BARRIERS ON IT/IS IMPLEMENTATION
NCCC. It’s is all about people: Their associates, customers, business partners and community. Since starting out as a textile store in 1952 they continue to grow, expanding to different retail businesses and locations to serve more people.They strive to offer Service from the Heart first of all to their associates.They also maintain solid relationships with their business partners to provide a wide assortment of basic and unique merchandise.They are proud of journey and we continue to pay tribute to o founders and history by living up to core values of humility, caring, hard work, excellence and fun. They live for theiraa vision to be A Leader Who Cares. "
Based on our adopted company, the NCCC, these are the barriers in there IS/IT implementation:
VULNERABLE ISSUES
Viruses are designed to spread into other programs and can wreak havoc in a system, crashes and program malfunctions. This is the most common problem in IS/IT implementation in an organization.
COST
In adopting an updated version of any information system no one could deny the fact that the cost of each step in a program development, analysis and loading is not that super affordable specially if it’s providing those features that would boost your company’s progress in line with information system / information technology implementation. These are the examples of cost to be critically discussed in their so-called “business case”.
Installation Cost – the cost of physical linking the sites in the system (usually involves the installation de novo of such a backbone, which includes the wiring, transmission facility and connectivity equipment)
Communication Cost – the cost in time and money to send a message from
Availability Cost – the extent to which data can be accessed despite the failure of some links or sites
o because of the high cost and complexity, usually requires the participation of the telephone company and other service providers in its design, deployment, maintenance
o is seldom free and requires a fee for participation (line charges) and additional fees for services (not just Internet access but fees for maintenance and value-added services); the higher financial outlays for capital (equipment and lines) and monthly service charges and for operating expenses (such as staff) make such networks relatively more expensive for participants,
KNOWLEDGE
Knowledge barriers to technology adoption:
1. networks are more pricey to participate in, potential participants have a challenging job convincing their management, and the institutions they may want to link to, to play
2. potential participants have to be sensitive to interoperability issues because the new technology may or may not work seamlessly with existing technology
3. potential participants, especially those in the government sector, will need to worry about how the new technology will impact the institutions bid process for technology acquisition
4. potential participants will have to worry about how the new technology will affect the process by which they currently deliver services, and what kinds of retooling would be required on their part (new staff recruitment, new ways of working, new technology capabilities, relationships with new vendors and service providers)
5. usually requires maintenance and monitoring both on the backbone and user ends, and may span several layers: physical, Internet and value-added services, and applications layers; the telephone company and other service provider (such as the ISP) or providers may all have to cooperate to provide monitoring at these layers.
6. usually require a highly-skilled, dedicated, paid staff (and volunteer help) who provide these services; volunteer help alone is not sufficient
BUSINESS CASE
This could be considered as a barrier due to these reasons:
* Studying the problem too long without acting
* Trying to get everyone's agreement first
* Educating without changing structures or expectations
* Tackling everything at once
* Measuring nothing or everything
* Failing to build support for replication
Many have been arguing that using information technology within an organization can bring substantial gains. These gains initiallly arose through increased efficiency as back-off operations, such as accounting, controlling of stock and wage processing were computerized but as organizations became more sophisticated in their information systems then operations transferred to front-office aplications. The strategic use of information technology, as compared to transaction processing or operational control, has gained the most attention. The initial enthusiasm for the strategic use of IT has been reduced by evidence that information technologycan be a competitive burden instead of giving competitive advantege, and that the advantage might not be sustainable.
