1. Managing Implementation
Summary chapter 09

2. This chapter is about implementing IS projects in an organisation.
Models of change
We have 4 different models or approaches to implement an IS project, and we call them ‘models of change’. They are as follows;
Planning model
Emergent or incremental model
Participative model
Political model
Each of this model has different results or consequences for managing IS project, and requires the project manager to use different sets of skills.

3. 1. Planning Model
According to planning model an IS project go through successive or consecutive stages. Here the results depend on following the different stages in an orderly and controlled manner. In IS project we use a tool or technique of the same kind, and which is known as ‘ System Development Life Cycle’.
(follow the figure 9.1 in page 242)
This planning model has benefits as follows;
It can keep track on different activities in a large project.
This model helps to keep the project on the track( according to the objectives of the project)
This model is not useful in a changing environment, where customer requirement change, competitor actions change, technologies change e.t.c.

5. 2. Emergent or incremental model
The second model for IS project implementation is emergent model or incremental approach. This model is used, if the project takes place in uncertain conditions or changing situations such as, customer requirements change, competitor actions change, market changes, e.t.c. According to an emergent model, people responsible for IS project make plans, but see these plans as temporary and get themselves ready to adapt to the changes. At IS project development emergent model is done by dividing the work into subtasks. Organisations using this model uses tools such as Prototyping – means making a model of the end product and testing it. Another tool is Joint Application development. ( please see the diagram in page 244 and 9.2)

6. 3. Participative Model
Participative models in implementation of project means creating a sense of ownership. It means involving everyone affected in the project ( users, IT staff, customers, suppliers, stakeholders), and consulting about possible options. It is to make sure that the information is communicated, again it would help to give training and support, and to deal with any disagreements. This approach is known as a method to overcome resistance and to win commitment to new ideas. There are two approaches or tools developed in this area related to IS project such as;
ETHICS – understanding the social issues in implementation and using socio-technical principles.
Five Tools – Giving consideration to human issues.
a. identify and evaluate the organisational scenarios(situations)- means understand different choices an organisation has got.
b. analyze the tasks – recording information about the tasks.
c. allocate the tasks
d. job Design
e. Find out the usability

7. 4. Political models
According to political model, IS projects affects people with different interests, and people will pull in different directions, according to personal and organisational goals. Another concept in political model is that power is essential get things done. Here the IS project leaders should build and use their power to support the change and handle the resistance. According to political model two approaches are necessary to implement IS changes;
The IS project promoters or leaders should show that the change is rational, logical and according to the established practices.
IS project managers have to use power skills( influencing, negotiating, selling and neutralizing resistance)
A third solution is provided by Keen, who recommends a ‘counter- implementation’ strategy, according to this strategy, those who damage or oppose the change will be provided incentives from the new system.( promotion, pay raise) ( please see the diagram 246, table 9.1)

8. Managing stakeholders
Whatever the project’s nature the project managers will focus on managing the stakeholders. Stakeholders are the people who got an interest in the project and they can affect the outcome. They may either be supporters of the change or opposes. It is important for IS project managers to gain the support of stakeholders. Stakeholders can be within the organisation( departments, users) or external ( suppliers, customers). Stakeholders have different interests and their interest will affect the IS projects.

9. Establishing the project (how to start an IS project)
Establishing IS project means, a company setting up a project like ERP,eBusiness or CRM. Once the management of a company decides to start an IS project, it needs to identify the staff and allocate them to work on. Some companies have a clear process to do with it, and have particular department itself to do this( for example RBS Bank got change management dept)
And other companies may use the existing staff for the purpose.
How companies prepare for a project?
In the first stage companies should understand the expectations of stakeholders. For example some stakeholders may look for minimising the cost , others may expect high level production or performance.
Make a document such as ‘Terms of Reference’ as guideline. This usually includes 5 major factors or elements as follows;

10. a. What to do with the new IS
a. What to do with the new IS? – activities to be done and CSFs or Critical Success Factors. Critical Success Factors means, the main things that must happen as a result or outcome of a project. For example saves time, improved customer satisfaction, reduced cost e.t.c.
b. Who is to be involved with the project? – names, roles and responsibilities of the team.
c. How to do? – the approaches, methods, procedures to follow, resources to use, costs to occur, risks and issues to handle e.t.c.
d. When to finish? – a schedule about the project.
e. A project pre-mortem technique – a technique to handle any problems during the project.
An ideal CSFs should include 7 elements
Strong Internal and External commitment.
Shared motivation and vision.
Cross-organisational implementation team. (throughout the organisation).

