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Systems Development and Project Management
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We may also discover human problems which relate to the computer specialists. This often
occurs, as the specialists tend to follow their own technical objectives and do not consider the
overall corporate interest.
Sometimes these problems are, wrongly, treated as relatively temporary and unimportant. But most
writers on this subject consider that it is very important to realise the complexity of such problems and
to develop a planned strategy for the management of change, supported by continuous training.
Changes Resulting from Computer Systems
Some typical changes arising from the introduction of a computer system will be as follows.
(a)
Changes in Relationships
Traditional assumptions are invariably challenged when a new system is envisaged and, when
weaknesses are revealed, management will often feel resentful and less secure. Also managers
involved may find that they have a heavier workload as a result of the change to the computer
application, perhaps forcing them to neglect other matters.
On the other hand, the computer may sometimes be looked upon as breaking down traditional
departmental and divisional barriers, the formation of project teams obliging personnel to work
together.
(b)
Changes in Controls
The system may be regarded as too rigid to be able to deal in practice with the many variable
elements involved. But, it may also be that the organisation finds, for example, that the prompt
and thorough market analysis made available by the computerised system leads to an increase
in its market share.
On the other hand, management could be overwhelmed by the new data outputs, so that
managers still secretly rely on the former, trusted system.
(c)
Changes Relating to Organisation
Greater centralisation of decision-making is possible through the existence of the computer
system. Maintenance of, say, customer accounts may be removed from the branches of an
enterprise and undertaken in regional centres.
(d)
Changes in Planning Activity
Planning may become a day-to-day activity whereas formerly it was an annual budget
preparation exercise, so that the budget can now be recast to give the effect of pricing policies,
actual performance and so on. Managers previously using the pragmatic planning approach
may tend to feel that the system is in charge of them, as planning activity programs, scheduling
and procedures become more exact.
(e)
Inflexibility
One main alteration brought about is that the computer system is very often guilty of giving rise
to rigid inflexibility. People cannot now behave on a “give and take” basis. Rules are now
operated, quite irrespective of the circumstances. Much higher standards of accuracy and
discipline generally bring about resentment – and, it must be added, much pleasure from staff in
uncovering computer errors.
However, a good deal does depend also upon past relationships. Where these have been firstclass between management services staff and the other personnel, then there is more than a
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