips-Wren, Hahn and Forgionne (2004) cite other
authors (P. Humphreys, R. McIvor and G. Huang 2002. An expert system for evaluating the make or buy decision. Computers & Industrial Engineering 42(2-4):567-85) as stating that "firms
do not have formal methods for evaluation of the make versus buy decision and often make the decision on the basis of a single criterion such as overhead costs" (p.
323). The stories of any industry professional certainly can bear out this view. One such company, IMT Custom Machine Company (IMT-CMC), found
itself with a system that was fragmented and outdated, to the point that individuals shopped for and added their own PCs rather than limit their computer access to IMT-CMCs old
mainframe system (Brooks and DeHayes, 2000). The company held a wealth of problems, including trying to patch together incompatible systems inherited through acquisition of other companies.
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