Information Systems Implementation Projects Research Articles

Managing large-scale projects: Unpacking the role of project memory

Drawing on ethnographic fieldwork conducted in a US-based firm engaged in a large-scale information system implementation project, this study presents an inductively developed framework of project memory incorporating three mnemonic co-orchestration practices: situated focusing, synchronizing discourse, and converging boundaries. Project memory is proposed to help manage challenges posed by large-scale projects as we observed in this study. This study offers insights into the role and practices of project memory and provides recommendations for managerial practice related to developing narrative and storytelling skills, strategically using meetings, and fostering a culture of cross-functional collaboration in large-scale projects.

OPTIMAL MODEL FOR EVALUATING THE TOTAL DURATION OF A BUSINESS PROCESS

When assessing the performance of business processes, it should be noted that one of the most important operational indicators and evaluation criteria of any company should be the indicator of the duration of the process completion cycle. Cycle duration is the amount of time that passes from the start of a task to the moment it is completed. Time is a critical metric for completing any task as it relates to customer satisfaction and the cost of completing that service. Based on this, the main goal of this work is to find the critical path of a business process and build a mathematical model to determine the objective function. To achieve the set goals, the problem of finding the maximum path in a directed graph constructed according to the list of works of the information system implementation project is considered. In accordance with the list of works, the relationships between them were determined, a network schedule for project planning was constructed, and the main relationships and patterns were identified. Studies of the constructed mathematical model were carried out using the MS Excel software application. The critical path of the business process of implementing an information system was found and conclusions were drawn on the total duration of the project. Thus, operations lying on the critical path require additional slack planning.

Working with requirements in information systems implementation projects

Working with requirements in information systems implementation projects

FORMATION OF THE APPROACH TO APPLICATION OF PROJECT MANAGEMENT METHODOLOGIES IN THE FRAMEWORK OF SAP ERP INFORMATION SYSTEM IMPLEMENTATION

FORMATION OF THE APPROACH TO APPLICATION OF PROJECT MANAGEMENT METHODOLOGIES IN THE FRAMEWORK OF SAP ERP INFORMATION SYSTEM IMPLEMENTATION

IS diffusion: A dynamic control and stakeholder perspective

Our research uses a novel perspective of control balancing and stakeholder orientation to explore an information system (IS) phenomenon called enterprise IS diffusion. Employing a case-based, grounded theory approach, we analyze four large-scale IS implementation projects in a Canadian government organization. Our findings offer a synergistic approach to IS diffusion by integrating a dynamic control configuration perspective with stakeholder engagement, stakeholder sensitivity, and the impact of shifting stakeholder orientations on IS diffusion stages.We draw from control, control balancing, and stakeholder theories. Moreover, we refer to the IS implementation and IS diffusion literature to develop our argument. In doing so, this research develops a new and vital construct—stakeholder orientation—for IS implementation projects. We also identify the existence of four distinct stakeholder orientations, a combination of stakeholder engagement with stakeholder sensitivity in large ISD projects: (a) strategic, (b) responsibility, (c) best interest, and (d) economic cost.Through analysis and synthesis, we establish vital relationships among shifting control configurations, stakeholder engagement, stakeholder sensitivity, and IS diffusion stages, where maintaining an optimal stakeholder orientation, facilitated by appropriate control configuration, leads to a successful IS diffusion outcome. Furthermore, we propose an extension to the existing control balancing theory by identifying missing links and trigger factors.

Business processes reconfiguration through the implementation of an enterprise resource planning system

The use of technology in organizations does not always produce the expected effects, because the cause-effect relationship in efficiency, productivity and therefore competitiveness is not linear. The available resources, ways of access and their capacities in terms of storage, processing and speed of response are known, however they are not always assimilated by the agents of the productive sector as they should to promote effective results and business agility. The research procedure adopted was a critical-descriptive analysis of a real case. Based on the bibliographic review on Business Processes reconfiguration and follow-up of an implementation project in a Brazilian company, a Business Model reconfiguration with ERP system implementation case was described and evaluated. The purpose of this article is to present a success case of Information Systems implementation project, to demonstrate the long way to go before reaching the results that makes such a project a successful project and to examine the impacts in the human resource perception. The research resulted in the description of an ERP implementation case, its evaluation based on perceptions, followed by critical discussion about barriers and risks inherent to projects of this nature. Although information technology has advanced a lot in the last decades in resources and functionalities, its cost has been significantly reduced, and its acquisition has been greatly facilitated, implementation is not a trivial activity. The article can serve as a guide for characterization of risks and sensitive aspects in reconfiguration projects for organizations that wish to achieve effectiveness in this type of project.

