Information Technology Reference
In-Depth Information
Degree of Change
A major factor that affects the quality of systems development is the degree of change asso-
ciated with the project. The scope can vary from enhancing an existing system to major
reengineering. The project team needs to recognize where they are on this spectrum of change.
Continuous Improvement versus Reengineering
As discussed in Chapter 2, continuous improvement projects do not require significant busi-
ness process or IS changes or retraining of people; thus, they have a high degree of success.
Typically, because continuous improvements involve minor improvements, these projects
also have relatively modest benefits. On the other hand, reengineering involves fundamental
changes in how the organization conducts business and completes tasks. The factors associ-
ated with successful reengineering are similar to those of any development effort, including
top management support, clearly defined corporate goals and systems development objec-
tives, and careful management of change. Major reengineering projects tend to have a high
degree of risk but also a high potential for major business benefits (see Figure 12.10).
Figure 12.10
The degree of change can greatly
affect the probability of a project's
success.
Risk
Of
Failure
Continuous
improvement
Business
process
reengineering
Degree of change
Managing Change
The ability to manage change is critical to the success of systems development. New systems
inevitably cause change. For example, the work environment and habits of users are invariably
affected by the development of a new information system. Unfortunately, not everyone
adapts easily, and the increasing complexity of systems can multiply the problems. Managing
change requires the ability to recognize existing or potential problems (particularly the con-
cerns of users) and deal with them before they become a serious threat to the success of the
new or modified system. Here are several of the most common problems that often need to
be addressed as a result of new or modified systems:
•
Fear that the employee will lose his job, power, or influence within the organization
•
Belief that the proposed system will create more work than it eliminates
•
Reluctance to work with “computer people”
•
Anxiety that the proposed system will negatively alter the structure of the organization
•
Belief that other problems are more pressing than those solved by the proposed system
or that the system is being developed by people unfamiliar with “the way things need to
get done”
•
Unwillingness to learn new procedures or approaches
