The document discusses the implementation of information systems and provides details on key concepts. It begins with defining what an information system is and its key components. It then discusses the types of information systems, examples of systems, and considerations for implementation in Nepal and the US. It also covers theories related to behavioral science and managing change when implementing new systems. Finally, it discusses critical success factors for information system projects and introducing next generation balanced scorecard concepts to improve performance measurement.

1. Implementation
of
Information Systems
Presented By:
Sabina Shrestha (066 BCT 530)

2. What is IS?
 An integrated set of components for collecting, storing, and
processing data and for delivering information, knowledge
and digital products
 A combination of hardware, software, infrastructure and
trained personnel organized to facilitate planning,
control, coordination, and decision making in an organization
 Business firms and other organizations rely on information
systems to carry out and manage their operations, interact with
their customers and suppliers, and compete in the marketplace

3. Features
 Data
• Data is information stored in its raw form.
 People
• Technical people are required to design database and programming.
 Hardware
• Web servers, routers, switches, LAN, firewall etc.
 Software
• DBMS, applications, programming languages etc.
 Telecommunication
• As networking technologies.

4. 6 Key Events
Deciding on what to develop
IS design and development
IS evaluation and migration
Managing user resistance
Managing change
IS maintenance

5. Types
1. Office Information Systems
2. Transaction Processing Systems
3. Management Information Systems
4. Decision Support Systems
5. Expert Systems
6. Integrated Information Systems

6. Examples
1. Data Warehouses
2. Enterprise Resource Planning
3. Enterprise Systems
4. Expert Systems
5. Search Engines
6. Geographic Information System
7. Global Information System
8. Office Automation

7. Implementation in Nepal
Telecom
 Use of computer and computer-based systems were started from
1984
 To bring efficiency in day-to-day operation of telecom businesses
like: Line Maintenance, Line installation, Billing, Cash Collection
etc.
 Computerization activities of NTC is divided into different
subsystems to solve different areas of operation:
 Service Division System (SDS),
 Human Resource Management System (HRMS),
 Inventory Control System(MI),
 Financial System Division (FSD – Billing and Cash Collection)
 General Accounting(GA).

8. Implementation in USA
 AMIAAnnual Symposium Proceedings Archive
 National Center for Biotechnology Information,
U.S. National Library of Medicine
8600 Rockville Pike, Bethesda MD, 20894 USA
 An integrated computerized patient record system
 Form the infrastructure for the timely and accurate collection and
exchange of data, information, and knowledge in healthcare
organizations, and thus a more efficient use of scarce resources

9. Behavioral Science
 Behavioral considerations in the design and implementation of
information systems and in the management of IS professionals are
crucial to the successful development and delivery of quality services
to users
 Implementation of IS may provide a beneficial means to facilitate
changes in task design, organizational structure, and social relations
 Guidance for interpreting past MIS behavioral research and
suggestions for future studies are provided by a proposed research
framework
 The importance of adopting behavioral science research
standards, e.g., theory-based research questions and appropriate
methodology, is stressed

10. Assumptions
 Organizations are socio-technical systems. The management must
integrate both the systems
 Work and interpersonal behavior of people in the organization is
influenced by many factors
 Employees are motivated not only by physiological needs but also by
social and psychological needs
 Different people have different perceptions, attitudes, needs and
values. These differences must be found out and recognized by
management
 In an organization conflicts are unavoidable
 Personal goals and Organizational goals must be joined together

11. Theories
 Abraham Maslow's Hierarchy of Needs Theory
- Satisfy lower-level needs first.
 James March and Herbert Simon
- Communication is essential.
 Douglas McGregor's Theory X and Y
- Negative (X) and Positive (Y) assumptions about people.
 Victor Vroom's Expectancy Theory of Motivation
- Motivate to reach a goal.
 Fredrick Herzberg's Two Factor Theory
- Hygiene factors and motivators.
 Chester Barnard
- Must maintain a system of co-operation.

