INFO2010 - L6 Why systems fail to return Flashcards
IT System Benefits - Cost Savings
From Lester
Lower unit costs by reducing staffing or other resources.
Problems:
Might need subtle human adaptations
If centralised, periphery might suffer.
New jobs may be needed to support new system
Temp jobs might become permanent
Cost saving fictional, covering other less tangible benefits
Job losses might be resisted
Might need to retrain, redeploy or allow natural wastage
Improved productivity
From Lester
Achieve higher capacity and higher throughput without more resources
Problems
Greater efficiency != greater effectiveness
May create higher workloads in the system
Greater control over operator might lead to stress, low morale, no job interest
Full time use might create a job hazard, new working practices
Org might need to change reporting systems, job content, monitoring systems
Workers might need re-skilling, new practices
Better Information Quality
Faster, More Accurate, Better Presented Information
Problems:
The fact that job not done any btter might not be evident till too late
Users might not use it, inadequate functionality, poor usability
Significant impact if it works
Job content and structure changes
Better work in one section might trigger counter action in another
Organisational Enhancement
New Forms of business and IT integration
Ability to pursue new business
Problems
Danger of assuming that tech opp is a solution which might not address a real need
A grand standardised solution might not suit individual needs
Dramatic impact, Old social and org systems might prevent the achievements of the new system promise
System Failure
- does not perform as expected
- is not operational at a specified time
- cannot be used in the way it was intended
Causes of System Failure
- Organisational Inertia
- Large complex systems
- Estimation of time and costs
Organisational Inertia
- no happening during quiet time
- much large scale sys dev during org crisis and is not planned
- these periods not well suited to rational planning and implementation
Large Complex Systems
Complexity
Estimation of time and costs
- do not take into account long term maintenance of a system
- requirements change after development has begun
- alterations in the business environment
- poor initial needs analysis
- poor comms
- failure of users to get involved earlier
Main problem areas
From org, not tech factors Analysis - fails to capture essential biz reqs Data - highly innacurate or inconsistent Cost - to implement and run Operations - response time too slow
Measuring system success
- high level of system use
- user satisfaction with the system
- favourable attitudes
- achieved objectives
- financial payoff to the organisation
Formula for success
Role of users in the implementation process
Degree of management support for the implementation effort
Level of complexity & risk of the implementation project
Quality of the management of the implementation project
User involvement and Influence
incorporating users knowledge
give them more opportunities to mould the sys
more likely to react positively after involvement
User-Designer Communication Gap
-different backgrounds, interests and priorities
-designers technical & users biz and facilitating org tasks
Management support
Usually means project receives sufficient funding and resources
If manager sees new syst as priority, team will treat it as such
Could over egg it the other way, throw resources and money at it
Complexity and risk
Project size - bigger project bigger risk
Project structure - better planning & control = less the risk
Lack of experience with tech - time slippage while learning and more costs due to undocumented bits of new sw or hw
