Chapter 6

Implementation of information systems

Keshav Raj Joshi

 CONTENTS

•Information system implementation

•Change Management
•Critical Success Factors
•Next Generation Balanced Scorecards
 CONCEPT OF IMPLEMENTATION
• Implementation means constructing and putting the
new system into operation.
• Creation of system based on analysis and design
document.
• Implementation refers to all of the organizational
activities working towards the ,
• Adoption,
• Management, and
• Reutilization of an innovation.
• Implementation activities are needed to transform a
newly developed IS into an operational system for end
users
Types of Implementation
 IMPLEMENTATION PROCESS
• Implementation is a process of
• Coding,
• Testing,
• Installation,
• Documentation,
• Training, and
• Support.
• These steps are based on the design specification.
• All the requirements of the system, such as input,
processing, output equipment etc. are provided by
design specification.
 PLANNING THE IMPLEMENTATION

•Pre-implementation activity.
•Activities required are identified and
sequenced accordingly.
•Time and cost estimation for each activities
are being made.
•Plan and implementation schedule are being
made by system analyst using various tools
like Gantt charts, network diagrams etc
ACQUISITIONS OF FACILITIES AND SPACE PLANNING
• The IS to be implemented may be for,

New • Where no old system is in existence

Organization • New systems are to be implemented New organization

Existing • Information system needs to be modified to great extent

Organization • New system needs to be developed Existing organization

• This requires acquisition of facilities like office, computer room,

computer library etc.
• Proper estimation of floor space requirement and roughs layouts are to
be prepared by MIS manager.
 ACQUISITION OF HARDWARE & SOFTWARE
• Large business firms or government agencies
formalize there hardware and software requirements
by listing them in a document called RFP (Request for
proposal) or RFQ (Request for quotation). Business
Firms Vendor RFQ Purchase Agreement
 Coding and testing
• Physical design created by the system designer team
are turned into working computer code by the
programming team.
• Depending on the size and complexity of the system,
coding can be an involved, intensive activity.
• Immediately after coding process has begun, testing
can be started. System testing involves,
• Testing and debugging software,
• Testing Website performance, and
• Testing new hardware.
• It’s important part is, review of prototype of displays,
reports and other output.
 Documentation
• There are Two types of documentation
 User Training
• Educate and train management, end users, customers, and
other business stakeholder.
• Proper user training is an important factor in promoting the
required culture and thus ensuring the acceptance of new
system.
• METHODS AND AIDS OF TRAINING:
 Installation/Conversion
•Installation or changeover is the event of
switch-over from the old system to the new
system, which takes place after the system is
tested and found reliable.
• In new organization, there are no old systems to
replace, so for fresh implementation, new
developed and tested systems are installed as it is.
• In existing organizations, old systems are replaced
with the new developed systems.
•So for replacement implementation, there are
4 conversion methods.
 Conversion Methods
• DIRECT CONVERSION
• Old system is completely dropped out, and new system is
turned on in its place.
• Least expensive
• High risk of failure
• Should be considered only in extreme circumstances.

• PARALLEL CONVERSION
• Old system is not dropped out at once, Both old and new
systems are simultaneously operated.
• Until the end-users and project coordinators are fully
satisfied that the new system is functioning correctly.
• Highly expensive
• Least risky
• PILOT CONVERSION
• Use where the new system is to be installed in multiple
locations. It allows for conversion to the new system, either
a direct or parallel method, at a single location.
• Less risky in terms of any loss of time or delay in processing.
• PHASE-IN CONVERSION
• Gradual Conversion or Cutover by segments.
• The new system is implemented in many phase. Each phase
is carried out only after successful implementation of
previous phase.
• Very less risk is involved.
• Prolonged process.
 CHANGE MANAGEMENT
• Implementation of IS may result in many changes in
organizations.

• POTENTIAL AREAS OF IMPACT: -

• Organizational Structure
• Centralization of Authority
• Job Content
• Relationships
• Resistance to change
 Concept of Change Management
• Information system development and implementation projects
often tend to end in failure.
• changes are difficult to predict, and tend to occur with growing
frequency, change management is becoming an increasingly
significant subject.
• Change management involves analyzing and defining all
changes facing the organization, and developing programs to
reduce the risks and costs, and to maximize the benefits of
change.
• It is a structured, disciplined approach that facilitates the
adoption of new and modified of various groups and individual
within the system.
Key Dimensions of Change Management
 Change Management Process
• The change management process is the sequence of
steps or activities that a change management team or
project leader would follow to apply change
management to a project or change. a change
management process that contains the following
three parts.:
• Preparing for change (Preparation, assessment and
strategy development)
• Managing change (Detailed planning and change
management implementation)
• Reinforcing change (Data gathering, corrective action
and recognition)
 Critical Success Factors
•Success of IS Projects
• As stated in several studies in the literature, nearly
80% of IS projects fail
• An unsuccessful project exceeds its schedule and
budget yet might not still reach to end
• Companies try to avoid such project failures due to
high investments in terms of money, time and man
power
• The Critical success factors can be listed that affect
the success of the project
 What are Critical Success Factors?

•Those few things that must be done well

for the organization to survive and/or
prosper
•These factors are common in most of
the studies, yet the weights and the
priorities may change according to the
company’s structure, culture, region and
IS project’s volume
 Sources of CSFs

•Characteristics of the industry

•Company competitive strategy, industry
position and geographic location
•Environmental factors
•Extraordinary temporal factors
•Managerial position
 CSFs in IS Applications

•Factors about internal organizational

structure
• Strategic alignment between organizational
structure / infrastructure and IT structure /
infrastructure
• Top management support and commitment to IS
• User participation in IS project
• Matching IT capabilities to organizational needs
and goals
• Organizational structure context
• Enough managerial and technical skills
•Factors about project team structure
• Project leader feedback to team
• Experience of project leader
• Project monitoring and control
• Adequate training for team members
• Peer review on project progress
• Experience of team members
• Team member commitment
• Team member self control
•Appropriate technology and project
methodology
•Clearly stated objectives
•Detailed project plan
•Proper project scope
•Utilizing effective methodology
•Use of appropriate technology
•Effective system implementation
•After project support
• Training of users
• Software support
• Training of IT staff
• On time help to users
•Environmental factors
• Globalization
• Environmental dynamism
• Competition
 CSF: Why have them?

• So that you can pay attention to them!

• To help an individual manager determine his/her
information needs
• To aid an organization in its general planning
process (i.e. business planning)
• To aid an organization in its information system
planning process
Critical Success Factors For whom?

• For senior and middle management – but not as the

same group
• Different levels of management will have different
CSFs
• To use CSFs effectively, you need to be capable of
creative thinking
Critical Success Factors What are the
benefits?
• For specifying critical information systems
• To focus attention on important matters
• Help to link IS strategy to business strategy
• help to give projects corporate justification
 Thank You!

Copy protected with Online-PDF-No-Copy.com