Transforming The Organization Due Week 5 And Worth 175 Point

Transforming the Organization Due Week 5 and worth 175 points 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 Connelly (2016) to think about what resources you’ll need to get your new information system up and running. Please also review the five case studies in (Basu 2015, p. 32-35) 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: 1. 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? 2. Outline a change management strategy: 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? 3. 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.

Paper For Above instruction

The successful implementation of a new information system within an organization requires meticulous planning, resource allocation, and effective change management. Drawing from Connelly (2016) and Basu (2015), this paper outlines an integrated approach to managing such a transformative process, ensuring minimal disruption and maximum benefit to the organization.

Assessing Implementation Capabilities and Resource Needs

To determine how much of the implementation work I can handle, a clear assessment of my current skills, experience, and available time is necessary. Typically, I can oversee project planning, coordinate teams, and handle vendor communications. However, technical deployment, network configuration, and software customization may require specialized expertise. Therefore, engaging additional professionals—such as IT specialists, project managers, and trainers—is essential. Moreover, allocating sufficient funds for hardware upgrades and software licenses is critical, along with setting realistic timelines to prevent scope creep and burnout.

Expediting the process entails bringing in experienced consultants and leveraging existing internal expertise. As Basu (2015) emphasizes, early involvement of change agents and stakeholders minimizes resistance. Adequate planning ensures that resource limitations do not hinder coverage or quality, preventing situations like that of Susie Jeffer, who struggled due to inadequate support and scope management.

Change Management Strategy

Implementing a new information system necessitates comprehensive change management. The first step involves determining the hardware and software requirements—such as servers, networking equipment, enterprise resource planning (ERP) modules, or customer relationship management (CRM) systems—that align with organizational goals. Training is equally vital; staff must be equipped with the skills to operate new tools confidently. This can be achieved through hands-on workshops, e-learning modules, and ongoing support sessions.

During transition, maintaining operational continuity is paramount. This may involve running parallel systems, phased rollouts, or temporary manual processes. Resistance is inevitable, often stemming from fear of change, job security concerns, or unfamiliarity with new technology. Addressing these issues proactively by involving staff early and communicating the benefits helps mitigate resistance. Additionally, implementing 'champions' within departments can facilitate peer support and foster acceptance.

Evidence Supporting the Assessment

To validate the proposed approach, I draw upon case studies such as those presented by Basu (2015), which demonstrate successful change management frameworks that combine technical readiness with stakeholder engagement. Furthermore, Connelly et al. (2016) highlight the importance of realistic resource assessment and transparent communication, emphasizing that acknowledgment of personal and team limitations enhances credibility and decision-making accuracy.

Alternative assessments, such as delaying implementation or underestimating resource needs, pose risks of project failure, costs overruns, or staff dissatisfaction. Hence, a rigorous evaluation incorporating risk analysis and contingency planning is indispensable. Using these strategies ensures the assessment remains accurate and comprehensive, satisfying even the most skeptical executives.

Conclusion

In summary, a successful implementation hinges on realistic resource assessment, strategic change management, and robust evidence-based validation. By carefully managing resources, supporting staff through training and communication, and addressing resistance proactively, the organization can achieve a seamless transformation that enhances operational efficiency and competitive advantage.

References

• 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. http://doi.org/10.1002/joe.21602
• Connelly, B., Dalton, T., Murphy, D., Rosales, D., Sudlow, D., & Havelka, D. (2016). Too Much of a Good Thing: User Leadership at TPAC. Information Systems Education Journal, 14(2), 34-42.
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