13.

LEARNING OBJECTIVES
IDENTIFY PROBLEM AREAS IN INFO SYSTEMS ASSESS WHETHER OR NOT A SYSTEM IS SUCCESSFUL ANALYZE PRINCIPAL CAUSES OF INFO SYSTEM FAILURE ANALYZE RELATIONSHIP BETWEEN IMPLEMENTATION PROCESS & SYSTEM OUTCOME SELECT APPROPRIATE STRATEGIES TO MANAGE IMPLEMENTATION PROCESS *
13.2

MANAGEMENT CHALLENGES
INFORMATION SYSTEM FAILURE COURSES OF INFO SYSTEM SUCCESS & FAILURE MANAGING IMPLEMENTATION *

13.3

SYSTEM FAILURE
AN INFORMATION SYSTEM THAT: DOESNT PERFORM AS EXPECTED ISNT OPERATIONAL AT A SPECIFIED TIME CANNOT BE USED AS INTENDED *
13.4

PROBLEM AREAS
DESIGN

INFORMATION OPERATIONS SYSTEM DATA

USER INTERFACE: How user interacts with system; hardware, On-screen commands and responses COST

13.5

PROBLEM AREAS
DESIGN DATA COST OPERATIONS
*

13.6

MEASURES OF INFO SYSTEM SUCCESS

1. HIGH LEVELS OF USE 2. USER SATISFACTION 3. FAVORABLE ATTITUDES 4. ACHIEVED OBJECTIVES 5. FINANCIAL PAYOFF *
13.7

CAUSES OF INFORMATION SYSTEM SUCCESS & FAILURE

IMPLEMENTATION LEVEL OF COMPLEXITY & RISK CHALLENGE OF BUSINESS REENGINEERING *

13.8

IMPLEMENTATION
ALL ACTIVITIES LEADING TO ADOPTION, MANAGEMENT, ROUTINIZATION OF INNOVATION
IMPLEMENTATION STAGES ADOPTION MANAGEMENT ROUTINIZATION

APPROACHES

ACTORS' ROLE
STRATEGY ORGANIZATIONAL FACTORS

XXXX

XXXX
XXXX XXXX XXXX

13.9

INNOVATION PROCESS
ACTOR CHARACTERISTICS & DEMOGRAPHICS SOCIAL STATUS EDUCATION SOPHISTICATION

INNOVATIVE
BEHAVIOR ACTOR ROLES PRODUCT CHAMPION BUREAUCRATIC ENTREPRENEUR GATEKEEPER

13.10

CHANGE AGENT
DURING IMPLEMENTATION, INDIVIDUAL ACTS AS CATALYST DURING CHANGE PROCESS TO ENSURE SUCCESS *

13.11

ACTIONS & INDICATORS FOR SUCCESSFUL SYSTEM IMPLEMENTATION

SUPPORT BY LOCAL FUNDS NEW ORGANIZATIONAL ARRANGEMENTS STABLE SUPPLY & MAINTENANCE NEW PERSONNEL CLASSIFICATIONS CHANGES IN ORGANIZATIONAL AUTHORITY *

13.12

Source: Yin (1981)

ACTIONS & INDICATORS FOR SUCCESSFUL SYSTEM IMPLEMENTATION

INTERNALIZATION OF TRAINING PROGRAM CONTINUAL UPDATING OF THE SYSTEM PROMOTION OF KEY PERSONNEL SURVIVAL OF SYSTEM AFTER TURNOVER ATTAINMENT OF WIDESPREAD USE *

13.13

Source: Yin (1981)

FACTORS IN IMPLEMENTATION OUTCOME DESIGN, COST, OPERATIONS, DATA

USER INVOLVEMENT & INFLUENCE MANAGEMENT SUPPORT LEVEL OF COMPLEXITY / RISK MANAGEMENT OF IMPLEMENTATION PROCESS *

13.14

USER-DESIGNER COMMUNICATIONS GAP

DIFFERENCES IN BACKGROUNDS, INTERESTS, PRIORITIES IMPEDE COMMUNICATION AND PROBLEM SOLVING AMONG END USERS AND INFORMATION SYSTEMS SPECIALISTS *