12. Should NTC have behavior
science department?
 I would say: YES!!!
 Because:
- ―monetary incentives are actually counterproductive when
applied to tasks requiring cognitive abilities‖
- ―science knows more than business is doing‖
 Company can gain new ideas / proposals whereby, employees could
work on things in which they had the greatest interest / passion
 Such departments would certainly cost more but there might be value
in the ability to study employees' responses to corporate culture,
etc. and make changes to benefit the company and the employees

13. Change Management
Presented By:
Sabin Bhandari (066 BCT 529)

14. Change
Change is inevitable.

15. Change
Software Development without consideration for
change is bound to fail.

16. Change
definition of insanity is continuing to do the same
thing over and over again, and expecting different
results.
- Rita Mae Brown

17. Change
Changes are difficult to predict and grows in
proportion to the complexity of the system/project.

18. Change Management
Decisive and functional change management is a
decisive factor for project success.

19. Change Management
Types of Changes in Software Development:
1. Changes due unclear requirement
2. Developmental changes

20. Changes due to unclear
requirements
Changes not clear in the beginning of the project.
Causes:
Change in technology
Change in market requirements

21. Developmental Changes
1. Setting objectives as per the purpose and vision of
the project
2. Detailed planning of resources
3. Continuous monitoring of the implemented plan
4. Assess progress regularly and make proper plan
adjustment

22. Organizational changes
Time and Change Matrix

23. Managing Change
1. Resistance to Change
2. Organizational Structure
3. Project participants

24. Change
competence/commitment
Cadle and Yates (2008)
People involved within a team should be classified in
terms of
1. Competence – ability to create change
2. Commitment – belief in need for a change

25. Organizational Changes
Cadle and Yades (2008)
Commitment / Competence Matrix

26. Critical Success Factors
Presented By:
Sanat Maharjan (066 BCT 531)

27. Success of IS Projects
As stated in several studies in the literature, nearly
80% of IS projects fail
An unsuccessful project exceeds its schedule and
budget yet might not still reach to end
Companies try to avoid such project failures due to
high investments in terms of money, time and man
power
The Critical success factors can be listed that affect
the success of the project

28. Critical Success Factors
What are they?
Why have them?
For whom?
What are the benefits?

29. Critical Success Factors
What are they?
 Those few things that must be done well for
the organization to survive and/or prosper
 These factors are common in most of the
studies, yet the weights and the priorities may
change according to the company’s structure,
culture, region and IS project’s volume

30. Sources of CSFs
Characteristics of the industry
Company competitive strategy,
industry position and geographic
location
Environmental factors
Extraordinary temporal factors
Managerial position

31. CSFs in IS Applications
Factors about internal organizational structure
Strategic alignment between organizational
structure / infrastructure and IT structure /
infrastructure
Top management support and commitment to IS
User participation in IS project
Matching IT capabilities to organizational needs
and goals
Organizational structure context
Enough managerial and technical skills

32. CSFs in IS Applications (contd.)
Factors about project team structure
 Project leader feedback to team
 Experience of project leader
 Project monitoring and control
 Adequate training for team members
 Peer review on project progress
 Experience of team members
 Team member commitment
 Team member self control

33. CSFs in IS Applications (contd.)
Appropriate technology and project
methodology
Clearly stated objectives
Detailed project plan
Proper project scope
Utilizing effective methodology
Use of appropriate technology
Effective system implementation

34. CSFs in IS Applications (contd.)
After project support
 Training of users
 Software support
 Training of IT staff
 On time help to users
Environmental factors
 Globalization
 Environmental dynamism
 Competition

35. Critical Success Factors
Why have them?
So that you can pay attention to them!
To help an individual manager determine his/her
information needs
To aid an organisation in its general planning
process (ie business planning)
To aid an organisation in its information system
planning process

36. Critical Success Factors
For whom?
For senior and middle management – but not
as the same group
Different levels of management will have
different CSFs
To use CSFs effectively, you need to be
capable of creative thinking

37. Critical Success Factors
What are the benefits?
For specifying critical information systems
To focus attention on important matters
Help to link IS strategy to business strategy
help to give projects corporate justification

38. Next Generation Balance
Scorecard
Presented By:
Sanjana Shrestha (066 BCT 532)

39. Introduction
The Balanced Scorecard was popularized by
Harvard professor Robert Kaplan and David Norton
in the early 1990s.
Balance Scorecard is the de-facto standard in the
world of strategic performance scorecards for
measuring financial and non-financial performance.

