9 CONCLUSIONS
Enterprise-wide daily transactions are difficult to
manage due to their complexity and scope in terms
of rendering services to their clients. As a result,
many organizations employ Information Technology
(IT) to manage their enterprise-wide transactions
and to ensure quality of services. IT, when properly
selected and implemented, helps organizations
increase their efficiency and capabilities which
improves the organization’s competitive advantages.
In spite of the importance of information technology
(IT), IT project failure rates still remain high. This
suggests continued exploration of new process
model and organization structure to nurture strong
project performance.
In this paper we propose a new model for
successful implementation of IT projects. The model
consists of three main components; the first
component is concerned with the stages taken by
organization to deploy new technology innovations
which is in turned composed of four stages:
visioning, matching vision, deployment, and
evaluation and improvement. The second component
deals with the main knowledge barriers to IT
innovation diffusion as suggested by literatures. The
third component is concerned with the critical
success factors of IT innovation implementation as
suggested by various literatures. The proposed
model calls for the establishment of a program
management office to implement corporate strategy
for project management and to transform the
organization into a learning one. The model is
explained in details thru an example of CPOE
implementation.
The acts of sharing are very important since a
project's knowledge will not have much impact on
the organization unless it is made available to other
projects. Although knowledge exists at different
levels of an organization, for instance, at the individ-
ual, team, and organization levels, sharing of
knowledge at the individual level is critical to an
organization.
It is expected as organizations use this model for
several projects; more knowledge would be gained
and used towards more successful project in the
future. Critical success factors would be refined
more and be closely tied with organization culture.
Such learning organizations would be aware of the
repeated knowledge barriers to innovation adoption
and a well defined plan to address these barriers
would be developed. Moreover, the knowledge base
will help these organizations refine their strategies
and prioritized plans.
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