ArticlePDF Available

A Roadmap for it Project Implementation: Integrating Stakeholders and Change Management Issues

Authors:

Abstract

According to studies, the success rate for information technology (IT) implementation is, in general, quite low. Research and field experience suggest that for better results, models must incorporate a wide range of factors, closely involve stakeholders, pay attention to social factors, and integrate better change management practices. This paper proposes an integrated approach to IT implementation, with a strong emphasis on stakeholders' contribution. It describes critical behaviors expected from management at each step of the implementation process. The model is based on literature and on successful field experiments. It takes into account technical, project, and change management aspects, and provides a roadmap of key factors to guide IT project leaders.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
A ROADMAP FOR IT PROJECT IMPLEMENTATION: INTEGRATING STAKEHOLDERS AND CHANGE ...
Paul Legris; Pierre Collerette
Project Management Journal; Dec 2006; 37, 5; ABI/INFORM Global
pg. 64
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
... Special reference will be made to the South African education sector in Gauteng Province. Legris & Collerette (2017) state that the majority of ICT project failures is caused by poor management in the implementation process. Most researchers assert that too much focus is laid upon the technical side, overlooking the management side which is the most crucial one. ...
... Survey has shown that management and people are the biggest obstacles to a success of any project. Thus, most ICT projects have been chocked either by poor management in general (Legris & Collerette 2017), poor communication and underestimation of required retraining (Price & Chakal 2017), or inability to manage project uncertainty (Asllani & Ettkin 2019). The list is endless as researchers brand the factors in many ways but all this boils down to one common factor -management. ...
... As a result, both genders use ICT to varying degrees in the classroom (Liu & Pange, 2015). According to the study findings, the majority of the professional development support provided by the department to educators empowers them only how to best use the available information communication technology, not how to effectively integrate the technology into the curriculum (Legris & Collerette, 2017). ...
Article
Full-text available
The main objective of this study is to establish the role that change management plays in introducing ICT in curriculum delivery with special reference to Gauteng Province. A desktop literature review and a mixed method approach was adopted to gather information on how change management can impact on the effectiveness of ICT integration, not only in the South African context but also on the global and African context. The study findings were that the support for ICT integration in education is overwhelmingly positive; ICT is seen as having made a positive contribution to education and also noted that more training is required to improve teachers' competencies in ICT usage. Also, more support needs to be provided to the principals, School Management Teams (SMTs) and School Governing Bodies (SGBs) in terms of training. In order to optimise the results of the change management process in ICT integration into the curriculum, the researcher recommended the following: establish a change management committee whose sole mandate is to ensure an effective integration of ICT projects; ensure sufficient and effective continuous training support to the educators, principals, SMTs and SGBs before, during and after launch of the ICT project. Moreover, the study recommends that continuous evaluation of the change process to assess if intended objectives are being achieved as well as ensuring that undivided buy-in and support from the district and top management are the steps to be observed so that change management process happens effectively in schools. Funding is key to ensure that there is provision of ICT equipment in schools and to invest in the ongoing maintenance and upkeep of the infrastructure. .
... Especially in blockchain projects, where the benefit of lengthy, trialled and established knowledge does not apply, a detailed cost estimation, risk assessment and Return-on-Investment (ROI) analysis is quintessential. As Legris & Collerette (2006) highlight, 'in order to assess the feasibility of the project and its constraints, a reliable cost evaluation is required'. The costs associated to the solution should be well documented, in order to make sure that the investment is suited for the organisation's capabilities and will not financially threaten it. ...
... Carrying out the implementation in collaboration with an external consultancy or development agency might be advisable if the required expertise does not exist within the organisation. Furthermore, Legris & Collerette (2006) point out the significance of internal training to accumulate in-house know-how and overcome the feeling of inexperience, discomfort or confusion towards the new system. This is especially important and can 'turn the usual failure experience into a successful one', even if it entails additional investment in individualised training. ...
