Use The Week 5 Case Study Template To Complete This Assignme

Use The Week 5 Case Study Template To Complete This Assignmentcongrat

Use the Week 5 Case Study Template to complete this assignment. 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. Develop an information systems solution to address an organizational problem. References Brett Connelly.

2016. Too Much of a Good Thing: User Leadership at TPAC. Kallol Kumar Basu. 2015. The Leader's Role in Managing Change: Five Cases of Technology-Enabled Business Transformation.

Global Business & Organizational Excellence , vol. 34, no. 3, pp. 28–42.

Paper For Above instruction

Implementing a new information system within an organization is a complex process that requires careful planning, resource allocation, and change management strategies. This memo outlines the necessary resources, potential challenges, and a strategic approach to ensure a successful deployment that aligns with organizational goals and minimizes resistance.

Resource Assessment and Handling

Firstly, determining the scope of implementation work that can be managed internally is crucial. Based on current team capabilities and project complexity, I estimate that a significant portion—approximately 60%—can be handled by our internal IT staff. This includes initial planning, core system configuration, and some training activities. However, specialized tasks such as system integration, data migration, and advanced security setup will require external consultants or vendor support. Engaging external experts will minimize delays and ensure industry best practices are followed.

Additional resources needed include dedicated personnel for project management, technical support staff, and affordable service contracts with software vendors. Financial resources should prioritize acquiring necessary hardware (servers, network equipment) and software licenses promptly to prevent bottlenecks. An investment in comprehensive staff training programs, including workshops and e-learning modules, is essential for maximizing user adaptation and reducing resistance.

Expediting the Implementation Process

To prevent setbacks similar to Susie Jeffer’s experience, who struggled with resource shortages, it is vital to establish clear timelines and allocate budget buffers. Increasing resource availability—such as hiring temporary staff or consultants—can accelerate deployment without compromising quality. Additionally, scheduling phased implementation modules allows for continuous operation during upgrades, limiting disruption.

Change Management Strategy

Drawing insights from Basu (2015) and Connelly (2016), a structured change management pattern involving stakeholder engagement, transparent communication, and incremental change is recommended. Engaging employees early in the process, soliciting feedback, and providing frequent updates fosters trust and reduces resistance. Training sessions should be tailored to specific user groups, emphasizing benefits and addressing concerns proactively. Recognizing and managing resistance proactively ensures smoother adoption.

Implementation Outline

• Equipment and Software: New servers, updated networking hardware, enterprise resource planning (ERP) software, and collaboration tools.
• Training and Support: Comprehensive training programs, helpdesk support, and ongoing learning resources.
• Operational Continuity: Implement phased deployment during off-peak hours, and maintain parallel systems until full transition.
• Potential Resistance: Concerns about job security, usability issues, and change fatigue. These can be mitigated through transparent communication and involvement.

Conclusion

A carefully planned implementation that leverages external expertise, provides ample resources, and employs a strategic change management approach will greatly enhance the likelihood of success. Addressing organizational resistance early and maintaining transparent communication will facilitate organizational buy-in, leading to a more seamless transition and long-term benefits.

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.
• Connelly, B. (2016). Too Much of a Good Thing: User Leadership at TPAC.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci Learning Center Publications.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Luecke, R. (2003). Managing Change and Transition. Harvard Business School Publishing.
• McKinsey & Company. (2018). Change Management in Practice. McKinsey Insights.
• Reich, B. H., & Benbasat, I. (2013). Factors Important for Success in Information Systems Implementation. MIS Quarterly, 37(3), 681-712.
• Smith, T. J. (2010). Managing Organizational Change: A Multiple Perspectives Approach. Routledge.
• Valentin, J. (2001). Critical Success Factors for Implementing Change. Information Systems Management, 18(2), 23-33.
• Waddell, D., & Sohal, A. (1998). Resistance, change and organizational cultures. International Journal of Operations & Production Management, 18(4), 378-392.