Planning and Managing ICT Change

Planning and Managing ICT Change

S.C. Lenny Koh (University of Sheffield, UK) and Stuart Maguire (University of Sheffield, UK)
DOI: 10.4018/978-1-60566-424-8.ch005
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Abstract

Information Systems (IS) has borrowed many techniques from other disciplines. However, many of these have been borrowed from areas where the outcome from projects is more certain. Virtually all projects are liable to have changing requirements. In IS there are so many variables that need to be considered before, during, and after a project has been completed. It is one thing to identify what those variables are and another to react to the changing circumstances.
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Change management is the top concern for I.T. directors for a second year running. A survey of more than 200 I.T. leaders at this year’s I.T. Directors Forum revealed that 47% believe managing change is the most important issue they face, up from 42.1% in 2006 (www.computerweekly.com/225114 - 2007)

A mission-critical I.T. project to replace hard copy intelligence on threats to United Kingdom (UK) security with a secure network that links government offices in the UK and overseas is due for completion in 2009 – five years later than originally planned (Tony Collins, Computer Weekly – www.computerweekly.com/225663).

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Introduction

Information Systems (IS) has borrowed many techniques from other disciplines. However, many of these have been borrowed from areas where the outcome from projects is more certain. Virtually all projects are liable to have changing requirements. In IS there are so many variables that need to be considered before, during, and after a project has been completed. It is one thing to identify what those variables are and another to react to the changing circumstances.

The question IS must address is whether it is inevitable that projects of a certain size and length will fail to deliver expected benefits. IS is trying to hit a moving target. The ‘contract’ for a new information system is agreed at a comparatively early stage. All parties agree on requirements and the project team retreats to build the system. This can be a lengthy process. For a change in the process to take place participants must agree that the change is worthwhile. The system developers would be much happier with a fixed set of requirements.

The methodologies that support this process tend to provide more emphasis on control at the expense of planning. They would be more appropriate in static business environments. Even in this situation there will be project failures. The initial premise for an IS project should be that there will be change. The methodologies should then provide enough flexibility to allow for the forthcoming changes. Ideally a vision of the implemented system should be formulated at an early stage.

One certainty of the IS development process appears to be that change will take place when the system is installed. From changing one line of code to implementing an inter-organizational information system change will occur. It is only the scale of change that will be different. This chapter will debate the issues surrounding the current way we develop information systems and attempt to identify the areas that could be changed to make the process more effective in the future.

Figure 1.

A hands-on approach to understanding the management of ICT change will be used within this chapter. It is hoped that it will pay dividends for any organization contemplating any kind of technological change.

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Questionnaires And Workshops

It is unlikely that all staff have the same level of competence when involved in the development of a system. People have different perceptions about the development of particular IS and these perceptions can change over the lifetime of a project. The resistance to change of staff can have a significant effect on the success or failure of an IS. There are stages of a system development where the co-operation and commitment of users is crucial - most notably during analysis, design, testing and implementation.A recent consultative document from one large organization stated that:

Any attempt to install sophisticated IS before the service has the skills to implement and operate them and to exploit their potential would only impede the very changes that they were aimed at assisting.

A methodology is required that will ensure participation, mutual agreement, and shared objectives throughout the whole organization. Many organizations have undertaken change without understanding the intricacies of the change process. It can be argued that the successful introduction of IS into organizations is largely about effective ICT change management. The successful adoption, or otherwise of ICT is a complex process and dependent on many different factors (Jensen & Aanestad, 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