Reorganization of the work system for successful information systems implementation

This paper presents a case study of two attempts to implement a computer based materials management system in a large engineering company. It presents the details of the failure of the first attempt, and an analysis of the problems encountered in the first attempt. The details of the corrective action undertaken, and the successful second attempt are also presented. The analysis of the two implementation attempts suggests the important role of personnel with functional expertise and cross-functional business perspective on design teams. This should facilitate the integrated work-information system design stressed in this paper. The case study illustrates the nature of interrelationships between the work system and the information system and the dependence of the information system on the work system for successful operation. Thus, in some instances the need for reorganization of the work system for successful implementation is highlighted. The analysis also identifies the role of top management in creating the necessary organizational structures for involving users and assigning the responsibility for the success of the implementation of them. The paper also makes recommendations for the development of systems designers through appropriate recruitment, training, and job rotation programs. The paper concludes with a recommendation that systems designers should focus on the integrated work-information system design, rather than limiting the boundary of the systems design to the information processing system and information technology related tasks.