13. system success & failure: implementation

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Page 1: 13. SYSTEM  SUCCESS  & FAILURE: IMPLEMENTATION

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LEARNING OBJECTIVESLEARNING OBJECTIVES• IDENTIFY PROBLEM AREAS IN INFO SYSTEMSIDENTIFY PROBLEM AREAS IN INFO SYSTEMS• ASSESS WHETHER OR NOT A SYSTEM IS ASSESS WHETHER OR NOT A SYSTEM IS

SUCCESSFULSUCCESSFUL• ANALYZE PRINCIPAL CAUSES OF INFO SYSTEM ANALYZE PRINCIPAL CAUSES OF INFO SYSTEM

FAILUREFAILURE• ANALYZE RELATIONSHIP BETWEEN ANALYZE RELATIONSHIP BETWEEN

IMPLEMENTATION PROCESS & SYSTEM OUTCOMEIMPLEMENTATION PROCESS & SYSTEM OUTCOME• SELECT APPROPRIATE STRATEGIES SELECT APPROPRIATE STRATEGIES

TO MANAGE IMPLEMENTATION TO MANAGE IMPLEMENTATION PROCESSPROCESS

**

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MANAGEMENT CHALLENGESMANAGEMENT CHALLENGES

• INFORMATION SYSTEM FAILUREINFORMATION SYSTEM FAILURE

• COURSES OF INFO SYSTEM COURSES OF INFO SYSTEM SUCCESS & FAILURESUCCESS & FAILURE

• MANAGING IMPLEMENTATIONMANAGING IMPLEMENTATION

**

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SYSTEM FAILURESYSTEM FAILURE

AN INFORMATION SYSTEM THAT:AN INFORMATION SYSTEM THAT:

• DOESN’T PERFORM AS EXPECTEDDOESN’T PERFORM AS EXPECTED

• ISN’T OPERATIONAL AT A ISN’T OPERATIONAL AT A SPECIFIED TIMESPECIFIED TIME

• CANNOT BE USED AS INTENDEDCANNOT BE USED AS INTENDED

**

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INFORMATION

SYSTEM

DESIGN

OPERATIONS DATA

COST

PROBLEM AREASPROBLEM AREAS

USER INTERFACE:

How user interacts with system;

hardware,

On-screen commands and responses

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PROBLEM AREASPROBLEM AREAS

• DESIGNDESIGN

• DATADATA

• COSTCOST

• OPERATIONSOPERATIONS

**

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MEASURES OF INFO MEASURES OF INFO SYSTEM SUCCESSSYSTEM SUCCESS

1. HIGH LEVELS OF USE1. HIGH LEVELS OF USE

2. USER SATISFACTION2. USER SATISFACTION

3. FAVORABLE ATTITUDES3. FAVORABLE ATTITUDES

4. ACHIEVED OBJECTIVES4. ACHIEVED OBJECTIVES

5. FINANCIAL PAYOFF5. FINANCIAL PAYOFF

**

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CAUSES OF INFORMATION CAUSES OF INFORMATION SYSTEM SUCCESS & FAILURESYSTEM SUCCESS & FAILURE

• IMPLEMENTATIONIMPLEMENTATION

• LEVEL OF COMPLEXITY & RISKLEVEL OF COMPLEXITY & RISK

• CHALLENGE OF BUSINESS CHALLENGE OF BUSINESS REENGINEERINGREENGINEERING

**

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APPROACHES ADOPTION MANAGEMENT ROUTINIZATION

ACTORS' ROLE XXXX XXXX

STRATEGY XXXX

ORGANIZATIONAL XXXX XXXXFACTORS

IMPLEMENTATION STAGESIMPLEMENTATION STAGES

ALL ACTIVITIES LEADING TO ADOPTION, MANAGEMENT, ALL ACTIVITIES LEADING TO ADOPTION, MANAGEMENT, ROUTINIZATION OF INNOVATIONROUTINIZATION OF INNOVATION

IMPLEMENTATIONIMPLEMENTATION

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INNOVATION PROCESSINNOVATION PROCESSACTOR CHARACTERISTICS & DEMOGRAPHICS

SOCIAL STATUS

EDUCATION

SOPHISTICATION

ACTOR ROLES

PRODUCT CHAMPION

BUREAUCRATIC ENTREPRENEUR

GATEKEEPER

INNOVATIVE

BEHAVIOR

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CHANGE AGENTCHANGE AGENT

DURING IMPLEMENTATION, DURING IMPLEMENTATION, INDIVIDUAL ACTS AS CATALYST INDIVIDUAL ACTS AS CATALYST DURING CHANGE PROCESS TO DURING CHANGE PROCESS TO ENSURE SUCCESSENSURE SUCCESS