11. Establishing and managing a project team
4. High integration with internal information system. 5. Inter-organisational business process re-engineering.
6. Advanced legacy information systems( secure, reliable systems)
7. Shared industry standards.
Establishing and managing a project team
A high quality team is essential to a successful project. A successful team is the perfect mix of skills, knowledge, and behaviors. In IS projects mostly managers have little choice about their teams, and need to manage with who is available. According to Boddy Et the evolution or the formation of the teams during the project has got the following stages.
Providing a structure – teams are provided with a mechanism or forum to raise the issues or problems.
Increasing the perspectives – by bringing in more people in a IS project different ideas can be tried. Because different people will have different skills and know-how.

12. Controlling the project
3. Encouraging acceptance and understanding – taking part in a team will encourage the people to understand and accept the change happening through IS. It will increase commitment.
4. Promoting learning culture – when people work together in teams to solve a problem, it will enhance their knowledge and help them to do the job better in the next time.
Project teams got disadvantages too as follows;
Members with less technical knowledge will not raise questions in public.
Individual team members may have personal agendas( interests), while they are in a team.
Controlling the project
IS projects need control to bring positive results. During a project, situations may change, unexpected events disrupt plans, activities may take longer time than expected, so to avoid delay or damage of a project, we need control measures in a project. There are different control measures or techniques used in an IS project such as;

13. a. A project control committee b. Project plans
c. A change control procedure d. An Escalation procedure( risks/issues) e. Managing dependencies f. Rollout planning ( rollout means the moment you start the operation with the new systems on completion of a project) 1. Project control committee Project Control Committee or PCC is a mechanism or a group with representatives from stakeholders and project team. This committee meets regularly or particular situations to take decisions, to hear of the progress about the project or to give more ideas. A project manager decides as who should be included in the PCC as memebers.

14. 2. Project plans
A project plan is another control measure. Any successful IS project will have a plan. A project plan should include tasks in a project, changes required in a project(people, process, structure), it also should include as who is responsible for each item, control measures(such as reporting), and project schedules. There are Five benefits for a project plan.
It increases communication between different parties.
It will help to build confidence in project.
It will give opportunity for reporting about the progress of the project.
A plan will help to allocate resources( people) properly.
It would help for Financial planning.

15. 3. Change control procedure
An IS project takes place in a changing environment( changes in technology, in competitor actions, people, market changes).
So to manage a project there should be change control systems as follows;
Identify the changes
Define the nature of changes
Assess the impact of changes
Document or record the activities related
Make this document agreed by the stakeholders or sponsor of the project.
Re-setting the plan according to the change.
Re-distributing and report on the new plan

16. 4.Escalating procedures
An escalating procedure means understanding risks and issues in a project. It includes the following steps. Identify assess allocate action resolution 5. Managing dependencies It means, managing links with other projects. IS projects brings changes at various levels of an organisation. So, project manager must identify the dependencies and schedule them properly( for example when you repair your house, your kitchen, bed room, living room all affected, here you would make arrangements to reduce problems) For example, when IS is introduced in HR, it would affect Finance and Accounting too, here to avoid the problems we must understand the connection of a project with different related projects.

17. 6.Rollout planning
Rollout stage is the starting stage or the real situation of an IS project, it is here the real system is operated in the company. Now those who oppose the change can point out the failure of the systems. Rollout stage of a project happens in an order with different stages. For example,
Hardware purchase and installation
Software installation
Property modification
Staff training e.t.c.

18. Programmes
(Managing different projects at the same time is known as programmes) IS projects are usually happening as many related projects at the same time. All these projects are managed together as programmes. For example when you start an eBusiness project it would include changing projects in sales, marketing e.t.c. Here a programme manager is responsible for co-ordinating with different projects and project manager controls individual projects. To manage programmes like this a programme manager follow some steps as below; 1.Making programme chart - this is a document with information about the progress of different projects. 2. Programme reporting Programme reporting means, written documents explaining the progress of programmes. It is important to get the support from the stakeholders or sponsors. It includes details about the progress, issues, costs, time consumption e.t.c.

19. 3. Setting programme office
A programme office means a small team under programme manager to assess different projects, making plans recording progress e.t.c ( Assignment – kindly do it please – page 259- activity 9.1)

20. Programme management structure
Please see the diagram 9.6 on page 260

21. Building energised environment
A project should create an environment or a situation for the members to improve their capabilities.
A project manager can create an energised environment in the following ways;
By communicating the strategy and vision of a project clearly.
By defining personal objectives of each staff clearly. It means explaining as how each staff should behave.
By rewarding and recognising the staff.
By creating a learning culture. It means, communicating with project staff about the results of a project and discussing as how to improve performance.
By making quick wins.

22. Quick Wins
Some project in a company lasts years, where the staff, sponsors or stakeholders, customers loose their interest. To avoid this situation project managers can develop ‘Quick – Wins’ . Quick –Wins means making short term deliverables ( actions) in the projects. It means making short-term oriented actions that makes results faster. For example when you start an ERP program in an international company, you can make Quick-Wins such as improved delivery, customer satisfaction, reduced cost e.t.c. Quick-Wins usually make staff, management, board members and customers happy and make them believe in the project.