e-Commerce Desaign Fundamentals

Bab #10 Change ManagementWhat we anticipate seldom occurs: what we least expect generally happensBenjamin Disraeli12/5/2013UI2Change Management ad Business Transformation 12/5/2013UI3Change managementManaging process, structural, technical, staff and culture change within an organization.Business transformationSignificant changes to organizational processes implemented to improve organizational performance.Some of The Challenges of Implementing and Managinge-Commerce12/5/2013UI4 SchedulingWhat are the suitable stages for introducing change? Budgeting How do we cost e-business? Resources needed What type of resources do we need, what are their responsibilities and where do we obtain them? Organizational structures Do we need to revise organizational structure? Managing the human impact of change What is the best way to introduce large-scale e-business change to employees? Technologies to support e-business change The roles of knowledge management, groupware and intranets are explored.Key Factors in Achieving Change12/5/2013UI5

Element of 7S12/5/2013UI6

Econsultancy, 200712/5/2013UI7Only 58% of respondents say that their projects always achieve their goals, and yet only21% of them say they always achieve deadlines.Only 39% always achieve budget and a positive ROI.Over 8% of respondents never meet their project deadlines and nearly 6% never deliver their projects within budget.Nearly half of all respondents (45.5%) do not have a structured approach to managing their web projects.The Different of Web Related Project12/5/2013UI8Changing customer requirements and market conditions;The breadth of people and skills involved;The raft of stakeholders;Frequently tight or fixed deadlines;A degree of uncertainty;And the need for interaction with real customers.Challenges of Web Project Management12/5/2013UI9

Success Factors for Web Project Management12/5/2013UI10

Considerationthe organisation identifying and prioritising projects in line with the operational plan and the adoption and application of sound project management techniques for each project undertaken and takes into consideration:12/5/2013UI11Business management sponsorship for projectsProgram managementProject management capabilitiesUser involvementTask breakdown, milestone definition and phase approvalsAllocation of responsibilitiesRigorous tracking of milestones and deliverablesCost and manpower budgets, balancing internal and external resourcesQuality assurance plans and methodsProgram and project risk assessmentsTransition from development to operations.Stages in Developing an e-Business Solution12/5/2013UI12

Explicit vs Tacit (2 Different Types)12/5/2013UI13Explicit Details of processes and procedures. Explicit knowledge can be readily detailed in procedural manuals and databases. Examples include records of meetings between sales representatives and key customers, procedures for dealing with customer service queries and management reporting processes.Tacit Less tangible than explicit knowledge, this is experience on how to react to a situation when many different variables are involved. It is more difficult to encapsulate this knowledge, which often resides in the heads of employees. Techniques for sharing this knowledge include learning stories and histories. Examples include knowing how to react when changes occur in the marketplace, such as a competitor launching a new product or a major customer looking to defect. Knowing how to analyse and respond to information in management reports depends on tacit knowledge. To acquire tacit knowledge may rely on sharing knowledge with partners outside the company or others in different sectors. So knowledge management should not be considered solely as confining corporate knowledge within the firewalls.Knowledge Management is the management of activities and processes for leveragingknowledge to enhance competitiveness through better use and creation of individual andcollective knowledge resources12/5/2013UI14Knowledge Management #112/5/2013UI15Identify knowledge. This is an analysis of the availability of existing knowledge to support the activities forming existing processes and a gap analysis showing what is missing.Create new knowledge. This reviews methods to create new knowledge. At the personal and team levels, recommended techniques are through training, process problem improvement sessions or brainstorming. At the departmental or organizational levels, knowledge creation can occur through benchmarking against other organizations and through establishing expert groups known as communities of practice or use of consultants or other companies to acquire new knowledge.Store knowledge. Mekhilef et al. point out that much knowledge is typically stored in peoples brains and so will often remain there as tacit knowledge. Knowledge can also be embedded or become part of the organizational memory through revising processes that form team routines. Storing explicit knowledge requires a structured approach to selecting, updating, organizing or categorizing knowledge within information systems.Knowledge Management #212/5/2013UI16Share knowledge. This increases knowledge availability to ensure it is available in the right context i.e. for the right person, at the right time to support their current activity. Mekhilef et al. (2004) identify the stock method of distribution where knowledge is made available through databases and the flow method where knowledge is transferred directly from person to person through collaboration, workshops or mentoring. These authors also say that approaches to support knowledge sharing include: intranets or portals, databases, collaboration, communities of practice, job rotation, coaching, seminars and training. Technology can be used to assist this through making information available through an intranet which enables browsing and searching of document databases or more collaborative approaches such as wikis (web-based discussions which can be authored by several people) or webinars (staff learn through dialling into a presentation or discussion hosted by an expert member of staff).Use knowledge. Since a lot of knowledge remains under-utilized, the authors suggest that the purpose of this stage is to ensure that all effort that is spent in the previous activities pays off! It also involves managing further additions to the knowledge base.Risk Management12/5/2013UI17Identify risks, including their probabilities and impacts.Identify possible solutions to these risks.Implement the solutions targeting the highest-impact, most-likely risks.Monitor the risks to learn for future risk assessment.Summary #112/5/2013UI18Change as a result of e-business needs to be managed on two levels. First, the change that needs to be managed as part of projects to introduce e-business. Second, organization-wide change is required for e-business. We focus on this change in this chapter.Sound project management is required to achieve change. Traditional project management activities such as estimation, resource allocation, scheduling, planning and monitoring are all important here. A project manager also needs to facilitate change by communicating the need for change.Traditional lifecycle stages analysis, design and build can be used to estimate the tasks required for an e-business implementation. Since most e-business solutions will be based on tailoring off-the-shelf packages, there will be a change in balance between the analysis, design, build and implementation phases in comparison with a bespoke solution. Prototyping is essential to achieve the fast timescales required by e-business.Summary #212/5/2013UI19Building a team for e-business will require technical, marketing and project management skills. This will be difficult in the face of a competitive marketplace for these skills and high staff turnover. Tactics should be developed to help retain staff in this environment.To implement e-business, a company will need to partner with a variety of companies. The e-business manager will need to decide whether to outsource activities such as strategy, content development and site promotion at the outset of an e-business project and whether it may be necessary to bring these activities back in-house at a later stage.Summary #312/5/2013UI20Changes to organizational structures are likely to be required to build the e-business. Coordination of e-business-related activities can be achieved through a working party, e-business manager or separate department. Companies may also spin off sell-side e-commerce to a completely separate business.Managing staff responses to change is an important aspect of change. Managers will need to consider how to achieve commitment and action from senior managers and also how to gain staff acceptance of the new system and new working practices. Techniques that may be used are user education, user involvement and achieving support from respected staff. Companies with an outward-looking cultural orientation will be predisposed to e-business-led change while others that have an inwardfacing, inflexible cultural orientation may have to consider changes in culture.