CHAPTER 16
EUIS PROJECT MANAGEMENT:
IMPLEMENTING, MONITORING, AND ALIGNING
BUSINESS PROCESSES
Learning Objectives
After completing this chapter, students should be able to:
 Describe the roles of implementing, evaluating, and institutionalizing new business processes in the
EUIS project management model.
 List steps an organization could follow as a guide to implementing EUIS projects.
 Given a situation in which new technologies are planned, suggest strategies for their
implementation.
 Identify major facility changes that must be considered in preparing a site for new technologies.
 List ten ways to conduct an EUIS evaluation and explain when they might be used.
 Develop an equipment feature analysis form, an interview guide, and an attitude questionnaire
appropriate for EUIS evaluation.
 Explain the importance of the final step of the EUIS Project Management Model: institutionalize
business processes.
Lecture Outline
16.1
16.2
16.3
Introduction
Step Six: Implementing EUIS Projects
16.2.1
Managing Project Implementation
16.2.2
Staffing for the Implementation Stage
16.2.3
Selecting Pilot and Model Office Installations
16.2.4
Preparing the Facilities
16.2.4.1
Ensuring a correct installation
16.2.4.2
Ensuring a convenient installation
16.2.4.3
Ensuring a comfortable and safe installation
16.2.5
Obtaining and Installing the System
16.2.6
Installing Security Measures
16.2.7
Developing Solutions
16.2.8
Delivering User Training
16.2.9
Establishing New Procedures
16.2.10
Managing the Change Process
Step Seven: Evaluating EUIS Projects
16.3.1
Who Should Do the Evaluation?
16.3.2
When Should Evaluation Take Place?
16.3.3
What Should Be Evaluated?
16.3.4
How Should Evaluation Be Done?
16.3.4.1
Feature Analysis
16.3.4.2
User Interviews
16.3.4.3
Company Files
16.3.4.4
Attitude Questionnaires
16.3.4.5
Communications Audit
16.3.4.6
Work-Time Measurement
16.4
16.5
16.6
16.3.4.7
Cost Comparisons
16.3.4.8
User Competency Testing
16.3.4.9
Participant Observation
Step Eight: Institutionalize New Business Processes
16.4.1
Providing Remedial and Advanced Training
16.4.2
Modifying or Enhancing Systems
16.4.3
Meeting Job Performance Objectives
16.4.4
Meeting Business Process Objectives
16.4.5
Meeting Business/Management Objectives
Why Some Systems Fail
Summary
Chapter Overview
This chapter explains the last three steps of EUIS project management: implementation, evaluation, and
institutionalization of new business processes. EUIS project management is an art as well as a science—
determining which of the strategies to use, when, and by whom depends on time constraints, the enduser group, the complexity and newness of the technology, and of course, budgets.
This chapter overviews implementation strategies, offered as “steps” to successful implementation. The
list is not exhaustive. Moreover, depending upon organizational factors, the steps are not necessarily in
the appropriate order. Emphasize the need for a planning document. Knowing who is responsible for
what and when is an important management control. The task force may continue as the implementation
team, or a new group may be appointed to oversee the implementation. Here is where pilot and
prototype installation evaluation can be a means of providing support/enthusiasm for the new system.
Preparing the facility for the new technology is an important step which is often overlooked. Physical
installation means the technology is appropriately placed and safety and security issues (discussed in an
earlier chapter) are addressed. Applications should be phased in gradually, allowing time for end users
to become proficient with the system before either the end user or the system is evaluated.
Evaluation strategies should be planned in advance of installation. The chapter offers several strategies
that are built on methods detailed in Chapter 14: interviews, questionnaires, observation guides. In
addition, equipment feature analysis forms and cost comparisons are suggested. Evaluation data
provides feedback that is very important for the next step, institutionalizing new business processes, and
for continuing to refine business results to achieve project goals.
The final step is the most critical for bringing the benefits of technology to the bottom line, yet it is the
phase that is most often given short shrift. When business process changes are part of the project, they
must be planned, implemented, and evaluated as carefully as the technology. Otherwise, many of the
potential benefits of newly installed technologies will not be realized. It cannot be assumed that
individuals and groups will automatically change their behaviors to capitalize on the technology. It
rarely happens.
Teaching Suggestions
Computer Expert System Simulation
Highly recommended (the simulation has been used at New York University and Indiana University
with great success) is a computer-based simulation, N. Dean Meyer and Associates’ GamePlan.
GamePlan allows your students to work in the role of a newly appointed “Manager of End-User
Computing” and apply strategies outlined in this chapter to an organization identified with a corporate
culture that is either traditional, consensus-driven, profit-centered, or futurist. The simulation package
and its extensive support materials are available from N. Dean Meyer and Associates. Write or call them
at: 233 Mountain Road, Ridgefield, CT 06877; (203)431-0029. www.ndma.com
Guest Speaker
This point in the course is another highly effective time to bring in an outside speaker. Invite a project
manager to come to class and describe planning, analysis, design, implementation, evaluation, and
institutionalization of business processes for one or two projects for which they have been responsible.
Have students visit the web site of the speaker’s company as preparation for the class presentation.
Case Study
Case studies are one of the most effective ways to teach project management. Use the Part Five
Case Study or a case study from the companion web site or web links. Have students work in
groups to discuss the case and prepare the case questions or do a project such as preparing an
RFP, developing a project proposal, or developing an implementation plan.