Implementation Failure of an Integrated Software Package

The case study describes the process of implementation of an integrated software package at the Thai subsidiary (SMTL) of a Hong Kong-based multinational company (SMHK) engaged in the manufacturing of electronic equipment.

Building an Internet-Based Workflow System

This case enumerates how Lawrence Livermore National Laboratories’ Zephyr System demonstrates how emerging technologies can help streamline procurement processes and improve the coordination between participants in engineering projects by enabling new ways of collaboration.

Business Reengineering at a Large Government Agency

This case describes the difficulties and successes encountered in a reengineering effort. A team of consultants undertook reengineering the delivery of compensation and benefits at a large quasi-governmental agency. Benefits included six programs which accounted for several time-intensive processes such as “cafeteria plan” options for individual and family health coverage, a health benefits open enrollment period where information is dispersed to assist employees in plan selection; thrift spending account; and retirement accounts.

The Selection of the IT Platform

The Health Board is one of the largest public health care providers in New Zealand (NZ). In early 1999, a supply chain optimization review recommended an enterprise system (ES) implementation to provide better control and reporting of organizational finances. The focus of this case is the IT platform decision made in conjunction with the ES implementation process. This decision was thoroughly considered by all Health Board stakeholders and the final choice was made in alignment with the Board’s strategic IT policy. Nevertheless, initial testing two months prior to go-live revealed major performance problems with the new system. The case documents the events that led up to the selection of the original IT platform and the challenges the project team faced in deciding what to do when the platform did not meet contractual specifications.

Incentives and Knowledge Mismatch

The case study describes process reengineering at a major public bank of India. Choice between strategy, structure, technology, process and personnel remained a key issue. Integration of disparate processes on information technology platform proved mixed success

Reinventing Business Processes Through Automation

Although numerous firms have experimented with business process reengineering (BPR), many have achieved less than dramatic results (Davenport, 1993; Hammer & Champy, 1993; Kotter, 1995). To explore possible reasons for BPR underachievement, an in-depth case study was undertaken. The case focuses on events surrounding the redesign of a fundamental business process (Personal Lines Insurance) at Safeco Corporation. Redesign is led by the Information Systems and Services (ISS) department as they are in charge of the Personal Lines Systems (PLS) that support the business. Analysis of the interviews provides a detailed description of the project and uncovers possible reasons for failure of the reengineering effort.

A Comprehensive Process Improvement Methodology

This case, coauthored by a process improvement manager, looks at business process reengineering (BPR) and discusses how it has received considerable attention from the management information systems (MIS) community. However, dramatic improvements touted by BPR advocates have failed to materialize in many organizations

Reengineering the Selling Process in a Showroom

The case study describes a process of successful re-engineering small Yugoslavian showroom wholesale company (“Wissol”) during the period of economy in transition. Established organizational solution was not supported by the adequate IS support. It opens possibilities for designing IS prototype, and for planning future steps in IT and IRM.

A Case of an IT-Enabled Organizational Change Intervention

This case study documents an organizational change intervention concerning the implementation of a novel information technology at a university-owned research foundation (URF). It evidences the disparate expectations and reactions by key actors toward the change event, marking a mismatch between a new paradigm required by the new technology and existing information technology practices. Drawing upon change management and management information systems (MIS) literature, we discuss the perceived change management issues hindering the change process at URF. Our discussion is tempered by a theoretical lens that attempts to integrate the literature bases drawn upon in this research. In particular, resistance from in-house IT specialists was observed as the strongest force obstructing the novel IT implementation. This study offers a forum to stimulate both researchers and practitioners to rethink the necessary elements required to enact change, especially with respect to novel IT implementations.

The Clinical Information System

The case study described in this chapter concerns the introduction of a new computer based integrated Clinical Information System (CIS) into a British National Health Services Trust-the Sunrise Trust. At the time of the study most of the system modules had been developed and were being tested largely for technical aspects. The system was being introduced during a period when the organization was experiencing significant changes. It was an environment where new structures were being created and the existing ones changed. Indeed, the case study was selected primarily because of these factors. The analysis of these structures, formal and informal, provides insight into the management of information systems. Various stakeholders in the Hospital Trust felt that a computer based information system would facilitate the change process. However the analysis and design of the system posed its own problems. The system turned out to be inflexible with respect to the core health care delivery process. It was also nonresponsive to the needs of the key stakeholders. Analysis of the case shows that clearly the formal methods adopted by the system analysts fell short of determining the rapid changes required for care. In particular this was an important issue, since the context of the British National Health Services posed pressures on individual trusts to be cost effective. This resulted in long term patients being moved out into the community. However, this richness in the context was overlooked by the analysts. They developed “logical” models of the system, which ended up in being “tidy pictures of reality” and were prescriptive and utterly inflexible. Structured Systems Analysis and Design Method (SSADM) was used as a modelling tool, which amplified the rational view of decision making and information technology (IT) applications (for more details on SSADM see Downs et al., 1988). The interpretations identified in the case show a clear mis-match between the formal models and perceptions of the system users who inevitably reflect a more informal and pragmatic approach to their own organizational realities. The analysis of the case poses a number of interesting issues. It questions the relationship between the complexity of the social relations and systems design. Furthermore it brings to the fore the paradoxical viewpoints of different stakeholders and the emergent concerns for a system analyst. The chapter also identifies the impact of an “overformalized” information system on the integrity of an organization. In doing so it evaluates the nature and significance of social power structures in systems analysis, design and implementation.