Information technology and organisational change
Information technology and organisational change
Designing interaction
Software engineering (5th ed.)
Software engineering (5th ed.)
The integration of computing and routine work
ACM Transactions on Information Systems (TOIS) - Special issue: selected papers from the conference on office information systems
The control of information systems developments after implementation
Communications of the ACM - Special section on management of information systems
Information systems and organizational change
Communications of the ACM
Design at Work: Cooperative Design of Computer Systems
Design at Work: Cooperative Design of Computer Systems
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The development of information technology (IT) is often seen as consisting of analysis, design, technical implementation, and testing. While this may involve user input at several stages --- to support the software engineers in devising and revising the system --- this view on systems development marginalises organisational implementation. Organisational implementation comprises the activities that prepare organisations and users for a new system as well as the activities that prepare the system for the transition period during which it enters into operation and takes over from previous systems and artefacts. This study analyses three organisational-implementation activities undertaken during the complete redesign of a large information system: the information plan, the data conversion, and the release strategy. It is found that these activities must be carefully aligned with the technical implementation of the system and that they involve the development of additional system facilities. In sum, this study provides evidence of the complexity and importance of organisational implementation and, thereby, argues that it must be recognised as a first-rate constituent of the design process.