Manajemen Perubahan dan Implementasi dalam Proyek Sistem Informasi

The introduction or replacement of an information system and organizational behavioral impact is very complicated. Changes in how information is defined, accessed, and used to manage organizational resources often result in power sharing and a new strength. This condition is usually caused by mistakes in managing the transition phase. A process of change and implementation have a psychological impact on those affected by change (internal), where if the changes actually happen, will cause the impact of situational for others associated with the organization. Control project risk factors to some extent by the approach just in case. This research uses the concept of integrated project management with a total solution approach, namely awareness, alignment, action, adoption, assurance. This total solution approach through four important stages, namely the determination of the diagnostic phase, redesigning the organization, organizational transformation and continuous improvement with diagrams aids Delta Matrix. Overall information system design and implementation process should be managed as a planned organizational change. Social and technical design aims to obtain an optimal combination of design solutions to social and technical. Key to the success of change management and implementation also relies heavily on the company's commitment, communication skills, focus on implementing change and not be bothered with other things, and utilize human resources to be able to implement the change process and implementation

L’IMPLANTATION DE L’ERP : FACTEURS CLES DU SUCCES ET IMPACTE SUR LA PERFORMANCE

The implantation of an ERP (abbreviation for "Enterprise Resource Planning") system is an enterprise project that implies the remodeling of the information system, mostly the rethinking of management procedures within the organization. The expansion and the complexity of these projects demand a theoretical framework and « optimal practices » in order to model and to evaluate the key factors of implementation success and to analyze its impact on the organization’s performance. The research problem of our communication can be divided into three research questions: • What conceptual framework for ERP implantation? • What are the key factors of success in ERP implantation? • What is the relationship between ERP implantation and enterprise performance?Enterprise Resource Planning, organizational change, integration, Key factors of success, organization performance.

A Case on Measuring Enterprise Resource Planning Success

The implementation of the enterprise resource planning (ERP) system is considerably highly complex, and the cost is relatively expensive and risky. As such, not all enterprises have successful ERP implementation. While success or failure of an ERP implementation from project management perspective is straight forward, for example by measuring the project’s time, cost, scope or number of user requirements achieved attributes, the success of the delivered system in the post-implementation phase is more difficult to measure. We are interested in how the success (i.e. continuance use) of the system changes over time and what factors influence the ERP system success. This study uses the “IS Success Model” proposed by DeLone and McLean to measure the ERP post-implementation success (from system user’s perspective) using six fundamental items – success quality, information quality, information use, user satisfaction, individual impact and organizational impact. Adopting the case study approach, a well-known “System Integrator” from the e-industry was investigated. The case-organization implements and uses the Oracle ERP. Two round of survey using the same survey questions were carried out on the same pool of 100 respondents at two different point of time, one after six-month of using the system and the other after another extended four-month of usage. Our results show that, in overall, after an extended four months the same sample of respondents evaluates higher rank on each item on their ERP system quality, the impact of the ERP system on their organization, and information use from the ERP system. This could be due to improvement in users’ experience and familiarization with the system. However, for information quality of the ERP system the same sample of respondents gives a lower rank after an extended four months of use. As the use of the system increases, the information needs for the system also increase and new information (previously unknown or not used) may also be discovered over a longer period of use. In general, the three success dimensions (system quality, information quality and organizational impact) are on average slightly higher than “4” or neutral and we can say that the ERP system success is marginal. However, the organizational impact dimension is below “4”. With this, we argue that this dimension of benefits indeed requires a longer period of time in order to observe to its outcomes or the benefits potentially bring about by an ERP system. In analyzing the impact of each factor in predicting enterprise system (ES) success, simple regression considering a single factor at a time is run. It is found that “quality” factor alone successfully explains 62.1% of the total variance in the sample; “net benefit” explains 50.6% of the total variance; and “information use” explains 7% of the total variance. Thus, in comparison, both “quality” and “net benefit” are salient dimensions in predicting ESS but not “information use”. This pretty much confirms the study by Sedera and Gable (2004). Based on these results, we can say that among the three factors, “quality” is the best predictor of ES success in this sample

Investigating the Impact of External Factors on User Perceptions: A Case Study of Software Adoption in Middle East

This paper identifies a set of external factors which may influence on users' perceptions about an information system's ease of use and usefulness underlying user beliefs. The research model was developed based on Davis's Technology Acceptance Model (TAM) along with extending a comprehensive list of organizational, social, individual, and technological factors as the determinants of users' perceptions about a technology. The research model was tested through a quantitative analysis of a dataset collected from 128 users of Project Management Information System (PMIS), software for managing the flow of information across the entire company's projects. Partial Least Squares (PLS) supported the significant impact of the following factors on users' beliefs in terms of Perceived Usefulness: organizational factors including User involvement in system development and Communication channels, social factors including Subjective norms of peers and informal groups and technological factors include Task-Technology Fit; and Quality of relationship with managers and peers; individual factors including Self-efficacy and Personal innovativeness; and technological factors including Compatibility were the most important antecedent of the belief variable in term of Perceived Ease of Use. Finally, the research implications and future directions are discussed.Full Tex

