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Slide 9.1
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Managing implementationCh 09 – Boddy et al
• Challenges in implementing IS
• Models of change – life cycle, emergent, participation and politics
• Establishing and controlling projects
• Programmes – a group of linked projects
• Case: RBS-ABN Amro
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Slide 9.2
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Challenges in implementing IS
• Often technologically advanced
• Introduced to an established firm
• External conditions likely to change during project
• May involve links with other firms
• ‘magic bullet’ expectations
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Slide 9.3
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Four theories of change
• Planning – rational, linear, single aim – technical focus
• Emergent – new conditions, interests – flexible focus
• Participative – ownership, commitment – people focus
• Political – potential opposition, conflicting – power focus
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Slide 9.4
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Figure 9.1 Waterfall model of systems developmentSource: Reprinted from Chaffey, D. (2003) with permission
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Slide 9.5
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Figure 9.2 System development by prototyping
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Slide 9.6
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Implications for skills
Table 9.1 Content and process skills for managing IS projects
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Slide 9.7
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Controlling a project
Projects depend on control, tools for which include:
– project control committee;
– planning (with flexibility) – see Table 9.2;
– change control procedures;
– managing escalation – Figure 9.4;
– post-implementation reviews.
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Slide 9.8
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Figure 9.4 Risk and Issue management process
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Slide 9.9
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Projects and programmes
• Projects rarely happen in isolation - part of a programme, requiring distinct skills
• Programmes need to retain overall strategic alignment with the organisation – which will itself be changing
• Develop a programme management toolkit
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Slide 9.10
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Programmes and their control
Tools for programme control include:
– programme overview chart – Figure 9.5;
– programme reporting;
– management structure – Figure 9.6.
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Slide 9.11
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Programme structure
• A supportive infrastructure to move individual interests to common goal
• Links the set of projects to the rest of the organisation and its strategy
• Needs a management information system that can quickly and accurately summarise current progress
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Slide 9.12
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Figure 9.5 Project overview chart
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Slide 9.13
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
Figure 9.6 Example of a programme management structure
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Slide 9.14
Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009
An energised environment
To get the best from project staff:• consider personal long-term development;• communicate a clear strategy and vision;• clarify roles and personal objectives;• regularly review performance, offering reward
and recognition;• create a learning culture.