13.

1
 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:
• DOESN’T PERFORM AS EXPECTED
• ISN’T OPERATIONAL AT A
SPECIFIED TIME
• CANNOT BE USED AS INTENDED
*

13.4
 PROBLEM AREAS
DESIGN

INFORMATION
OPERATIONS DATA
SYSTEM

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

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
APPROACHES ADOPTION MANAGEMENT ROUTINIZATION

ACTORS' ROLE XXXX XXXX

STRATEGY XXXX

ORGANIZATIONAL XXXX XXXX

FACTORS

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 TECHNOLOGY LEVEL SIZE RISK
HIGH LOW LARGE LOW
HIGH LOW SMALL VERY LOW
HIGH HIGH LARGE MEDIUM
HIGH HIGH SMALL MEDIUM-LOW
LOW LOW LARGE LOW
LOW LOW SMALL VERY LOW
LOW HIGH LARGE VERY HIGH
LOW HIGH SMALL 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
• CAN’T 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
doesn’t 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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