This thesis provides support for practitioners in user-centric decision making to facilitate identifying and managing involved changes and opportunities on the human side of IT implementation, aligning CM, BPM and supplementary Design Thinking concepts and methods and building a connection to derived fields of action and corresponding recommendations, as well proposing time-allocation for implementation phases that represent life cycles of such projects. Those management disciplines on the basis of gained findings can provide reasonable support for practitioners in user-centric managerial decision making.
Digital Transformation (DT) is currently a major trend. Diverse application of IT systems within the working environment such as cloud-based collaborative solutions, drew the attention of the business world to assess potential benefits, arising challenges and incurred costs of DT for organizations and their workforce. While DT initiatives often aim to integrate digital technology into areas of business and are initiated and communicated by management on a strategic level at the beginning, challenging operative digitalization and transformation is conducted by external or internal project teams in IT implementation projects. Despite great initial enthusiasm around digital topics and introducing new IT solutions, most planned change processes in organizations do not achieve the desired result.
While extensive recommendations for managerial decision making on this topic were proposed in current literature, most recommended fields of action and interventions provided only high-level support lacking ideas for practical execution. Thus, expanding research in this field on investigating the practical realization of IT implementation projects was demanded.
Table of Contents
1. Introduction
1.1 Problem statement and research issue
1.2 Research question and objective of the master thesis
1.3 Structure of the thesis
2. Theoretical foundation
2.1 Examining the nature of Digital Transformation and IT implementation projects
2.1.1 Definitions of the term Digital Transformation
2.1.2 Connection of DT to IT Implementation projects
2.1.3 Transition to Microsoft Office 365 as a distinctive example for complex IT implementation projects
2.2 User-centric perspective from a socio-psychological view
2.2.1 The concept of resistance and acceptance
2.2.2 Phase models explaining human resistance and reaction to change
2.2.2.1 3 phase model of Kurt Lewin to structure change processes in social groups
2.2.2.2 7 phase model of Richard Streich describing emotional reaction to change
2.2.2.3 8 step model by Kotter providing guidance for proactive management of change
2.3 User centricity based on human interaction with and reasons for adoption and usage of IT
2.3.1 The concept of acceptance and adoption
2.3.2 Technology Acceptance Model 3 (TAM 3) explaining adoption and usage of IT
2.4 Management disciplines as enabler for planning and execution of managerial decision making within IT implementation projects
2.4.1 Change Management (CM)
2.4.2 Business Process Management (BPM)
2.4.3 Design Thinking as supplementary management discipline
3. Research methodology
3.1 Design science research approach (DSR) as foundation
3.2 Awareness of a problem and initial proposal for solution
3.3 Construction of the desired solution
3.3.1 Research approach
3.3.2 Research design and data collection
3.3.2.1 User and expert interviews as method for data collection
3.3.2.2 Supplementary personal talks and workshops
3.3.3 Sampling
3.3.4 Interview guidelines
3.3.5 Conducting the interviews
3.3.6 Qualitative research analysis method
4. Findings and analysis
4.1 Summary of findings
4.1.1 Interview topic 1: Perception and definition of the term Digital Transformation
4.1.1.1 Attributes associated with the term Digital Transformation
4.1.1.2 Individual definition of the term Digital Transformation
4.1.2 Interview topic 2: Experiences and challenges within IT implementation projects
4.1.2.1 Perceived level of Digital Transformation
4.1.2.2 Ongoing DT initiatives and IT implementation projects
4.1.2.3 Achievements
4.1.2.3.1 Added value in efficiency and / or effectiveness of work
4.2.3.1.2 Control and flexibility
4.2.3.1.3 Perceived ease of access and use
4.2.3.2 Challenges
4.2.3.2.1 Human aspect within IT implementation
4.2.3.2.2 Transparency and communication
4.2.3.2.3 Testing and training
4.2.3.2.4 Technical aspects and ease of use
4.1.3 Interview topic 3: Interaction of management and employees
4.1.4 Interview topic 4: Application of adequate concepts, methods and tools
4.1.4.1 Change Management perspective: stakeholder-specific communication of user-centric vision and goal setting
