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

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

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

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

Slide 9.5

Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009

Figure 9.2 System development by prototyping

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

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.

Slide 9.8

Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009

Figure 9.4 Risk and Issue management process

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

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.

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

Slide 9.12

Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009

Figure 9.5 Project overview chart

Slide 9.13

Boddy et al., Managing Information Systems, 3rd Edition, © Pearson Education Limited 2009

Figure 9.6 Example of a programme management structure

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.