CRITICAL SUCCESS FACTORS OF CHANGE MANAGEMENT IN SOFTWARE PROJECTS

Success Factors ◽

Business Environment ◽

Software Systems ◽

Software Projects ◽

Environment Change ◽

Critical Success ◽

Change Projects

Markets, technologies, and the business environment change in shorter cycles, and organizations need to transform. Often transformations in organizations include new software systems. ITIL defines change as the process of moving from one defined state to another. The introduction of software systems within change projects fail in a large number of cases. What are the success factors for a thriving change project? A systematic literature review leads to 22 critical success factors of change management. Sixty-one articles were read. Ten of them are relevant for this contribution. Twenty-two critical success factors for change management have been described. Analysis of critical success factors for change management is a crucial part of successful implementation of software systems in organizations since such factors are relevant for successful changes.

Critical success factors in library reengineering: a case of academic libraries in Kenya

Global Knowledge Memory and Communication ◽

10.1108/gkmc-12-2018-0099 ◽

2019 ◽

Vol 68 (6/7) ◽

pp. 534-549 ◽

Cited By ~ 1

Author(s):

Penninah Syombua Musangi ◽

Damaris Odero ◽

Tom Kwanya

Keyword(s):

Change Management ◽

Academic Libraries ◽

Success Factors ◽

Management Program ◽

University Libraries ◽

Content Type ◽

Key Success Factors ◽

Purpose Academic libraries are reengineering their services to address the gap brought about by the convergence of physical and virtual information landscape. Despite the reengineering efforts, as many as 70 per cent of the libraries do not achieve the expected results. Certain critical success factors need to be in place for successful implementation. This paper aims to investigate the key success factors to service reengineering in an effort to establish their extent of application in university libraries in Kenya. Design/methodology/approach A multiple case study approach of six purposively selected private and public university libraries in Kenya based on Webometric ranking as an indicator of reengineering was used. Data were collected through face-to-face interviews with 30 librarians. The qualitative data collected were analyzed through content analysis. Findings The following key success factors were found to have been considered during reengineering: top management commitment, planning, provision of required resources, appropriate IT infrastructure, presence of skilled and competent staff, value of the library to the university and teamwork. Despite the central role of training, change management program and having a clear vision and objectives, university libraries in Kenya did not pay any attention to them as deserved. The authors conclude that university libraries in Kenya have not optimally achieved the desired reengineering results as a result of overlooking training and change management as critical success factors. The paper recommends that the identified critical success factors should be considered wholly not in isolation. Research limitations/implications The study was carried out among the top-ranked universities according to the January 2017 Webometric ranking; and therefore the findings may give a general indication of the critical success factors considered by university libraries in Kenya. However, this pre-condition may have locked out other libraries that may have made some recommendable strides in re-engineering their services. Originality/value This study has practical implications in identifying the critical success factors for library service reengineering to provide insights on the factors to consider as librarians reengineer library services.

Quality 4.0 conceptualisation and theoretical understanding: a global exploratory qualitative study

The TQM Journal ◽

10.1108/tqm-07-2021-0215 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Jiju Antony ◽

Olivia McDermott ◽

Michael Sony

Keyword(s):

