BSBIMN501A QUEENSLAND INTERNATIONAL BUSINESS ACADEMY

2.2 Address implementation issues and problems as they arise

 When a new information or knowledge management system is implemented into an organisation, there is more than just the issue of new technology to address.  The system must also support the business processes and the people that carry out those processes-it is the relationships between the elements of technology, process and people that provides the key to a successful system implementation.

 Implementation issues arise when interaction between those elements is lacking in some way

 If you think of technology, processes and people as each being one leg on a three- legged stool, with each leg needing to be equal in strength, length and sturdiness, you can begin to picture how each element is dependent upon the other for optimum functionality.

 If one leg falls short, or if it has not been properly secured, the stool will wobble; if one of the essential elements of an information or knowledge management system has been neglected, the system will be unstable. It is important to get the balance right.

 Processes describe how a goal or objective is achieved by following a sequence of actions.  They are useful tools for standardising what is required to achieve the desired end result.  Fostering a solid understanding of new processes will enhance efficiency and productivity as well as ensure compliance with standards and codes of practice.

 Every time a new process is implemented in an organisation, it must also be documented.  This way, all the people that are required to perform the process share a common understanding of it.

 Because processes are rarely explained in one stream of actions, but rather as more than one action branching off from another action, the workflow in a process is often demonstrated with the help of flowcharts.  Flow charts help to define the process, standardise it, and highlight areas that need to be improved.

 It is important for workers in an organisation not only to have a thorough understanding of new processes and technology, but also for the processes to be meaningful to them on both a personal and organisational level.

 They must be clear about their new roles or responsibilities and be committed to carrying them out, as well as willing to cooperate with others in working towards successful implementation.

 New processes associated with the information or knowledge management system should help workers to:  gain access to current and accurate information perform their tasks more efficiently  participate in achieving organisational goals share knowledge and information with others  have contingencies in place for technical problems

 Once you have developed and clarified your processes, and workers are appropriately aligned with them, it is down to the new information or knowledge management system to support the other two elements in the equation.  For this to happen, there are some basic principles that should be adhered to.

 These principles require that the new system should:  incorporate familiar, standard tools for processing information have security procedures in place  perform processes and produce outputs as planned integrate with existing information systems  be stable-free from hardware or software problems.

 The process of changing from one information or knowledge management system to another is often referred to as the 'changeover'.  It can be an unsettling process and requires a careful approach.

 There a number of ways it can be done:  Shut off the old system and begin with the new  this is not the best approach as there are likely to be bugs in the new system that will need to be worked out.

 Phase in the new system  this approach implements components of the new system in stages while the other components of the old system are still running.  If the new components don't function properly, the old system can be reinstated until the problems have been sorted out.  This process occurs in stages with new system components being implemented one at a time until all the new system components function as required.

 Run in parallel  in this approach, both the old and the new system are used at the same time.  This means that all the inputs have to be duplicated so that identical information is held in both systems.  Running in parallel continues until all processes have been tested and no more problems occur.

 Proper planning and testing are the keys to addressing issues and problems with the system.  The reality is that implementation is unlikely to run without glitches, but if you are prepared, you will catch errors before they become large problems.  We must ensure that we have addressed the relationship issues between processes, people and technology, and part of that equation involves developing procedures for data processing and testing.

 An information or knowledge manage system is of little use if the procedures for processing data and keeping it up-to-date are ineffective.  Therefore, it is essential that all workers who are responsible for processing data have a current procedures manual available to them for reference.

 The manual should include instructions for:  inputting accurate and complete data periodically checking data for currency, accuracy and completeness of information  reporting software faults  security procedures.

 Before you go 'live' with a new system, it is essential to test it first to iron out any problems that may be present.  As we have seen, testing should also occur at different stages of implementation such as testing form design and testing workers after training.

 Before you begin any testing, think about:  What will be tested?  What are the testing objectives?  Where will the testing occur?  Who will participate in the testing?  What methods will be used for testing?  How long will it take to complete the testing phase?