Effect of authoritarian leadership on user resistance to change: evidence from IS project implementation in China

PurposeUser resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user resistance to change. However, whether project leadership (e.g. authoritarian leadership) can lead to user resistance to change remains unclear. By drawing on project leadership, affective event theory and contingency theory of leadership, the authors address this void by empirically examining whether authoritarian leadership can lead to user resistance to change through the mediation of negative emotion and whether the magnitude of this mediation depends on the power distance level.Design/methodology/approachThis study examines the authors’ research model that integrates authoritarian leadership, negative emotion, power distance and user resistance to change using data from a matched-pair survey of 278 users and their supervisors involved in IS project implementation in China.FindingsNegative emotion plays a mediating role in the relationship of authoritarian leadership and user resistance to change. In addition, power distance moderates the relationship between authoritarian leadership and negative emotion and the indirect effect of authoritarian leadership on user resistance to change in IS project implementation through negative emotion.Originality/valueThe authors’ research provides a comprehensive understanding of the antecedents of user resistance to change in IS project implementation and ultimately contributes to the IS project implementation literature and practice.

Project for implementing an information system as a result of interaction between participants in the cluster for forest waste processing

The business processes of any modern organization as a result of the interaction between participants of the forest waste processing cluster are closely related to information technology. The article deals with the project of introducing an information system, which turns out to be a serious transformation, affecting various areas of the enterprise, ranging from the reflection of core activities, ending with regulations for user support. The information system implementation project is divided into the main stages, during which the requirements for the system are formed, changing business processes are considered, a model of the future system is created and put into pilot operation.

Managing ERP Projects Implementation: Multidimensional Analysis of Failure Causes

Due to the persistence of failure to conduct information systems implementation projects, and because of the lack of researchers' consultation on the key factors of project management success, it is advisable to broaden the reflection on the main factors of failure and success, taking into account the contexts specific to each project. This paper lies within an exploratory approach, trying to identify the success factors of managing ERP implementation projects within companies, and proving the existence of strong interactions between the three project phases. It also tries to explain that project management should not be executed independently of the initial business plan. The methodological approach applied in this research is not part of a linear approach that investigates a phenomenon known in advance; it aims at building knowledge based on qualitative and empirical data. It is a combination of Maxwell's qualitative and empirical research' foundations, as well as the principles of grounded theory used in qualitative analyses in which the studied sample's size is not known in advance. The article showed that the success of ERP implementation is not as obvious, it should not be perceived separately from the study and exploitation's stages. In fact, it is the outcome of an appropriate preparation during the pre-project stage, optimized implementation during the project's conducting stage, as well as satisfaction of final users. This complexity requires the involvement of all stakeholders as well as agility at all levels. Thus, the stakeholders are required to take into account all events and possibilities that may affect the course of the software implementation project. At this level, defining a management approach and setting up a structure dedicated to that project becomes a must.

Measuring the Impact of Culture on Critical Success Factors for Global Information System Implementations

The implementation of a global information system (IS) is a complex technological and social endeavor. This mixed methods research explored these difficulties through the holistic analysis of a global Product Lifecycle Management (PLM) IS implementation project conducted by an international business. The study filled a gap in the literature by identifying PLM Critical Success Factors (CSFs), and by providing a method to measure the impact of culture on PLM CSFs.

