Implementing Information

Systems

Construction of the IT System

Building:

- user interface
- business rules
- determine transactions
- the data management subsystem

Testing:

unit / system / volume / integration /

acceptance

Documentation:

User / System

Construction of the HA System

- Redefinition of Job Roles and
responsibilities
- Possible reorganisation of working teams
- Specifying new procedures for work

Implementation
Big Bang? Parallel? Hybrid?
- software acquisition
- hardware acquisition
- data preparation & conversion
- installation
- testing
- formation of new user groups
- training
- provision of support
- acceptance testing

Maintenance
- bugs and errors (corrective)
- changes (adaptive)
- technical improvements
(perfective)

- future proofing (preventative)

What Can Go Wrong?

Objectives not defined or understood
Projects not planned/planning is unrealistic
Projects not executed in accordance with
plans
Plans lack credibility
Changes are not accommodated
Progress is not monitored or controlled
Sponsorship is lost

Why do projects fail?

Business objectives are current, project
delivery is in the future
Objectives are not translated into the right
project
Too much focus on managing history
Decisions are not made with objectives in
mind
Risk management is static
Project management is unskilled

Information systems are:

Powerful
Accessible
A change agent
Unavoidable
and therefore extremely dangerous!!

US DoD Survey of Projects

Delivered but never used
Paid for but never delivered
Abandoned or reworked
Used after modification
Used as delivered

47%
29%
19%
3%
2%

IT Work Survey (C & W)

Nine out of ten IT projects fail to meet their

objectives
Four in ten fail altogether because they dont
address business needs
Found that companies failed to co-ordinate IT
with business needs leading to a piecemeal
approach leaving them technology victims

Scope

Cost

Time

Scope

Viability

Performance

Cost

Quality
Effort

Competitiveness

Time

Purpose
(Beneficial change)

Organisational breakdown
Structure
Responsibility charts

Scope

Organisation

Networks
Barcharts
Time

Work breakdown structure

Integrative
Strategic
Detail

Quality assurance
Quality control
Attitudes

Quality
Cost
Cost breakdown structure
Cost control cube

5 Objectives of Projects
Managing scope
Managing organisation
Managing quality
Managing cost
Managing time

Plus a 6th: managing risk

Traditional Focus
Systems for controlling time are the
most advanced
Project managers have greater control
over time than cost or quality
Time is the most visible object
Built-in Capability within people who
make good project managers

Plan

Control

Lead

Implement

Organise

Hierarchical approach to
Project Management
Level

Function Question Elements

Integrative

Why?

Strategic

What?

Tactical

How?

Purpose, context
and principles.
Methods:
objectives,
processes, levels.
Tools and
techniques.

Stage

Name

Management Objectives

Germination Proposal and Project definition

Initiation
Scope and business objectives
Functional design
Feasibility
Broad initial estimates
Go/no go decision
Growth

Design and
Appraisal

Systems design for sanction

Planning and resourcing
Sanction finer estimates

Stage

Name

Management Objectives

Maturity

Execution
and control

Education and communications

Detailed planning and design
Fine control estimate
Work allocation
Progress monitoring
Forecasting completion
Control and recovery

Death

Finalisation Completion of work

and close-out Use of product
Achievement of benefits
Disbanding/rewarding the team
Audit and review