The role of users in a continuous development ERP strategy: An analysis on the impact of end-users in the creation of an ERP continuous development strategy

Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Marketing IntelligenceERP are organizations best allies and, potentially, their worst enemies. There are fine margins between a successful implementation that enables and fosters technological innovation and an ineffective implementation that delays organizational progress and has a detrimental financial impact. To enhance the likelihood for a successful implementation, organizations must establish a long-term continuous development plan that creates a technological environment that prioritizes users as positive agents of change. There is a paradox between the length and importance of an ERP project phase and the time and resources most organizations allocate for each of them. Pre-implementation and implementation phases gather key stakeholders and system experts while the post-implementation phase is traditionally neglected in an ERP project framework, which leads to inefficient long-term strategies. System users are key pieces when defining an ERP long-term strategic plan. This research was focused on understanding the role that end-users must play in the continuous development of an ERP project. The study identified and tested the relationship between end-user dimensions and ERP critical success factors and their impact on the promotion of ERP efficiency

The Impact of Planning and Other Organizational Factors on the Success of Small Information Technology Projects

While extensive empirical research has been conducted in the past to assess the value of project management and planning on large projects and to evaluate the impact of critical success factors (CSFs) and other organizational factors, little research is available on the techniques and factors used on small IT projects, and their influence on project success. This dissertation presents a research study which tests the relationship between the type and level of project planning performed on small Information Technology (IT) projects, and the success of those projects. The research considers the influence of well-documented project critical success factors (CSFs) and other project and organizational characteristics, using empirical data from 79 projects of varying complexity in which the primary objective is to upgrade the operating system on personal computers in corporate systems and networks from Windows XP to Windows 7. Data was collected via a self-directed on-line survey administered to participants on each of the projects in the study, as well as through analysis of project planning artifacts from each project. This research found that many of the factors that correlate to success on large projects also influence the success of small IT projects. However, it also identified several distinct differences between large and small projects that may inform project practitioners on techniques to apply during the execution of small IT projects to improve their probability of success

ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

The role of GPS-enabled information in transforming operational decision making: an exploratory study

Although the impact of ICT-enabled information on firm performance has been well documented in the business value of IT literature, our understanding of how Global Positioning System (GPS) adoption can transform operational decision making and foster differential firm performance is limited. In response, we conduct an exploratory comparative case study of three transport firms that have implemented the same GPS during the same year in their operations. Our results highlight that increased use of GPS-enabled information can enhance information quality and make operational decision making more fact-based and collaborative. We also find that such transformations in operational decision making, driven by increased use of GPS-enabled information, can foster differential performance impacts. However, we warn scholars and practitioners that a firm’s information management capability (in terms of availability of quality information in decision making, software tools for connectivity and access to information, IT systems integration post-GPS adoption and adaptability of the infrastructure to emerging business needs) and organizational factors (such as top management support, project management of GPS implementation, financial support, end-user involvement, rewarding, training and employee resistance) can facilitate (or inhibit) effective use of GPS-enabled information in operational decision making, and thus moderate differential performance benefits of GPS adoption

Assessing the evolution of primary healthcare organizations and their performance (2005-2010) in two regions of Québec province: Montréal and Montérégie

<p>Abstract</p> <p>Background</p> <p>The Canadian healthcare system is currently experiencing important organizational transformations through the reform of primary healthcare (PHC). These reforms vary in scope but share a common feature of proposing the transformation of PHC organizations by implementing new models of PHC organization. These models vary in their performance with respect to client affiliation, utilization of services, experience of care and perceived outcomes of care.</p> <p>Objectives</p> <p>In early 2005 we conducted a study in the two most populous regions of Quebec province (Montreal and Montérégie) which assessed the association between prevailing models of primary healthcare (PHC) and population-level experience of care. The <b>goal </b>of the present research project is to track the <it>evolution </it>of PHC organizational models and their relative performance through the reform process (from 2005 until 2010) and to assess factors at the organizational and contextual levels that are associated with the transformation of PHC organizations and their performance.</p> <p>Methods/Design</p> <p>This study will consist of three interrelated surveys, hierarchically nested. The first survey is a population-based survey of randomly-selected adults from two populous regions in the province of Quebec. This survey will assess the current affiliation of people with PHC organizations, their level of utilization of healthcare services, attributes of their experience of care, reception of preventive and curative services and perception of unmet needs for care. The second survey is an organizational survey of PHC organizations assessing aspects related to their vision, organizational structure, level of resources, and clinical practice characteristics. This information will serve to develop a taxonomy of organizations using a mixed methods approach of factorial analysis and principal component analysis. The third survey is an assessment of the organizational context in which PHC organizations are evolving. The five year prospective period will serve as a natural experiment to assess contextual and organizational factors (in 2005) associated with migration of PHC organizational models into new forms or models (in 2010) and assess the impact of this evolution on the performance of PHC.</p> <p>Discussion</p> <p>The results of this study will shed light on changes brought about in the organization of PHC and on factors associated with these changes.</p