Early User Involvement and Participation in Employee Self-Service Application Deployment

2010 ◽  
pp. 1347-1367
Author(s):  
Gerwin Koopman ◽  
Ronald Batenburg
Keyword(s):  
User Involvement ◽  
User Participation ◽  
Project Managers ◽  
Is Success ◽  
Governmental Organizations ◽  
Application Deployment ◽  
Self Service ◽  
Service Application ◽  
End User Involvement ◽  
Employee Self Service

This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS success. Different models and studies are reviewed to define and classify types of early end-user involvement and participation. Next, five case studies are presented of Dutch governmental organizations (Ministries) that have recently deployed an employee self-service application. Based on interviews with developers, project managers and users it can be showed that the deployment success of such systems is positively related to the extent of early user involvement and participation. In addition, it was found that expectancy management is important to keep users informed about certain deployment decisions. In this way, employees can truly use the self-service applications without much support from the HR-departments.

Early User Involvement and Participation in Employee Self-Service Application Deployment

2009 ◽  
pp. 56-77 ◽  
Author(s):  
Gerwin Koopman ◽  
Ronald Batenburg
Keyword(s):  
User Involvement ◽  
User Participation ◽  
Project Managers ◽  
Is Success ◽  
Governmental Organizations ◽  
Application Deployment ◽  
Self Service ◽  
Service Application ◽  
End User Involvement ◽  
Employee Self Service

This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS success. Different models and studies are reviewed to define and classify types of early end-user involvement and participation. Next, five case studies are presented of Dutch governmental organizations (Ministries) that have recently deployed an employee self-service application. Based on interviews with developers, project managers and users it can be showed that the deployment success of such systems is positively related to the extent of early user involvement and participation. In addition, it was found that expectancy management is important to keep users informed about certain deployment decisions. In this way, employees can truly use the self-service applications without much support from the HR-departments.

Early User Involvement and Participation in Employee Self-Service Application Deployment

2011 ◽  
pp. 1349-1369
Author(s):  
Gerwin Koopman ◽  
Ronald Batenburg
Keyword(s):  
User Involvement ◽  
User Participation ◽  
Project Managers ◽  
Is Success ◽  
Governmental Organizations ◽  
Application Deployment ◽  
Self Service ◽  
Service Application ◽  
End User Involvement ◽  
Employee Self Service

This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS success. Different models and studies are reviewed to define and classify types of early end-user involvement and participation. Next, five case studies are presented of Dutch governmental organizations (Ministries) that have recently deployed an employee self-service application. Based on interviews with developers, project managers and users it can be showed that the deployment success of such systems is positively related to the extent of early user involvement and participation. In addition, it was found that expectancy management is important to keep users informed about certain deployment decisions. In this way, employees can truly use the self-service applications without much support from the HR-departments.

End-User Involvement In Software Prototyping

1994 ◽  
pp. 7-14
Author(s):  
Mohd. Hassan Selamat ◽  
Md. Mahbubur Rahim ◽  
Abu Talid Othman
Keyword(s):  
Development Process ◽  
User Involvement ◽  
Systems Development ◽  
User Participation ◽  
End Users ◽  
Working Environment ◽  
End User ◽  
Prototype Development ◽  
Software Prototyping ◽  
End User Involvement

Software prototyping is an attractive alternative approach to systems development, within which end-users exercise with a series of prototypes in a working environment. Such interactions offer an excellent scope for meaningful participation of end-users in the system development process. This is crucial for the success of a project. However, despite its significance, relatively little attention has been paid towards the management of end-user involvement. Advocates of prototyping approach merely express a need for active user participation in the prototype development process. They fail to offer any practical guidelines. Moreover, few documented case studies concerning management of user involvement within a prototype project have been published. It is argued that managing user participation is not a trivial task and it requires considerable attention. In this paper, the authors propose a framework that relates degree of user involvement with the type of prototyping approach adopted and the stages of prototype development process. Keywords: Software prototyping, user involvement, systems development, user management.

Does user involvement during information systems development improve data quality?

1998 ◽  
Vol 17 (2) ◽  
pp. 115-121
Author(s):  
Rachid Zeffane ◽  
Bruce Cheek ◽  
Paul Meredith
Keyword(s):  
Data Quality ◽  
System Development ◽  
User Involvement ◽  
Systems Development ◽  
User Participation ◽  
End User ◽  
It Managers ◽  
End User Involvement ◽  
The Impact

This paper reports on a survey of 308 IT managers and non IT managers from large organisations operating in Australia which examined the impact of end-user participation during information system development on the perceived quality of the data produced from the resultant systems. Degree of end-user involvement was found to have a significant effect upon the managers’ perception of data quality. Correlation of specific types of user involvement against aspects of data quality such as accuracy, timeliness and completeness revealed that these effects are not uniform. Based upon these findings strategies for optimising level and type of user participation throughout the systems development process are suggested.

Leadership Enactment for Information System Acceptance: an Explanation from a Sensemaking Perspective

2019 ◽  
pp. 78-106
Author(s):  
Aruna Dayanatha ◽  
J A S K Jayakody
Keyword(s):  
Information System ◽  
User Involvement ◽  
High Rate ◽  
Is Success ◽  
Managerial Leadership ◽  
Individual Level ◽  
System Acceptance ◽  
The Individual ◽  
Leadership Intervention ◽  
Is Failure

Information system (IS) projects have been seen to be failing at an alarmingly high rate. The prevailing explanations of IS failure have had only a limited success. Thus, the time may be right to look at the reasons for IS failure through an alternative perspective. This paper proposes that IS success should be explained in terms of managerial leadership intervention, from the sensemaking perspective. Managers are responsible for workplace outcomes; thus, it may be appropriate to explain their role in IS success as well. The sensemaking perspective can explain IS success through holistic user involvement, a concept which critiques of existing explanations have stated to be a requirement for explaining IS failure. This paper proposes a framework combining the theory of enactment and leadership enactment to theorize managerial leadership intervention for “IS success.” The proposed explanation postulates that the managerial leader’s envisioning of the future transaction set influences the liberation of the follower and cast enactment, while liberating followers and cast enactment constitute manager sensegiving. The managerial leader’s sense-giving influences follower sensemaking. Follower sensemaking, under the influence of managerial sensegiving, will lead to followers’ IS acceptance, and that constitutes IS success at the individual level. Further, collective level IS acceptance constitutes IS adaption/success, and this will influence the leader’s sensegiving, for the next round of sensemaking.

scholarly journals Project Management in Development Cooperation. Non-Governmental Organizations

Innovar ◽  
2015 ◽  
Vol 25 (56) ◽  
pp. 53-67 ◽  
Author(s):  
Maricela I. Montes-Guerra ◽  
Aida R. De-Miguel ◽  
M. Amaya Pérez-Ezcurdia ◽  
Faustino N. Gimena ◽  
H. Mauricio Díez-Silva
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Development Cooperation ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Applicable Knowledge ◽  
The Impact ◽  
Positive Effect

This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.

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