Network Implementation Project in the State Sector in Scotland: The Influence of Social and Organizational Factors

Network Implementation Project in the State Sector in Scotland: The Influence of Social and Organizational Factors

Ann McCready (Glasgow Caledonia University, Scotland) and Andrew Doswell (Glasgow Caledonia University, Scotland)
DOI: 10.4018/978-1-878289-83-4.ch009
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Abstract

This case study, about the introduction of networked PCs in a local government office in Perth, Scotland, focuses on the importance of organizational and social factors during the implementation process. The implementation of the network in this case study is not a straightforward progression from one stage to the other, as may be inferred from the systems development life cycle “waterfall” model but a circular, stop-and-start process with moves back to previous stages and is more like a “spiral” approach of dynamic and unfolding processes. The case study highlights the links between technical and nontechnical aspects of implementation and the complicated process of project management in which a balance is continually being sought between technical and nontechnical issues. But although social processes may reduce technical as well as social problems, not all problems can be solved by attention to social factors. Organizational constraints may limit the success of the implementation process, and there are also dangers in including users who, if their views are disregarded, may become disillusioned and adversely affect future development of the network.

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