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Organization and Management Transformation:

This site sees all new organizational management philosophies to be centralized around bringing change into action. Anderson (1994) described change process in terms of its type and mode. The type of change process depends on the speed of change, and there are two broad categories of speed of change as:
1. Incremental-evolutionary
where the reshaping of organization and management take a stepwise implementation either horizontal or vertically or both, or
2. Radical change
where the change is introduced in a swift move.
The mode refers to the means of affecting organizational change, or the mechanism through which change become real (Solvinen, 1999). Now effective change referred to in the literature as transformation and renewal. Transformation implies deeper change while renewal becomes the continuous and moving transformation to adopt with the changing environment. Tichy and Devanna, (1986) defined organizational renewal as the new way of thinking becomes day-to-day practice. New realities, actions, and practice must be shared so that change becomes institutionalized. At the deepest level this requires shaping and reinforcing a new culture Organizational renewal can be easily linked to number of capabilities and properties as innovative, learning and self-organizing, and all related to systems’ ideas. See Cummings Worley (2004) for more information about transformational change.

The Need for a Methodology:

What ever the change is, managers should not only design the new shape of their organization but also the path they need to take to get there. With the complexity of the todays organization and the size and type of change needed, expected change should not be straightforward linearly achievable tasks. Also, as we deal with so many aspects of the organization on the technical, social, and human dimensions, no one group should dominate the change process. Change should be guided within the scope, boundary, and the environment of our system of problems, and addresses all interactions and interdependencies of the corporate components. All that requires knowledge, expertise, and teamwork with multidisciplinary approach. On any level, change need to be engineered. Now systems engineers, systems developers, and system analysts are needed to work together with System-oriented managers to guarantee the correct and successful deployment of the change. They use system methods, which utilize number of tools and techniques, for development. Systems thinking requires more than development methods, or step-by-step linear approach, it requires methodologies which far more general and systemic than the systematic application of change. Each methodology space covers the activities to be carried out within the development phases (known as system development life cycle), starting from strategic planning to post-implementation phase. Throughout the years many methods have been developed, and now more than thousand exists (Bubenko, 1986). Review of some of these methods can be found in (Samir, 2002, in Arabic), and more management of change methodologies can be found in (Holmn, and Devan, 1999). In this site we present information about various methodologies used for systems development with its useful links. Also, we introduce the Total Unified Methodology (TUM), developed by the author to handle the requirements for problem definition, reengineering, process design with performance and quality measures, and system implementation. It can also integrate all development projects as ISO certification, BPR, and TQM to be carried out under one umbrella of systems development. More about this methodology can be found in Samir (2002).

Strutured Methodology:

Structured methodology uses structured approach for systems development, and it has now number of models as:
1. Water Fall model:
which divides the solution into number of consecutive stages each has specific deliverable and objective. In this model the solution is developed in linear fashion as the project progressed.
2. Modified Water fall:
is similar to the previous one except stages here are implemented in iterative steps to guarantee that all parameter are considered during the transition from one stage to the other.
3. Spiral model
where solution is developed in iterative cycles which cut through the full span of development.
4.Prototyping model
where we build a small scale solution from the known requirements of the system. The user is asked to use the solution in order to come out with new requirements. With this new requirements the solution is expanded and built through number of iterative cycles. With prototyping we guarantee that the full system is developed by the participation and approval of the user.

System Analysis and Design:

System analysis and design are concerned with the investigation of an organization and the design and implementation of a computerized solution to that organization needs. To analyze a system is to identify its components (devices, people, rules and procedures) and their interrelationships in order to determine its objectives, requirements, and priorities. The analyst must find ways of representing organization as a whole system, taking into consideration any economic behavioral and technical constraints. To know more about systems analyst job from the internet click here. and visit the international institute of business analysis(IIBa).