14. SYSTEM SUCCESS

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13. SYSTEM SUCCESS FAILURE IMPLEMENTATION
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CONTENTS

• INFORMATION SYSTEM FAILURE
• CAUSES OF INFORMATION SYSTEM SUCCESS FAILURE
• MANAGING IMPLEMENTATION

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SYSTEM FAILURE

• 75 OF ALL LARGE SYSTEMS MAY BE CONSIDERED
  FAILURES (IN PRODUCTION BUT CANT CAPTURE
  EXPECTED BENEFITS)
• 28 OF SYSTEMS PROJECTS ARE CANCELLED BEFORE
  COMPLETION
• 46 ARE BEHIND SCHEDULE OR OVER BUDGET
• (Standish Group International Inc.)

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SYSTEM FAILURE

• AN INFORMATION SYSTEM THAT
• DOESNT PERFORM AS EXPECTED
• ISNT OPERATIONAL AT A SPECIFIED TIME OR WITHIN
  BUDGET
• CANNOT BE USED AS INTENDED

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PROBLEM AREAS
USER INTERFACE How user interacts with system
hardware and on-screen commands and responses
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PROBLEM AREAS

• DESIGN
• DATA
• COST
• OPERATIONS

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MEASURES OF INFO SYSTEM SUCCESS

• 1. HIGH LEVELS OF USE
• 2. USER SATISFACTION
• 3. FAVORABLE ATTITUDES
• 4. ACHIEVED OBJECTIVES
• 5. FINANCIAL PAYOFF

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CAUSES OF INFORMATION SYSTEM SUCCESS FAILURE

• CONCEPT OF IMPLEMENTATION
• CAUSES OF IMPLEMENTATION SUCCESS AND FAILURE
• CHALLENGE OF BUSINESS PROCESS REENGINEERING ERP
• WHAT CAN GO WRONG IN EACH STAGE ?

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CHANGE AGENT

• DURING IMPLEMENTATION, INDIVIDUAL THAT ACTS AS
  CATALYST DURING CHANGE PROCESS TO ENSURE
  SUCCESSFUL ADAPTATION TO A NEW SYSTEM OR
  INNOVATION
• In the context of implementation,
• the Systems Analyst is a Change Agent

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CAUSES OF IMPLEMENTATION SUCCESS AND FAILURE

• USER INVOLVEMENT INFLUENCE
• MANAGEMENT SUPPORT AND COMMITMENT
• LEVEL OF COMPLEXITY AND RISK
• MANAGEMENT OF IMPLEMENTATION PROCESS

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FACTORS IN IMPLEMENTATION OUTCOME

• Evidence of success or failure can be found in
  the areas of Design, Data, Cost or Operations of
  the information system.

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USER-DESIGNER COMMUNICATIONS GAP

• DIFFERENCES IN BACKGROUNDS, INTERESTS,
  PRIORITIES, VOCABULARIES
• IMPEDE COMMUNICATION AND PROBLEM SOLVING
• AMONG END USERS AND INFORMATION SYSTEMS
  SPECIALISTS

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USER CONCERNS

• WILL SYSTEM DELIVER INFORMATION I NEED?
• HOW QUICKLY CAN I ACCESS DATA?
• HOW EASILY CAN I RETRIEVE DATA?
• HOW MUCH CLERICAL SUPPORT WILL I NEED FOR DATA
  ENTRY?
• HOW WILL SYSTEM OPERATION FIT INTO MY DAILY
  BUSINESS SCHEDULE?

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DESIGNER CONCERNS

• HOW MUCH DISK SPACE WILL MASTER FILE CONSUME?
• HOW MANY LINES OF PROGRAM CODE WILL THIS
  FUNCTION TAKE?
• HOW CAN WE REDUCE CPU TIME WHEN WE RUN THE
  SYSTEM?
• WHAT IS THE MOST EFFICIENT WAY OF STORING THIS
  DATA?
• WHAT DATABASE MANAGEMENT SYSTEM SHOULD WE USE?

