What is System Implementation?
System Implementation is the third phase in the JISC infoNet lifecycle approach, during which:
- the hardware and software system components are installed;
- the selected software is configured and tested;
- the software may be customised to meet local functional requirements;
- data mapping, cleansing and migration take place;
- reporting requirements are specified and reports produced;
- the whole system is tested before being approved, signed off and becoming a fully operational production system.
Simple, isn't it? No, it isn't. System implementation projects are long difficult journeys by which organisations move from an old set of technology to a new one. Following a trend that goes back to the 1980s, these projects are far more common now than software development projects. Few colleges or universities have the combination of size, uniqueness and a wealth of technical resources to justify developing systems from scratch. Coupled with increasingly-dynamic external changes for both inputs and outputs to these systems, most tend to buy systems if they are available. Commercial systems developed for business purposes may demand major changes to traditional administrative approaches and result in cultural clashes. These issues are equally, if not more, evident where the implementation of learning management systems challenges accepted pedagogic practice.
The JISC is looking at alternatives to the implementation of large-scale 'monolithic' systems for e-Learning. The e-Learning Frameworks and Tools programme is developing a resource base providing advice and 'glueware' code to enable sets of e-Learning tools to interoperate, thus reducing dependence on commercial suppliers. Using bundles of such tools may prove cost-effective for some institutions but planning, consultation and consideration of process remain equally important in this type of scenario.
To implement a system successfully, a large number of inter-related tasks need to be carried out in an appropriate sequence. Utilising a well-proven implementation methodology and enlisting professional advice can help but often it is the number of tasks, poor planning and inadequate resourcing that causes problems with an implementation project, rather than any of the tasks being particularly difficult. Similarly with the cultural issues it is often the lack of adequate consultation and two-way communication that inhibits achievement of the desired results.
