The Human side of organizational change : improving appropriation of project evolutions

This paper deals with the success of organisational change. Our empirical study starts with an illustration of our industrial problem: how to structure organisational change to ensure a future desired state is correctly appropriated. Based on an analysis of the literature, we propose considering organisational change as a dual appropriation process: the first at the company level and the second at an individual level. We then show that the project is a valid way to manage it and to structure a business' appropriation process. In order to support individual appropriation processes, we developed an approach consisting of managing individual change within the framework of projects. We propose the generic phasing of individual change management actions in relation to project phases, organisational and individual appropriation processes. Based on a three-year in-situ study of several major projects in a French aeronautical company, we verified the advantages of our approach with regard to organisational and individual appropriation

Integration of end-user needs into building design projects: use of boundary objects to overcome participatory design challenges

Participatory design is perceived as a way of improvement in both manufactured and building design. Nonetheless high level of user involvement has its limits. Part of the difficulties of the participatory design is due to the tacit nature of conventions that are shared between professionals. Boundary objects are described as an interesting tool to bridge those boundaries and should be investigated in the context of participatory design in building projects

New information system and approaches for product maintenance

International audienc

A maturity model to assess organisational readiness for change

The presented model which is developed in a European project allows project management teams to assess the organisational maturity to integrate new practices under structural or technological change. Maturity for change is defined here as workforce capability to operate effectively in transformed processes. This methodology is addressed to tackle organisational readiness to fulfil business objectives through technological and structural improvements. The tool integrates a set of evaluations structured in three main steps defined as maturity levels. The two first levels 'change impact mapping' and 'As Is and To-Be state comparison' allow identifying departments, organisational actors impacted and introduce evaluations characterising change in processes. The third level 'key factors evaluation' provides needed resources estimation and introduces new work process support. The innovative feature of this model is to integrate technical and human capability for organisational development. This paper brings a practical resource in process design.System for Mobile Maintenance Accessible in Real Tim

Une caractérisation des phases informelles en amont des projets d'innovation

International audienc

A multi-level activity analysis for home healthcare ICT tool redesign

In the fifth era of Information Systems (IS) evolution (Laudon and Laudon, 2013), we can observe Information and Communication Technologies (ICT) in various professional contexts. Their constant evolution is particularly noticeable in the last few years. We experience an explosion of new tools, devices and services, as for example cloud computing and applications for Smartphones and tablet PCs. Today different organizations have to learn how to make profit of these evolutions, and how to fully take advantage of new technologies as support for their business processes.The choice of the approach to adopt is not a simple decision for organization's leaders. Design a new application? Buy an existing one, and maybe try to adapt it? The design from scratch is rarely used for Information System applications, as their complexity requires an important amount of resources for IT development. On the other hand, the implementation of existing software nearly always requires some adaptations, and leads to the signature of a development recipe.Independently of the selected approach, the implementation of new IS tools in professional context is not only the matter of ICT design. It will involve the mutual transformation of the organization by the technology and of the ICT by the organization, in a two-way process (Berg, 2001). A prior definition of the model of the actual system is a prerequisite for the study of IS introduction (Blanc, 2005) and can guide the reflection in the context of different user needs (Scandurra et al., 2008).The key aim of our research is to propose a framework for the accompaniment of organizational innovation linked with the implementation of new technological tools (ICT) within the organizational Information System. More specifically, through the concept of usage we aim to study the accompaniment of the bi-directional transformation of the organization by the new IS tool and of the IS by the organization within the constraints of real-world business settings. Our approach to the analysis of the link between the organization and the IS tools is inspired from the Task-Artefact Cycle (Carroll and Rosson, 1992; Carroll, 2014) and Activity Theory and Analysis (Engeström, 2000; Kaptelinin and Nardi, 2006; Bardram and Doryab, 2011).The objective of this paper is to present first part of our approach, concerning one direction of the transformation, where an organization proceeds to the ICT choice, evaluation and adaptation through redesign. The results presented come from experimentations realized within a home healthcare organization (HHO), willing to introduce the electronic healthcare record (EHR)

Study of user behaviour after eco-use feedback: the Green-Use Learning cycle (GLUC) as a new strategy for product eco-design.

The way users interact with systems requiring energy largely conditions their global environmental impact. Informing of the environmental consequences of usage of products/systems can generate increased awareness of its connection to environmental impacts, encouraging a change in user behaviour and resulting in products' global environmental impact. Various levels of product modification have been proposed, from simple information, through behaviour steering and persuasive technology. We focus on eco-feedback and distinguish three different modalities: neutral, positive and negative. Based on the conclusions of an experiment observing the consumption of paper towels, this article demonstrates: (1) An individual's general level of information about the environment has an influence on the effectiveness of the eco-feedback modality. (2) The effectiveness of a modality of eco-feedback diminishes over time. The potential of iterative user feedback combined with intelligent sensor embedded systems led to our defining the Green Use Learning Cycle as an innovative concept for eco-design. It underlines that products should be designed so that they can give feedback to users about the environmental performances of their usage (user adapts to product), and can analyse the dominant parameters of usage to be configured automatically to the environmental optimum throughout the life cycle (product adapts to user)

Les phases informelles en amont des projets de conception

National audienc

Actors' networks management for design co-ordination

In a worldwide context of collaborative development of new products and/or services, companies have to control the design process to increase design performance. Formal and informal networks of actors are activated during the very first phases of product development projects in order to define the company's partners in a more efficient way. Our goal is to study relationships between co-design projects and networks of partners in order to help project managers in setting up design teams. This leads to the identification of several driverswhich influence the actors' network use and leading. Drivers such as project organisational structure, concurrent engineering techniques, groupware-like and knowledge-based systems support and enhance such networks. We will base our experimental issues on an industrial case study from energy production sector. This industrial case explores the structure and the management of actors'networks