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Proceedings ArticleDOI

How to determine who is impacted by the introduction of new technology into an organization

12 Jun 1998-pp 116-122
TL;DR: A case study from the banking industry is used to highlight the many areas of an organization impacted by the introduction of a new technology for processing checks and a framework is described which organizations might use to determine who is impacted by this change and to what extent.
Abstract: With the development of new being commonplace today, many organisations and businesses are faced with the daunting problem of how to go about introducing these technologies. One of the problems lies in determining the impact of the new technology on the work processes and productivity of their employees. Introducing a new technology to the workplace is a multidimensional problem that is addressed through a number of specialized disciplines including change management, project management, and business process reengineering. A key step any organization needs to make in properly introducing a new technology to the workplace is to assess who will be impacted directly or indirectly by this change and how. This is a critical concern for organizations as they increasingly move to data rich, networked environments since both the number of individuals affected and the pace of change will increase greatly. In this paper, we concentrate on describing a framework which organizations might use to determine who is impacted by the introduction of a new technology and to what extent. We use a case study from the banking industry to highlight the many areas of an organization impacted by the introduction of a new technology for processing checks. The paper will conclude with a discussion of the issues associated with self-managed change versus change management in collaboration with vendors and/or consultants.
Citations
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Journal ArticleDOI
TL;DR: The purpose of the research was productivity improvement and assessment when using the new platform, and the current productivity level is evaluated by comparing it with UNIX development.
Abstract: The high non-functional requirements on mobile telecommunication applications call for new solutions. An example of such a solution can be a software platform that provides high performance and availability. The introduction of such a platform may, however, affect the development productivity. In this study, we present experiences from research carried out at Ericsson. The purpose of the research was productivity improvement and assessment when using the new platform. In this study, we quantify and evaluate the current productivity level by comparing it with UNIX development. The comparison is based on two large, commercially, available systems. We reveal a factor of four differences in productivity. Later, we decompose the problem into two issues: code writing speed and average amount of code necessary to deliver a certain functionality. We assess the impact of both these issues. We describe the nature of the problem by identifying factors that affect productivity and estimating their importance. To the issues identified we suggest a number of remedies. The main methods used in the study are interviews and historical data research.

26 citations

Dissertation
01 Jan 2010
TL;DR: In this paper, the authors investigated factors affecting the successful adoption of BIDSA in Australian ERP user organizations by applying Rogers' theory of Diffusion of Innovations (DOI), and developed a conceptual model for the successful implementation of BIDSSA.
Abstract: Business intelligence, as a decision support tool in many organisations, has offered the ability to gather, store, access and analyse huge amounts of data so that better decisions can be made regarding customers, suppliers, employees, logistics and infrastructure Prior empirical studies of business intelligence and decision support applications (BIDSA) focus on technological and operational aspects and there is very little research to consider managerial and strategic factors The factors that affect the adoption of BIDSA have, however, not yet been fully investigated Differences in the use of information technology (IT) have been distinguished in different countries and so it is necessary to conduct a comprehensive study about the facilitating and inhibiting factors in the adoption and diffusion of BIDSA in Australia The aim of this study was thus to fill the gap by investigating factors affecting the successful adoption of BIDSA in Australian ERP user organisations by applying Rogers’ theory of Diffusion of Innovations (DOI), and to develop a conceptual model for the successful adoption of BIDSA

20 citations

Journal ArticleDOI
TL;DR: A study to assess the impact of experience and maturity on productivity in software development on the specialized platform and suggests a number of improvement suggestions and guidelines for the process of introducing a new technology.
Abstract: Introducing new and specialized technology is often seen as a way of meeting increasing non-functional requirements. An example of such a technology is a software platform that provides high performance and availability. The novelty of such a platform and lack of related experience and competence among the staff may affect initial development productivity. The competence problems should disappear with time. In this paper, we present a study, which we conducted at Ericsson. The purpose of the study was to assess the impact of experience and maturity on productivity in software development on the specialized platform. We quantify the impact by comparing productivity of two projects. One represents an initial development stage while the other represents a subsequent and thus more matured development stage. Both projects resulted in large commercial products. We reveal a factor of four difference in productivity. The difference was caused by a higher code delivery rate and a lower number of code lines per functionality in the latter project. We assess the impact of both these issues on productivity and explain their nature. Based on our findings, we suggest a number of improvement suggestions and guidelines for the process of introducing a new technology.

13 citations


Cites background from "How to determine who is impacted by..."

  • ...Fisher and Wesolkowski [18] present another view of the initial knowledge problem....

    [...]

  • ...Many researchers have observed, documented and tried to solve the productivity problem when adopting a new technology [16,18,23,25,28,37]....

    [...]

