1. 13.1

2. 13.2 LEARNING OBJECTIVES IDENTIFY PROBLEM AREAS IN INFO SYSTEMSIDENTIFY PROBLEM AREAS IN INFO SYSTEMS ASSESS WHETHER OR NOT A SYSTEM IS SUCCESSFULASSESS WHETHER OR NOT A SYSTEM IS SUCCESSFUL ANALYZE PRINCIPAL CAUSES OF INFO SYSTEM FAILUREANALYZE PRINCIPAL CAUSES OF INFO SYSTEM FAILURE ANALYZE RELATIONSHIP BETWEEN IMPLEMENTATION PROCESS & SYSTEM OUTCOMEANALYZE RELATIONSHIP BETWEEN IMPLEMENTATION PROCESS & SYSTEM OUTCOME SELECT APPROPRIATE STRATEGIES TO MANAGE IMPLEMENTATION PROCESSSELECT APPROPRIATE STRATEGIES TO MANAGE IMPLEMENTATION PROCESS*

3. 13.3 MANAGEMENT CHALLENGES INFORMATION SYSTEM FAILUREINFORMATION SYSTEM FAILURE COURSES OF INFO SYSTEM SUCCESS & FAILURECOURSES OF INFO SYSTEM SUCCESS & FAILURE MANAGING IMPLEMENTATIONMANAGING IMPLEMENTATION*

4. 13.4 SYSTEM FAILURE AN INFORMATION SYSTEM THAT: DOESN’T PERFORM AS EXPECTEDDOESN’T PERFORM AS EXPECTED ISN’T OPERATIONAL AT A SPECIFIED TIMEISN’T OPERATIONAL AT A SPECIFIED TIME CANNOT BE USED AS INTENDEDCANNOT BE USED AS INTENDED*

5. 13.5 INFORMATION SYSTEM DESIGN OPERATIONSDATA COST PROBLEM AREAS USER INTERFACE: How user interacts with system; hardware, On-screen commands and responses

6. 13.6 PROBLEM AREAS DESIGNDESIGN DATADATA COSTCOST OPERATIONSOPERATIONS*

7. 13.7 MEASURES OF INFO SYSTEM SUCCESS 1. HIGH LEVELS OF USE 2. USER SATISFACTION 3. FAVORABLE ATTITUDES 4. ACHIEVED OBJECTIVES 5. FINANCIAL PAYOFF *

8. 13.8 CAUSES OF INFORMATION SYSTEM SUCCESS & FAILURE IMPLEMENTATIONIMPLEMENTATION LEVEL OF COMPLEXITY & RISKLEVEL OF COMPLEXITY & RISK CHALLENGE OF BUSINESS REENGINEERINGCHALLENGE OF BUSINESS REENGINEERING*

9. 13.9 APPROACHESADOPTIONMANAGEMENT ROUTINIZATION ACTORS' ROLEXXXX STRATEGYXXXX ORGANIZATIONALXXXX FACTORS IMPLEMENTATION STAGES ALL ACTIVITIES LEADING TO ADOPTION, MANAGEMENT, ROUTINIZATION OF INNOVATION IMPLEMENTATION

10. 13.10 INNOVATION PROCESS ACTOR CHARACTERISTICS & DEMOGRAPHICS SOCIAL STATUS EDUCATION SOPHISTICATION ACTOR ROLES PRODUCT CHAMPION BUREAUCRATIC ENTREPRENEUR GATEKEEPER INNOVATIVE BEHAVIOR

11. 13.11 CHANGE AGENT DURING IMPLEMENTATION, INDIVIDUAL ACTS AS CATALYST DURING CHANGE PROCESS TO ENSURE SUCCESS DURING IMPLEMENTATION, INDIVIDUAL ACTS AS CATALYST DURING CHANGE PROCESS TO ENSURE SUCCESS*

12. 13.12 ACTIONS & INDICATORS FOR SUCCESSFUL 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 )