**

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ACTIONS & INDICATORS FOR ACTIONS & INDICATORS FOR SUCCESSFUL SYSTEM IMPLEMENTATIONSUCCESSFUL SYSTEM IMPLEMENTATION

• SUPPORT BY LOCAL FUNDSSUPPORT BY LOCAL FUNDS• NEW ORGANIZATIONAL ARRANGEMENTSNEW ORGANIZATIONAL ARRANGEMENTS• STABLE SUPPLY & MAINTENANCESTABLE SUPPLY & MAINTENANCE• NEW PERSONNEL CLASSIFICATIONSNEW PERSONNEL CLASSIFICATIONS• CHANGES IN ORGANIZATIONAL AUTHORITYCHANGES IN ORGANIZATIONAL AUTHORITY

**

Source: Yin (1981)

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ACTIONS & INDICATORS FOR ACTIONS & INDICATORS FOR SUCCESSFUL SYSTEM IMPLEMENTATIONSUCCESSFUL SYSTEM IMPLEMENTATION

• INTERNALIZATION OF TRAINING PROGRAMINTERNALIZATION OF TRAINING PROGRAM• CONTINUAL UPDATING OF THE SYSTEMCONTINUAL UPDATING OF THE SYSTEM• PROMOTION OF KEY PERSONNELPROMOTION OF KEY PERSONNEL• SURVIVAL OF SYSTEM AFTER TURNOVERSURVIVAL OF SYSTEM AFTER TURNOVER• ATTAINMENT OF WIDESPREAD USEATTAINMENT OF WIDESPREAD USE

**

Source: Yin (1981)

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FACTORS IN IMPLEMENTATION OUTCOMEFACTORS IN IMPLEMENTATION OUTCOMEDESIGN, COST, OPERATIONS, DATADESIGN, COST, OPERATIONS, DATA

• USER INVOLVEMENT & INFLUENCEUSER INVOLVEMENT & INFLUENCE

• MANAGEMENT SUPPORTMANAGEMENT SUPPORT

• LEVEL OF COMPLEXITY / RISKLEVEL OF COMPLEXITY / RISK

• MANAGEMENT OF MANAGEMENT OF IMPLEMENTATION PROCESSIMPLEMENTATION PROCESS

**

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USER-DESIGNER COMMUNICATIONS USER-DESIGNER COMMUNICATIONS GAPGAP

DIFFERENCES IN BACKGROUNDS, DIFFERENCES IN BACKGROUNDS, INTERESTS, PRIORITIESINTERESTS, PRIORITIES

IMPEDE COMMUNICATION AND PROBLEM IMPEDE COMMUNICATION AND PROBLEM SOLVINGSOLVING

AMONG END USERS AND INFORMATION AMONG END USERS AND INFORMATION SYSTEMS SPECIALISTSSYSTEMS SPECIALISTS

**

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USER CONCERNS:USER CONCERNS:

WILL SYSTEM DELIVER INFORMATION I WILL SYSTEM DELIVER INFORMATION I NEED?NEED?

HOW QUICKLY CAN I ACCESS DATA?HOW QUICKLY CAN I ACCESS DATA?

HOW EASILY CAN I RECEIVE DATA?HOW EASILY CAN I RECEIVE DATA?

HOW MUCH CLERICAL SUPPORT WILL I HOW MUCH CLERICAL SUPPORT WILL I NEED FOR DATA ENTRY?NEED FOR DATA ENTRY?

HOW WILL SYSTEM OPERATION FIT INTO HOW WILL SYSTEM OPERATION FIT INTO MY DAILY BUSINESS SCHEDULE?MY DAILY BUSINESS SCHEDULE?

**

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DESIGNER CONCERNS:DESIGNER CONCERNS:

HOW MUCH DISK SPACE WILL MASTER FILE HOW MUCH DISK SPACE WILL MASTER FILE CONSUME?CONSUME?

HOW MANY LINES OF PROGRAM CODE WILL HOW MANY LINES OF PROGRAM CODE WILL THIS FUNCTION TAKE?THIS FUNCTION TAKE?

HOW CAN WE REDUCE CPU TIME?HOW CAN WE REDUCE CPU TIME?

