This paper investigates the potential of dynamic process modelling as an approach for addressing the problem of information systems (ISs) evaluation in the context of organisational change.
A real‐life case study is discussed, showing how dynamic simulation models that incorporate the effects of a proposed IS on existing business processes can help analysts and decision makers arrive at more informed choices for system design and evaluation.
Based on the case findings, we postulate that the design and implementation of organisational systems could be augmented by the development of dynamic process models depicting business operations before and after the introduction of an IS, and the subsequent experimentation with such models to achieve maximum fit between organisational needs and system capabilities.
The study findings imply that dynamic process modelling may be of help in the endeavour of developing ISs that are aligned with the overall business strategy and objectives.
Shows how dynamic simulation models that incorporate the effects of a proposed IS on existing business processes can help analysts and decision makers arrive at more informed choices for system design and evaluation.