13. 13.13 ACTIONS & INDICATORS FOR SUCCESSFUL 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 )

14. 13.14 FACTORS IN IMPLEMENTATION OUTCOME DESIGN, COST, OPERATIONS, DATA USER INVOLVEMENT & INFLUENCEUSER INVOLVEMENT & INFLUENCE MANAGEMENT SUPPORTMANAGEMENT SUPPORT LEVEL OF COMPLEXITY / RISKLEVEL OF COMPLEXITY / RISK MANAGEMENT OF IMPLEMENTATION PROCESSMANAGEMENT OF IMPLEMENTATION PROCESS*

15. 13.15 USER-DESIGNER COMMUNICATIONS GAP DIFFERENCES IN BACKGROUNDS, INTERESTS, PRIORITIES DIFFERENCES IN BACKGROUNDS, INTERESTS, PRIORITIES IMPEDE COMMUNICATION AND PROBLEM SOLVING IMPEDE COMMUNICATION AND PROBLEM SOLVING AMONG END USERS AND INFORMATION SYSTEMS SPECIALISTS AMONG END USERS AND INFORMATION SYSTEMS SPECIALISTS*

16. 13.16 USER CONCERNS: WILL SYSTEM DELIVER INFORMATION I NEED? WILL SYSTEM DELIVER INFORMATION I 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 NEED FOR DATA ENTRY? HOW MUCH CLERICAL SUPPORT WILL I NEED FOR DATA ENTRY? HOW WILL SYSTEM OPERATION FIT INTO MY DAILY BUSINESS SCHEDULE? HOW WILL SYSTEM OPERATION FIT INTO MY DAILY BUSINESS SCHEDULE?*

17. 13.17 DESIGNER CONCERNS: HOW MUCH DISK SPACE WILL MASTER FILE CONSUME? HOW MUCH DISK SPACE WILL MASTER FILE CONSUME? HOW MANY LINES OF PROGRAM CODE WILL THIS FUNCTION TAKE? HOW MANY LINES OF PROGRAM CODE WILL THIS FUNCTION TAKE? HOW CAN WE REDUCE CPU TIME? HOW CAN WE REDUCE CPU TIME? WHAT IS THE MOST EFFICIENT WAY OF STORING THIS DATA? WHAT IS THE MOST EFFICIENT WAY OF STORING THIS DATA? WHAT DATABASE MANAGEMENT SYSTEM SHOULD WE USE? WHAT DATABASE MANAGEMENT SYSTEM SHOULD WE USE?*

18. 13.18 LEVEL OF COMPLEXITY & RISK PROJECT SIZEPROJECT SIZE PROJECT STRUCTUREPROJECT STRUCTURE EXPERTISE WITH TECHNOLOGYEXPERTISE WITH TECHNOLOGY*

19. 13.19 DIMENSIONS OF PROJECT RISK LOW HIGH SMALLHIGH LOW HIGH LARGEVERY HIGH LOW SMALLVERY LOW LOW LARGELOW HIGH SMALLMEDIUM-LOW HIGH LARGEMEDIUM HIGH LOW SMALLVERY LOW STRUCTURETECHNOLOGY LEVELSIZERISK HIGH LOW LARGELOW

20. 13.20 MANAGEMENT OF THE IMPLEMENTATION PROCESS DEFINE REQUIREMENTSDEFINE REQUIREMENTS ASSESS COSTS, BENEFITS, SCHEDULESASSESS COSTS, BENEFITS, SCHEDULES IDENTIFY INTEREST GROUPS, ACTORS, DETAILSIDENTIFY INTEREST GROUPS, ACTORS, DETAILS TRAIN END USERSTRAIN END USERS CONTAIN CONFLICTS, UNCERTAINTIESCONTAIN CONFLICTS, UNCERTAINTIES*