WHAT IS THE MOST EFFICIENT WAY OF WHAT IS THE MOST EFFICIENT WAY OF STORING THIS DATA?STORING THIS DATA?

WHAT DATABASE MANAGEMENT SYSTEM WHAT DATABASE MANAGEMENT SYSTEM SHOULD WE USE?SHOULD WE USE?

**

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LEVEL OF COMPLEXITY & RISKLEVEL OF COMPLEXITY & RISK

• PROJECT SIZEPROJECT SIZE

• PROJECT STRUCTUREPROJECT STRUCTURE

• EXPERTISE WITH TECHNOLOGYEXPERTISE WITH TECHNOLOGY

**

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DIMENSIONS OF PROJECT RISKDIMENSIONS OF PROJECT RISK

LOW HIGH SMALL HIGH LOW HIGH LARGE VERY HIGH LOW LOW SMALL VERY LOW LOW LOW LARGE LOW HIGH HIGH SMALL MEDIUM-LOW HIGH HIGH LARGE MEDIUM HIGH LOW SMALL VERY LOW

STRUCTURE TECHNOLOGY LEVEL SIZE RISK HIGH LOW LARGE LOW

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MANAGEMENT OF THE MANAGEMENT OF THE IMPLEMENTATION PROCESSIMPLEMENTATION PROCESS

• DEFINE REQUIREMENTSDEFINE REQUIREMENTS• ASSESS COSTS, BENEFITS, SCHEDULESASSESS COSTS, BENEFITS, SCHEDULES• IDENTIFY INTEREST GROUPS, ACTORS, IDENTIFY INTEREST GROUPS, ACTORS,

DETAILSDETAILS• TRAIN END USERSTRAIN END USERS• CONTAIN CONFLICTS, UNCERTAINTIESCONTAIN CONFLICTS, UNCERTAINTIES

**

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POOR PROJECT MANAGEMENTPOOR PROJECT MANAGEMENT

• COST OVERRUNSCOST OVERRUNS

• TIME SLIPPAGETIME SLIPPAGE

• TECHNICAL SHORTFALLS IMPAIR TECHNICAL SHORTFALLS IMPAIR PERFORMANCEPERFORMANCE

• FAILURE TO OBTAIN ANTICIPATED FAILURE TO OBTAIN ANTICIPATED BENEFITSBENEFITS

**

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CHALLENGES OF BUSINESS CHALLENGES OF BUSINESS PROCESS REENGINEERING PROCESS REENGINEERING (BRP)(BRP) & & ENTERPRISE RESOURCE PLANNING ENTERPRISE RESOURCE PLANNING

(ERP)(ERP)

• HIGH FAILURE RATEHIGH FAILURE RATE• EXTENSIVE ORGANIZATIONAL CHANGEEXTENSIVE ORGANIZATIONAL CHANGE• CAN’T DELIVER PROMISED BENEFITSCAN’T DELIVER PROMISED BENEFITS• POOR IMPLEMENTATIONPOOR IMPLEMENTATION• FEAR, ANXIETY, RESISTANCEFEAR, ANXIETY, RESISTANCE

**

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WHAT CAN GO WRONG?WHAT CAN GO WRONG?

• ANALYSIS: ANALYSIS: Incorrect allocation of Incorrect allocation of time, money resources; too little time, money resources; too little preliminary planning; improper preliminary planning; improper staffing; excessive promises; staffing; excessive promises; incomplete requirements; users spend incomplete requirements; users spend insufficient time helping team gather insufficient time helping team gather information; poor user interviewsinformation; poor user interviews

**

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WHAT CAN GO WRONG?WHAT CAN GO WRONG?

• DESIGN: DESIGN: Little or no user input to Little or no user input to design; no built-in flexibility; lack of design; no built-in flexibility; lack of organizational impact analysis; organizational impact analysis; functional specifications functional specifications inadequately documentedinadequately documented

**

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WHAT CAN GO WRONG?WHAT CAN GO WRONG?• PROGRAMMING: PROGRAMMING: Underestimated time, Underestimated time,

cost; incomplete specifications; not cost; incomplete specifications; not enough time for program logic; time enough time for program logic; time wasted on writing code; insufficient use wasted on writing code; insufficient use of structured design, object-oriented of structured design, object-oriented techniques; programs inadequately techniques; programs inadequately documented; requisite resources documented; requisite resources

not schedulednot scheduled

**

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WHAT CAN GO WRONG?WHAT CAN GO WRONG?