Success Factors ◽

Full Range ◽

Senior Management ◽

Motivating Factors ◽

Theoretical Understanding ◽

Content Type ◽

Critical Success ◽

Management Professionals

PurposeQuality 4.0 has a unique potential to create a competitive advantage for organisations by improving customer experience and enhancing profitability. The purpose of this study is to examine Quality 4.0, the9; benefits, motivating factors, critical success factors and the skills required by quality professionals in the successful implementation of Quality 4.0. The study also investigates the organisational readiness factors9 and challenges that need to be addressed before Quality 4.0 adoption and assess their importance.Design/methodology/approachA qualitative interview approach was utilised by interviewing a panel of senior management, engineering and continuous improvement (CI); professionals working in leading companies in Asia, Europe and America who are currently deploying Quality 4.0.FindingsThis study provides a theoretical base for the Quality 4.0 body of knowledge in terms of an organisation’s adoption and overcoming implementation challenges and providing examples of Quality 4.0 application. Organisations can use this study to understand what Quality 4.0 means to industry, the benefits and motivating factors for implementing, the Critical Success Factors, challenges, the organisational readiness factors and the role of leadership in a Quality 4.0 deployment. In addition, the study looks at the skills required by future Quality 4.0 professionals in terms of hard skills, soft skills and a curriculum for educating future quality management professionals. The respondents cited that predictive analytics, sensors and tracking, and electronic feedback loops are the most critical technologies for driving Quality 4.0.Research limitations/implicationsOne of the limitations of this research was that as this area is a nascent area the researchers were limited in their literature review. The second limitation was that the study was based on 12 interviews. A more comprehensive longitudinal study would yield more data so that better and robust conclusions can be derived from the study.Originality/valueThis is the first empirical study on Quality 4.0, which captures the viewpoints of senior management professionals on a full range of topics related to Quality 4.0 motivation for deployment, implementation and readiness for its adoption.

Project managers’ and change managers’ contribution to success

International Journal of Managing Projects in Business ◽

10.1108/ijmpb-09-2015-0085 ◽

2016 ◽

Vol 9 (2) ◽

pp. 451-465 ◽

Cited By ~ 6

Author(s):

Julien Pollack ◽

Chivonne Algeo

Keyword(s):

Online Survey ◽

Success Factors ◽

Organisational Change ◽

Project Managers ◽

Content Type ◽

Critical Success ◽

Project Risks ◽

Change Projects ◽

Specific Project

Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together. Design/methodology/approach – This paper analyses data collected through an online survey, examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses. Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks. Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with specific critical success factors.

Critical Success Factors for Building Information Modelling Implementation

Construction Economics and Building ◽

10.5130/ajceb.v18i3.6000 ◽

2018 ◽

Vol 18 (3) ◽

pp. 55-73 ◽

Cited By ~ 8

Author(s):

Ganiyu Amuda-Yusuf

Keyword(s):

Success Factors ◽

Development Education ◽

Building Information Modelling ◽

Information Modelling ◽

Critical Success ◽

Building Information ◽

Global Construction ◽

Product And Process

Adoption of Building Information Modelling (BIM) in the global construction industry is fast growing. This paper expounds the Critical Success Factors (CSFs) for BIM implementation and explore their ranking and underlying relationships. A total of 28 CSFs was identified from the review of previous studies on success factors. Survey questionnaire containing these 28 factors was used to collect data from industry practitioners in Nigeria. Benchmark metrics was developed to rank the success factors. The topmost five success factors for BIM implementation in order of importance are: standard platforms for integration and communication; cost of development; education and training; standardization (product and process); and clear definition and understanding of users’ requirement. Analysis of variance shows that significant differences exist in the pattern of rating for the topmost CSFs based on turnover. Factor analysis was further adopted to group the 28 CSFs into five components, using rotated component matrix method. The five components extracted are: (i) industry stakeholders’ commitment and knowledge of BIM, (ii) capacity building for technology adoption, (iii) organisational support, (iv) collaborative synergy among industry professional and (v) cultural orientation. The rankings of the CSFs provide basis for prioritising the most significant factors that industry stakeholders should focus attention for successful implementation of BIM. In addition, the underlying relationships among the success factors identified in this study, will assist industry stakeholders to determine best strategy to adopt in implementing BIM at industry level.

A review on the identification of total productive maintenance critical success factors for effective implementation in the manufacturing sector

Journal of Quality in Maintenance Engineering ◽

10.1108/jqme-11-2020-0118 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Sudhir Chaurey ◽

Shyamkumar D. Kalpande ◽

R.C. Gupta ◽

Lalit K. Toke

Keyword(s):

