Critical Success Factors for ICT Development

Critical Success Factors for ICT Development

S.C. Lenny Koh (University of Sheffield, UK) and Stuart Maguire (University of Sheffield, UK)
DOI: 10.4018/978-1-60566-424-8.ch009
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Abstract

If organizations were good at ICT planning there would not be as many information systems failures. There is a definite need for improved communication and collaboration between individual employees, i.e. for electronic mail, task and meeting scheduling, group decision support or video-conferencing. The functional departments & business units can collaborate to change the business focus of the organization, i.e. for just-in-time manufacturing, identifying cross-selling options or standardising the customer interface. The first stage of ICT planning is referred to as strategic information technology planning (SITP). SITP can refer to a process of searching for strategic information systems (SIS) applications that enable an organization to gain a competitive advantage (Turban et al. 2004). The typical reason a firm might develop a strategic information system is to help the organization enter a new market, gain or maintain market share, or improve the service to customers (Jessup & Valacich, 2006).
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More often than not, development programmes are not properly aligned to the needs of individuals or the business. Organizations are still undertaking far too much in the way of training for its own sake or ad hoc programmes that are not tailored to the long-term goals of the organization or the aspirations of the employees concerned (Chartered Management Institute Survey 2007).

Business continuity needs to be done in advance for the longer term to enable proper planning, implementation and testing of systems (Managing Director, disaster recovery firm, 2007).

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Problems In Ict Planning

There are problems surrounding the classical strategic ICT planning methods:

  • Weak partners in the business chain, i.e. for tele-marketing and tele-shopping of customers, shared business intelligent systems or integral supply chain management.

  • The rigidity & often long throughput time of these kind of planning exercises.

  • The basic premise of traditional strategic planning methodologies is a corporation-wide, top-down prioritisation of all it applications that are deemed necessary.

  • Business reality is often much more dynamic than the planning structure embedded in these methods.

  • The relatively reactive nature of these methods, with consequently little attention to innovative, groundbreaking ICT exploitation.

  • The exclusive attention to ICT in administrative, supporting processes.

  • Traditional planning methodologies pay little attention to ICT in primary processes and in the products and services of modern organizations.

  • The focus of data and application architectures within autonomous organizations with central data storage and information processing.

  • ICT-based infrastructure planning should cover a broader range of issues and take into account the existence of relatively autonomous parts of an organization.

  • The lack of sufficient techniques for evaluating investment proposals in order to justify the allocation of limited funds.

When you are considering the introduction of a new information system for your organization it is imperative that you have a robust plan in place. It will be impossible to please all the various stakeholders with a new system. The role of users is still the most important factor in the development and use of new information systems (McLeod & Schell, 2004). However, you will have to satisfy as many of the potential users as possible. It is very rare that an information system can satisfy the requirements of individual users. Usually, the best you can hope for is to implement a system that can provide useful information for a group of staff. These staff may be in the same department or more likely these days they will be in several departments working on the same system or project (Maguire & Redman, 2007).

