This paper presents the partial results of a field work, the intention of which was to measure change management in the effectiveness of the software development process in real-life projects. The methodology proposed by Pérez and Rojas [Pérez and Rojas, 1997] has been used in this task. A reference framework and the identification of change management measurement indicators, including their corresponding reactives, are the partial results of this field work

Perez, Maria

Rojas, Teresita

English

AIS Electronic Library (AISeL)

Association for Information SystemsAIS Electronic Library (AISeL)AMCIS 1998 Proceedings Americas Conference on Information Systems(AMCIS)December 1998The Influence of Change Management on theEffectiveness of the Software Development ProcessMaria PerezSimón Bolívar UniversityTeresita RojasSimón Bolívar UniversityFollow this and additional works at: http://aisel.aisnet.org/amcis1998This material is brought to you by the Americas Conference on Information Systems (AMCIS) at AIS Electronic Library (AISeL). It has been acceptedfor inclusion in AMCIS 1998 Proceedings by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contactelibrary@aisnet.org.Recommended CitationPerez, Maria and Rojas, Teresita, "The Influence of Change Management on the Effectiveness of the Software Development Process"(1998). AMCIS 1998 Proceedings. 298.http://aisel.aisnet.org/amcis1998/298-883-The Influence of Change Management on the Effectiveness of theSoftware Development ProcessM. PérezT. RojasProcesses and Systems DepartmentSimon Bolívar UniversityAbstractThis paper presents the partial results of a field work, the intention of which was to measure changemanagement in the effectiveness of the software development process in real-life projects. The methodologyproposed by Pérez and Rojas [Pérez and Rojas, 1997] has been used in this task. A reference framework andthe identification of change management measurement indicators,  including their corresponding reactives,are the partial results of this field work.IntroductionIt is clear that all transformation processes are of vital importance for organizations to survive in today´s competitiveenvironment. A tangible element in this transformation process is the management of change. Change management is one of thefactors affecting the effectiveness of the software development process. This dimension, the effectiveness of the process, is oneof the most difficult to measure when considering its human and social characteristics. Therefore, it is useful to carry out fieldwork that would help in measuring its results in real-life projects. At present, a study of this kind is taking place in an importantsector of the Venezuelan informatics world. This paper presents an advance on the partial results thereof.Systemic Global Quality in The Process of Developing  Information SystemsSystemic global quality is a definition  based on the concept of quality for information systems, these in turn being relatedto the concepts of product-process, efficiency-effectiveness, users-clients [Callaos and Callaos, 1993]. The combination of theseconcepts form the  systemic global quality matrix. Each one of these qualities must be interrelated and integrate. The influenceof various factors within the company has been highlighted in studying  effectiveness in the development of information systems.Some of the factors that  can be mentioned are  leadership, the organizational culture, change management and the organizationalstructure [Rojas and Pérez, 1997]. The aim of this study is to delve deeper particularly into the change management factor.Change ManagementWith respect to change management, it is worthwhile mentioning that any transformation process is of vital importance forthe survival of an organization in the environment in which it functions. However, for a change to be successful, its managementmust be of a high quality and it must include the commitment of the top management level [Beckhard, 1979]. This includescertain planning activities  introduced by agents of change and/or leaders [French and Bell, 1995]. These activities, accordingto the model suggested by Cummings and Worley [French and Bell, 1995] can be defined as: motivation towards change, thecreation of a vision, the development of political support,  management of the transition and the maintenance of the impetus.a) Motivation towards change: The priority of the agents of change is to promote and motivate all the individuals in theorganization towards change; b) The creation of a vision: The creation of a vision provides an image of the future and waysto adapt to it [Silva, 1996]; c) The development of political support: Of course, nothing can be sustained without the personsproviding the support and facilitating the resources and/or changes in the organization [Beckhard, 1979]; d) Management ofthe transition:  Management of the transition involves several activities which are relevant for the proper implementationthereof; e) Maintenance of the impetus: As regards the last activity mentioned, actions are suggested to maintain the impetusof the individuals in the organization affected by the transition. The presence of the leader is important to promote changemanagement in the organization. During the process, the normal powers of existing groups - analysts who are part of the staff,line managers or professionals - are cancelled to allow the leader to impose a new integrated vision with his own personalizedpower. The agent of change must lead the process in such a manner as to promote and generate actions and sustain change withinthe organization.MethodologyThe objective of this paper is to identify the indicators for the change management factor, so as to perform measurementsthereof in a field study. The methodology used in this field study shall be the same as that used by Pérez and Rojas for measuringthe effectiveness of the process  [Pérez and Rojas, 1997]. The steps in this methodology are the following:-The drafting of aconceptual or reference framework  based on change management, inherent to the field study; The identification of the variablesto be measured in the field study; The selection and design of the measurement tool to be used in the field study applied withinthe organization; The selection of information systems projects to be analyzed; The conceptual and operational definition of thevariables to be measured; The application of the measurement tool; The analysis of the results obtained from the measurementand the possible influence in the development process for the Information Systems (IS) of the projects selected in the field study,The drafting of recommendations leading to improving process effectiveness in developing systems for the organization.