• TESTING: TESTING: Underestimated time & Underestimated time & cost; disorganized test plan; all cost; disorganized test plan; all direct users not involved until direct users not involved until conversion; inappropriate conversion; inappropriate acceptance tests; management acceptance tests; management doesn’t sign off on test resultsdoesn’t sign off on test results

**

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WHAT CAN GO WRONG?WHAT CAN GO WRONG?• CONVERSION: CONVERSION: Insufficient time & Insufficient time &

money; all direct users not involved money; all direct users not involved until conversion; delayed training; To until conversion; delayed training; To reduce cost overruns & delays reduce cost overruns & delays system goes on-line too soon; system goes on-line too soon;

**

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WHAT CAN GO WRONG?WHAT CAN GO WRONG?• CONVERSION (CONTINUED): CONVERSION (CONTINUED):

inadequate system & use inadequate system & use documentation; no performance documentation; no performance evaluation or standards; insufficient evaluation or standards; insufficient system maintenance plans or system maintenance plans or trainingtraining

**

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MANAGING IMPLEMENTATIONMANAGING IMPLEMENTATION

• CONTROLLING RISK FACTORSCONTROLLING RISK FACTORS• FORMAL PLANNING & CONTROL TOOLSFORMAL PLANNING & CONTROL TOOLS• OVERCOMING USER RESISTANCEOVERCOMING USER RESISTANCE• DESIGNING FOR THE ORGANIZATIONDESIGNING FOR THE ORGANIZATION

**

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MANAGING IMPLEMENTATIONMANAGING IMPLEMENTATION CONTROLLING RISK FACTORS

• EXTERNAL INTEGRATION TOOLS: EXTERNAL INTEGRATION TOOLS: Link Link work of implementation team to users at work of implementation team to users at all organizational levelsall organizational levels

• INTERNAL INTEGRATION TOOLS: INTERNAL INTEGRATION TOOLS: Ensure Ensure implementation team operates as a implementation team operates as a cohesive unitcohesive unit

**

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EXTERNAL INTEGRATION TOOLSEXTERNAL INTEGRATION TOOLS

• User as team leader or assistantUser as team leader or assistant• User steering committeeUser steering committee• Users as active team membersUsers as active team members• Require user approval of specsRequire user approval of specs• Distribute important minutes widelyDistribute important minutes widely• Users can report to management; lead training Users can report to management; lead training

effort and installationeffort and installation• User responsible for change User responsible for change controlcontrol

**

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INTERNAL INTEGRATION TOOLSINTERNAL INTEGRATION TOOLS

• Team members highly experiencedTeam members highly experienced• Leader has strong technical, project management Leader has strong technical, project management

backgroundbackground• Frequent meetings; distribute minutes concerning Frequent meetings; distribute minutes concerning

key decisionskey decisions• Regular technical status reviewsRegular technical status reviews• Members have good working Members have good working relationships with relationships with

othersothers• Members help set goals, Members help set goals, establish targetsestablish targets

**

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MANAGING IMPLEMENTATIONMANAGING IMPLEMENTATION FORMAL PLANNING & CONTROL TOOLS

• FORMAL PLANNING TOOLS: FORMAL PLANNING TOOLS: Help Help Structure, Sequence Tasks; Budget Time, Structure, Sequence Tasks; Budget Time, Money, ResourcesMoney, Resources

• FORMAL CONTROL TOOLS: FORMAL CONTROL TOOLS: Help Monitor Help Monitor Progress Toward Completing Tasks, Progress Toward Completing Tasks, Reaching GoalsReaching Goals

**

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FORMAL PLANNING TOOLSFORMAL PLANNING TOOLS

• SELECT MILESTONE PHASESSELECT MILESTONE PHASES

• DEVELOP SPECIFICATIONS FROM DEVELOP SPECIFICATIONS FROM FEASIBILITY STUDYFEASIBILITY STUDY

• ESTABLISH SPECIFICATION ESTABLISH SPECIFICATION STANDARDSSTANDARDS

• DEVELOP PROCESS FOR DEVELOP PROCESS FOR PROJECT APPROVALPROJECT APPROVAL

**

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FORMAL CONTROL TOOLSFORMAL CONTROL TOOLS

• MAINTAIN DISCIPLINES TO MAINTAIN DISCIPLINES TO CONTROL, FREEZE DESIGNCONTROL, FREEZE DESIGN

• SPOT DEVIATIONS FROM PLANSPOT DEVIATIONS FROM PLAN

• PERIODIC FORMAL STATUS PERIODIC FORMAL STATUS REPORTS TO SHOW PROGRESSREPORTS TO SHOW PROGRESS

**

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MANAGING IMPLEMENTATIONMANAGING IMPLEMENTATION OVERCOMING USER RESISTANCE