Chapter
Full-text available
The concept of blockchain, although first introduced decades earlier, only became popular around 2010 due to its first implementation in cryptocurrency. Its associated protocols and underlying technology, however, have since then materialised and evolved significantly beyond its initial conception. In this chapter, a detailed analysis is presented on the reasons blockchain is rapidly establishing itself across multiple business sectors, with a special focus on the Transport and Logistic industries. Real world applications, already utilised by numerous multinational organisations, stand as proof to how this technology is aiming to change the way transactions, contracts and data tracing work in the digital world. As with all major changes in business ecosystems, however, the implementation of blockchain does not come without risks. A potential Implementation Roadmap is presented to help mitigate these risks, and aid businesses planning to rollout this technology and take advantage of the opportunities it has introduced in Transport and Logistics. Finally, a glimpse into the future evolution of blockchain is attempted, highlighting the increasingly fast pace of progress in the digital world, and the need for businesses and individuals to embrace it accordingly.KeywordsBlockchainDistributed ledgerConsensusSupply chainBlockchain for provenanceTransport and logisticsBlockchain implementationFuture of blockchain
... Environmental risks and uncertainty compound the challenges of navigating the modern-day IT industry, hindering the successful execution of projects (Gurca et al., 2021). IT projects require complex business processes involving effective stakeholder management (Moraveck, 2013) (Huijgens et al., 2017), interoperability of diverse systems, and integration issues (Legris & Collerette, 2006) (Madni & Sievers, 2014;Zafar et al., 2011). Furthermore, the time and budget constraints faced by smallmedium software enterprises (SMSEs) notwithstanding (Ghoddousi et al., 2013;Kosztyán & Szalkai, 2020;Larsen et al., 2016), complexities of IT projects are further exacerbated by market volatility and rapidly evolving customer preferences and technological advancements (Foltean & Van Bruggen, 2022;Khuan et al., 2023;Olorunyomi Stephen Joel et al., 2024;Srivastava & Bag, 2023;Wilden & Gudergan, 2015). ...
Article
Full-text available
This study aims to explore the role of absorptive capacity (AC) on project success (PS) through the mediating roles of technological innovation capabilities (TIC) and the moderating role of strategic agility (SA). A convenience sampling technique was used to collect data from 225 respondents working as project managers in small- to medium-sized Pakistani software companies in Islamabad and Rawalpindi. Data was collected from and distributed on several online channels (Gmail, LinkedIn, WhatsApp). Smart PLS-SEM, version 4, was used for data analysis. The results obtained suggested that AC has a direct positive effect on PS and an indirect impact through the mediating role of TIC. However, the moderating role of SA showed an insignificant impact on the relationship between TIC and PS. The current study's findings highlight the importance of various factors to achieve sustainable performance for small-medium software enterprises, which are the backbone of developing economies in today's highly turbulent economic conditions.
... Studies identify a link between the attention given to projects' stakeholders' expectations and the failure or success of projects. These studies conclude that greater attention to project stakeholders' expectations results in higher project success and vice versa (Legris and Collerette, 2006). For example, Olander and Landin (2005) observe that negative stakeholders' expectations of development projects lead to difficulty in the implementation of project design. ...
Article
Full-text available
Factors responsible for the failure of most development projects are multifaceted. This study focused on unearthing the causes and effects of public project failure from the perspective of project stakeholders. Sixty stakeholders working on different public projects in the Greater Accra Region of Ghana completed a questionnaire. This study found that major causes of project failure were related to corruption, payment delays, procurement processes, planning, monitoring, bureaucracy, communication, and supervision. The perceived effects of project failure included revenue loss, discouraged investment, and unemployment. Project failure increased the initial cost of projects, impacted economic growth, led to the provision of substandard infrastructure and service relocation. Other effects of project failure were loss of capacity for public projects and emotional stress experienced by project stakeholders. The government of Ghana should adopt strategies to overcome corruption, bureaucracy, and unnecessary political influence. Finally, the government should cooperate with relevant sta-keholders to implement measures geared towards improving the current system for procurement , supervision, monitoring, planning, and management practices.
... La conception de telles applications suppose une collaboration de plusieurs parties prenantes : développeurs, patients, professionnels de santé (Nilsen et al., 2020 ;Pagliari, 2007) . La littérature en SI a mis en évidence le fait que l'implication et la participation des parties prenantes dans les projets de conception d'une technologie de l'information (TI) (Ashaye & Irani, 2019 ; Legris & Collerette, 2006), dont des TI pour la e-santé (Habib et al., 2017), sont facteurs de succès de ces projets . Cependant, plusieurs auteurs ont montré que cette participation ne va pas de soi . ...
