1.1.1Identify the context for which a newsystem is planned.

Mr Trofimczuk Notes:
  • The extent and limitations of a new system should be appreciated:

ISH-Wilma (web base platform to check student assessment & attendance) example:
Good:
Web based-Software not needed
Parents can check
Quick-check attendance, records absence, reports
Less Paper!!

Bad:
Web Based-No internet
Staff Training-still ongoing
Data Accuracy-Time dependent!!

Other examples? New Wi-Fi system at ISH in December 2011 before roll out of teacher Macs-why?
  • Organizational issues related to the installation of new systems such as user roles, underlying technologies. (FINISH AFTER ORIENTATION and start 1.1.2 on Tuesday 21st)

Links:


Notes

Successful change should include these points (Kasper)


The change will benefit the management and the aims of the company and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the aim of the company.

Explain why the change is taking place, the benefits of successful change (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc.)

Devise an effective education, training system

Counter resistance from the employees of companies and persuade them to change.

Provide personal counseling (if required) to alleviate any change-related fears.

Monitor the change and address any updates.



Examples of other systems (good & bad):
GIT system

IPv6 deployment (Kasper)

Benefits

- More domain addresses available
- IPsec integration (security in IP address)
- Unique adresses for each device connected to the internet (cell phones, tablets)

Limitations


- Expensive for companies to change.
- Time consuming to change for companies.
- Training for IT staff of companies.
- Deployment takes many years.



Elias
Examples of organizational change:

Mission changes
Strategic changes
Operation changes (including Structural changes)
Technological changes
Changing the attitudes and behaviors of personnel