COUNTERIMPLEMENTATION: COUNTERIMPLEMENTATION: Deliberate Deliberate attempt to thwart implementation. attempt to thwart implementation. countered by:countered by:

• PEOPLE-ORIENTED THEORYPEOPLE-ORIENTED THEORY• SYSTEM-ORIENTED THEORYSYSTEM-ORIENTED THEORY• INTERACTION THEORYINTERACTION THEORY

**

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PEOPLE-ORIENTED THEORY:PEOPLE-ORIENTED THEORY:

FOCUSES ON FACTORS INTERNAL TO FOCUSES ON FACTORS INTERNAL TO USERS:USERS:

• USER EDUCATION (Training)USER EDUCATION (Training)

• COERCION (Edicts, Policies)COERCION (Edicts, Policies)

• PERSUASIONPERSUASION

• USER PARTICIPATION USER PARTICIPATION (Elicit (Elicit Commitment)Commitment)

**

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SYSTEM-ORIENTED THEORY :SYSTEM-ORIENTED THEORY :

FOCUSES ON FACTORS INHERENT TO SYSTEM FOCUSES ON FACTORS INHERENT TO SYSTEM DESIGN:DESIGN:

• USER EDUCATIONUSER EDUCATION• IMPROVE HUMAN FACTORS (User/System IMPROVE HUMAN FACTORS (User/System

Interface)Interface)• USER PARTICIPATION (for Improved Design)USER PARTICIPATION (for Improved Design)• PACKAGE MODIFICATIONS CONFORM TO PACKAGE MODIFICATIONS CONFORM TO

ORGANIZATION WHEN ORGANIZATION WHEN APPROPRIATEAPPROPRIATE

**

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INTERACTION THEORY:INTERACTION THEORY:

RESISTANCE CAUSED BY INTERACTION RESISTANCE CAUSED BY INTERACTION OF PEOPLE AND SYSTEM FACTORS:OF PEOPLE AND SYSTEM FACTORS:

• SOLVE ORGANIZATION PROBLEMSSOLVE ORGANIZATION PROBLEMS• RESTRUCTURE USER INCENTIVESRESTRUCTURE USER INCENTIVES• RESTRUCTURE USER-DESIGNER RESTRUCTURE USER-DESIGNER

RELATIONSHIPRELATIONSHIP• PROMOTE USER PROMOTE USER

PARTICIPATIONPARTICIPATION

**

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MANAGING IMPLEMENTATIONMANAGING IMPLEMENTATION DESIGNING FOR THE ORGANIZATION

• ORGANIZATIONAL IMPACT ANALYSISORGANIZATIONAL IMPACT ANALYSIS• ERGONOMICSERGONOMICS• SOCIOTECHNICAL DESIGNSOCIOTECHNICAL DESIGN

**

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ORGANIZATIONAL IMPACT ANALYSISORGANIZATIONAL IMPACT ANALYSIS

HOW WILL PROPOSED SYSTEM HOW WILL PROPOSED SYSTEM AFFECT ORIENTATIONAL:AFFECT ORIENTATIONAL:

• STRUCTURE ?STRUCTURE ?

• ATTITUDES ?ATTITUDES ?

• DECISION MAKING ?DECISION MAKING ?

• OPERATIONS ?OPERATIONS ?

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ERGONOMICS:ERGONOMICS:

INTERACTION OF PEOPLE & INTERACTION OF PEOPLE & MACHINES, INCLUDING:MACHINES, INCLUDING:

• DESIGN OF JOBSDESIGN OF JOBS

• HEALTH ISSUESHEALTH ISSUES

• END-USER INTERFACESEND-USER INTERFACES

**

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SOCIOTECHNICAL DESIGN:SOCIOTECHNICAL DESIGN:

DESIGN TO PRODUCE INFORMATION DESIGN TO PRODUCE INFORMATION SYSTEMS THAT BLEND:SYSTEMS THAT BLEND:

• TECHNICAL EFFICIENCYTECHNICAL EFFICIENCY• SENSITIVITY TO ORGANIZATIONAL SENSITIVITY TO ORGANIZATIONAL

NEEDSNEEDS• SENSITIVITY TO HUMANSENSITIVITY TO HUMAN

NEEDSNEEDS

**

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