Common Barriers
• Studying the problem too long without acting
• Trying to get everyone's agreement first
• Educating without changing structures or expectations
• Tackling everything at once
• Measuring nothing or everything
• Failing to build support for replication
• Assuming that the status quo is OK
More Barriers to Change
• Lack of such resources as time and commitment
• Resistance to change
• Lack of senior leadership support or physician champion
• Lack of cooperation from other agencies, providers, departments, and facilities
• Ineffective teams
• Burdensome data collection
Essential Elements for Change Effort
• Define the problem
• Define the target population
• Define effective treatment strategies and establish procedural guidelines
• Establish performance measures; set goals
• Define effective system changes and interventions
• Develop leadership and system change strategy
NCCC. It’s is all about people: Their associates, customers, business partners and community. Since starting out as a textile store in 1952 they continue to grow, expanding to different retail businesses and locations to serve more people.They strive to offer Service from the Heart first of all to their associates.They also maintain solid relationships with their business partners to provide a wide assortment of basic and unique merchandise.They are proud of journey and we continue to pay tribute to o founders and history by living up to core values of humility, caring, hard work, excellence and fun. They live for theiraa vision to be A Leader Who Cares. "
Based on our adopted company, the NCCC, these are the barriers in there IS/IT implementation:
VULNERABLE ISSUES
Viruses are designed to spread into other programs and can wreak havoc in a system, crashes and program malfunctions. This is the most common problem in IS/IT implementation in an organization.
COST
In adopting an updated version of any information system no one could deny the fact that the cost of each step in a program development, analysis and loading is not that super affordable specially if it’s providing those features that would boost your company’s progress in line with information system / information technology implementation. These are the examples of cost to be critically discussed in their so-called “business case”.
Installation Cost – the cost of physical linking the sites in the system (usually involves the installation de novo of such a backbone, which includes the wiring, transmission facility and connectivity equipment)
Communication Cost – the cost in time and money to send a message from
Availability Cost – the extent to which data can be accessed despite the failure of some links or sites
o because of the high cost and complexity, usually requires the participation of the telephone company and other service providers in its design, deployment, maintenance
o is seldom free and requires a fee for participation (line charges) and additional fees for services (not just Internet access but fees for maintenance and value-added services); the higher financial outlays for capital (equipment and lines) and monthly service charges and for operating expenses (such as staff) make such networks relatively more expensive for participants,
KNOWLEDGE
Knowledge barriers to technology adoption:
1. networks are more pricey to participate in, potential participants have a challenging job convincing their management, and the institutions they may want to link to, to play
2. potential participants have to be sensitive to interoperability issues because the new technology may or may not work seamlessly with existing technology
3. potential participants, especially those in the government sector, will need to worry about how the new technology will impact the institutions bid process for technology acquisition
4. potential participants will have to worry about how the new technology will affect the process by which they currently deliver services, and what kinds of retooling would be required on their part (new staff recruitment, new ways of working, new technology capabilities, relationships with new vendors and service providers)
5. usually requires maintenance and monitoring both on the backbone and user ends, and may span several layers: physical, Internet and value-added services, and applications layers; the telephone company and other service provider (such as the ISP) or providers may all have to cooperate to provide monitoring at these layers.
6. usually require a highly-skilled, dedicated, paid staff (and volunteer help) who provide these services; volunteer help alone is not sufficient
BUSINESS CASE
This could be considered as a barrier due to these reasons:
* Studying the problem too long without acting
* Trying to get everyone's agreement first
* Educating without changing structures or expectations
* Tackling everything at once
* Measuring nothing or everything
* Failing to build support for replication
Many have been arguing that using information technology within an organization can bring substantial gains. These gains initiallly arose through increased efficiency as back-off operations, such as accounting, controlling of stock and wage processing were computerized but as organizations became more sophisticated in their information systems then operations transferred to front-office aplications. The strategic use of information technology, as compared to transaction processing or operational control, has gained the most attention. The initial enthusiasm for the strategic use of IT has been reduced by evidence that information technologycan be a competitive burden instead of giving competitive advantege, and that the advantage might not be sustainable.
Common Barriers
• Studying the problem too long without acting
• Trying to get everyone's agreement first
• Educating without changing structures or expectations
• Tackling everything at once
• Measuring nothing or everything
• Failing to build support for replication
• Assuming that the status quo is OK
More Barriers to Change
• Lack of such resources as time and commitment
• Resistance to change
• Lack of senior leadership support or physician champion
• Lack of cooperation from other agencies, providers, departments, and facilities
• Ineffective teams
• Burdensome data collection
Essential Elements for Change Effort
• Define the problem
• Define the target population
• Define effective treatment strategies and establish procedural guidelines
• Establish performance measures; set goals
• Define effective system changes and interventions
• Develop leadership and system change strategy
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