Subject category:
Knowledge, Information and Communication Systems Management
Published in:
2009
Length: 16 pages
Data source: Field research
Share a link:
https://casecent.re/p/87061
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
Two practitioners' methods of results-driven incrementalism and options thinking were applied in order to analyse a change of core information systems in a mid-sized UK retail bank. The case links decision criteria for software selection to strategic misalignments which came into force strongly after a roll-out of the new systems, generating six-figure bills for software functionality. The practice of business ownership over software development did not help to eliminate the misalignments. The concluding part of the case reflects on the quality of incrementalism on project management and lists options 'bought' by the business. The case shows how conservative IT and business strategies generated a value-added minimum but failed to deliver value quickly and realise multiple options.
Location:
Industry:
Size:
Mid-size
Other setting(s):
January 2001 to June 2003
About
Abstract
Two practitioners' methods of results-driven incrementalism and options thinking were applied in order to analyse a change of core information systems in a mid-sized UK retail bank. The case links decision criteria for software selection to strategic misalignments which came into force strongly after a roll-out of the new systems, generating six-figure bills for software functionality. The practice of business ownership over software development did not help to eliminate the misalignments. The concluding part of the case reflects on the quality of incrementalism on project management and lists options 'bought' by the business. The case shows how conservative IT and business strategies generated a value-added minimum but failed to deliver value quickly and realise multiple options.
Settings
Location:
Industry:
Size:
Mid-size
Other setting(s):
January 2001 to June 2003