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MANAGEMENT SUPPORT AND COMMITMENT

• If an information systems project has the backing
  and commitment of management at various levels,
  it is more likely to be perceived positively by
  both users and IT staff because
• Their participation receives higher attention
• They will be recognized and rewarded for their
  efforts in the project
• Ensures that project will receive funding and
  resources

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LEVEL OF COMPLEXITY RISK

• PROJECT SIZE
• PROJECT STRUCTURE
• EXPERTISE WITH TECHNOLOGY

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DIMENSIONS OF PROJECT RISK
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MANAGEMENT OF THE IMPLEMENTATION PROCESS

• DEFINE REQUIREMENTS
• ASSESS COSTS, BENEFITS, SCHEDULES
• IDENTIFY INTEREST GROUPS, ACTORS, DETAILS
• TRAIN END USERS
• CONTAIN CONFLICTS, UNCERTAINTIES

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POOR PROJECT MANAGEMENT

• COST OVERRUNS
• TIME SLIPPAGE
• TECHNICAL SHORTFALLS RESULTING IN LOW PERFORMANCE
• FAILURE TO OBTAIN ANTICIPATED BENEFITS

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POOR PROJECT MANAGEMENT

• ON AVERAGE, PROJECTS ARE UNDERESTIMATED BY
  ONE-HALF IN TERMS OF BUDGET AND TIME REQUIRED TO
  DELIVER THE COMPLETE SYSTEM PROMISED
• LARGE NUMBER OF PROJECTS ARE DELIVERED WITH
  MISSING FUNCTIONALITY (PROMISED FOR LATER
  VERSIONS)

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POOR PROJECT MANAGEMENT

• IGNORANCE AND OPTIMISM
• THE MYTHICAL MAN-MONTH
• FALLING BEHIND BAD NEWS TRAVEL SLOWLY UPWARD

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CHALLENGES OF BUSINESS PROCESS REENGINEERING
(BPR) ENTERPRISE RESOURCE PLANNING (ERP)

• HIGH FAILURE RATE (70 OF BPR PROJECTS)
• EXTENSIVE ORGANIZATIONAL CHANGE
• CANT DELIVER PROMISED BENEFITS
• POOR IMPLEMENTATION
• FEAR, ANXIETY, RESISTANCE, CHANGE

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WHAT CAN GO WRONG IN EACH STAGE?

• ANALYSIS Scarce time and money resources to
  researching the problem too little preliminary
  planning improper staffing excessive promises
  incomplete requirements users spend insufficient
  time helping team gather information poor user
  interviews

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WHAT CAN GO WRONG IN EACH STAGE?

• DESIGN Little or no user input to design no
  built-in flexibility (only to serve current
  needs) lack of organizational impact analysis
  functional specifications inadequately documented

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WHAT CAN GO WRONG IN EACH STAGE?

• PROGRAMMING Underestimated time, cost
  incomplete specifications not enough time for
  program logic, time wasted on writing code
  insufficient use of structured design or
  object-oriented techniques programs inadequately
  documented requisite resources not scheduled
  (e.g. computer
  time)

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WHAT CAN GO WRONG IN EACH STAGE?

• TESTING Underestimated time cost disorganized
  test plan all direct users not involved until
  conversion inappropriate acceptance tests,
  management doesnt sign off on test results

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WHAT CAN GO WRONG IN EACH STAGE?

• CONVERSION Insufficient time money all direct
  users not involved until conversion, delayed
  training to reduce cost overruns delays system
  goes on-line too soon

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WHAT CAN GO WRONG IN EACH STAGE?

• CONVERSION (CONTINUED) inadequate system user
  documentation no performance evaluation or
  standards insufficient system maintenance plans,
  support or training

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13. SYSTEM SUCCESS FAILURE IMPLEMENTATION