1. 1 CHAPTER 18 Implementing and Integrating Management Support Systems

2. 2 Implementing and Integrating MSS n Introducing MSS into organizations and use them for their intended purpose –The issue of implementation –Integration of MSS Technologies Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

3. 3 18.1 Opening Vignette: INCA Expert Systems for the SWIFT Network n The Society for Worldwide Interbank Financial telecommunication (SWIFT) network –Automated international message-processing and message transmission services between financial institutions on all continents n A real-time decision–making system—INCA (Intelligent Network Controller Assistant) –Network control –Dealing with events (node failures, open communication links, etc.) Filter events Indicate problems Display problems

4. 4 18.1 Opening Vignette (cont.) n INCA –could not degrade or fail –could be introduced online only once –Not possible Rapid prototyping refinements Incremental extraction of knowledge from the experts –Solution Quick, on-schedule development with tight quality control A modular prototyping approach User and expert involvement User training plans An object-oriented paradigm for automated event handling Introduced in modular phases to minimize risks Maintained by the internal system support group

5. 5 18.2 Implementation: An Overview Opening vignette: INCA - major points about systems implementation n Standard methods would not work n Custom implementation methods to be designed, tested, and implemented n Users must be involved in every phase of the development n Management support is crucial (not mentioned) n Experts must be cooperative n Criteria for success were clearly defined n Large-scale, real-time ES can be developed on schedule and be very reliable Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

6. 6 Introduction n MSS systems implementation is not always successful –Expert systems fail often n Implementation is an ongoing process of –preparing an organization for the new system –And introducing the system to assure success n MSS implementation is complex n MSS are linked to tasks that may significantly change the manner in which organizations operate n Implementation factors –Common to any IS –Directly related to MSS Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

7. 7 What Is Implementation? n The introduction of change n Implementation is a long, involved process with vague boundaries n Definition of implementation –getting a newly developed or significantly changed, system to be used by those for whom it was intended Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

8. 8 n Ongoing process during the entire development –Original suggestion –Feasibility study –Systems analysis and design –Programming –Training –Conversion n Installation Iterative nature of development complicates matters n Institutionalization: commitment to routine and frequent system use n Ad hoc decisions: one-time use of the system n Can have Partial Implementation MSS Implementation Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

9. 9 Measuring Implementation Success n Success indicators n Evaluating the success of MSS, ES and DSS n Contributing Factors to DSS Success –User involvement –User training –Top management support –Information source –Level of managerial activity being supported –Characteristics of the tasks involved (structure, uncertainty, difficulty, interdependence) Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

10. 10 MSS Implementation Failures n Usually a closely held secret in many organizations n Expected synergy of human and machine not developed n Managers unwilling to use computers to solve problems n Many informal reports on unsuccessful implementation (Focus 18.1) –Without support staff to maintain the ES –Without firm managerial direction about the importance of the system to the firm’s success Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

11. 11 18.3 Major Issues of Implementation Models of Implementation n Factor or success factor (a condition present in the organization or to the specific application) –Generic: relate to any IS –Specific: to MSS n Success factors of implementation (figure 18.1) Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

12. 12 n Relate to the mechanics of the implementation procedure (Table 18.1) –Level of complexity –System response time and reliability –Inadequate functionality –Lack of equipment –Lack of standardization –Network problems –Mismatch of hardware and/or software –Low level of technical capacity of the project team n Two categories –Technical constraints –Technical problems Technical Factors Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

13. 13 n The way people perceive systems and how people behave in accepting systems n Table 18.2 –Decision styles –Need for explanation –Organizational climate –Organizational expectations –Resistance to change (user resistance) Reasons (Ex.change indecision-making approach) Strategies for dealing (Ex.participative strategies) The resisters (Focus 18.3) Behavioral Factors Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

14. 14 n The process of developing and implementing MSS –Top management support (one of the most important) Need for continuous financial support for maintenance Few studies on methods to increase top management MSS support –Management and user commitment Support: understanding issues, participating, and making contributions Commitment to the project and change –Institutionalization A process through which and MSS becomes incorporated –Length of time users have been using computers and MSS Process Factors Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

15. 15 User Involvement n Participation in the system development process by users or representatives of the user group n Determining when user involvement should occur and how much is appropriate need more research –In user-developed systems, the user obviously is very much involved –With teams, involvement becomes fairly complex n DSS Development: Heavy user involvement throughout the developmental process with a much direct management participation Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

16. 16 n Competence (skills) and organization of the MSS team n Adequacy of Resources n Relationship with the information systems department n Organizational politics n Other organizational factors –Role of the system advocate (sponsor) initiator –Compatibility of the system with organizational and personal goals of the participants Organizational Factors Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

17. 17 n Management is responsible for considering the ethics and values –Project goals –Implementation process –Possible Impact on other systems Values and Ethics Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

18. 18 n Factors Outside the Immediate Area of the Development Team, Including: –Legal factors –Social factors –Economic factors –Political factors (e.g., government regulations) –Other factors –Positive or negative External Environment Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

19. 19 Up to now - implementation climate issues (independent of any particular project) n Evaluate each project on its own merit n Satisfy certain cost-benefit criteria n Other project evaluation dimensions and factors –Important or major problem needing resolution –Real opportunity needing evaluation –Urgency of solving the problem –High-profit contribution of the problem area –Contribution of the problem area to growth –Substantial resources tied to the problem area –Demonstrable payoff if problem is solved Project-related Factors Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

20. 20 Project-related Factors (cont.) n Expectations for a Specific System –Who a system will contribute to their performance and the resultant rewards can affect which system is used –Over-expectations for AI the benefits of ES as perceived by IS professionals n Cost-benefit Analysis –Payoff and advantages over other investment alternatives n Project selection –Compatible with the particular individual, small group, and organization n Project management n Availability of financing and other resources n Timing and priority –Uncontrollable factors

21. 21 18.4 Implementation Strategies n Center around the processes for risk identification and mitigate each risk n Specifically for DSS and ES Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

22. 22 Implementation Strategies for DSS Major Categories n Divide the project into manageable pieces n Keep the solution simple n Develop a satisfactory support base n Meet user needs and institutionalize the system (Table 18.4) Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

23. 23 Expert System Implementation n Quality of the system n Cooperation of the expert(s) n Conditions justifying the need for a particular ES n Other factors –Commitment on the part of management –User involvement –The characteristics of the knowledge engineer Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

24. 24 18.5 What Is Systems Integration and Why Integrate? n Merged into one facility rather than having separate hardware, software and communications for each independent system n At development tools level or application system level n Two General Types of Integration –Functional Integration (Our primary focus) Different support functions are provided as a single system A single, consistent interface and can switch from one task to another and back again –Physical Integration Packaging hardware, software, and communication features required together for functional integration Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

25. 25 Why Integrate? n Two Major Objectives for MSS Software Integration –Enhancements of basic tools –Increasing the applications’ capabilities n Integrating DSS and ES provides mutual benefits (Table 18.5) –Database and database management system –Models and model base management system –Interface –System capabilities (synergy) n Two General Types of Integration –Different systems (e.g., ES and DSS) –Same type systems (e.g., multiple ES) Decision Support Systems and Intelligent Systems, Efraim Turban and Jay E. Aronson 6th ed, Copyright 2001, Prentice Hall, Upper Saddle River, NJ

26. 26 18.6 Generic Models for MSS Integration n Two different levels (figure 18.2) –Across different MSS –Within MSS Hybrids of different technologies Supporting different phases or activities in decision making n Solve repetitive and/or dependent decision problems n Facilitate integration by assisting in the transformation of the outputs for one system to the inputs to another system