Professional Documents
Culture Documents
1.
An information system "failure" may mean that a system falls apart, but it usually means that the system is
under-utilized or not used at all. This is because the system does not perform the functions for which it is intended or
does so in a way that is too difficult or time-consuming to use. Users may have to develop "parallel" manual
procedures to make the system work properly or rely on manual procedure entirely.
2.
3.
How can we measure system success? Which measures of system success are the most
important?
The following are recognized as measures of system success:
4.
Implementation refers to all of the organizational activities involved in the adoption, management and
routinization of an innovation. For IS, implementation is the entire process of introducing, building and installing the
system and can be considered a complex process of deliberate organizational change.
There are three major approaches to implementation in scholarly literature:
1) a focus on actors and roles, suggesting that organizations should promote actors with innovative
characteristics and develop organizational roles championing innovation.
2) a focus on strategies of innovation, believing that successful innovations must have support from topdown and/or bottom-up.
3) a focus on general organizational change factors supportive of long-term routinization of innovations.
5. What are the actions and Indicators for successful system implementation?
- Support by local funds; New organizational arrangements; Stable supply and maintenance; New
personnel
classifications; Changes in organizational authority; Internalization of training program; Continual
updating of
the system; Promotion of key personnel; Survival of system after turnover; Attainment of widespread
use
6. What is the user-designer communications gap? What kinds of implementation problems can it
create?
The "user-designer communications gap" refers to the conflict between the "technical" orientation of IS
specialists and the "business" orientation of end-users. Often the objectives, priorities and language of
communication between these groups is so different that they have entirely divergent goals. If serious, the "userdesigner communications gap" prolongs implementation time. Users and IS specialists must spend additional
time and effort trying to mutually understand one another. Users often forfeit their control over implementation to
technical specialists. The result is an information system that makes sense to the technicians but doesn't meet
users' business requirements.
7.
What dimensions influence the level of risk in each systems development project?
Influencing the level of project risk are:
Project size.
Project structure.
Project technology level.
8. Why is it necessary to understand the concept of implementation when examining system success and
failure?
One of the most important determinants in system success and failure is the pattern of the implementation
process. Especially critical facets of the implementation process are:
Define requirements
9.
What are the major causes of implementation success or failure? How are they related to the failure
of enterprise resource planning (ERP) and business reengineering projects?
System failure may be due to factors outside the organization. An organization may be faced with external
"environmental" pressures which it cannot meet because to do so would run counter to its inherent characteristics.
However, many instances of system failure and negative implementation outcome are caused by factors within the
organization.
10.
List some of the implementation problems that might occur at each stage of the systems
development process.
Implementation problems at different stages of the life cycle :
Analysis:
Incomplete documentation.
Users don't participate sufficiently in the design process. The design reflects the biases of technicians.
Training begins too late. Users are unprepared for the new system and procedures.
External integration tools help solidify the relationship between implementation activities and end-users at
all organizational levels. Such tools are most useful for projects that are not well-structured and which require heavy
user involvement and commitment.
Internal integration tools promote cohesion and unity within the implementation team. They are most useful
for projects with high technical complexity. Formal planning and control tools help structure and sequence tasks and
monitor progress towards goals. They are most valuable for managing projects that are large and/or well-structured.
What strategies can be used to overcome user resistance to systems development projects?
End-user resistance to IS projects can be overcome by the following strategies:
Information system design must consider careful planning and orchestration of organizational change.
Changes in job functions, organizational structure, power relationships, procedures and behavior will have to be
addressed. Technical solutions must be developed around an appropriate "social design" for an information system.
References:
http://www.mis.boun.edu.tr/tanrikulu/qa13.htm
Information Technology for Management 7th Edition, Henry C. Lucas Jr.
Management Information System 6th Edition, Effy Oz
PREPARED BY:
RHEA D. SANCHEZ
BS COE V