-884-Table 1.  Variables Used to Measure the Influence of Change Management on ProcessEffectiveness in the Development of Information SystemsVariable Indicators ReactivesChangemanagementEvaluation of the current state of theInformation System• Understanding of the problem to be solved by the newInformation System in the opinion of the usersEvaluation of the future state of the newInformation System• Understanding on the part of the user of the impact of the newsystem.• Understanding by the users of the benefits of the new system.• Analysis by the users of the possible advantages anddisadvantages of the new system.Utilization of the change management model • Degree of motivation towards change• Creation of a vision and political development• Maintenance of the impetus for change through improvementof communications and the reorganization of tasks.Use of strategies for the effectiveaccomplishment of change management• Perceived degree of use of strategies to obtain thecommitment and participation of users in the development ofsystemsEvaluation of the activities planned to go fromone state to the next• Initial contact; diagnosis of the situation.• Degree of commitment to change, feedback and analysis ofthe situation.• Analysis of the weaknesses and strengths in the developmentof Information Systems as a change process.• Change planning.• Intervention of change actions.• Evaluation of the effects of the change program.Changes requested by the users in the systemsproject stages• Changes requested in the project design stage.• Changes requested in the project development stage.• Changes requested in the project maintenance stage.Level of leadership in changemanagement• Leadership as an agent of promotion of change.• Degree of leadership to lead and make concrete changes.• The Management´s commitment in leading change.ProcessEffectivenessLevel of work satisfaction • Work relationship with workmates.• Degree of work satisfaction.• Desire to continue in the work environment.Degree of individual satisfaction Relationship among participants measuredthrough conflicts• Desire to repeat the experience• Frequency of appearance of conflicts in the group of users• Frequency of appearance of conflicts between the users andthe analysts.• Frequency of appearance of conflicts in the group of analysts.• Frequency of conflicts of a professional nature.• Frequency of conflicts of a personal nature.• Frequency of conflicts of a communications nature.Degree of resolution of conflicts • Frequency of conflict-solving.• Degree of satisfaction with the solution given to the conflicts.Product Response time • Speed of responseefficiency User-friendly screens • Degree of user-friendlinessDisc consumption • Efficiency of consumptionCode of programs • Efficiency of the codeConsumption of memory • Efficiency of consumptionProduct Operation • Frequency of failureseffectiveness Application • Degree of applicationAcceptance • Degree of acceptance• System use probability-885-Process Costs • Budget adjustmentefficiency Development time • Compliance with goalsHuman resources • Use of human resourcesTechnology Hardware • Compliance• Sufficiency• OpportunitySoftware • Compliance• OpportunityCommunication services • Quality of servicesDevelopment methodology • Degree of satisfactionTechnical training • Quality of trainingVariables to Be MeasuredFollowing the previously described methodology and based on the conceptual framework previously developed, thefollowing variables to be measured are proposed :• Change management• Process effectiveness• Technology and other dimensions in the quality matrixChange management: In the literature reviewed, a model is described for the management of change processes inorganizations. Also highlighted is the fact that the implementation of a system implies a process of change in the organization,which should be managed as such. The material reviewed leads to reflection on the methodologies for developing informationsystems, whereby part of the change management process - the evaluation of a different state, the definition of the future stateand the planning of activities to go from one to the other - is included. However, said methodologies do not contemplate animportant part of the development process in information systems, that regarding the use of strategies to obtain the participationand commitment of the users in the development of a system. Therefore, this study shall concentrate mainly on the degree ofuse of these strategies. It is also necessary to measure the degree of understanding and point of view of the users in previoussituations and situations after the implementation of the system. Process effectiveness: The degree of process effectiveness obtained can be observed through its results [Silva, 1996].Technology and other dimensions in the quality matrix: The observation of these dimensions shall be included in the analysisof the projects so as to discard problems related thereto and thus avoid confusion in the results. Lastly, the technology variablewas considered in order to identify whether the projects to be measured were carried out with the minimal technological comfort.A set of indicators is proposed for each of these variables, and these in turn shall be measured by means of a questionnaire. Theseindicators shall have a group of reactives within the questionnaire, responsible for measuring the indicators. The table showsthe variables, indicators and  corresponding reactives:ConclusionsThis paper presents the partial results of a research in progress. Bearing clearly in mind the importance of the study of theeffectiveness of the development process for Information Systems and the factors which have the most influence upon them(leadership, the organizational culture, change management and the organizational structure). This paper presents the indicatorsfor this factor, with their corresponding reactives, that shall later be incorporated into a questionnaire for measurement thereof.ReferencesReferences available upon request from M. Perez movalles@usb.ve).

The Influence of Change Management on the Effectiveness of the Software Development Process

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The Influence of Change Management on the Effectiveness of the Software Development Process

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