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Managing implementation Ch 09 – Boddy et al

Managing implementation Ch 09 – Boddy et al. Challenges in implementing IS Models of change – life cycle, emergent, participation and politics Establishing and controlling projects Programmes – a group of linked projects Case: RBS-ABN Amro. Challenges in implementing IS.

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Managing implementation Ch 09 – Boddy et al

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  1. Managing implementationCh 09 – Boddy et al Challenges in implementing IS Models of change – life cycle, emergent, participation and politics Establishing and controlling projects Programmes – a group of linked projects Case: RBS-ABN Amro

  2. Challenges in implementing IS • Often technologically advanced • Introduced to an established firm • External conditions likely to change during project • May involve links with other firms • ‘magic bullet’ expectations

  3. Planning – rational, linear, single aim – technical focus Emergent – new conditions, interests – flexible focus Participative – ownership, commitment – people focus Political – potential opposition, conflicting – power focus Four theories of change

  4. Figure 9.1Waterfall model of systems development Source: Reprinted from Chaffey, D. (2003) with permission

  5. Figure 9.2System development by prototyping

  6. Implications for skills Table 9.1Content and process skills for managing IS projects

  7. Projects depend on control, tools for which include: project control committee; planning (with flexibility) – see Table 9.2; change control procedures; managing escalation – Figure 9.4; post-implementation reviews. Controlling a project

  8. Figure 9.4 Risk and Issue management process

  9. Projects rarely happen in isolation - part of a programme, requiring distinct skills Programmes need to retain overall strategic alignment with the organisation – which will itself be changing Develop a programme management toolkit Projects and programmes

  10. Tools for programme control include: programme overview chart – Figure 9.5; programme reporting; management structure – Figure 9.6. Programmes and their control

  11. A supportive infrastructure to move individual interests to common goal Links the set of projects to the rest of the organisation and its strategy Needs a management information system that can quickly and accurately summarise current progress Programme structure

  12. Figure 9.5 Project overview chart

  13. Figure 9.6Example of a programme management structure

  14. To get the best from project staff: consider personal long-term development; communicate a clear strategy and vision; clarify roles and personal objectives; regularly review performance, offering reward and recognition; create a learning culture. An energised environment

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