Causes of Failure in the Implementation and Functioning of Information Systems in Organizations

When implementing or starting up an information system, there are usually a number of causes that can lead to its failure. Today, there are few companies that do not rely on technology to carry out their business processes. Wanting to have a competitive advantage over its competitors and the changing global business, puts pressure on the implementation of information systems implementation projects, be it an ERP (Enterprise Resource Planning), a CRM (Customer Relationship Management) or Big Data projects to manage a central repository of all internal and external data that a company can manage. Although it is an illusion for the company to start a project to implement an information system, its failure can lead to its key business processes not being carried out correctly. This article has the purpose of exposing the most common causes when implementing an information system, but also during the operation of the system, which can lead to organizational chaos and to take measures that no company wishes to take. A real case of failure is exposed during the implementation of an information system in an important Mexican company. The research team was allowed to interview general and systems area managers as well as employees. In addition, a survey was carried out among 30 people between managers and heads of department who followed closely on the implementation process of the global operations and technology system within of the company. The most influential factors were a deficient administration, a bad definition of the project and inappropriate consultancy.

Design and Verification on the Torsion Structure Model between Business Strategy and IT Strategy: Analysis of the Factors Affecting the Planned Delivery Date of the Enterprise Information System Implementation Project

Design and Verification on the Torsion Structure Model between Business Strategy and IT Strategy: Analysis of the Factors Affecting the Planned Delivery Date of the Enterprise Information System Implementation Project

Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

Background: To address the low success rate in information system (IS) projects, organisations in South Africa are adopting agile implementation methodologies. Agile delivery environments advocate an iterative approach where autonomous, self-organising teams share project management (PM) activities. This encroaches on the traditional project manager role. Are project managers still relevant in agile delivery environments and how should they adapt?Objectives: This case study investigated how project managers could adapt to agile IS implementation environments to remain relevant. Specifically, the views of their key stakeholders (the management and implementation teams) were elicited to provide insights into what is expected from agile project managers.Method: A qualitative, inductive content analysis approach using purposive sampling was used to identify 13 participants (comprising management and implementation team members) within a large South African insurance company. Semi-structured interviews were conducted with all participants.Results: The management and implementation teams agreed that PM remains highly relevant in an agile environment for ensuring project governance including delivery, risk management, reporting and budgeting. There was, however, disagreement between the management and implementation teams on project management interaction with the implementation team. Management preferred a command and control type project manager, while the implementation team favoured a more inclusive, facilitative PM style.Conclusion: To remain viable in an agile IS project implementation environment within large corporates, project managers need to be aware of what various stakeholders expect of them. They need to retain some of the classic PM functions while adapting to the interpersonal and collaborative requirements of the agile way.

Applying Turner’s Three-Process Theory of Power to the Study of Power Relations in a Troubled Information Systems Implementation

This paper explores the nature and exercise of power in an interpretive case study of a troubled information systems (IS) implementation in a university in the Asia Pacific region using Turner’s Three-Process Theory of Power based on Social Identity Theory and Self-Categorisation Theory. The findings demonstrate the value of Turner’s theoretical lens as well as its insufficiency for explaining all power related activities. This research has led to the development of an extended Three-Process Theory of Power by adding the alternative components that emerged from the data in the case study in relation to the nature and exercises of power. Based on the findings, we further recommend specific guidelines for IS theoreticians and practitioners including advice to project managers on a range of key issues. Thus, this paper contributes theorising the sources of power and tactical applications of power in given situations, particularly in IS implementation projects.

Efficient Management of Delays in Project Realization: A Mixed Method Approach within a Cameroonian Banking

This article focuses on key determinants of delays in the realization of an information system (IS) project. In particular, the impact of the non-adoption of project management methodology by project managers and the lack of software to manage collaboration on delays in project implementation is assessed. Using a mixed-method approach, the study found that these two determinants have a positive relationship with delays in IS project implementation. Implications for research and practice are discussed.

