The adoption of big bang or direct switching is a type of activation of instant changes, when everyone associated with the old system moves to a fully functional new system on a certain date.
When a new system needs to be implemented within an organization, there are three different ways to adopt this new system: big bang adoption, gradual adoption and parallel adoption. In the case of parallel adoption, old and new systems run parallel, so that all users can get used to the new system, and in the meantime do their work using the old system. The gradual adoption stage means that adoption will take place in several phases, so after each phase the system is a little closer to being fully adopted. With the adoption of the big bang, the transition between using the old system and using the new system occurs on a single date, called instant system switching. Everyone starts using the new system on the same date and the old system will not be used again since then.
This type of big bang adoption is more risky than other types of adoption because there is less learning opportunities included in the approach, so more preparation is needed to reach the big bang. This preparation will be explained below, illustrated by the data-processing model of the big bang adoption.
Video Big bang adoption
Tabel konsep
Some concepts are used in this entry. The definitions of these concepts are given in the table below to make their use clear.
Maps Big bang adoption
Big bang
After management decides to use the big bang method, and supports the necessary changes to this, the actual change process can begin. This process consists of several steps: change the system, release parts of the system and train the users to come.
Activity in the process is described in the table below, to state it clearly. The concept used to carry out activities is in the capital.
Change system
Initially, planning for the entire adoption process is required. Planning enables users in the future to know what will happen and when they should expect certain changes, avoiding unnecessary uncertainty and therefore creating a better working environment. Planning also clarifies when actual adoption takes place and allows future users to prepare for this change. The model below shows that the activity (in gray box) leads to the result (in the box next to the gray box) to be able to have partial results: the converted system
When planning is made and everyone knows what is expected of them, technical change can begin. First, the old data needs to be transformed into forms that can work with data in the new system (Koop, Rooimans and de Theye, 2003). Then this data needs to be loaded into the new system, which generates what is called the loaded data. This loaded data needs to be tested to check data efficiency and to test the level of user understanding in the future. Off-line testing should be carried out to check whether the system and users can work together. Not only efficiency and understanding need to be tested, but validity needs to be tested to make the data validation level clear. ). If the data is invalid, management needs to determine the change again and the organization must prepare different ways to implement the Big Bang adoption (See Adoption; Prepare the organization for adoption).
Removing part of system
If all data is valid, separate parts of the system can be removed. The database being converted from the old database needs to be released, so that new data can be accessed. Furthermore, the resulting application needs to be released, so new applications can also be used. The infrastructure of the new system also needs to be released, making it clear how the system will look and how it is all connected (Koop, Rooimans and de Theye, 2003). It is important to note that in this phase only separate parts are released, which have not yet formed a new system, but only a part of it. Note that all this happens off-line: only system developers see this, the user is still working on the old system. The above model shows what activities need to be executed (in gray box) by the system controller, to get results leading to the released section. If spare parts fails, management needs to determine new changes again (See Adoption; Prepare organization for adoption).
Train organizations in using the system
If the release of a separate section succeeds, the next step can be taken: set up the user. To be able to introduce a whole new system, that is to adopt it, all users should be trained to work with the new system. Without major consequences for the production level of an organization, training everyone is possible only if there is an experienced staff buffer that can take over the daily work of the user who needs to be trained. This means that for everyone who needs to be trained, there will be staff available who can take over the job, so there will not be a huge job delay. When this buffer is created, the user can be trained. The human resources department will create an experienced staff buffer (activity in a gray box) by inviting applicants to buffers. Then users can be trained and trained users can be registered, so user preparation reports can be written.
But training future users correctly is not as easy as it seems, as illustrated by FoxMeyer case (Scott, Vessey, 2000). This company uses big bang method to implement Enterprise Resource Planning (ERP) system. The wrong training is given, the assumption is made that the user has enough knowledge about it and the wrong skills are taught. Dow Corning also has a big problem with acquiring the necessary skills during their big bang ERP implementation (Scott, Vessey, 2000). Using a new system demands a variety of skills and knowledge, which in some cases seems to be underestimated by (change) managers.
Technique
There are several techniques for implementing new systems. The adoption phase is only one phase of the overall implementation. Regatta (Koop, Rooimans, and de Theye, 2003) are examples of methods developed to implement the system. This method, developed by Sogeti, treats change as a project and focuses on several stages of this project, such as the preparatory phase (Regatta: preparation phase) of adoption and on acceptance of implementation methods (Regatta: adoption method). SAP Implementation is another technique that is specialized in applying and adopting SAP AG software, which is divided into several techniques.
Risk
Due to instant changes, everything has to be done in a fixed time schedule. This is a risky operation. Organizations may not be ready for this, incorrect datasets may be used, or information systems may get stuck, due to lack of experience and initial problems. Also fallback methods that can not afford can be a risk in implementing the system using Big Bang (Koop, Rooimans and de Theye, 2003).
UK stock market, 1980s
The 1986 London Stock Exchange closed on Friday night and computers were all turned on Monday the following morning. It has been ruled out that this causes huge losses.
Dow Corning
Dow Corning previously used a system focused on a particular department. Management decides that they want to be a truly global company, which will only use one information system: Enterprise Resource Planning (ERP) system. To adopt this new ERP system, they are using a kind of big bang adoption and they spend a lot of time and effort to re-examine their business processes. The company is ready for adoption and first performs three pilot implementations, before using new systems across global organizations. Secondly, FoxMeyer adopts an ERP system with ambitious warehouse automation software, using a big bang adoption to gain a competitive edge. But FoxMeyer seems to have overly optimistic management with unrealistic expectations: the changes are too big and too drastic. This results in a very high work pressure to meet deadlines for all employees. So unrealistic expectations from management are also a risk (Scott, Vessy, 2000).
Dow Corning constantly monitors its progress and makes the decision to ensure that deadlines will be met. This is possible only with good feedback and communication. FoxMeyer fails in having the communication and attention it takes to be able to provide quick and effective feedback. Instead, they try to minimize the problem by ignoring it, and provide a disappointing critique, which results in ambiguous feedback. This hinders organizational learning, something that is very important during organizational change. So poor communication and ambiguous feedback are also risky when adopting a big bang system (Scott, Vessey, 2000).
Another risky strategy is to focus only on results, not on how to achieve these results and undermine the learning process for users. It is very difficult to plan lessons or knowledge, although it is necessary to be able to carry out major changes.
See also
- Adoption (software implementation)
- Gradual implementation
- Parallel deployment
- Flash-cut
- SAP Implementation
- PRINCE2
- Consensus decision making
- Deployment
- Plan
- Data validation
References
- Eason, K. (1988) Information technology and organizational change, Taylor & amp; Francis.
- Koop, R., Rooimans R., and de Theye, M. (2003) Regatta: ICT-implementation and development of vier-vier-met-stuurman, S.D.U. Uitgeverij. ISBNÃ, 90-440-0575-8.
- Scott, J.E., Vessey, I. (2000) Implementing enterprise resource planning systems: the learning role of failures, information systems constraints, vol.2 (2), pp.Ã, 213-232.
Source of the article : Wikipedia
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