SYSTEM IMPLEMENTATION

LECTURE 6
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OVERVIEW
 Implementation is a process of ensuring
that the information system is
operational.
 It involves; constructing a new system

from scratch or constructing a new

system from the existing one.
 Implementation allows the users to take

over its operation for use and

evaluation.
 It involves training the users to handle

the system and plan for a smooth

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conversion.
SYSTEM IMPLEMENTATION
 Is the delivery of the designed
system into production (meaning
day-to-day operation)
 The implementation phase is
undertaken upon the approval of the
system specifications. It is putting a
system into actual use i.e. in life
operation.
 Main activities which are
undertaken/supervised by the
systems analysts or project leader 3

during implementation are to:-

CONT’ED
 Prepare the physical site when introducing a
computerized system into an organ, the work required to
prepare the physical site, location for the subsequent
delivery for the new system can be time consuming. May
involved erecting new building or extensions to exiting
buildings. Cost estimates e.g. for wiring, air conditioning etc.
 Select and assign personnel based on the job
descriptions; the personnel department/section of the
organization. will be responsible for selecting the necessary
employees and assigning them to specific job functions. This
depends whether skilled or motivated employees are
available.
 Train personnel. The system analyst participates in
training the organization. personnel to be able to operate
the newly designed computerized system efficiently.
Seminars should be organized to train employees to make 4
them be aware of the new information system.
CONT’ED
 Acquire and install computer equipment –
Equipment acquired include CPUs, I/O devices and
secondary storage devices (peripherals) and other
computer accessories.
 Establish controls and standards – Upon determining

the functional changes of the new system, necessary

controls and standards must be established. The process
of thinking about the controls and standards that are
needed for the new system should actually begin during
the process of determining the functional changes.
 Convert data files (data conversion) - when
converting manual data files to computer storage media,
care must be taken to ensure that no errors during the
conversion process.
 Acquire computer programs – For each of the process

functions to be handled by the new computerized 5

systems, programs must be available in a particular

language e.g. C++, Pascal etc.
CONT’ED
 Test computer programs – After the comp.
program which have been developed/brought/
acquired the logic of the programs. The testing
activity on the computer programs is known as
debugging (detecting and eliminating computer
program errors).
 System testing – After all parts of the system e.g.

programs, data files or data, hardware, live ware etc.

are complete and ready they are first tested
individually. Then testing all the system as an entity
is done to ensure they are compatible and function
as was intended. A poorly tested system is a
frequent cause of problems during and after
implementation, or new procedure manuals, new
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hardware, and all system interfaces must be tested
to ensure that they meet the standards.
SYSTEM CHANGEOVER/CONVERSION
 System changeover/system conversion refers
to those activities necessary to transfer
operations from the old information system
to the new information system.
 These are four changeover methods:-
Parallel running

Direct changeover

Phased changeover

Pilot changeover

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PARALLEL RUNNING/CONVERSION
 Refers to the process of converting from an old system
to a new system by running both systems
simultaneously/concurrently/side by side.
 The two systems operate simultaneously for a certain
period of time.
 All the organisation processing activities are handled
independently by both systems.
 The resultant output from each system are then compared
and any differences reconciled.
 The causes of errors can be investigated and revisions made
in the final design of the new system.
 The time necessary for parallel conversion depends on the no
of processing discrepancies detected and the time required
to make improvements in the new system.
 The implemented controls of the new system should also be
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observed and tested to ensure they are functioning as
planned.
ADVANTAGES AND DISADVANTAGES
Advantages
 Personnel/staff become familiar with the system

prior to the actual changeover/cut over

 Provides a method of training in the new system
 The entire system may be checked prior to the 1st

production run

Disadvantages
 There are additional costs of running two systems

concurrently hence costly.

 Requires more staff - hence additional cost for

training staff.
 Cross checking is difficult & taxing.
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DIRECT CHANGE OVER
 A process in which the old system is dismantled
immediately as the new system is put into
place. In this method the old system is
immediately done away with when the new system
is implemented.
 This method may/might be employed under any of

the following circumstances:-

 The system is not replacing any other system.
 The new system is either very small or simple.
 The old system has so many weaknesses that a
parallel conversion would serve no useful
purpose.
 The new system design differs so much from that
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of old system or the old system is judged
absolutely without value.
ADVANTAGES AND DISADVANTAGES

Advantages
 Less expensive compared to parallel
running.
 Normally very useful when simple systems

conversions in which failure of the new

system would not be useful
 Does not require a lot of personnel/users

Disadvantages
 Extremely risky (might fail), there will be

nothing to fall back to.

 Places an organization in a do or die
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situation
 PILOT CONVERSION
 Process of converting from an old system by installing
the entire new system by using it in only one part of
an organisation i.e. the new system is put into place bit by
bit i.e. department wise, section wise, branch wise etc.
Phased conversion
 Process of implementing only part of the new system,

one time or a step by step approach, where a portion of

a system is implemented in all sections, or
departments of the organisation.
 It is continued over a period of time until entire system

have been converted. The new system is implemented in

modules rather than implementing it at once.
 With phased conversion you give some part of the

system to everyone (in on organization) whilst with

pilot you give the entire system, to only some
people in an organisation. 12
ADVANTAGES OF PHASED AND PILOT CHANGEOVER
Advantages
 Causes minimum disruption.

