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Failure in I.S.

10 Mar

Hey guys,

This is my last blog just to conclude my blogs. Failure in I.S. is so high with over half of all i.s. projects failing. I.S. can fail in so many ways whether it is minor in not meeting all its requirements, but it still is used, whether its major when its over budget and schedule or critical where the system is not used or abandoned. Any problems that occur should be carefully dealt with by management to insure that it doesn’t happen again in the project or even future projects. Management need to carefully research and communicate well with their team too make sure as little problems occur during the pre, during and post implementation phases.

If management can keep full control of the project and work well with their team, it will give them a great chance of succeeding and achieving all of their requirements and objectives, leading to happy stakeholders and users etc.

Thanks for reading my blogs everyone!

Causes of Failure in IS

9 Mar

In this blog, I am going to talk about the causes of failure in post implementation of IS. They are as follows:

  • Failure to learn from previous mistakes: There is always things to be learned from past experiences. Any mistakes that are made in the past need to used so the same mistakes are not made again in future projects. Even knowing this, the same mistakes are recurring and therefore causing the projects to fail.
  • Declaring victory too soon: After implementing the IS , the organisation does not reap the full benefits that the IS has to offer straight away! Therefore it is very important not to pull all funding after the project has been implemented. It is vital to keep feeding resources to the project to make sure the system keeps developing and that any fine tuning that needs to take place to the system when its in the real world can be done without difficulty. Unfortunately, this not always the case and projects lose the resources that is needed to keep the IS running well

Thanks for reading! ­čÖé

Causes of failure in IS

9 Mar

In this blog I will talk about the causes of failure during the implementation of IS! The various causes are as follows:

  • Poor Communications: Communication is vital during the implementation stage. it needs to be done via different media in order to ensure that it reaches all levels of the organisation. It helps provide the vision of the project, and helps provide any feedback that staff may have and any unintended consequences that may┬á have happened due to the changes. Unfortunately communications don’t always go as smooth and therefore, can lead to failure.
  • Lack of a powerful guiding coalition: Leadership is very important during change, especially line management. Full support from the top leaders and stakeholders helps the chances of success occuring. Everyone needs to work┬á together in order for the change to be beneficial!
  • Lack of change management: For the project to go well it needs to be organised, coordinated and funded properly and this is down to the project management. Management of change within the group is very important. Individuals who can motivate and inspire their peers and fellow workers are essential in this aspect.
  • Lack of short term wins: Implementation can take months sometimes years to be implemented so its good to set up short term goals such as every 6 months for example. This is good for motivation as they can take each goal as it comes and when one is completed, they can re motivate themselves for the next goal! If this method was used more the projects could become more successful!

Causes of failure in IS

9 Mar

The different causes of failure in IS can occur in the pre implementation stage, the implementation stage and and the post implementation stage. In this blog i am going to talk about the the causes of failure in the pre implementation stage.

These various factors are:

  • Lack of research, risk management and long-term commitment: The implementation of IS nowadays is very difficult and complex so therefore its extremely important that management do plenty of research in advance and make sure everything they need is prepared properly in advance. Researches into risk and budget over runs and delays need to be fully looked into before the project has begun!
  • Lack user buy-in and ownership: Users of the IS must believe that the new system will actually help their work practices. But too often the users are not consulted about the new system leading to the system not being satisfactory to the end users.
  • Inapropriate use of technology:Technology is a tool and nothing more. Information Technology cannot exist and solve problems on its own, nor can it increase productivity or profit without the right work processes already in place and with adequately trained staff whom are ready and able to use it appropriately.

    Worst still, if a tool is “hijacked” and manipulated to achieve a secondary goal, it would be very likely then that it would fail to achieve its original aims.

  • The acceptability of failures:Despite the huge amounts of money involved, there is no obvious traceable accountability in the project management process in the past.

    Even if the project fails, the management teams and vendors seem to only “melt away” in the background and re-group again for the next project.

    The questions of “who”, “how” and “why” are seldom if ever asked, let alone answered.

Levels of Failure in I.S.

7 Mar

The level at which failure occurs depends on how how each individual party decides how much the failure has actually affected them in terms of competitively, financially etc. It has been proposed to have three levels of failure in I.S. These levels are as follows; level 1 is minor failure, level 2 is major and level 3 is critical.