Complete Chapter List

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Table of Contents
Foreword
Elias G. Carayannis
Acknowledgment
Chapter 1
S.C. Lenny Koh, Stuart Maguire
The issues that are currently affecting all managers are similar to those facing managers of ICT. The following is a list, though not exhaustive, of... Sample PDF
Review of Current ICT Developments
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Chapter 2
S.C. Lenny Koh, Stuart Maguire
The ultimate reason why organizations develop information systems is so that their employees can make good decisions. If firms did not make... Sample PDF
Linking Information to Business Strategies and Decision-Making
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Chapter 3
S.C. Lenny Koh, Stuart Maguire
The introduction of new IS can often have a significant effect on the business practices within an organization. It is important that a lack of... Sample PDF
Developing and Implementing an ICT Strategy
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Chapter 4
S.C. Lenny Koh, Stuart Maguire
It is important for today’s dynamic organizations to develop a strong and sustainable links with outside organizations and agencies. It may be... Sample PDF
Strategic Alliance Through the Use of ICT
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Chapter 5
S.C. Lenny Koh, Stuart Maguire
Information Systems (IS) has borrowed many techniques from other disciplines. However, many of these have been borrowed from areas where the outcome... Sample PDF
Planning and Managing ICT Change
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Chapter 6
S.C. Lenny Koh, Stuart Maguire
The reason for going ahead with a new information system (IS) development can come from many sources. A new business requirement may force an... Sample PDF
Identifying Opportunities for Using ICT
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Chapter 7
S.C. Lenny Koh, Stuart Maguire
The development of information systems (IS) has for many years been regarded as the domain of the technical expert. In what appears to be a growing... Sample PDF
Introduction to Current Techniques for Effective ICT Development
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Chapter 8
S.C. Lenny Koh, Stuart Maguire
Nearly all information systems developments follow a structured approach. This is true of all projects. This chapter takes a critical look at both... Sample PDF
System Development and Project Management
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Chapter 9
S.C. Lenny Koh, Stuart Maguire
If organizations were good at ICT planning there would not be as many information systems failures. There is a definite need for improved... Sample PDF
Critical Success Factors for ICT Development
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Chapter 10
S.C. Lenny Koh, Stuart Maguire
For many organizations, the implementation of a new information system (IS) may be the biggest capital expenditure they undertake. If substantial... Sample PDF
Impediments to the Successful Implementation of ICT
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Chapter 11
Learning From Failures  (pages 176-206)
S.C. Lenny Koh, Stuart Maguire
Strategic.failures can be defined as failures of achieving the expected benefits from the organizational, size and industrial sectors or countries’... Sample PDF
Learning From Failures
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Chapter 12
S.C. Lenny Koh, Stuart Maguire
The Internet Cultural Era (ICE) has driven many Small and Medium sized Enterprises (SMEs) in the UK and Ghana to adopt ICT technology. This... Sample PDF
Drivers and Barriers for ICT Development
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Chapter 13
S.C. Lenny Koh, Stuart Maguire
Although Boeing and Rolls-Royce are operating in the same aerospace industry sector and use ERP, but the ways that they implemented their systems... Sample PDF
Current Developments and Diffusions in ICT: ERP, SCM, CRM
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Chapter 14
S.C. Lenny Koh, Stuart Maguire
Globalisation, modernisation and streamlining paradigms have driven many enterprises to use various e-Technologies in order to improve the... Sample PDF
E-Technology: E-Business, Intranet, Extranet, Internet
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Chapter 15
Knowledge Management  (pages 285-296)
S.C. Lenny Koh, Stuart Maguire
Knowledge.Management can be defined as the critical issues of organisational adaptation, survival and competence against discontinuous environmental... Sample PDF
Knowledge Management
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Chapter 16
S.C. Lenny Koh, Stuart Maguire
In information terms, security can be defined as the processes of ensuring that private information remains private and uncompromised in an... Sample PDF
Security and Risk Management
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Chapter 17
S.C. Lenny Koh, Stuart Maguire
Commercial airlines face an extremely challenging operating and competitive environment. To remain in business they must comply with ever-changing... Sample PDF
Improving IT-Enabled Sense and Respond Capabilities: An Application of Business Activity Monitoring at Southern International Airlines
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Chapter 18
S.C. Lenny Koh, Stuart Maguire
This case describes how banking in India has changed after developments in information technology in the last decade. The new private and foreign... Sample PDF
Competing in the Age of Information Technology in a Developing Economy: Experiences of an Indian Bank
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Chapter 19
S.C. Lenny Koh, Stuart Maguire
The Telecommunications Act of 1996 opened competition in the telecommunications market in the U.S. and forced the incumbent telecommunications... Sample PDF
Developing a Telecommunication Operation Support Systems (OSS): The Impact of a Change in Network Technology
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Chapter 20
S.C. Lenny Koh, Stuart Maguire
Nazar Group of Companies has been a leading producer and distributor of cookies, crackers, cakes, chocolate, and other products in Turkey for more... Sample PDF
Nazar Foods Company: Business Process Redesign Under Supply Chain Management Context
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Chapter 21
S.C. Lenny Koh, Stuart Maguire
The TeleDoc project of Jivan Institute has combined mobile commerce and the ancient concepts of Ayurveda for treatment of rural residents of India... Sample PDF
The Expansion Plan of TeleDoc: What and How Much of the Technology Employed is to Change?
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Chapter 22
S.C. Lenny Koh, Stuart Maguire
E-government is becoming a reality rather than a theoretical ambition; however, achieving the e-government anticipated benefits is still illusive... Sample PDF
Process-Aware E-Government Services Management: Reconciling Citizen Business, and Technology Dynamics
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About the Authors