Human Factors in Technology

Paper Summary:

This paper defines a series of recommendations for introducing and implementing a new system throughout an organization. It focuses specifically on the human factors of introducing a new system and analyzes theories of change management. The paper makes recommendations specifically for using business process management (BPM) for accomplishing lasting change throughout any organization implementing a new system.

Table of Contents:
Summary
Change Management Forms The Foundation of Lasting System Performance
Selecting a Change Management Model
Creating a Change Management Plan
Measure, Monitor and Modify Change Management Strategies
Contingency Strategies Impact Project, Implementation and Training Programs
Conclusion

From the Paper:

"Implementing significant change is a massive undertaking from a cultural perspective for many companies. When one considers how many IT projects never achieve critical mass and become business strategies, the role of change management becomes central to any development effort. As many researchers have shown, infusing ownership in programs and initiatives is critical to their success. That is the essence of turning projects into strategies.
Change management strategies need to form the foundation of project plans, implementation plans, training plans, and support strategies. Infusing each of these plans with the Voice of the Customer (VoC) through the use of Advisory Councils will ensure that the users who will make or break the new systems' success are actively involved in its development. Project plans need to include milestones where the direction of the project is evaluated and if necessary, re-focused to the needs of users. The same is true of implementation and training plans as well. The needs of users and the use of change management strategies as defined in this paper need to define which information is shared. The critical requirements of training plans and support strategies, also predicated on the needs of users, also needs to form the foundation for change if the system being implemented will succeed."

Sample of Sources Used:

• Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1997) - . "The Matrix of Change: A Tool for Business Process Reengineering". MIT Sloan School Working Papers available on the Internet, accessed on June 11, 2007: http://ccs.mit.edu/papers/CCSWP189/ccswp189.html
• Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1995). "Why Not One Big Database? Principles for Data Ownership." Decision Support Systems 15.4 (1995): 267-284.
• Daryl R. Conner (1993) - Managing at the Speed of Change. Villard Books, 1993.
• Davenport (1992) - Process Innovation: Reengineering Work through Information Technology. Harvard Business School Press. October 1992.
• Dyche (2002) - The CRM Handbook. Jill Dyche. Addison-Wesley Pearson Education. ISBN 780201 730623.

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