Change projects and IT: close out the project, but do not close out the issue
2006 (English)In: Proceedings of IRNOP VII Project Research Conference, Beijing: China Publishing House of Electronics Industry, 2006, 718-725 p.Conference paper (Refereed)Text
To accommodate the task of an IT-mediated change process in the organizational form of a project is not wholly unproblematic. Knowledge development in the project process can challenge budgeted use of resources and timelines, and goals set, when the task requires or triggers learning and knowledge development. This ambiguity of IT-mediated change projects can cause implications for close-out and the management of IT-mediated change project. The aim of the paper is to analyze close out phases in IT-mediated change projects and identify consequences for the management of the permanent organization. The aim will be fulfilled by a brief analysis of three I-T-projects. It is concluded that inscribed patterns of action in the technology has implications for the close out of the project and the organization hosting the system. The understanding of patterns action is a pre-requisite for the management of the organization hosting the project, if appropriate Actions would be taken after close out of a project. Based an the patterns of action inscribed, the set up of an adequate support organization is essential for exploiting knowledge and ideas from the project, or triggered by the project, if a further organizational development would be facilitated.
Place, publisher, year, edition, pages
Beijing: China Publishing House of Electronics Industry, 2006. 718-725 p.
Economics and Business
IdentifiersURN: urn:nbn:se:umu:diva-119423ISI: 000242042400063OAI: oai:DiVA.org:umu-119423DiVA: diva2:926639
7th IRNOP Research Conference, OCT 11-13, 2006, Northwestern Polytech Univ, Xian, PEOPLES R CHINA