Implementation phase, and Transition to the New System (Turnitin Plagiarism enable by instructor)

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Transition to the New System S Y S T E M S A N A LY S I S A N D D E S I G N , 6 T H E D I T I O N

D E N N I S , W I X O M , A N D R O T H

Learning Objectives  Explain the system installation process.  Describe the elements of a migration plan.  Explain different types of conversion strategies and when

to use them.  Describe several techniques for managing change.  Outline postinstallation processes.

Making the Transition to the New System S M O O T H I N G T H E PAT H

Key Ideas  Transitioning to new systems involves managing change

from pre-existing norms and habits.  Change management involves: o Unfreezing -- loosening up peoples’ habits and norms o Moving -- transition from old to new systems o Refreezing -- institutionalize and make efficient the new

way of doing things

Implementing Change

Migration Planning G U I D I N G T H E P R O C E S S

Migration Planning  What activities will be performed when and by whom o Technical aspects  Installing hardware and software  Converting data

o Organizational aspects  Training users on the system  Motivating employees to use the new system to aid in their work

Elements of a Migration Plan

Business Contingency Plan  What do we do if things go very wrong during

conversion? o Technical glitches may occur during the transition o Is the old system still available? o If not, how do we keep the business running? o Can manual procedures be used for a short time?  Be prepared for the worst case scenario! o Think about the consequences of being unable to operate

normally…lost sales, unhappy customers… could we stay afloat?

Conversion Strategies

Conversion Styles  Direct conversion o The new system instantly replaces the old  Parallel conversion o For a time both old and new systems are used. The old is abandoned

when the new is proven fully capable.

Conversion Location  Pilot conversion o One or more locations are converted to work out bugs before

extending to other locations  Phased conversion o Locations are converted in sets  Simultaneous conversion o All locations are converted at the same time

Conversion Modules  Whole system conversion o All modules converted in one step  Modular conversion o When modules are loosely associated, they can be converted one at a

time

Key Factors in Selecting a Conversion Strategy  Risk o Seriousness of consequences of remaining bugs  Cost o Parallel requires paying for two systems for a period of time o Simultaneous requires more staff to support all locations  Time o Parallel, phased, and modular require more time

Determining a Conversion Strategy: Risk  To minimize risk… o Parallel conversion style o Pilot conversion location o Conversion by modules  Riskiest conversion strategy: o Direct conversion style o Simultaneous conversion location o Conversion of whole system

Determining a conversion strategy: Cost  To minimize cost… o Direct conversion style o Pilot or phased conversion location o Conversion of whole system  Highest cost conversion strategy: o Parallel conversion style o Simultaneous conversion location o Conversion of modules

Determining a Conversion Strategy: Time  To minimize time… o Direct conversion style o Simultaneous conversion location o Conversion of whole system  Longest time conversion strategy: o Parallel conversion style o Phased conversion location o Conversion of modules

Summary of Conversion Strategies

Change Management P R E PA R I N G T H E P E O P L E F O R T H E N E W S Y S T E M

Key Roles in Change Management  The sponsor is the business person who initiated the

request for the new system  The change agent is the person(s) who lead the change

effort  The potential adopter(s) are the people who must change.

Steps in Change Management 1. Revise management policies 2. Assess costs and benefits models of potential adopters 3. Motivate adoption 4. Enable people to adopt

Understanding Resistance to Change  Even changes that benefit an organization do not

necessarily benefit each individual  Adapting to new work processes requires effort, for

which there may be no additional compensation

The Costs and Benefits of Change

Revising Management Policies  No computer system will be successfully adopted unless

management policies support its adoption  Management tools for supporting adoption o Standard operating procedures (SOPs) o Measurements and rewards o Resource allocation

Change Management Planning  Develop strategies to motivate adoption o Informational - aims to convince adopters that change is better o Political - uses organizational power to motivate change o Potential adopters generally are

 20-30% Ready adopters  20-30% Resistant adopters  40-60% Reluctant adopters

 Strategies should focus on supporting and encouraging ready adopters and helping them win over the reluctant adopters.

 ‘Ignore’ the resistant adopters

Training  Every new system requires new skills  New skills may involve use of the technology itself  New skills may be needed to handle the changed business

processes

What to Train  IT specialists tend to focus training around system

features  Should focus on helping users accomplish their tasks  Use scenarios provide an outline for common activities

and a basis to plan training

Types of Training  Classroom  One-on-one  Computer-based

When Would You Use Each Type of Training?

Postimplementation Activities I N S T I T U T I O N A L I Z I N G T H E N E W S Y S T E M

Institutionalizing the System  Provide support o Assistance in using the system  Provide maintenance o Repair or fix discovered bugs or errors o Add minor enhancements to provide added value  Assess the project o Analyze what was done well o Discover what activities need improvement in the future

Types of System Support  On-demand training at time of user need  Online support o Frequently asked questions (FAQ)  Help desk o Phone service for known issues o Level 1 Support – Broad knowledge o Unresolved issues passed to Level 2 Support – specialists in the application

system

Sources of Change Requests 1. Problem reports from the operations group 2. Requests for enhancements from users 3. Requests from other systems development projects 4. Change requests from senior management

Processing a Change Request

Project Assessment  Important for continued project improvement o Were cost estimates accurate? o Did expected benefits actually materialize? o Was this project really worth doing?  Especially important for junior personnel to improve

quickly

Project Team Review  Each member prepares 2-3 page document regarding her

or his actions during the project  Focus on improvement not penalties  Excellent behaviors are acknowledged and diffused to

others  Team leader summarizes and distributes lessons learned

System Review  Examine the extent to which the costs and benefits of the

system are realized  Use this information to help in more accurately

estimating costs and benefits for future projects

Transition to the New System
Learning Objectives
Making the Transition to the New System
Key Ideas
Implementing Change
Migration Planning
Migration Planning
Elements of a Migration Plan
Business Contingency Plan
Conversion Strategies
Conversion Styles
Conversion Location
Conversion Modules
Key Factors in Selecting a Conversion Strategy
Determining a Conversion Strategy:� Risk
Determining a conversion strategy:� Cost
Determining a Conversion Strategy:� Time
Summary of Conversion Strategies
Change Management
Key Roles in Change Management
Steps in Change Management
Understanding Resistance to Change
The Costs and Benefits of Change
Revising Management Policies
Change Management Planning
Training
What to Train
Types of Training
When Would You Use Each Type of Training?
Postimplementation Activities
Institutionalizing the System
Types of System Support
Sources of Change Requests
Processing a Change Request
Project Assessment
Project Team Review
System Review