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13. SYSTEM SUCCESS & FAILURE: IMPLEMENTATION

13. SYSTEM SUCCESS & FAILURE: IMPLEMENTATION. 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

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13. SYSTEM SUCCESS & FAILURE: IMPLEMENTATION

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  1. 13. SYSTEM SUCCESS & FAILURE: IMPLEMENTATION

  2. 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 *

  3. MANAGEMENT CHALLENGES • INFORMATION SYSTEM FAILURE • COURSES OF INFO SYSTEM SUCCESS & FAILURE • MANAGING IMPLEMENTATION *

  4. SYSTEM FAILURE AN INFORMATION SYSTEM THAT: • DOESN’T PERFORM AS EXPECTED • ISN’T OPERATIONAL AT A SPECIFIED TIME • CANNOT BE USED AS INTENDED *

  5. DESIGN INFORMATION SYSTEM OPERATIONS DATA COST PROBLEM AREAS USER INTERFACE: How user interacts with system; hardware, On-screen commands and responses

  6. PROBLEM AREAS • DESIGN • DATA • COST • OPERATIONS *

  7. MEASURES OF INFO SYSTEM SUCCESS 1. HIGH LEVELS OF USE 2. USER SATISFACTION 3. FAVORABLE ATTITUDES 4. ACHIEVED OBJECTIVES 5. FINANCIAL PAYOFF *

  8. CAUSES OF INFORMATION SYSTEM SUCCESS & FAILURE • IMPLEMENTATION • LEVEL OF COMPLEXITY & RISK • CHALLENGE OF BUSINESS REENGINEERING *

  9. IMPLEMENTATION STAGES APPROACHES ADOPTION MANAGEMENT ROUTINIZATION ACTORS' ROLE XXXX XXXX STRATEGY XXXX ORGANIZATIONAL XXXX XXXX FACTORS IMPLEMENTATION ALL ACTIVITIES LEADING TO ADOPTION, MANAGEMENT, ROUTINIZATION OF INNOVATION

  10. ACTOR CHARACTERISTICS & DEMOGRAPHICS SOCIAL STATUS EDUCATION SOPHISTICATION INNOVATIVE BEHAVIOR ACTOR ROLES PRODUCT CHAMPION BUREAUCRATIC ENTREPRENEUR GATEKEEPER INNOVATION PROCESS

  11. CHANGE AGENT DURING IMPLEMENTATION, INDIVIDUAL ACTS AS CATALYST DURING CHANGE PROCESS TO ENSURE SUCCESS *

  12. Source: Yin (1981) ACTIONS & INDICATORS FOR SUCCESSFUL SYSTEM IMPLEMENTATION • SUPPORT BY LOCAL FUNDS • NEW ORGANIZATIONAL ARRANGEMENTS • STABLE SUPPLY & MAINTENANCE • NEW PERSONNEL CLASSIFICATIONS • CHANGES IN ORGANIZATIONAL AUTHORITY *

  13. 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 *

  14. FACTORS IN IMPLEMENTATION OUTCOMEDESIGN, COST, OPERATIONS, DATA • USER INVOLVEMENT & INFLUENCE • MANAGEMENT SUPPORT • LEVEL OF COMPLEXITY / RISK • MANAGEMENT OF IMPLEMENTATION PROCESS *

  15. USER-DESIGNER COMMUNICATIONS GAP DIFFERENCES IN BACKGROUNDS, INTERESTS, PRIORITIES IMPEDE COMMUNICATION AND PROBLEM SOLVING AMONG END USERS AND INFORMATION SYSTEMS SPECIALISTS *

  16. 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? *

  17. 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? *

  18. LEVEL OF COMPLEXITY & RISK • PROJECT SIZE • PROJECT STRUCTURE • EXPERTISE WITH TECHNOLOGY *

  19. STRUCTURE TECHNOLOGY LEVEL SIZE RISK HIGH LOW LARGE LOW HIGH LOW SMALL VERY LOW HIGH HIGH LARGE MEDIUM HIGH HIGH SMALL MEDIUM-LOW LOW LOW LARGE LOW LOW LOW SMALL VERY LOW LOW HIGH LARGE VERY HIGH LOW HIGH SMALL HIGH DIMENSIONS OF PROJECT RISK

