Chapter 5 - System Success and Failure (Implementation).doc

8/14/2019 Chapter 5 - System Success and Failure (Implementation).doc

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AACS4794 MANAGEMENT INFORMATION SYSTEMS CHAPTER 5

Chapter 5 System Success and Failure: Implementation

The alteration or change o! an in!or"ation # te" ha a great an$ %o&er!'l i"%actto&ar$ an organi(ational)

It tran !or" the interaction a"ong in$i*i$'al an$ gro'% ) Change in the &a# that in!or"ation i $e!ine$+ acce e$ an$ ' e$ to "anage the

organi(ation, re o'rce o!ten lea$ to ne& $i tri-'tion o! a'thorit# an$ %o&er) .ene!it !ro" in!or"ation technolog# in*e t"ent &ill -e re$'ce$ i! !ir" $o not

con i$er the co t o! organi(ational change a ociate$ &ith a ne& # te" o! "a/ethe e change e!!ecti*el# 0R#an an$ Harri on+ 12223 Irani an$ o*e+ 1222 1226 )

S'cce !'l # te" -'il$ing re8'ire care!'l change "anage"ent)

5.1 Information System Problem Areas

There are %lent# o! %ro-le" ca' ing in!or"ation # te" !ail're+ an$ tho e %ro-le"categori(e$ into "'lti%le categorie 'ch a in ter" o! $e ign+ $ata+ co t an$o%eration )

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Design

perations Data

Cost

Info.System

Info.System

Figure 5.1 Pro-le" &ith an in!or"ation # te", $e ign+ $ata+ co t oro%eration can -e e*i$ence o! a # te" !ail're)


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e ign The act'al $e ign o! the # te" "a# !ail to ca%t're e ential -' ine re8'ire"ent o!

i"%ro*e organi(ational %er!or"ance) It co*er o! in!or"ation "a# not -e %ro*i$e$+ i"%o i-le $ata ' e$+ inacc'rate $ata

re%re ente$+ etc) A # te" "a# -e $e igne$ &ith a %oor ' er inter!ace) For in tance+ the %roce$'re to re8'e t online in!or"ation retrie*al "a# -e

'nintelligent that ' er are too !r' trate$ to "a/e re8'e t + ' er ta/e too long to'n$er tan$ an$ acce :e- %age or too "'ch o! the ti"e %ent to $i %la# the :e-

%age on the ' er, co"%'ter) e ign ; tr'ct're+ c'lt're an$ goal ; # te" !ail're

ata The in!or"ation in certain !iel$ "a# -e erroneo' or a"-ig'o' + or it "a# not -e

organi(e$ %ro%erl# !or -' ine %'r%o e ) In!or"ation re8'ire$ "a# -e inacce i-le -eca' e the $ata are inco"%lete)

Co t Co t to i"%le"ent an$ e


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5.! Causes of Implementation Success and Failure

I"%le"entation o'tco"e can -e $eter"ine$ -# the !ollo&ing !actor >

The role o! ' er in the i"%le"entation %roceThe $egree o! "anage"ent '%%ort !or the i"%le"entation e!!ortThe le*el o! co"%le

? er in*ol*e"ent in # te" $e ign+ change ea e to control the o'tco"e

Incor%orate ' er, re8'ire"ent @ e


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The e $i!!erence lea$ to $i!!erent organi(ational lo#altie + a%%roache to %ro-le"ol*ing an$ *oca-'larie )

IS %eciali t o!ten loo/ !or elegant an$ o%hi ticate$ technical ol'tion to en 'rehar$&are an$ o!t&are e!!icienc# o%ti"i(e$)

? er o!ten oriente$ to ol*ing -' ine %ro-le" or !acilitating organi(ationalta / )

Ga% -et&een ' er an$ IS %eciali t $i!!erent goal to %'r 'e ri / o! !ail're)

"ii#. &anagement Support and Commitment

Co""it"ent o! "anage"ent at *ario' le*el &ill -e %ercei*e$ %o iti*el# -# -oth' er an$ IS ta!!)

.oth gro'% &ill recei*e higher le*el attention an$ %riorit#) Thi en 're that a # te" %ro=ect &ith '!!icient !'n$ing an$ re o'rce ) Mo t o! the change in &or/ an$ %roce$'re $e%en$ on "anage"ent) I! a "anager con i$er a ne& # te" a %riorit#+ the # te" &ill "ore li/el# to -e

treate$ that &a# -# hi or her '-or$inate ) 0 oll+ 69D53 Ein or an$ Sege*+ 697D

"iii#. 'e%el of Comple(ity and is* Generall#+ # te" $i!!er in their i(e+ co%e+ le*el o! co"%le


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Project structure tr'ct're$ %ro=ect their re8'ire"ent are clear an$traight!or&ar$ 0 o that the o't%'t an$ %roce e are ea il# $e!ine$)

E


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5./ Controlling is* Factors

The !ir t te% in "anaging %ro=ect ri / i to i$enti!# the nat're an$ le*el o! ri /con!ronting the %ro=ect 0Sch"i$th+ ##tinen+ /eil an$ C'le+ 1226 )

Managing technical co"%le


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There!ore+ the i"%le"entation trateg# "' t not onl# enco'rage ' er %artici%ationan$ in*ol*e"ent+ it "' t al o a$$re the i 'e o! Kco'nteri"%le"entationL 0Been+69D6 )

It i a $eli-erate trateg# to to% the i"%le"entation o! an in!or"ation # te" or aninno*ation in an organi(ation)

Strategie to o*erco"e ' er re i tance incl'$e ' er %artici%ation+ ' er e$'cation an$training+ "anage"ent e$ict an$ %olicie an$ %ro*i$ing -etter incenti*e !or ' er &hocoo%erate)

The ne& # te" can -e "a$e "ore ' er !rien$l# -# i"%ro*ing the en$ ' er inter!ace)

5.0 &anaging Implementation

Not all the a %ect o! the i"%le"entation %roce can -e ea il# controlle$ or %lanne$) S# te" 'cce can -e increa e$ -# antici%ating %otential i"%le"entation %ro-le"

an$ a%%l#ing a%%ro%riate correcti*e trategie ) Re8'ire"ent gathering an$ %lanning "etho$ologie ha*e -een $e*elo%e$ !or

%eci!ic categorie o! %ro-le" ) There!ore+ it i e ential to en 're ' er in*ol*e"ent thro'gho't the i"%le"entation

%roce an$ "anaging the organi(ational change %roce )

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Chapter 5 - System Success and Failure (Implementation).doc