Dissertation
12 Dec 2011
TL;DR: In this article, a methode d'accompagnement du changement individuel is proposed, which is a destination for managers to charge de la gestion des projets, afin daccompagner les personnels qu'ils impactent.
Abstract: Cette these Cifre, realisee dans le domaine du genie industriel, traite de la prise en compte de l'Homme dans les projets de changement organisationnel d'un grand groupe aeronautique (Turbomeca, groupe Safran). La piste exploree dans ce travail est celle de l'elaboration d'une methode d'accompagnement du changement individuel. Cette methode est a destination des managers charges de la gestion des projets, afin d'accompagner les personnels qu'ils impactent. Notre terrain de recherche se situe au niveau de : * l'appropriation des changements organisationnels par les employes, * la capacite organisationnelle a changer de l'entreprise. Nous recherchons ainsi : * une evolution des pratiques relatives a la prise en compte des individus tout au long des projets, * une amelioration de la gestion globale de l'accompagnement du changement realise dans le cadre des differents projets de l'entreprise. Notre methode, structuree par rapport au sequencement des projets et par rapport a la logique d'appropriation d'une nouveaute, est basee sur une augmentation des cooperations entre managers en charge des changements et populations impactees par ces changements. A partir d'un ensemble d'outils d'analyse et de planification, nous proposons d'elaborer puis de mettre en œuvre une strategie de communication, de formation et d'accompagnement de terrain. La conception de cette methode s'est inscrite dans l'activite d'une nouvelle equipe, dediee a la gestion globale de l'accompagnement du changement dans les projets de l'entreprise. Nos travaux traitent egalement des strategies utilisees par cette equipe pour la diffusion de la methode dans l'entreprise, et par la structuration de ses activites vis-a-vis des autres services concernes par les projets. Nos resultats demontrent une diminution de la duree d'appropriation d'une nouveaute, et que les chefs de projets comme les personnels impactes ont percu l'utilisation de notre methode comme une amelioration de l'accompagnement realise dans le cadre des projets. Nous presentons egalement un ensemble d'elements relatifs a l'amelioration de la capacite a changer de l'entreprise dans laquelle nous sommes intervenus.

11 citations


Cites background from "How to determine who is impacted by..."

  • ...Pour d’autres auteurs, le changement est même une constante des organisations contemporaines (Rondeau, 2002 ; Fisher & Wesolkowski, 1998), il serait intrinsèque au système dynamique que sont les organisations (Perret, 2003)....

    [...]

Journal Article
TL;DR: How research into policy, strategy, work practices and the integration of technology into care, and the subsequent new models of care to support this, will need to take into account privacy and security concerns is considered.
Abstract: []: Most developed countries are experiencing unprecedented increases in the percentages of older people. The Australian population 65 years and over is projected to more than double by 2050. The greatest rate of growth is in the population aged 85 years or over. This group will have the greatest need for health and disability support. It is not only the increasing numbers of people requiring care in the future but also social changes that will increase pressures on aged care and health services. The level of informal care that was provided for frail aged family members some decades ago is less viable today. Governments have responded with a range of strategies and policy initiatives such as abolition of the compulsory retirement age, promoting productive ageing and enhancing the capacity for home-based care. There is particular interest in technology to assist active ageing and aged care to enable extending active and productive lives and facilitate care to be delivered according to consumer preferences for place and time. These changes will reflect the impacts of technologies that have transformed other industries, enabled new products and services and provided delivery at the convenience of the consumer. There will be many opportunities for new and imaginative research. Research is needed to guide changes that will be required in policy, strategy, funding, work-practices, integration of technology into care, future roles for the professions and new models of care. The introduction of new technology in home and aged care settings raises concern over privacy and security. This paper will consider how research into policy, strategy, work practices and the integration of technology into care, and the subsequent new models of care to support this, will need to take into account such concerns. For example, how far does the idea of the Smart Home invade one's privacy? Are current security measures adequate to prevent violation of our most vulnerable people? Consider the consequences of online banking in the home and the number of incidences of phishing account details - will the techno-savvy be able to determine movements of people around their home? And it will give an overview of the age care dependence on technology and what we should be doing to protect them by way of policy, and work practice.

6 citations

References
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Journal ArticleDOI
TL;DR: In this article, the authors describe and analyze one of Pacific Bell's successful reengineering initiatives, the Centrex reengineering project, and suggest that successful re-engineering implementation does not necessarily meet the popular assumptions underlying BPR.
Abstract: Business process reengineering (BPR), a recently popularized management change strategy, promises radical improvements in the business processes of an organization. This article describes and analyzes one of Pacific Bell's successful reengineering initiatives, the Centrex reengineering project. It suggests that successful reengineering implementation does not necessarily meet the popular assumptions underlying BPR. Reengineering designs tend to be radical and assume change to be clean slate, processbased, top-down directed, and information technology enabled. By contrast, reengineering implementation tends to involve improvements that are incremental, rather than radical. The key to implementation appears to be a continual involvement of front-line employees and managers.

64 citations

Journal ArticleDOI
01 Oct 1994
TL;DR: In this article, a macroergonomic approach was used to analyze the transfer of an image-based check processing system to customer sites and identify opportunities to improve the transfer process, identifying a lack of knowledge of the organizational, administrative and managerial changes that would be introduced by the new technology as a potential risk to the project implementation schedule.
Abstract: The transfer of a system-level product from vendor to customer typically requires that the customer change both business processes and organizational structures as part of the system implementation process. A macroergonomic approach was used to analyze the transfer of an image based check processing system to customer sites and identify opportunities to improve the transfer process. The analysis identified a lack of knowledge of the organizational, administrative and managerial changes that would be introduced by the new technology as a potential risk to the project implementation schedule. The analysis indicated that establishing a knowledge base covering five non-technical areas (general system familiarity, worksite preparation, human resources, operations and system support) and transferring that knowledge base to the customer's implementation team would minimize the potential schedule risk. A specialized consulting role was created to transfer the knowledge base to the customer's implementation team t...

2 citations