 Are usually less costly.

 Allow the system to be implemented quickly.

 No need for additional personnel.

 Allows for training of personnel in the new system.

 The peak demands are lighter on the end users and the

operational environment.
 Risk associated with errors or failures are often limited.

Disadvantages
 Interfacing with the old system and the new one is

problematic.
 Problems on ensuring that the first phase is implemented
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and converted
SYSTEM CHANGEOVER/CONVERSION

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SYSTEM CHANGEOVER/CONVERSION

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USER/STAFF TRAINING
 The staff should be trained on how to use the
new system.
Objectives of staff training
 To convince the user department staff that

the new system is an effective and

efficient one.
 To enable the staff to carry out the tasks

required of them in support of the new

system.
 To overcome the fear of change, suspicion

and any feeing that they may not be able to

cope with the demands of the new system. 16
STAFF TO BE TRAINED
All staff who will come into contact with the
system will need some training. This
includes;
 The management & staff of the
department(s) whose work is being
computerized.
 The staff of any other department which is at

all affected by the new system

 The organization’s management.

 Staff in the E.D.P. department such as

operators, media librarian, data preparation

clerks and data control staff.
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 The auditors.
METHODS OF TRAINING
 Procedural training – This approach provides an
individual with the written procedures describing
his/her activities as the primary method of training.
 Seminars and group discussions- This approach

allows the analyst to reach many people at one time.

 Tutorial Training – As the name suggests this

approach to training is of a more personal nature

and consequently is fairly expensive
 On the job training – Usually an individual is

assigned simple tasks and given specific instructions

on what is to be done and how it is to be done.
 Demonstrations

 Manual reference

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METHODS OF TRAINING
 Film shows
 Visits

 Case studies

 Lectures

 Group discussions

 Literature

 Role playing

Training of staff on the new system must be

taken with a lot of precaution as individuals
has their areas of interest and operation.
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 Refers to a written material that explains
SYSTEM DOCUMENTATION

what the information system does and how

the people interact with the system.
 It must be clearly identified and dated. All

documents must be easy to understand and

self supportive.
 The system analyst prepares most of the

systems documentation which contains all

data dictionary entries, data flow
diagrams, screen layout source
documents, users guidelines and system
request forms that originally initiated the
process. 20
CATEGORIES OF DOCUMENTATION
1. Analytical Documentation – Consists of all the
records and reports produced when a system is
initiated.
 It should consist of user request, stating the problem

of a feasibility study that evaluates possible solutions and

project plan that estimates the time and resources
required to develop and implement the system.
2. System Documentation
 Encompass all information needed to define the
proposed computer based system to a level where it
can be programmed, tested and implemented. This
documentation comes up with system specifications,
which acts as permanent record of the structure.
 Its functions are work flow and controls on the system.

This documentation is the basic means of

communication between the system design,
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programming and user functions.
 CATEGORIES OF DOCUMENTATION
 3. Program Documentation Comprise of the records of
the detailed logic and coding and the constituent
programs of the system. This documentation aids the
program development, general program
maintenance, software conversion at a later date
and program changeover.
 It covers both specific application programs, and in-

house developed software.

4. Operations Documentation
 Specifies those procedures required for running the

system by the operations personnel.

 It gives the general sequence of events for performing

the job and defines precise procedures for data control

and security, data preparation, program running, output
distribution and additional operations. 22
GUIDELINES FOR PREPARING PROGRAM AND
SYSTEM DOCUMENTATION
 Maintain clarity and conciseness.

 Use graphics liberally (generously). A picture is

worth a thousand words.

 Relate pieces of information. Pieces of
documentation should relate to each other in an
organised, structured manner.
 Emphasize dataflow. Organise and design all
documents to facilitate tracing the movement of
data through the whole program or system.
 Keep the user in mind. Use familiar terms and define

those unknown clearly.

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USE/ MERITS OF DOCUMENTATION
 Communications tool. Documents, flowcharts,
and descriptive material on a system or program
enable the programs and analysts to communicate
with each other effectively. Graphic
documentation minimises the possibility of
ambiguous explanation or inaccurate references.
 Facilitates troubleshooting. Detection and
correction of malfunction or error conditions in a
system are greatly aided by adequate
documentation. It helps to trace and analyse the
workings of a system or program.
 It aids a trouble shooter in evaluating system

performance.
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USE/ MERITS OF DOCUMENTATION
 System maintenance. Thorough system documentation
facilitates the revision, changing or modification of an
existing system.
 It provides the necessary information to allow correction or
review/revisit i.e. maintenance of a system or its computer
programs.
 Personnel training. Including training new staff. It aids in
designing training programmes for operators. It spells out
the specifications of the flow, indicating by whom, where,
and why jobs are done at particular places.
 It is meant to provide operating instructions to users,
operators, media, and data clerk e.t.c.
 Consistency. Good documentation facilitates consistent
and uniform application of procedures, policies and
practises within the system.
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 Acts as reference materials for the system i.e. provision
for the construction of the system in case it is destroyed.
USE/ MERITS OF DOCUMENTATION
 Management tool. It provides management

with a picture of how the system operates

and background information needed, when
making intelligent decisions.
 Auditing. For those organisations which are

subject to computer auditing, complete

system documentation enables auditors to
identify personnel records, facts and data
promptly and accurately.