13.15

USER CONCERNS:
WILL SYSTEM DELIVER INFORMATION I NEED? HOW QUICKLY CAN I ACCESS DATA? HOW EASILY CAN I RECEIVE DATA? HOW MUCH CLERICAL SUPPORT WILL I NEED FOR DATA ENTRY? HOW WILL SYSTEM OPERATION FIT INTO MY DAILY BUSINESS SCHEDULE? *
13.16

DESIGNER CONCERNS:
HOW MUCH DISK SPACE WILL MASTER FILE CONSUME? HOW MANY LINES OF PROGRAM CODE WILL THIS FUNCTION TAKE? HOW CAN WE REDUCE CPU TIME? WHAT IS THE MOST EFFICIENT WAY OF STORING THIS DATA? WHAT DATABASE MANAGEMENT SYSTEM SHOULD WE USE? *
13.17

LEVEL OF COMPLEXITY & RISK

PROJECT SIZE PROJECT STRUCTURE EXPERTISE WITH TECHNOLOGY *

13.18

DIMENSIONS OF PROJECT RISK

STRUCTURE HIGH HIGH HIGH HIGH LOW LOW LOW LOW TECHNOLOGY LEVEL LOW LOW HIGH HIGH LOW LOW HIGH HIGH SIZE LARGE SMALL LARGE SMALL LARGE SMALL LARGE SMALL RISK LOW VERY LOW MEDIUM MEDIUM-LOW LOW VERY LOW VERY HIGH HIGH

13.19

MANAGEMENT OF THE IMPLEMENTATION PROCESS

DEFINE REQUIREMENTS ASSESS COSTS, BENEFITS, SCHEDULES IDENTIFY INTEREST GROUPS, ACTORS, DETAILS TRAIN END USERS CONTAIN CONFLICTS, UNCERTAINTIES *

13.20

POOR PROJECT MANAGEMENT

COST OVERRUNS TIME SLIPPAGE TECHNICAL SHORTFALLS IMPAIR PERFORMANCE FAILURE TO OBTAIN ANTICIPATED BENEFITS *
13.21

CHALLENGES OF BUSINESS PROCESS REENGINEERING (BRP) & ENTERPRISE RESOURCE PLANNING (ERP)
HIGH FAILURE RATE EXTENSIVE ORGANIZATIONAL CHANGE CANT DELIVER PROMISED BENEFITS POOR IMPLEMENTATION FEAR, ANXIETY, RESISTANCE *

13.22

WHAT CAN GO WRONG?

ANALYSIS: Incorrect allocation of time, money resources; too little preliminary planning; improper staffing; excessive promises; incomplete requirements; users spend insufficient time helping team gather information; poor user interviews *
13.23

WHAT CAN GO WRONG?

DESIGN: Little or no user input to design; no built-in flexibility; lack of organizational impact analysis; functional specifications inadequately documented *

13.24

WHAT CAN GO WRONG?

PROGRAMMING: Underestimated time, cost; incomplete specifications; not enough time for program logic; time wasted on writing code; insufficient use of structured design, object-oriented techniques; programs inadequately documented; requisite resources not scheduled 13.25 *

WHAT CAN GO WRONG?

TESTING: Underestimated time & cost; disorganized test plan; all direct users not involved until conversion; inappropriate acceptance tests; management doesnt sign off on test results *

13.26

WHAT CAN GO WRONG?

CONVERSION: Insufficient time & money; all direct users not involved until conversion; delayed training; To reduce cost overruns & delays system goes on-line too soon; *

13.27

WHAT CAN GO WRONG?