21. 13.21 POOR PROJECT MANAGEMENT COST OVERRUNSCOST OVERRUNS TIME SLIPPAGETIME SLIPPAGE TECHNICAL SHORTFALLS IMPAIR PERFORMANCETECHNICAL SHORTFALLS IMPAIR PERFORMANCE FAILURE TO OBTAIN ANTICIPATED BENEFITSFAILURE TO OBTAIN ANTICIPATED BENEFITS*

22. 13.22 CHALLENGES OF BUSINESS PROCESS REENGINEERING (BRP) & ENTERPRISE RESOURCE PLANNING (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*

23. 13.23 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 interviewsANALYSIS: 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. 13.24 WHAT CAN GO WRONG? DESIGN: Little or no user input to design; no built-in flexibility; lack of organizational impact analysis; functional specifications inadequately documentedDESIGN: Little or no user input to design; no built-in flexibility; lack of organizational impact analysis; functional specifications inadequately documented*

25. 13.25 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 scheduledPROGRAMMING: 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. 13.26 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 resultsTESTING: 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. 13.27 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;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. 13.28 WHAT CAN GO WRONG? CONVERSION (CONTINUED): inadequate system & use documentation; no performance evaluation or standards; insufficient system maintenance plans or trainingCONVERSION (CONTINUED): inadequate system & use documentation; no performance evaluation or standards; insufficient system maintenance plans or training*

29. 13.29 MANAGING 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*

30. 13.30 MANAGING IMPLEMENTATION MANAGING IMPLEMENTATION CONTROLLING RISK FACTORS EXTERNAL INTEGRATION TOOLS: Link work of implementation team to users at all organizational levelsEXTERNAL INTEGRATION TOOLS: Link work of implementation team to users at all organizational levels INTERNAL INTEGRATION TOOLS: Ensure implementation team operates as a cohesive unitINTERNAL INTEGRATION TOOLS: Ensure implementation team operates as a cohesive unit*

31. 13.31 EXTERNAL 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 effort and installationUsers can report to management; lead training effort and installation User responsible for change controlUser responsible for change control*

32. 13.32 INTERNAL INTEGRATION TOOLS Team members highly experiencedTeam members highly experienced Leader has strong technical, project management backgroundLeader has strong technical, project management background Frequent meetings; distribute minutes concerning key decisionsFrequent meetings; distribute minutes concerning key decisions Regular technical status reviewsRegular technical status reviews Members have good working relationships with othersMembers have good working relationships with others Members help set goals, establish targetsMembers help set goals, establish targets*

33. 13.33 MANAGING IMPLEMENTATION MANAGING IMPLEMENTATION FORMAL PLANNING & CONTROL TOOLS FORMAL PLANNING TOOLS: Help Structure, Sequence Tasks; Budget Time, Money, ResourcesFORMAL PLANNING TOOLS: Help Structure, Sequence Tasks; Budget Time, Money, Resources FORMAL CONTROL TOOLS: Help Monitor Progress Toward Completing Tasks, Reaching GoalsFORMAL CONTROL TOOLS: Help Monitor Progress Toward Completing Tasks, Reaching Goals*

34. 13.34 FORMAL PLANNING TOOLS SELECT MILESTONE PHASESSELECT MILESTONE PHASES DEVELOP SPECIFICATIONS FROM FEASIBILITY STUDYDEVELOP SPECIFICATIONS FROM FEASIBILITY STUDY ESTABLISH SPECIFICATION STANDARDSESTABLISH SPECIFICATION STANDARDS DEVELOP PROCESS FOR PROJECT APPROVALDEVELOP PROCESS FOR PROJECT APPROVAL*

35. 13.35 FORMAL CONTROL TOOLS MAINTAIN DISCIPLINES TO CONTROL, FREEZE DESIGNMAINTAIN DISCIPLINES TO CONTROL, FREEZE DESIGN SPOT DEVIATIONS FROM PLANSPOT DEVIATIONS FROM PLAN PERIODIC FORMAL STATUS REPORTS TO SHOW PROGRESSPERIODIC FORMAL STATUS REPORTS TO SHOW PROGRESS*