Literature Review ◽

Success Factors ◽

Manufacturing Sector ◽

Critical Factors ◽

Total Productive Maintenance ◽

Content Type ◽

Effective Implementation ◽

PurposeThe purpose of this paper is to carry out the literature search on manufacturing organizations and total productive maintenance (TPM). This research aims at studying TPM attributes and barriers in line with the TPM framework for effective implementation of TPM. This study identifies the barriers in TPM implementation and the critical success factors (CSFs) for effective TPM implementation.Design/methodology/approachIn this manuscript, the study of TPM in the manufacturing sector has been considered a broad area of the research and emphasis on the TPM literature review, which primarily relates to the contribution of manufacturing sector and employment availability. Next sections covers TPM history, importance, justification, pillars, obstacles and TPM implementation procedure and models. Thereafter author identified the gaps in existing literature.FindingsThe existing literature shows that very few TPM implementation models are available for the manufacturing sector. The study also found that there is no systematically conducted large-scale empirical research which deals with TPM implementation. In order to bridge this gap, an investigation into the successful implementation of TPM in is truly needed. The finding of the literature shows that there is a need of TPM model specially developed for the manufacturing sector. The identified critical factors derived from the extensive literature review help to overcome the barriers for effective TPM implementation.Research limitations/implicationsThis review study is limited to Indian manufacturing industries. The identified TPM CSFs are based on the TPM pillars and their sub-factors. This cross-sectional study was based on the existing TPM model.Practical implicationsThis paper can increase the significance of TPM strategy, which could help managers of organizations to have a better understanding of the benefits of implementing TPM and therefore enable patient satisfaction within their organizations.Originality/valueThe literature review covers methodical identification of TPM barriers and critical factors for maintenance performance improvements. It allows the practitioners to apply these identified CSFs for TPM implementation to achieve an improvement in industrial performance and competitiveness.

Critical Success Factors of IS Implementation

International Journal for Innovation Education and Research ◽

10.31686/ijier.vol3.iss8.426 ◽

2015 ◽

Vol 3 (8) ◽

pp. 192-212

Author(s):

Iqbal Saad Al Saleh

Keyword(s):

Information Technology ◽

Success Factors ◽

Vital Role ◽

Technological Factors ◽

Is Implementation ◽

Critical Success ◽

Quality Of Products

Recently, the use of information technology has become important and critical, for organizations, as it enhance the quality of products and integrity of organizational services. However, the implementation of such systems is still problematic. Due to globalization and the variation in the monetary, social and technological environments, Information Systems (IS) have turned out to be an imperative feature and high priority for different kind of organizations. In this regard, critical success factors play a vital role in successful implementation of IS. This paper evaluates and analyzes the critical success factors (CSFs) of IS implementation from the Saudi managers’ perspective in different industries in Saudi Arabia. This study will also present the illustration or identification of 19 critical success factors, which are based on a review of literatures and the first phase of a study in Saudi industries. The study will also rank those 19 factors in a logical way and will characterize them into three categories of factors, including organisational, human and technological factors.

ASME 1992 6th Annual Database Symposium: Engineering Data Management — Key to Integrated Product Development ◽

Critical Success Factors for Implementing a Configuration Management System

10.1115/edm1992-0144 ◽

1992 ◽

Author(s):

David R. Novy

Keyword(s):

Management System ◽

Success Factors ◽

Configuration Management ◽

Business Environment ◽

Time To Market ◽

Effective Implementation ◽

Critical Success ◽

Technology Tool

Abstract Companies must deliver quality products to market in the shortest possible time in order to remain competitive in today’s business environment. One technology tool which is emerging as a key to reducing time to market is configuration management. This paper discusses why configuration management is important and the the critical success factors for the effective implementation of a configuration management system.

An Empirical Evaluation of E-Portfolio Critical Success Factors

International Journal of Emerging Technologies in Learning (iJET) ◽

10.3991/ijet.v15i04.11757 ◽

2020 ◽

Vol 15 (04) ◽

pp. 37

Author(s):

Igor Balaban

Keyword(s):

Success Factors ◽

Empirical Evaluation ◽

Structural Modelling ◽

Next Generation ◽

Academic Institutions ◽

Educational Settings ◽

Interpretive Structural Modelling ◽

This paper further explores and empirically evaluates Critical Success Fac-tors (CSFs) for successful implementation of the next generation of ePortfo-lio systems in academic institutions. Interpretive Structural Modelling (ISM) is used to empirically evaluate the nature of CSFs and to determine their relationships. The identified factors were found to be critical for the successful implementation and deployment of ePortfolios. Moreover, three-level hierarchy between CSFs has been revealed and presented in the final ISM model. In the end, the main drivers for successful implementation of ePortfolio in educational settings were detected and their influence on the remaining CSFs was explained.