4.1.4.1.1 Role of external consultants
4.1.4.1.2 Application of specific methods and tools
4.1.4.1.3 Perceived added-value and usefulness
4.1.4.1.4 Time dimension
4.1.4.2 Business process management perspective: visualization of changes
4.1.5 Interview topic 5: Future outlook
4.2 Thematic analysis
4.2.1 Central theme 1: Change Management
4.2.1.1 Definition of vision and purpose
4.2.1.2 Target-group-specific communication
4.2.1.3 Continuous flow of information
4.2.2 Central theme 2: Business Process Management
4.2.2.1 User-centric implementation approach
4.2.2.2 Transparency of transition by definition and visualization of change process
4.2.2.3 Allocation of responsibilities & tasks
4.2.3 Central theme 3: Technology
4.2.3.1 Perceived added-value & usefulness of the system
4.2.3.2 Connection to business requirements and daily work routines
4.2.3.3 Perceived ease of use
4.2.3.4 Testing and training
4.2.4 Central theme 4: Driving forces and facilitating infrastructure
4.2.4.1 Management commitment, incentivization and support
4.2.4.2 Support services and contact persons
5 Discussion of findings
5.1 Designing framework layers by connecting theoretical foundations and interview findings in the context of IT implementation projects
5.1.1 Superimposition of project cycle phases in IT implementation projects as first layer
5.1.2 Harmonization of user-centric fields of action and recommendations as second layer
5.1.2.1 Perceived suitability of communication and transparency of transition (I)
5.1.2.2 Perceived added-value and usefulness of the system (II)
5.1.2.3 Perceived driving forces and infrastructural support (III)
5.1.2.4 Individual characteristics and professional background as moderators
5.1.3 Allocation of applicable methods to superordinate layers as third layer
5.1.3.1 Allocation to fields of action and recommendations
5.1.3.1.1 Allocation of CM methods
5.1.3.1.2 Allocation of BPM methods
5.1.3.1.3 Allocation of supplementary Design Thinking methods
5.1.3.2 Time allocation to implementation phases
5.1.3.2.1 Time allocation of CM methods
5.1.3.2.2 Time allocation of BPM methods
5.1.3.2.3 Time allocation of supplementary Design Thinking methods
5.2 Initial testing and evaluation of the framework based on practical application
5.2.1 Company profile and IT implementation project context
5.2.2 Overall project planning and realization
5.2.3 Final statement on role of CM and BPM as an enabler for Digital transformation in the form of successful IT implementation projects for digitalization of work processes
6 Conclusion
6.1 Summary of content and findings
6.2 Academic contributions
6.3 Practical contributions
6.4 Limitations and future research
7 References
Objective and Research Focus
The main objective of this master thesis is to develop a user-centric operational framework that combines Change Management (CM), Business Process Management (BPM), and Design Thinking to increase the probability of success for IT implementation projects, particularly in the context of Digital Transformation.
- Alignment of CM, BPM, and Design Thinking disciplines for user-centric managerial decision making.
- Investigation of socio-psychological and IT-driven adoption factors in IT implementation.
- Development of a three-layered framework connecting project phases, fields of action, and applicable management methods.
- Validation of the framework through a practical case study of a Microsoft Office 365 implementation.
- Identification of critical success factors for human-centric digital change in the workplace.
Excerpt from the Book
1.1 Problem statement and research issue
As initially new and unfamiliar ways of working are introduced with rolling out new IT i.e. such as for cloud-based collaboration systems, this can often lead to perceived uncertainty and resistance of employees to adopt and work with the new solutions (Cascio and Montealegre, 2016; Davenport and Westerman, 2018). Changes within work environment can often cause strong rejection on part of affected employees (Pomeroy and Douvere, 2008; Rogers, 2016; Soon, 2016). Such negative action is usually based on psychological defensive reactions against the new and unknown (Sykes and Venkatesh, 2017). Resistance is even stronger and particularly problematic if cause and goals of the transition process are not clearly identified and communicated from the driving force such as management and involved change consultants (Rogers, 2016; Rocha et al., 2018; Sykes and Venkatesh, 2017). Additionally taking into account personal and cultural user-characteristics makes it even more challenging (Reis et al., 2018).
