Congratulations: The Executives Are Taking Your Information

Congratulations The Executives Are Taking Your Information System Pro

Congratulations! The executives are taking your information system proposal seriously. In fact, they think it has the potential to transform the way the organization works. The CIO asked you to read Too Much of a Good Thing to think about what resources you will need to get your new information system up and running. Please also review the five case studies in The Leader's Role in Managing Change so you can recommend a change management pattern for your company to follow.

Write a memo to the CIO that describes how to implement your information system into the organization. Please focus on these topics: How much of the implementation work can you handle? What additional resources (people, information, time, money, etc.) will expedite the process so you don't end up like Susie Jeffer? What is your change management strategy? Provide an outline.

Consider: What new equipment and software are necessary? What training and support will the staff need? How will the staff complete their work during the transition period? Do you anticipate other areas of resistance? The CIO is very skeptical, so provide evidence that your assessment is accurate and complete.

It can be difficult to admit to personal limitations! Your memo should be 3–5 pages long. This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. The specific course learning outcome associated with this assignment is: Develop an information systems solution to address an organizational problem.

Paper For Above instruction

Subject: Implementation Plan and Change Management Strategy for New Information System

To: Chief Information Officer (CIO)

From: [Your Name]

Date: [Current Date]

Introduction

Thank you for your confidence in my proposed information system. As we prepare to implement this transformative technology, it is imperative to plan meticulously to ensure a smooth transition that minimizes resistance and maximizes benefits. This memo outlines the scope of implementation work, required resources, a change management strategy, and contingency considerations to facilitate successful deployment.

Scope of Implementation Work

My team can handle a significant portion of the implementation work, including system configuration, initial testing, and employee onboarding. Our internal expertise covers software setup, integration with existing systems, and user training. However, certain tasks such as hardware procurement, advanced infrastructure upgrades, and large-scale data migration should be outsourced to specialized vendors to ensure efficiency and quality.

Additionally, we will oversee the development of user manuals and support documentation, alongside establishing a help-desk for ongoing assistance. This delineation allows us to focus our internal resources on tasks aligned with our core competencies while leveraging external expertise for hardware and infrastructure demands.

Required Resources to Accelerate Deployment

To avoid setbacks exemplified by cases like Susie Jeffer’s, several resources must be prioritized:

• Personnel: Hiring or contracting experienced IT professionals, such as system analysts and network engineers, to expedite installation and troubleshooting.
• Financial Investment: Allocating budget for hardware upgrades, licensing fees, and vendor services to prevent delays caused by resource shortages.
• Time Allocation: Scheduling dedicated project phases with contingency buffers to accommodate unforeseen challenges.
• Information: Acquiring comprehensive workflows and user requirements upfront to facilitate targeted configuration and customization.

Change Management Strategy

Based on the five case studies reviewed in "The Leader’s Role in Managing Change," the following approach is advisable:

1. Stakeholder Engagement: Involving key stakeholders early and maintaining open communication to foster buy-in.
2. Incremental Implementation: Phasing the rollout in manageable segments to enable feedback and adjustments.
3. Training and Support: Providing comprehensive sessions tailored to different user groups and establishing ongoing support channels.
4. Resistance Anticipation: Identifying potential sources of resistance—such as fear of job loss or unfamiliarity—and addressing them through transparent messaging and reassurance.
5. Leadership and Change Champions: Designating advocates at various levels to promote adoption and address concerns proactively.

Equipment, Software, and Training Needs

• Hardware: New servers, workstations, and mobile devices compatible with updated software.
• Software: Enterprise resource planning (ERP), customer relationship management (CRM), and cybersecurity tools.
• Training: Customized instruction sessions, refresher courses, and online resources for staff at all competency levels.
• Support: Dedicated helpdesk, help manuals, and peer support networks to assist during and after the transition.

Transition Period and Resistance Management

During the implementation, operational disruptions can occur. To mitigate this, alternative workflows and parallel runs of old and new systems should be considered. Clear communication about timelines and expectations is essential to reduce uncertainty. Recognizing and addressing resistance, particularly among employees wary of change, will be crucial. Resistance may stem from perceived threats to job security or unfamiliarity with new processes. Offering reassurances, involving employees in decision-making, and highlighting benefits can facilitate smoother acceptance.

Conclusion

By strategically allocating internal and external resources, adopting a phased implementation plan, and employing a comprehensive change management approach, we can minimize risks and foster a positive environment for technological change. Continuous monitoring and feedback loops, guided by insights from relevant case studies, will be essential in ensuring the success of this initiative. I look forward to collaborating with all stakeholders to achieve a seamless transition and realize the full potential of our new information system.

References

• Connelly, B. (2016). Too Much of a Good Thing: User Leadership at TPAC. Global Business & Organizational Excellence, 34(3), 28–42.
• Basu, K. K. (2015). The Leader's Role in Managing Change: Five Cases of Technology-Enabled Business Transformation. Global Business & Organizational Excellence, 34(3), 28–42.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Life. Prosci.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Rogers, E. M. (2003). Diffusion of Innovations. Free Press.
• Hiatt, J., & Creasey, T. (2012). Change Management: The People Side of Change. Prosci Learning Center Publications.
• Prosci. (2020). Best Practices in Change Management. Prosci.
• Lewin, K. (1947). Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Change. Human Relations, 1(1), 5–41.
• Hiatt, J., & Blanchard, P. (2010). Full Steam Ahead: Change Management During Uncertain Times. Prosci.
• Schwarz, R. (1990). The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches. Jossey-Bass.