36. 13.36 MANAGING IMPLEMENTATION MANAGING IMPLEMENTATION OVERCOMING USER RESISTANCE COUNTERIMPLEMENTATION: Deliberate attempt to thwart implementation. countered by: PEOPLE-ORIENTED THEORYPEOPLE-ORIENTED THEORY SYSTEM-ORIENTED THEORYSYSTEM-ORIENTED THEORY INTERACTION THEORYINTERACTION THEORY*

37. 13.37 PEOPLE-ORIENTED THEORY: FOCUSES ON FACTORS INTERNAL TO USERS: FOCUSES ON FACTORS INTERNAL TO USERS: USER EDUCATION (Training)USER EDUCATION (Training) COERCION (Edicts, Policies)COERCION (Edicts, Policies) PERSUASIONPERSUASION USER PARTICIPATION (Elicit Commitment)USER PARTICIPATION (Elicit Commitment)*

38. 13.38 SYSTEM-ORIENTED THEORY : FOCUSES ON FACTORS INHERENT TO SYSTEM DESIGN: FOCUSES ON FACTORS INHERENT TO SYSTEM DESIGN: USER EDUCATIONUSER EDUCATION IMPROVE HUMAN FACTORS (User/System Interface)IMPROVE HUMAN FACTORS (User/System Interface) USER PARTICIPATION (for Improved Design)USER PARTICIPATION (for Improved Design) PACKAGE MODIFICATIONS CONFORM TO ORGANIZATION WHEN APPROPRIATEPACKAGE MODIFICATIONS CONFORM TO ORGANIZATION WHEN APPROPRIATE*

39. 13.39 INTERACTION THEORY: RESISTANCE CAUSED BY INTERACTION OF PEOPLE AND SYSTEM FACTORS: RESISTANCE CAUSED BY INTERACTION OF PEOPLE AND SYSTEM FACTORS: SOLVE ORGANIZATION PROBLEMSSOLVE ORGANIZATION PROBLEMS RESTRUCTURE USER INCENTIVESRESTRUCTURE USER INCENTIVES RESTRUCTURE USER-DESIGNER RELATIONSHIPRESTRUCTURE USER-DESIGNER RELATIONSHIP PROMOTE USER PARTICIPATIONPROMOTE USER PARTICIPATION*

40. 13.40 MANAGING IMPLEMENTATION MANAGING IMPLEMENTATION DESIGNING FOR THE ORGANIZATION ORGANIZATIONAL IMPACT ANALYSISORGANIZATIONAL IMPACT ANALYSIS ERGONOMICSERGONOMICS SOCIOTECHNICAL DESIGNSOCIOTECHNICAL DESIGN*

41. 13.41 ORGANIZATIONAL IMPACT ANALYSIS HOW WILL PROPOSED SYSTEM AFFECT ORIENTATIONAL: HOW WILL PROPOSED SYSTEM AFFECT ORIENTATIONAL: STRUCTURE ?STRUCTURE ? ATTITUDES ?ATTITUDES ? DECISION MAKING ?DECISION MAKING ? OPERATIONS ?OPERATIONS ?

42. 13.42 ERGONOMICS: INTERACTION OF PEOPLE & MACHINES, INCLUDING: INTERACTION OF PEOPLE & MACHINES, INCLUDING: DESIGN OF JOBSDESIGN OF JOBS HEALTH ISSUESHEALTH ISSUES END-USER INTERFACESEND-USER INTERFACES*

43. 13.43 SOCIOTECHNICAL DESIGN: DESIGN TO PRODUCE INFORMATION SYSTEMS THAT BLEND: DESIGN TO PRODUCE INFORMATION SYSTEMS THAT BLEND: TECHNICAL EFFICIENCYTECHNICAL EFFICIENCY SENSITIVITY TO ORGANIZATIONAL NEEDSSENSITIVITY TO ORGANIZATIONAL NEEDS SENSITIVITY TO HUMAN NEEDSSENSITIVITY TO HUMAN NEEDS*

44. 13.44 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. 13.45