In order to successfully implement a new IT system, there are certain questions that the company has to ask before making a decision on whether or not to commence renovation. The array of question does not only include such issues as whether it is worthwhile for a company to invest its resources (staff and finance), the short-term and long-term benefits of the new IT system, better reach for the customers, lesser uncertainty etc. but also the risks that the company opens itself to with the introduction of new systems and the ways to eliminate most of it so as to ensure that the introduction of the new IT system does not go over the budget.
The biggest issues I can identify are as follows: * Compliance with the overall business strategy * Compatibility with the existing systems * Staff expertise and their attitude to the proposed changes * Staff training * Day-to-day controls, function controls, etc.
The main idea behind implementing a major new IT system is to facilitate better communication of information amongst all the parties involved in the value chain, including the customers. The more relevant data is collected and analyzed the more efficient and responsive the value chain is. The question is what information to regard relevant and useful and the other way round. In my understanding, the main thing is to remember that optimization should not be limited to a certain function and/or department but on the contrary, it should be inclusive of all operations to keep up with the aligned goal of the company. Therefore, when certain data can be easily collected during a certain stage but which is regarded as not important and thus left uncollected, it is a missed opportunity. Such information should have been gathered and used by other departments to reflect the main idea of a common purpose – to maximize revenue by better meeting the market requirements.
When developing/introducing new IT system it is important to think outside the box when designing and/or re-designing the processes. Once developed, the company is to decide whether the new IT system will be working alongside the old one or if it will replace the older system altogether. In any case, the new system has to be compatible not only with other software/hardware to provide error-free functioning, but also it has to be compatible with the knowledge and expertise of the staff who operates it and uses it to the full advantage. This can only occur when there has been proper training carried out, with the practice modes and feedbacks in order for the staff to excel at operating the new system.
There have also been examples of staff reluctance to new IT systems, most commonly, it comes from the most experience staff who believe that the systems currently used are most relevant thus not needing any changes, especially dramatic. Kraft’s article (n.d.) “Overcoming Staff Reluctance to Change Construction Software” provides examples of tackling such reluctance through dialogue, ample training, feedback and appraisal.
Day-to-day and function controls need to be in place (especially at the beginning of the introduction of new IT systems) for the IT specialists to overlook the operation of the system not in the test mode but in a live mode, and secondly for the experienced staff to use its tacit knowledge to rid of glitches and errors.
References:
Kraft, D (n.d.) ‘Overcoming Staff Reluctance to Change Construction Software’ [Online]. Available from http://ezinearticles.com/?Overcoming-Staff-Reluctance-to-Change-Construction-Software&id=2177606. (Accessed on 12 December 2011).