  • Level 1 failure is considered to be to be minor because as the IS project still meets its objectives and completed.
  • Level 2 failure is considered to be major because it doesn’t meet all its requirements and its gone over its budget and time. But even with all these things occurring, the solution can still be workable.
  • Level 3 is critical failure as the project does not meet any of its requirements or aims and the likelihood the project will be abandoned due to it running over its budget and over time.

These levels are cumulative so therefore level 3 cannot occur without level 1 and 2 occurring! The project team should always know where the IS is falling down and they should be enthusiastic about changing the environment which has led them to level 1 failure! If and when the failure slides into the bracket of level 2 failure, the project team need to be aware that the project has a strong chance of being cancelled due to its major difficulties, and therefore sliding into level 3 failure!

These are just some more examples of the different problems that occur at each level:

Level 1:

  • Poor Estimates
  • Profitability
  • Lack of Resources, Organisation, usability and features etc.
  • Unproven Technology
  • Transparency in IS projects
  • Progress Meetings

Level 2:

  • Lack of planning, user involvement, commitment, resources etc.
  • Goals not being achieved.
  • Complex solutions.
  • Unrealistic expectations.
  • overrun of schedule and budget.
  • Poor leadership and management.

Level 3:

  • Abandoned before being completed.
  • Vendor’s inability to meet requirements.
  • Client consultation during development stage.

 

categories of failure in i.s.

5 Mar

It is quite difficult to actually have a pinpoint definition of failures in I.S. projects, but the best way to describe to describe failures in information systems is when the following may occur:

  • the project could be behind time and late or over budget.
  • there is an inability to realize the benefits it can bring
  • when it doesn’t get support from the users and management.
  • or even more simply, the system is not conducting itself the way it was designed or hoped to.

There are four main categories of I.S. failure and these have been split up into correspondence failure, process failure, expectation failure and interaction failure.

  • Correspondence Failure: This is the most common of all the category of failures. This is where the its fails to meet the design objectives. It is based on the thought that the idea will be specified in detail. An evaluation is then carried out on the info system in terms of the objectives. But when there is a lack of correspondence between the objectives and evaluation, the IS is thought to have been a failure.
  • Process Failure: Process failure can be referred to one of two types of IS failure. One of these failures is where during the development process, a functioning system cannot be made. The second is where a functioning IS is made but it has run over budget and time.
  • Interaction Failure: This is where the IS is barely used at all by the users, or it is deemed that there are some big problems with the IS, so therefore it is deemed to be a failure.
  • Expectation Failure: This is where the IS has been deemed not worthy of the stakeholder’s requirements and expectations!

sources:http://www.comp.dit.ie/rfitzpatrick/msc_publications/2004_glen_lally.pdf

http://www.google.ie/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&sqi=2&ved=0CCsQFjAA&url=http%3A%2F%2Fciteseerx.ist.psu.edu%2Fviewdoc%2Fdownload%3Fdoi%3D10.1.1.144.3969%26rep%3Drep1%26type%3Dpdf&ei=GA82Ud7cFofPhAec6IGgBA&usg=AFQjCNGtY9-5TMCBA662vHXN2SBPMwlkFg&bvm=bv.43148975,d.ZG4

I.S. Failure

5 Mar

Information systems can make the big difference between a company succeeding and helping them to function to the height of their ability or in other common situations, cost the company a huge amount of money when information system fails!

This can be proven as over half of all of I.S. projects fail. A lot of systems fail due to the fact that system analysts try to create big and brilliant systems that are really not going to work as they have not really understood the organisation. Therefore the system is already doomed to fail before the project has even begun!

Here are just some examples of the kind of money that can cost companies when their information systems fail e.g.

The UK Inland Revenue suffered a loss of $3.45 billion  tax credit overpayment due to errors in the software and in 2004 Ford Motor Co. abandoned their purchasing system after deployment costing them around $400 million.

It is amazing how much it can cost a company when it doesn’t go to plan!

I have gotten this information from here: http://cathaldoyle.com/lecture-2-what-is-an-information-system/

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