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DEMERITS OF DOCUMENTATION
 It makes employees do their work
mechanically, with little thinking, under
the guise of documentation.
 Written policies lead to rigidity and
undermine any attempts at innovations or
adaptation to changing environment.

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SYSTEM MAINTENANCE
 System Maintenance is the process of
modifying a software product after it has
been delivered to the customer.
 The main purpose of system maintenance

is to modify and update software

application after delivery to correct faults
and to improve performance.
 It is an important part of system
development that includes the activities
which corrects errors in system design
and implementation, updates the
documents, and tests the data.
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TYPES OF SYSTEM MAINTENANCE
Corrective maintenance
 Corrective maintenance of a software product may be

essential either to rectify some bugs observed while

the system is in use, or to enhance the performance of
the system.
Adaptive maintenance
 This includes modifications and updations when the

customers need the product to run on new platforms,

on new operating systems, or when they need the
product to interface with new hardware and software.
Preventive maintenance

This type of maintenance includes modifications and

updations to prevent future problems of the software. It
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goals to attend problems, which are not significant at
this moment but may cause serious issues in future.
SYMPTOMS OF A FAILING PROJECT
 Increased or high maintenance costs
 Frequent system failures

Causes of computer project failures

 Poor planning and/or lack of adequate
management. A lot of planning and preparation
needs to be done. The larger and more complex the
system is the more planning is required. The
management must take control of planning, defining
system objectives and monitoring progress.
 Inadequate systems specification. An
organization must define what it expects the
computer systems to achieve, based on its business
requirements.
 Lack, poor, or inadequate documentation. This
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is a major source of system failures.
 Technical causes
REASONS WHY CHANGES ARE ESSENTIAL TO AN
INFORMATION SYSTEM
 Technical changes in hardware, software; they might

require upgrading or might have become absolutely

obsolete.
 Change in the user’s department procedures.

 Change in organization policy or change in legal

requirements e.g. new taxation procedure and

credit policies e.t.c.
 Change in management, who may bring in new

ways of doing things.

 Change in volume of data and documents to be
processed.
 Changes to improve the efficiency of the system.
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 Acquisition and mergers of organization.
REASONS FOR STAFF RESISTANCE TO SYSTEM CHANGE
 Fear of change. People are creatures of habit and
hence are afraid of change.
 Fear of loss of job or reduction in wage of

inability to learn a new job or loss of prestige, or

loss of interest in job.
 Fear of failure. People are afraid that they may

never adapt to the computer technology.

 Suspicion of management motives in making the

change, which may be org in method. A suspicion

that their experience in the old system will be
wasted when a new system is introduced.
 Resentments in personal attack i.e. a feeling

that any change is personal criticism of a way one

employee was doing the job before. 32
 REASONS FOR STAFF RESISTANCE TO SYSTEM
CHANGE
 Social upset by breaking up a working group, domestic
effects e.g. shift work, lack of promotion prospects.
Cohesive social groups may be broken up, together with
established relationships, role and customs.
 Ignorance about computers and fear that the younger,
more enthusiastic people might take over their position and
authority, forcing them into redundancy, early retirement or
job with less status.
 Lack of understanding. The user may not understand the
benefits of the computer system in their jobs. Thus this will
create resistance since the computer will be looked upon as
an intruder.
 Loss of control. The management may be afraid that once
a computerised information system is implemented they
might lose control of the organisation.
 Fear of the unknown. Unfamiliar things pose insecurity 33 to
people and staff resent things they are not familiar with.
Familiar things represent security.
WAYS OF OVERCOMING RESISTANCE
 Keep people in the picture well informed, give
them full reasons and sell the benefits to them.
 Give people an opportunity to participate in

making the changes by making suggestions.

 Give security which may mean to guarantee the

financial future, job security, providing training; give

a clear cut answer to their fears.
 Take time in introducing change, create the right

favourable/conducive atmosphere, and give

people time to get accustomed or used to an idea
before implementing it.
 There is need to build up good relationships .

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WAYS OF OVERCOMING RESISTANCE
 Cultivate the habit of change. If changes are
frequent they will be more acceptable because
people will be used to them.
 Tell the [gospel] truth [all the time, to eliminate

suspicion].
 Readily show concern for the affected group/staff.

 Preserve existing social groups as far as possible

to maintain cohesiveness.
 Employee who are retrenched or become redundant

should be copiously compensated.

 Effective communication. Let people to be
affected by introduction of the new information
system know well in advance. Prepare them
psychologically. 35