Browsing by Author "Johnstone, David"
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Item Restricted ELCM211: e-Commerce: Foundations of e-Commerce(Victoria University of Wellington, 2010) Johnstone, DavidItem Restricted ELCM211: e-Commerce: Foundations of e-Commerce(Victoria University of Wellington, 2011) Johnstone, DavidItem Open Access Ethics in the IT Profession: Does a Code of Ethics have an Effect on Professional Behaviour?(Te Herenga Waka—Victoria University of Wellington, 2016) Leicester, Nicola; Johnstone, DavidIn many professions, membership of a professional body is a requirement to practice that profession, and adherence to a code of ethics is an integral part of that membership. Information Technology is a relatively young profession, and does not require its workers to be a part of any association or adhere to any specific code of ethics, despite the fact that the ever-changing nature of technology enables ever greater opportunities for the undesirable consequences of computer misuse. Codes of ethics have been developed to attempt to guide professional behaviour, but there have been very few studies done showing whether or not a code of ethics has an effect on worker behaviour, with no recent studies available, and none from New Zealand. This study interviews IT professionals working in Wellington, half of whom are provided with a copy of the IITP Code of Ethics, to provide indicative findings on whether or not the presence of a code of ethics has an effect on their responses. Participants were asked to discuss three short case studies, and the responses from the two groups were compared with each other, and to a benchmark analysis of the case studies. The results showed remarkable similarities between the responses of the two groups, and both showed similarity to the benchmark, showing that the presence of a code of ethics has no impact on the responses of IT professionals to ethical situations. The results also showed that interviewees generally had a negative view of codes of ethics, seeing them as not necessary, not highly publicised, and less useful as an aid than organisational processes and guidelines, while finding that common sense and an internal moral code were more useful as guides to ethical behaviour. The small sample size means that these results are indicative only, and this research can be used as the basis for a larger study.Item Restricted INFO102: Information Systems: Information System Development(Victoria University of Wellington, 2010) Johnstone, DavidItem Restricted INFO102: Information Systems: Information System Development(Victoria University of Wellington, 2009) Johnstone, DavidItem Restricted INFO201: Information Systems: Introduction to Information Systems Management(Victoria University of Wellington, 2012) Johnstone, DavidItem Restricted INFO231: Information Systems: Management of IT Projects(2018) Johnstone, DavidItem Restricted INFO232: Information Systems: Business Systems Analysis(Victoria University of Wellington, 2011) Johnstone, DavidItem Restricted INFO232: Information Systems: Business Systems Analysis(Victoria University of Wellington, 2010) Johnstone, DavidItem Restricted The State of Agile and Lean in New Zealand: A survey on the use of Agile and Lean methods(Te Herenga Waka—Victoria University of Wellington, 2014) Williams, Jan; Johnstone, DavidAgile and Lean methods are used extensively to help organisations meet current challenges in the provision of software services. This paper presents the results of an exploratory research study that investigates current trends in the organisational usage of these methods. An online survey was developed to allow comparisons with previous studies on Agile and Lean method usage and to investigate any changes since these studies. The research investigates how these approaches are distributed amongst New Zealand (NZ) organisations and how usage may vary from country to country. The research looks at organisational characteristics and how this may affect which approach is followed, as well as what challenges and benefits have been experienced. The results from the quantitative data collected in the survey study indicate that the NZ experience largely reflects the usage of Agile and Lean Methods found in previous studies, and is consequently able to prosper from the benefits in a similar manner to others. The study also finds that management support is a significant factor in the success of adopting these methods; that the methods are no more difficult to manage in distributed systems than any other method; and that there was no evidence of any particular organisational characteristics being an important factor. Like other studies in this area, a conclusive measure of actual usage remains elusive.
