Information Systems Journal · 1999 · 136 citations · 0 references
Enterprise Business TransformationInformation SystemsProject ManagementEducationInformation Technology Project ManagementIct GovernanceProject Management PrinciplesChange Management (Itsm)Information Technology ManagementManagementInformation System PlanningOrganizational SystemsBusiness Information SystemsBusiness ChangeInformation ManagementStrategic ManagementNew FrameworkBusinessManagement Of TechnologyTechnology
IS/IT investments routinely drive business change, yet organizational approaches to managing these developments have remained largely unchanged for 15–20 years and rely heavily on traditional development and project‑management methods. The study aims to develop a new framework for IT‑enabled change management that better reflects contemporary realities than existing approaches. The authors derived a first‑principles framework, then refined it through application and testing across diverse real‑world projects, treating most IS/IT initiatives as business projects that inherently drive change. The resulting framework was validated across multiple projects, confirming its effectiveness for managing IT‑driven business change. Abstract.
Abstract. Although information systems and technology (IS/IT) investments have always caused varying degrees of business change, the main purpose of many of today’s IS/IT implementations is to change the business and/or organization in some significant way. However, most organizations’ approaches to managing IS/IT developments have changed little in the last 15–20 years and are heavily dependent on methodologies of IS/IT development and associated project management principles. The philosophy being adopted by many organizations today is that there are few IS/IT projects (some infrastructure investments only) that do not cause business changes and therefore they are really ‘business projects involving IS/IT’. This exploratory research set out to devise a new framework for ‘IT and change’ management, which is more appropriate to today’s realities than traditional approaches. The initial framework was derived from ‘first principles’, then adapted and further developed by applying and testing it in a range of real projects in organizations. This paper summarizes the results of that work.