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
SYSTEM
USER INTERFACE:
How user interacts with system;
hardware,
On-screen commands and
responses
13.5
COST
DATA
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
APPROACHES
ACTORS' ROLE
IMPLEMENTATION STAGES
ADOPTION
MANAGEMENT ROUTINIZATION
XXXX
XXXX
STRATEGY
XXXX
ORGANIZATIONAL
FACTORS
XXXX
13.9
XXXX
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
13.19
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
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
13.45