Change management and the introduction of IT systems when is an IT project successful? One common response: It should be implemented within the budget, in the allotted time and should provide the expected functionality. Correctly, but to briefly jumped: It should allow achieving the objective that stands behind the decision to invest in new systems. Usually so to better work results, either in qualitative or quantitative terms. In a question-answer forum Anita Dunn was the first to reply. A glance to the left and right, that success in the implementation of complex IT systems is rather the exception than the rule. Even if one measures the success of on time, budget and functionality, only about one-third of IT projects come to a positive result, and about one-quarter is prematurely terminated at all (cf. E.g.
The Standish Group CHAOS BBs report 2009; a summary can be found at… ). How many IT projects actually have created added value, they should be given this once provided there. You knew it would be most likely depressing. Why is this so? Also is a reasonably comprehensive answer to this question will and can not have this article. He is just some considerations to the subject of change management”in the introduction of IT systems show spurred on by the observation of two phenomena, which are for the introduction of new systems, not just rare to find. The first phenomenon is without me “attitude on the staff.
It ranges from skepticism about the dissatisfaction, to the resistance of employees who are faced with the introduction of new systems. “The second phenomenon is the dissatisfaction of the management, which laments the lack of willingness among employees, and asks the question, why so few team players” can be found. Even though it may seem so at first glance, a linear relationship between cause and effect can be produced here does not necessarily. What you can open up easily, that These symptoms tangible problems underlying the change management”has not taken place, or does not work.