Welcome to the InfoSci Platform
Reference Hub4
A Case of Information Systems Pre-Implementation Failure: Pitfalls of Overlooking the Key Stakeholders' Interests

A Case of Information Systems Pre-Implementation Failure: Pitfalls of Overlooking the Key Stakeholders' Interests

Christoph Schneider, Suprateek Sarker
Copyright: © 2005 |Volume: 7 |Issue: 2 |Pages: 17
ISSN: 1548-7717|EISSN: 1548-7725|ISSN: 1548-7717|EISBN13: 9781615205158|EISSN: 1548-7725|DOI: 10.4018/jcit.2005040104
Cite Article Cite Article

MLA

Schneider, Christoph, and Suprateek Sarker. "A Case of Information Systems Pre-Implementation Failure: Pitfalls of Overlooking the Key Stakeholders' Interests." JCIT vol.7, no.2 2005: pp.50-66. http://doi.org/10.4018/jcit.2005040104

APA

Schneider, C. & Sarker, S. (2005). A Case of Information Systems Pre-Implementation Failure: Pitfalls of Overlooking the Key Stakeholders' Interests. Journal of Cases on Information Technology (JCIT), 7(2), 50-66. http://doi.org/10.4018/jcit.2005040104

Chicago

Schneider, Christoph, and Suprateek Sarker. "A Case of Information Systems Pre-Implementation Failure: Pitfalls of Overlooking the Key Stakeholders' Interests," Journal of Cases on Information Technology (JCIT) 7, no.2: 50-66. http://doi.org/10.4018/jcit.2005040104

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

This case study examines an often overlooked context of information system failures, that of pre-implementation failure. It focuses on an Information Systems Development (ISD) project at a large public university that failed even before implementation could get under way. Specifically, it describes the vendor selection process of a proposed computerized maintenance management system. While the managers in charge of the project took great care to avoid commonly discussed types of information systems failures by emphasizing user involvement and trying to select the best possible system they could afford, non-functional requirements, procedures as outlined in the RFP, and the roles of relevant but relatively “hidden” decision makers during the pre-implementation stage of the project were overlooked. This led to the termination of the project after an appeal was lodged by a software vendor whose product had not been selected for implementation.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.