Blending bureaucratic and collaborative management styles to achieve control ambidexterity in IS projects

Managing information systems (IS) projects requires what we refer to as ‘control ambidexterity’, which is the use of different types of control to meet conflicting demands. This leads to the use of contrasting styles of IS project management and creates tensions in managerial practice, neither of which are well understood. We address this theoretical gap in our understanding based on an exploratory case study of an IS implementation project in the financial services industry. Adopting the lens of management styles as a meta-theoretical perspective, we sought to address two research questions: (1) Which management style(s) do IS project managers draw upon in practice and why? (2) What kinds of tensions result for IS project managers and team members from drawing upon contrasting management styles in combination – and how do IS project managers and team members deal with these tensions? Two contrasting styles of management emerged from our data – bureaucratic and collaborative – that are drawn upon by IS project managers to achieve control ambidexterity. Furthermore, drawing upon these two different styles in combination within the confines of a single project creates tensions. We explore these tensions and present an illustrative example of how IS project managers can deal with these tensions successfully in practice. Specifically, we find that they can be dealt with effectively by a tandem of two project managers who share responsibility for managing the IS project. The findings of this study have important implications for our understanding of control ambidexterity in IS projects.

Organizational identity challenges in a post-merger context: A case study of an information system implementation project

This study examines the effects of the differences in organizational identities that emerged during a post-merger project that aimed at unifying the laboratory services of a large healthcare center that resulted from the merging of three hospitals by supporting them with a unique information system. We draw on the concepts of organizational identity and sensemaking to analyze the laboratory information system implementation project. Organizational identity is conceptualized as the mental representation that organizational members have of themselves as a social group in terms of practices, norms, and values and how they understand themselves to be different from members of other organizations. Data analysis suggests that divergent organizational identities and team members’ alternative interpretations of others’ practices, norms and organizational symbols, coexist during the post-merger integration phase. These interpretations are reflected in the final functionality of the information system that was different from the planned one.

Electronic Information Systems and Human Services Organisations: Avoiding the Pitfalls of Participatory Design

Recent research and evaluation of the forms of electronic information systems (IS) being used in child welfare agencies in both Australia and England and Wales have shown that, despite the many millions of dollars spent, not only are they unfit for purpose, but also they may undermine front line practice. Jurisdictions may differ in their readiness to accept and respond to these criticisms, but attention is now turning to how IS can be designed that do meet the needs of practitioners. A particular problem that has been identified is the limited involvement that practitioners have had in the design of IS and efforts are now being made to include them. Though there is a considerable amount of literature about how to include the intended users of technology in designing IS, there is a paucity of advice that is relevant to the particular circumstances of social work and social care practitioners. Drawing from an ethnographic study of an IS implementation project in a human services organisation, this article aims to begin to address this gap in the literature by articulating some of the pitfalls for social workers and other human services staff who may become involved in the design, or redesign, of IS.

A comparative study for differences on Information System success perceptions: a study of retailing industry

In today’s business environment, the implementation process of Information System (IS) has deep effect on supply chain position o f an organisation. IS projects have multi-dimensional impacts, and they are evaluated regarding implementation success criteria that managers want to achieve. This paper aims to investigate the distinguishing impact of different functional categories on managers’ perceptions on IS Project Implementation Success criteria by comparing two classification models. Within the scope of this study, related literature was examined and then a questionnaire survey was conducted to managers in an organisation from retailing sector to reveal out the importance of the success criteria. Artificial Neural Network (ANN) and Multiple Discriminant Analysis (MDA) have been utilised to seek the effects of different functional department perceptions.

Software process improvement with weak management support: an analysis of the dynamics of intra-organizational alliances in IS change initiatives

Software Process Improvement (SPI) projects are large-scale, complex organization-wide change initiatives. They require considerable investments in personnel, time and money and impact just about every aspect of software firms. The group charged with conducting an SPI project has, however, little formal authority to influence or force software professionals to engage in SPI work or to define and implement changes. The SPI literature suggests that successful SPI initiatives depend on strong commitment from top management. But what should the SPI group do if management support is weak? In this paper, we present an analysis of how an SPI group can use alliances to obtain influence and succeed when management support is weak. Our study is based on a 3-year longitudinal field study of SPI change initiatives at Denmark Electronics. Our findings show that a lack of top management support is not necessarily incompatible with success. This research opens an important new area of research on intra-organizational alliances and information system (IS) implementation. It has the potential to offer new theories and practical advice on how IS implementation projects can be more effectively managed.