  20. MANAGEMENT OF THE IMPLEMENTATION PROCESS • DEFINE REQUIREMENTS • ASSESS COSTS, BENEFITS, SCHEDULES • IDENTIFY INTEREST GROUPS, ACTORS, DETAILS • TRAIN END USERS • CONTAIN CONFLICTS, UNCERTAINTIES *

  21. POOR PROJECT MANAGEMENT • COST OVERRUNS • TIME SLIPPAGE • TECHNICAL SHORTFALLS IMPAIR PERFORMANCE • FAILURE TO OBTAIN ANTICIPATED BENEFITS *

  22. 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 *

  23. 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 *

  24. 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 *

  25. 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 *

  26. 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 *

  27. 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; *

  28. WHAT CAN GO WRONG? • CONVERSION (CONTINUED): inadequate system & use documentation; no performance evaluation or standards; insufficient system maintenance plans or training *

  29. MANAGING IMPLEMENTATION • CONTROLLING RISK FACTORS • FORMAL PLANNING & CONTROL TOOLS • OVERCOMING USER RESISTANCE • DESIGNING FOR THE ORGANIZATION *

  30. MANAGING IMPLEMENTATIONCONTROLLING 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 *

  31. 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 *

  32. 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 *

  33. MANAGING IMPLEMENTATIONFORMAL 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 *

  34. FORMAL PLANNING TOOLS • SELECT MILESTONE PHASES • DEVELOP SPECIFICATIONS FROM FEASIBILITY STUDY • ESTABLISH SPECIFICATION STANDARDS • DEVELOP PROCESS FOR PROJECT APPROVAL *

  35. FORMAL CONTROL TOOLS • MAINTAIN DISCIPLINES TO CONTROL, FREEZE DESIGN • SPOT DEVIATIONS FROM PLAN • PERIODIC FORMAL STATUS REPORTS TO SHOW PROGRESS *

  36. MANAGING IMPLEMENTATIONOVERCOMING USER RESISTANCE COUNTERIMPLEMENTATION: Deliberate attempt to thwart implementation. countered by: • PEOPLE-ORIENTED THEORY • SYSTEM-ORIENTED THEORY • INTERACTION THEORY *

  37. PEOPLE-ORIENTED THEORY: FOCUSES ON FACTORS INTERNAL TO USERS: • USER EDUCATION (Training) • COERCION (Edicts, Policies) • PERSUASION • USER PARTICIPATION (Elicit Commitment) *

  38. 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 *

  39. INTERACTION THEORY: RESISTANCE CAUSED BY INTERACTION OF PEOPLE AND SYSTEM FACTORS: • SOLVE ORGANIZATION PROBLEMS • RESTRUCTURE USER INCENTIVES • RESTRUCTURE USER-DESIGNER RELATIONSHIP • PROMOTE USER PARTICIPATION *

  40. MANAGING IMPLEMENTATIONDESIGNING FOR THE ORGANIZATION • ORGANIZATIONAL IMPACT ANALYSIS • ERGONOMICS • SOCIOTECHNICAL DESIGN *

  41. ORGANIZATIONAL IMPACT ANALYSIS HOW WILL PROPOSED SYSTEM AFFECT ORIENTATIONAL: • STRUCTURE ? • ATTITUDES ? • DECISION MAKING ? • OPERATIONS ?

  42. ERGONOMICS: INTERACTION OF PEOPLE & MACHINES, INCLUDING: • DESIGN OF JOBS • HEALTH ISSUES • END-USER INTERFACES *

  43. SOCIOTECHNICAL DESIGN: DESIGN TO PRODUCE INFORMATION SYSTEMS THAT BLEND: • TECHNICAL EFFICIENCY • SENSITIVITY TO ORGANIZATIONAL NEEDS • SENSITIVITY TO HUMAN NEEDS *

  44. Connect to the INTERNET PRESS LEFT MOUSE BUTTON ON ICON TO CONNECT TO THE LAUDON & LAUDON WEB SITE FOR MORE INFORMATION ON THIS CHAPTER

  45. 13. SYSTEM SUCCESS & FAILURE: IMPLEMENTATION

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