1. Slide 9.1 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Managing implementation Ch 09 – Boddy et al Challenges in implementing IS Models of change – life cycle, emergent, participation and politics Establishing and controlling projects Programmes – a group of linked projects Case: RBS-ABN Amro

2. Slide 9.2 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Challenges in implementing IS Often technologically advanced Introduced to an established firm External conditions likely to change during project May involve links with other firms ‘magic bullet’ expectations

3. Slide 9.3 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Four theories of change Planning – rational, linear, single aim – technical focus Emergent – new conditions, interests – flexible focus Participative – ownership, commitment – people focus Political – potential opposition, conflicting – power focus

4. Slide 9.4 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Figure 9.1 Waterfall model of systems development Source: Reprinted from Chaffey, D. (2003) with permission

5. Slide 9.5 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Figure 9.2 System development by prototyping

6. Slide 9.6 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Implications for skills Table 9.1 Content and process skills for managing IS projects

7. Slide 9.7 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Controlling a project Projects depend on control, tools for which include: –project control committee; –planning (with flexibility) – see Table 9.2; –change control procedures; –managing escalation – Figure 9.4; –post-implementation reviews.

8. Slide 9.8 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Figure 9.4 Risk and Issue management process

9. Slide 9.9 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Projects and programmes Projects rarely happen in isolation - part of a programme, requiring distinct skills Programmes need to retain overall strategic alignment with the organisation – which will itself be changing Develop a programme management toolkit

10. Slide 9.10 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Programmes and their control Tools for programme control include: –programme overview chart – Figure 9.5; –programme reporting; –management structure – Figure 9.6.

11. Slide 9.11 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Programme structure A supportive infrastructure to move individual interests to common goal Links the set of projects to the rest of the organisation and its strategy Needs a management information system that can quickly and accurately summarise current progress

12. Slide 9.12 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Figure 9.5 Project overview chart

13. Slide 9.13 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Figure 9.6 Example of a programme management structure

14. Slide 9.14 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 An energised environment To get the best from project staff: consider personal long-term development; communicate a clear strategy and vision; clarify roles and personal objectives; regularly review performance, offering reward and recognition; create a learning culture.