When time is not a constraint: Role of HR and Change Management in an ICT implementation for a small company
Klemola, Erja (2012)
Klemola, Erja
HAAGA-HELIA ammattikorkeakoulu
2012
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2012112716792
https://urn.fi/URN:NBN:fi:amk-2012112716792
Tiivistelmä
This study answers to questions regarding the implementation of ICT tools and especially seeks to understand the process from the stakeholder’s point of view. The underlying research question of the study is: what linkages are there between strategy, project management, human resources, communication and change management.
The result were collected with participant observation and the findings show that in this particular case 60% of the success factors in the ICT implementation were human resources and change management related. By taking premeditated and integrated steps concerning employee engagement, training, communication and most importantly readiness measurements, the project was a success, delivered on time and with no re-sistance to change.
In the end, the findings resulted into a framework, which combines the five elements and which can be used in any change situation across the borders. The framework is not problem-free as one of the findings was that a single project manager cannot take care of the project’s total scope, if people are properly noticed. It is advisable that overall ICT implementations have a technical lead and another project manager for the change, which increases the costs of implementation projects.
The result were collected with participant observation and the findings show that in this particular case 60% of the success factors in the ICT implementation were human resources and change management related. By taking premeditated and integrated steps concerning employee engagement, training, communication and most importantly readiness measurements, the project was a success, delivered on time and with no re-sistance to change.
In the end, the findings resulted into a framework, which combines the five elements and which can be used in any change situation across the borders. The framework is not problem-free as one of the findings was that a single project manager cannot take care of the project’s total scope, if people are properly noticed. It is advisable that overall ICT implementations have a technical lead and another project manager for the change, which increases the costs of implementation projects.