Whennon‐standardizedpeoplemeet
standardizedenterprisesystems
NicholasBerente
UniversityofGeorgia
DigitalInfrastructuresandInnovation
EnterpriseInformationSystems
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Presidential“greenlight”by2008
Accountability&compliancewith
oversight– 2007GAOreview
FinancialIntegrationbetween
Centers
ProgrammaticBudgeting,Control,
&Budgeting
WEBTADsAward– BestinUSGovt
Acceleratedprocesses
(procurement:1week 1day)
2003‐2008~$1billion
EnterpriseInformationSystems
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Productivity
Efficiency&Speed
Integration
Control&Accountability
CostSavings
Agility
ChangeManagement:
CriticalSuccessFactors
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TopManagementSupport
StrategicGoals:CommunicationCampaign
Business&ITCooperation(TopPeople)
PartnerSelection– packagedsolution
ComplementaryBusinessInitiative
Disciplinedprojectmanagement– scope&schedule
Image:Al‐Masharietal2003
ChangeProcess:
EnterpriseSystemLifecycle
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Implementation(BigBang
vs.Phased)
Shakeout
Onward&Upward
Dedicatedsupport
organization
LimitedCustomization
emphasizeprocess
change
EliminatedLegacy
Systems
CulturalChange
Successacontinualaccomplishment!
Image:Markus&Tanis2000
However….
PubliclyavailableNASAimage– norelationtotopicofpresentation.
However….
Goals:
‐ Singlepointofdata
capture
‐ Universalsystemuse
‐ ControlfromCentersto
Programs
‐ Procurement
standardization
Often:
‐ Scientists,engineers,etc.,donotuse
thesystem
‐ Projectmanagersandcenter
managersuseshadowsystems
‐ Sciencepeople“surf”WBSnumbers
andbilltimetoallocation
‐ Theycircumventcontrols&input
intentionally
Non‐Use
PubliclyavailableNASAimage– norelationtotopicofpresentation.
ShadowSystems
PubliclyavailableNASAimage– norelationtotopicofpresentation.
Circumvention
PubliclyavailableNASAimage– norelationtotopicofpresentation.
SpinningandSurfing
PubliclyavailableNASAimage– norelationtotopicofpresentation.
LogicsofLocalAction
EnterpriseSystem
Scientist
Knowledge
Autonomy
Knowledge
ProblemSolving
Identifywithmission
Control
Standardization
Accountability
Identifywithprogramgoals&
budget
IdentityoftheScientist:AppropriateRole
Logics
Priorities:Values,Goals,Incentives
Assumptions:OrganizingPrinciples,
Routines&Practices,assumptionsabout
appropriateaction
Identities:Roles,domainsofappropriate
actioninagivendomain
OutcomesofConflictingLogics:
“LooseCoupling”withEnterpriseSystem
Circumvention
ShadowSystems
HumanIntermediation
TimeLag
CreativeReporting
KnowledgeWorkersReconcilewith
“SingleVersionoftheTruth”
“HumanShockAbsorbers”
OtherInstancesofKnowledgeWorkers
andEnterpriseSystems
AutomotiveDesign(Ford)
InnovativeElectromechanical
Sales(Bantech)
ComplexArchitecture,
Engineering&Construction
(Gehry)
Ford’sBillofMaterials
TC
CAD Designer
attaches CAD
End Item to
product
structure in TC
Engine
Configurator
maintains
Product
Structure
Engineering
Manufacturing
Finance
Finance
Weight
Service
WERS
WERS
DifferentLogicofPracticeforDifferentUnits
Ford’sBillofMaterials
Engineering
Manufacturing
Finance
Finance
AVBoM
Weight
Service
WERS
WERS
Nightly feed
from WERS
Automated
WERS load
Bantech:ElectromechanicalSales
IncentivesandAuthorityMisalignedwithStandards
Gehry’sComplexAEC
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Todealwithdesignmust
learndesignintimately
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Bestwaytodosoisto
redesign
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Oftenredesignindifferent
system
IntegrationNotSupportLearningaboutDesign
Image:buildipedia.com
NurseShiftChanges‐ EHR
WhenNon‐StandardizedPeopleMeeta
StandardizedEnterpriseSystem
Downstreamreconciliationratherthan
upstreamdatacapture
Localusefulnessratherthancentralized
control
Businessrealitiesratherthanineffective
standards
Learningratherthanefficiency
TacticstoConsider
withKnowledgeWorkers
HumanIntermediation(ratherthan
universaluse&singlepointofdatacapture)
AlternativeSystemControl(ratherthan
enterprisesystemcontrol)
Discretion(ratherthanstandardization)
Recreation(notintegration– learningrather
thanefficiency)
EnterpriseInformationSystems
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Productivity
Efficiency&Speed
Integration
Control&Accountability
CostSavings
Agility
ThankYou!
NickBerente
berente@uga.edu