One manager states, “When a new system is proposed, I want a written report, not an oral presentation, which is like a sales pitch. I only want to see the facts about costs, benefits, and schedules.” Do you agree with that point of view?

What will be an ideal response?

Arguments can be made both ways. For example, to support the manager’s point of view students might include the following:
• An effective communicator must be able to build his or her case in writing as well as orally. If the manager has questions based on the written report, he or she always can call the systems analyst to get the questions answered.
• Important written communications are permanent records that allow the information system project to be documented and tracked. As a systems analyst, you must include all arguments for and against your recommendation in your written report and not leave important arguments in reserve for your oral presentation.
• Many managers make their decisions based on information and factors independent of the final management presentation. If that represents the decision-making style at a particular firm, then gathering a group of executives to hear the presentation might be a waste of productive time and money.

Arguments in opposition to the manager’s point of view include the following:
• When selecting from the many viable alternatives at the end of an SDLC phase, managers must weigh many conflicting tradeoffs among the alternatives. Executives often cannot make a clear-cut decision without the opportunity to discuss the alternatives at the final management presentation.
• Information systems are built for the end users of an organization. Managers want assurances that the systems analysts are capable, knowledgeable, and able to support the users, and a presentation is an excellent means to evaluate the IT staff.
• Managers often are busy traveling, mentoring, planning, negotiating, meeting, and so on, and have little time to read sizable, complicated, written reports. A face-to-face presentation improves the chances of a timely decision on the project.