For practitioners implementing new IT aligning technology and processes with people managing their work life and projects with technologies such as MS Office 365 within the organization, to provide a smooth and efficient workflow of business operations, remains a strong challenge (Gilson et al., 2015; Kretschmer, 2008; McDonald and Rowsell-Jones, 2012; Morphy, 2018). This is confirmed by Kotter (2014, p. 155) stating that up to two thirds of the planned change and transformation initiatives in organizations are broken off, fail completely or at least do not achieve the desired result as they are unsuitable for the anchoring of change within a corporation. One explanation in the context of DT and IT implementation can be found in implementation projects that focus too strongly on technical aspects and do not consequently follow a user-centric perspective resulting in rigid framework conditions and lagging change processes (Hess et al., 2016; Morphy, 2018; Reis et al., 2018; Hyvönen, 2018).
Chapter Summary
1. Introduction: Outlines the research problem, defines the objective of the thesis, and provides a structural overview of the work.
2. Theoretical foundation: Establishes the academic basis by discussing Digital Transformation, socio-psychological user perspectives, and key management disciplines (CM, BPM, Design Thinking).
3. Research methodology: Describes the Design Science Research (DSR) approach and the qualitative research methods used, including expert and user interviews.
4. Findings and analysis: Presents the gathered empirical data from interviews and provides a thematic analysis of success factors and challenges.
5. Discussion of findings: Details the development of the integrated operational framework, its layers, and its initial testing in a practical project context.
6. Conclusion: Summarizes findings, discusses academic and practical contributions, and addresses limitations and future research directions.
Keywords
Digital Transformation, user-centricity, IT implementation framework, Change Management, Business Process Management, Design Thinking, project success, user adoption, resistance to change, cloud-based collaboration, managerial decision making, socio-psychological perspective, operational framework, digital workplace, transition management.
Frequently Asked Questions
What is the fundamental scope of this thesis?
This master thesis investigates how to successfully manage the human-side of IT implementation projects during Digital Transformation. It explores the challenges of user resistance and adoption, aiming to provide a structured, user-centric approach for practitioners.
Which management disciplines are central to the proposed framework?
The framework is built upon three primary disciplines: Change Management (CM) for human-centric guidance, Business Process Management (BPM) for process clarity and responsibility, and Design Thinking for iterative, user-focused problem solving.
What is the primary research question?
The primary research question is: "How can change management and business process management be combined to facilitate Digital Transformation in form of successful IT implementation for digitalization of work processes?"
Which research methodology was applied?
The thesis utilizes a Design Science Research (DSR) approach, supplemented by a qualitative research design involving semi-structured interviews with seventeen experts and users involved in IT implementation projects.
What is the focus of the main body of the work?
The main body focuses on identifying drivers and barriers for IT adoption, analyzing empirical interview findings, and developing a three-layered operational framework that integrates theory with practical implementation recommendations.
How is the framework characterized in terms of key terms?
The framework is characterized by user-centricity, process transparency, stakeholder engagement, iterative methodology, and the holistic integration of technology and human factors.
How does the thesis handle the specific example of Microsoft Office 365?
Microsoft Office 365 serves as a distinctive, complex case study for cloud-based collaboration IT implementation, illustrating the transition from on-premise to on-demand systems and the accompanying organizational changes.
Why are personas and user stories relevant to this study?
Personas and user stories are part of the Design Thinking supplement, used to deeply understand user requirements, connect technical features to daily work routines, and foster emotional motivation for change.
What role do the three implementation layers play?
The layers organize the project life cycle (pre-, during, and post-implementation), define user-centric fields of action, and allocate specific management methods, providing a structured approach for practitioners to follow.
- Citation du texte
- Roman Braun (Auteur), 2019, Change Management and Business Process Management as enabler of the Digital Transformation, Munich, GRIN Verlag, https://www.grin.com/document/508153