40. Need of Next Generation
Balance Scorecard
 BSC is no longer enough to manage discrete
functions separately and hope the results of each
will aggregate to meet corporate objectives
Balanced Scorecards lack arguably the most
important element of non-financial performance
namely, ―sustainability context,‖ for measuring
corporate impacts across the Triple Bottom Line
(Environmental, Social, Economic) ―in the context
of the limits and demands placed on environmental
or social resources at the sectorial, local, regional, or
global level‖

41. Next Generation Balance
Scorecard Concepts
 The measures and related accountability associated
with balanced scorecards must cascade from the
executive level throughout the organization. This
suggests that every individual's performance is
aligned with one or more of these measures
Past balanced scorecard efforts oftentimes consisted
of metrics that were aggregated, usually using
spreadsheets on standalone balanced scorecard
applications which lacked the critical alignment,
shared responsibility, and "cause and effect"
relationships that are absolutely vital

42. Contd..
 It may not be necessary to implement every single
balanced scorecard concept to get value from their
efforts
Previous balanced scorecard applications have failed or
been abandoned because companies attempted to
implement a conceptually perfect solution only to find
that they didn't currently capture or store certain
balanced scorecard measures. Companies today are
taking more of an iterative approach, starting with those
measures supported by information that they do have
which is usually stored in a data warehouse

43. Cause-and-effect models
 Today, the more advanced are trying to integrate full cause-and-effect
models into their balanced scorecards
Fig: Cause and Effect Diagram – Number of Customer Complaints and Customer
Satisfaction

44. Contd..
These systems-thinking- enabled balanced scorecards
are especially useful for:
 Defining and then executing the corporate strategy
 Communicating effectively
 Quickly identifying the root causes of potential
problems and responding proactively
 Alerting decision-makers about early indicators of
trouble

45. Integrated Analytics - Linking Data
Warehouse to the Balanced
Scorecard
 is the integration of information from across a
company's complete value chain, the front office to
the back office, including: customer relationship
management, human resources, financial
management, supply chain, e-business and
enterprise resource planning
 Benefits of this are:
 Links the company's strategy with performance
measures and cascades these measures and
analyses throughout the enterprise

46. Contd..
 Delivers role-based business intelligence to the
information consumer in a timely and personalized
manner
 Integrates a company's information assets across the
value chain, including customers, partners and
suppliers
 Combines advanced technologies and analytics
with key processes to positively affect individual
behavior

47. Adaptive Quadruple-Bottom-
Line Scorecard
 The AQBLSC is a tool for measuring business
performance that not only considers standard
metrics, such as financial, customer, business
processes, and employee development — it also
evaluates a firm’s organizational learning and
intelligence (routine and creative learning
processes), social responsibility, sustainability and
adaptive capacity
 Major benefits are that the AQBLSC:
 balances between internal and external impacts
of the organization

48. Contd..
 incorporates a management-evaluation perspective
that provides a basis for evaluating the quality of
management processes used
 provides a conceptual foundation that can enable
more sophisticated formal modeling of
measures, and simulation of strategy dynamics
 offers greater applicability to account for the many
ways in which organizational complexity impacts
performance
 adopts a broad-view systems approach that offers a
high probability of achieving organizational
sustainability and adaptability

49. Conclusion
 Next generation balance scorecard is the concept or
implementation of the things that were lacking in
previous balance scorecard which needs to be
implemented in order to proceed further

50. THANK YOU