Article
Full-text available
L’objectif de cet article est d’analyser la manière dont les porteurs de projet construisent la légitimité d’un projet de conception d’une application mobile de e-santé afin d’obtenir le soutien des autres parties prenantes. À travers une étude de cas unique, nous mettons en évidence les défis de légitimation d’un projet TI analysé sous l’angle d’une organisation temporaire. Nous montrons que ce processus de construction de la légitimité est dynamique et continu tout au long du projet, articulant des stratégies de légitimation pragmatiques, morales et cognitives. Notre analyse vient enrichir la littérature sur la légitimité des projets TI en montrant l’importance à la fois de la légitimité du projet et de celle de la TI. De plus, elle complète la littérature en systèmes d’information sur la légitimité des projets de conception d’une TI en introduisant la notion de déficit de légitimation : une légitimité affaiblie, endommagée ou retirée.
Thesis
Ce travail doctoral par article traite des projets de conception de téléréhabilitation (TR) dans les maladies chroniques (MC) et plus particulièrement de la complexité et de la rigueur nécessaire dans la conception de la TR. La contribution majeure de la thèse concerne la proposition d’une nouvelle démarche scientifique actionnable, à partir des connaissances académiques croisées en Systèmes d’Information, en Marketing dans le secteur de la e-santé, permettant aux acteurs de terrain d’agir pour favoriser l’optimisation d’un projet de conception de TR. Concrètement, en identifiant ce qui a été évalué dans la TR puis en intégrant les parties prenantes et l’utilisateur patient, nous cherchions à savoir comment favoriser la réussite d’un projet de conception de TR. Pour ce faire, nous proposons tout d’abord d’avoir une vision d’ensemble des domaines et processus d’évaluation de la TR dans le contexte des MC. Dans le premier manuscrit, nous concluons sur des besoins de multidisciplinarité et d’exhaustivité dans l’évaluation de la TR et confirmons une faible attention portée sur la phase de conception de la TR. A ce titre, nous décidons alors d’approfondir le caractère complexe des projets de conception auquel sont confrontées les différentes parties prenantes. A l’aide d’une étude de cas sur un projet de conception d’un dispositif de téléréhabilitation auquel nous sommes engagés, nous présentons, dans le manuscrit 2 un exemple de défis rencontrés lorsque l’organisation est face à la persistance de paradoxe. Nous montrons que les différents acteurs inter-organisationnels, présents dans le projet de conception, font l’usage d’objets frontières quand le paradoxe, lié à la place du patient comme partie prenante dans la conception, persiste dans le temps. A l’issue d’une analyse approfondie des premiers résultats de cette étude de cas, nous identifions d’autres défis sur les projets dont sont confrontés les différentes parties prenantes. Nous exposons alors dans le manuscrit 3, la manière dont se construit la légitimité organisationnelle d’un projet de conception de TR, qui est une vision originale dans la compréhension d'un projet de conception TI. Nos données montrent notamment que la réparation de la légitimation se situe au niveau symbolique autour d’une partie prenante « dormante », le patient, créant ainsi une cohésion entre les acteurs du projet. Le quatrième manuscrit présente finalement un nouveau terrain de recherche, où le patient n’a pas été partie prenante dans la conception car celle-ci est mise en place dans une situation d’urgence sanitaire. Au sein d’un réseau de santé accompagnant des malades respiratoires chroniques, ce dernier travail de thèse, en cours d’élaboration, vise à présenter la façon dont le patient vit cette expérience de TR en post-implémentation. Notre attention est portée sur le parcours patient intégrant la TR avec un double objectif : d’une part, approfondir la compréhension de ce parcours en restituant l’« expérience » patient et, d’autre part, identifier l’impact sur le processus de conception d’un nouveau service de e-santé comme celui de la TR. La discussion de la thèse aborde les conditions de succès de la démarche scientifique interdisciplinaire, proposée par les travaux de cette thèse, le choix des situations sur laquelle elle s’applique et les perspectives de recherche qui en découlent.