Characteristics and critical success factors for implementing problem-based learning in a human resource-constrained country

Curationis ◽

10.4102/curationis.v38i1.1283 ◽

2015 ◽

Vol 38 (1) ◽

Author(s):

Karen R.N. Giva ◽

Sinegugu E. Duma

Keyword(s):

Nursing Education ◽

Human Resource ◽

Success Factors ◽

Problem Based Learning ◽

Political Commitment ◽

Resource Constrained ◽

Critical Success ◽

Nursing College

Background: Problem-based learning (PBL) was introduced in Malawi in 2002 in order to improve the nursing education system and respond to the acute nursing human resources shortage. However, its implementation has been very slow throughout the country.Objectives: The objectives of the study were to explore and describe the goals that were identified by the college to facilitate the implementation of PBL, the resources of the organisation that facilitated the implementation of PBL, the factors related to sources of students that facilitated the implementation of PBL, and the influence of the external system of the organisation on facilitating the implementation of PBL, and to identify critical success factors that could guide the implementation of PBL in nursing education in Malawi.Method: This is an ethnographic, exploratory and descriptive qualitative case study. Purposive sampling was employed to select the nursing college, participants and documents for review.Three data collection methods, including semi-structured interviews, participant observation and document reviews, were used to collect data. The four steps of thematic analysis wereused to analyse data from all three sources.Results: Four themes and related subthemes emerged from the triangulated data sources. The first three themes and their subthemes are related to the characteristics related to successful implementation of PBL in a human resource-constrained nursing college, whilst the last themeis related to critical success factors that contribute to successful implementation of PBL in ahuman resource-constrained country like Malawi.Conclusion: This article shows that implementation of PBL is possible in a human resource-constrained country if there is political commitment and support.

Critical success factors for ERP system implementation: a user perspective

European Business Review ◽

10.1108/ebr-04-2017-0075 ◽

2018 ◽

Vol 30 (3) ◽

pp. 285-310 ◽

Cited By ~ 8

Author(s):

Ewout Reitsma ◽

Per Hilletofth

Keyword(s):

Success Factors ◽

Project Team ◽

Strategic Decision ◽

System Implementation ◽

User Perspective ◽

Content Type ◽

Erp System ◽

Purpose The purpose of this study is to evaluate critical success factors (CSFs) for the implementation of an enterprise resource planning (ERP) system from a user perspective. Design/methodology/approach The research was conducted in two successive steps. First, a literature review was conducted to derive CSFs for ERP system implementation. Second, a survey was conducted to evaluate the importance of these CSFs from a user perspective. Data were collected through a questionnaire that was distributed within a German manufacturer and was developed based on the CSFs found in the literature. Gray relational analysis (GRA) was used to rank the CSFs in order of importance from a user perspective. Findings The findings reveal that users regard 11 of the 13 CSFs found in the literature as important for ERP system implementation. Seven of the CFSs were classified as the most important from a user perspective, namely, project team, technical possibilities, strategic decision-making, training and education, minimum customization, software testing and performance measurement. Users regarded 2 of the 13 CSFs as not important when implementing an ERP system, including organizational change management and top management involvement. Research limitations/implications One limitation of this study is that the respondents originate from one organization, industry and country. The findings may differ in other contexts, and thus, future research should be expanded to include more organizations, industries and countries. Another limitation is that this study only evaluates existing CSFs from a user perspective rather than identifying new ones and/or the underlying reasons using more qualitative research. Practical implications A better understanding of the user perspective toward CSFs for ERP system implementation promises to contribute to the design of more effective ERP systems, a more successful implementation and a more effective operation. When trying to successfully implement an ERP system, the project team may use the insights from the user perspective. Originality/value Even though researchers highlight the important role users play during ERP system implementation, their perspective toward the widely discussed CSFs for ERP system implementation has not been investigated comprehensively. This study aims to fill this gap by evaluating CSFs derived from the literature from a user perspective.