TEKNOLOGI INFORMASI DAN KOMUNIKASI

BAB 5

IMPLEMENTATION
5.1 INTRODUCTION
 The implementation phase as follows: ‘the phase of internal
strategy formation, project definitions and activities in which the
adopted application is introduced within the organization, with
the aim of removing reservations and stimulating the optimum
use of the application.
 In this chapter we shall see that a further distinction can be
drawn between the two domains: on the one hand we can
distinguish between management processes and operational
processes and, on the other hand, between ICT management
and operations
 5.2 DESIGN AND IMPLEMENTATION OF ICT SYSTEMS
AND APPLICATIONS
 Cascading methods
The name cascading method derives from the way it is usually visualized, namely as a number of
consecutive steps that follow one another like the cascades in a waterfall.
 Prototyping
This method presents a model of the intended software to the end users at an early stage. Users
have a hard time making their needs and requirements explicit. Prototypes can help users to
understand the
possibilities of systems. By offering multiple versions the usability of possible versions can be
assessed
 Integration cascading and prototyping methods
The two methods described above have been integrated in the Spiraling model designed by Boehm
(1988). his model includes planning, analysis and design phases, but an evaluation phase (review
by users) has also been added.
5.3 DESIGN AND IMPLEMENTATION OF ICT SYSTEMS AND
APPLICATIONS: ORGANIZATIONAL INTEGRATION
Henderson and Venkatraman (1993) suggest four ways to move through the model
and thus assess the potential consequences for an organization

 The introduction of new ICT systems and applications can lead to new strategic
co-operation, which in turn affects the organization’s structures and processes
 On the other hand the initiative for strategic changes can also come from
management : technology transformation.
 A third perspective is called strategy execution.
 the one where the ICT strategy is aimed at improving the service levelof the
organization by making better use of the ICT infrastructure and processes
5.4 CRITICISM OF EXISTING DESIGN AND
IMPLEMENTATION METHODS
Limburg (2002: 58) summarizes the criticism as follows:

• Different parties and people involved have different interests and ideas
about reality.
• Organizations and their environments change continuously, often in an
unpredictable and uncontrollable way (Orlikowski et al.,1999) and, as a
result, the usage also changes.
• It is impossible to specify a design in detail, the design itself can be
attribute to changes and lead to unexpected use.
5.5 ORGANIZATIONAL IMPLEMENTATION

The choice of an implementation strategy is largely based upon three factors:

 first, the degree to which the end situation is clear;
 secondly, the size of the planned change; and;
 thirdly, the degree to which management and organizational members have an
equal say in the change.

Together, these three factors will influence the amount of resistance against a
change that is to be executed and the choice for a specific implementation strategy
Kim and Lee (1991) point to the barriers that can exist between
departments :
 The empirical, rational strategy:
 The normative, re-educative strategy:
 The power/coercive strategy

Van der Zee (1995) presents a framework in which four

implementation strategies are presented:
• Diffusion approach
• Directive approach
• Interactive approach
• Development approach:
Vinkenburg (1995) provides five steps in the actual process of
changing an organization. In this process the change agent fulfils
an important role:
 Direct attention :a change agent should create a situation in
which others can focus on the intended change.
 Provide perspective :a change agent should be able to show the
added value of a change not only for the top management, but
also for the individuals on the work floor.
 Create a change climate : a change agent should be directly
accessible for organizational members and create support for
the change.
 Plan the intervention :a change agent should plan how the actual
change will take place
 4.4 CONCLUSION
Implementation can be interpreted in a broad as well as a narrow
sense. A broad definition takes into account everything that takes
place between the decision to adopt and the actual use. It is possible
to make a further distinction between the more technical
implementation of the ICT system and application on the one hand,
and the organizational implementation, on the other.

In this sense, implementation involves the behaviour of employees,

expectations with regard to the changes, hierarchies and
organizational change made possible by ICT systems and
applications. Management has to make sure that the organizational
changes take place as smoothly as possible and is responsible for a
change in strategy
 Question
1. Berikan 4 cara dalam merubah model kemudian sampai
denan konsekuensi yang berpotensia pada sebuah organisasi !
2. Pada dasarnya pemilihan implementasi ICT ada 3 faktor,
sebutkan jelaskan secara singkat !
3. Berikan penjelasan singkat dari 4 strategi implementasi
berdasarkan Van Der Zee (1995)
4. Berikan penjelasan singkat pada studi kasus di dalam video ,
bagaimana implementasi ICT berdampak pada sebuah
organisasi, khsusnya bidang kesehatan!