CONVERSION (CONTINUED): inadequate system & use documentation; no performance evaluation or standards; insufficient system maintenance plans or training *

13.28

MANAGING IMPLEMENTATION
CONTROLLING RISK FACTORS FORMAL PLANNING & CONTROL TOOLS OVERCOMING USER RESISTANCE DESIGNING FOR THE ORGANIZATION

13.29

MANAGING IMPLEMENTATION
CONTROLLING RISK FACTORS EXTERNAL INTEGRATION TOOLS: Link work of implementation team to users at all organizational levels INTERNAL INTEGRATION TOOLS: Ensure implementation team operates as a cohesive unit *

13.30

EXTERNAL INTEGRATION TOOLS

User as team leader or assistant User steering committee Users as active team members Require user approval of specs Distribute important minutes widely Users can report to management; lead training effort and installation User responsible for change control * 13.31

INTERNAL INTEGRATION TOOLS

Team members highly experienced Leader has strong technical, project management background Frequent meetings; distribute minutes concerning key decisions Regular technical status reviews Members have good working relationships with others Members help set goals, establish targets 13.32 *

MANAGING IMPLEMENTATION
FORMAL PLANNING & CONTROL TOOLS FORMAL PLANNING TOOLS: Help Structure, Sequence Tasks; Budget Time, Money, Resources FORMAL CONTROL TOOLS: Help Monitor Progress Toward Completing Tasks, Reaching Goals *

13.33

FORMAL PLANNING TOOLS

SELECT MILESTONE PHASES DEVELOP SPECIFICATIONS FROM FEASIBILITY STUDY ESTABLISH SPECIFICATION STANDARDS DEVELOP PROCESS FOR PROJECT APPROVAL *
13.34

FORMAL CONTROL TOOLS

MAINTAIN DISCIPLINES TO CONTROL, FREEZE DESIGN SPOT DEVIATIONS FROM PLAN PERIODIC FORMAL STATUS REPORTS TO SHOW PROGRESS *

13.35

MANAGING IMPLEMENTATION
OVERCOMING USER RESISTANCE COUNTERIMPLEMENTATION: Deliberate attempt to thwart implementation. countered by: PEOPLE-ORIENTED THEORY SYSTEM-ORIENTED THEORY INTERACTION THEORY *

13.36

PEOPLE-ORIENTED THEORY:

FOCUSES ON FACTORS INTERNAL TO USERS: USER EDUCATION (Training) COERCION (Edicts, Policies) PERSUASION USER PARTICIPATION (Elicit Commitment) * 13.37

SYSTEM-ORIENTED THEORY :
FOCUSES ON FACTORS INHERENT TO SYSTEM DESIGN: USER EDUCATION IMPROVE HUMAN FACTORS (User/System Interface) USER PARTICIPATION (for Improved Design) PACKAGE MODIFICATIONS CONFORM TO ORGANIZATION WHEN APPROPRIATE *

13.38

INTERACTION THEORY:
RESISTANCE CAUSED BY INTERACTION OF PEOPLE AND SYSTEM FACTORS: SOLVE ORGANIZATION PROBLEMS RESTRUCTURE USER INCENTIVES RESTRUCTURE USER-DESIGNER RELATIONSHIP PROMOTE USER PARTICIPATION *

13.39

MANAGING IMPLEMENTATION
DESIGNING FOR THE ORGANIZATION ORGANIZATIONAL IMPACT ANALYSIS ERGONOMICS SOCIOTECHNICAL DESIGN *

13.40

ORGANIZATIONAL IMPACT ANALYSIS

HOW WILL PROPOSED SYSTEM AFFECT ORIENTATIONAL: STRUCTURE ? ATTITUDES ? DECISION MAKING ? OPERATIONS ?

13.41

ERGONOMICS:
INTERACTION OF PEOPLE & MACHINES, INCLUDING: DESIGN OF JOBS HEALTH ISSUES END-USER INTERFACES *
13.42

SOCIOTECHNICAL DESIGN:
DESIGN TO PRODUCE INFORMATION SYSTEMS THAT BLEND: TECHNICAL EFFICIENCY SENSITIVITY TO ORGANIZATIONAL NEEDS SENSITIVITY TO HUMAN NEEDS *
13.43

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13.44

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