Chapter
Full-text available
The main objective of this study is to establish the role that change management plays in introducing ICT in curriculum delivery with special reference to Gauteng Province. A desktop literature review and a mixed method approach was adopted to gather information on how change management can impact on the effectiveness of ICT integration, not only in the South African context but also on the global and African context. The study findings were that the support for ICT integration in education is overwhelmingly positive; ICT is seen as having made a positive contribution to education and also noted that more training is required to improve teachers’ competencies in ICT usage. Also, more support needs to be provided to the principals, School Management Teams (SMTs) and School Governing Bodies (SGBs) in terms of training. In order to optimise the results of the change management process in ICT integration into the curriculum, the researcher recommended the following: establish a change management committee whose sole mandate is to ensure an effective integration of ICT projects; ensure sufficient and effective continuous training support to the educators, principals, SMTs and SGBs before, during and after launch of the ICT project. Moreover, the study recommends that continuous evaluation of the change process to assess if intended objectives are being achieved as well as ensuring that undivided buy-in and support from the district and top management are the steps to be observed so that change management process happens effectively in schools. Funding is key to ensure that there is provision of ICT equipment in schools and to invest in the ongoing maintenance and upkeep of the infrastructure.
Article
Full-text available
Sustainability as a business phenomenon has occupied the attention of academicians, practitioners, and consumers for more than three decades. While some firms emphasize on their own internal sustainability initiatives, there is a growing trend to implement sustainability across the supply chain. This increasing interest makes implementation of sustainable supply chain management (SSCM) practices very important for focal firm’s sustainability; however, the ability to create innovative products, processes, and ways of operating is crucial if an organization is to be sustainable. Although there have been studies that investigate innovation in the context of sustainability, their scopes are limited to a single perspective which often obscures the big picture of innovation, its creation, and its effects on firm performance. In this study, we will adopt a multi-level innovation perspective to explore the symbiotic relationships between innovation creation and the development of SSCM practices, and resulting sustainability performance. This research will contribute to supply chain management and innovation literature and practice by identifying the different innovation types that emerge when SSCM practices are being implemented and explaining the effects innovation patterns and SSCM practices have on sustainability performance.
Article
Full-text available
The most asset to any project, regardless of the industry is the project manager. Research has shown whether the project fails or succeeds depends on the project manager, and the skills they bring to the table. The research problem in this study is the lack of research regarding the relationship between the interpersonal skills of the project manager and the success and / or failure of large-scale IT systems development projects. The existing literature indicated a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with a passive leadership style and the primary IT systems development project success factor of cost. There was also a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with leadership outcomes and the primary IT systems development project success factor of scheduling.
Article
Full-text available
This article is the fourth in a series dealing with the issue of managing change in organizations. Each article deals with a specific problem and proposes measures or approaches for dealing with it. In this article, we examine in general how adaptation to change is experienced by the members of an organization and focus in particular on the awakening stage.
Article
Full-text available
While the technology acceptance model (TAM), introduced in 1986, continues to be the most widely applied theoretical model in the IS field, few previous efforts examined its accomplishments and limitations. This study traces TAM's history, investigates its findings, and cautiously predicts its future trajectory. One hundred and one articles published by leading IS journals and conferences in the past eighteen years are examined and summarized. An open- ended survey of thirty-two leading IS researchers assisted in critically examining TAM and specifying future directions.
Article
This paper is a review of the author's 1976 "Principles of Sociotechnical Design." While most of the principles set out there have stood the test of time and experience, modifications are needed. In particular, the principles that govern the process of design and the activities of the design team are even more closely bound up with the principles governing the design itself. Some new principles are proposed. More attention is given to the needs of the organization as a society.
Article
The successful implementation of various enterprise resource planning (ERP) systems has provoked considerable interest over the last few years. Management has recently been enticed to look toward these new information technologies and philosophies of manufacturing for the key to survival or competitive edges. Although there is no shortage of glowing reports on the success of ERP installations, many companies have tossed millions of dollars in this direction with little to show for it. Since many of the ERP failures today can be attributed to inadequate planning prior to installation, we choose to analyze several critical planning issues including needs assessment and choosing a right ERP system, matching business process with the ERP system, understanding the organizational requirements, and economic and strategic justification. In addition, this study also identifies new windows of opportunity as well as challenges facing companies today as enterprise systems continue to evolve and expand.