<p>ID projects are characterized by a complex network of stakeholders that often lead to the tangledrelationships among various parties. Different stakeholders therefore can exert the influence overan ID project in different ways resulting in both constructive and counter-productive impacts tothe projects. The implementation stage, in many ways, is considered the most significantlyimportant phase in the project life cycle where all the project activities are materialized. Thus,understanding the intricacy of the stakeholders’ impacts to the project implementation is criticalto facilitate the project results.</p><p>A multiple-case study of the two ID projects executed in Vietnam is undertaken with the aim toinvestigate the impacts of the key stakeholders on ID projects beyond the early phases of IDproject life cycle, focusing in particular on the implementation phase. In order to have the wholepicture of the key stakeholders’ impacts to the project implementation, this research alsoexplores the contributing factors of the identified impacts as well as examines how powerful thekey stakeholders are in controlling the decisions making and/or facilitating the projecti mplementation represented through their different degrees of influence.</p><p>Results of the findings suggest both similarities and differences in which the reported impacts ofthe key stakeholders tend to be more counter-productive than constructive to the projectimplementation. The similarities of the findings indicate that the two distinctive projects facecommon issues in the implementation phase whilst the differences can be explained by thespecific circumstances that surround the projects. The representation of the counter-productiveaspects in the findings signify the risks associated with the key stakeholders which is worth while considering in terms of the risk mitigation in the implementation phase of an ID project.</p>

ID projects are characterized by a complex network of stakeholders that often lead to the tangledrelationships among various parties. Different stakeholders therefore can exert the influence overan ID project in different ways resulting in both constructive and counter-productive impacts tothe projects. The implementation stage, in many ways, is considered the most significantlyimportant phase in the project life cycle where all the project activities are materialized. Thus,understanding the intricacy of the stakeholders’ impacts to the project implementation is criticalto facilitate the project results. A multiple-case study of the two ID projects executed in Vietnam is undertaken with the aim toinvestigate the impacts of the key stakeholders on ID projects beyond the early phases of IDproject life cycle, focusing in particular on the implementation phase. In order to have the wholepicture of the key stakeholders’ impacts to the project implementation, this research alsoexplores the contributing factors of the identified impacts as well as examines how powerful thekey stakeholders are in controlling the decisions making and/or facilitating the projecti mplementation represented through their different degrees of influence. Results of the findings suggest both similarities and differences in which the reported impacts ofthe key stakeholders tend to be more counter-productive than constructive to the projectimplementation. The similarities of the findings indicate that the two distinctive projects facecommon issues in the implementation phase whilst the differences can be explained by thespecific circumstances that surround the projects. The representation of the counter-productiveaspects in the findings signify the risks associated with the key stakeholders which is worth while considering in terms of the risk mitigation in the implementation phase of an ID project.

Nowadays, creativity is crucial to implement for the success of companies. Meanwhile, directivity seems to have a very negative reputation in the first sight. The objective of this paper is to identify and present a situation of creativity during the implementation phase of a project where directivity is used. This study consists of two phases. The first one is the ambition to create a primary model based on the present theories which are namely creativity, implementation phase and directivity. The second phase then aspires to draw the potential connections with the help of a qualitative study led on five different projects managers. This should help refine the primary model which will also make it easier to understand such complex notion.

Configuring services in an ad-hoc way is less than optimal as human error can result in services that fail. Even though scripting offers a solution it does not allow for a uniform deployment of configurations. A possible solution to this problem is the use of software configuration management systems (SCMS) that allow administrators to specify what should be done, and not necessarily how. An implementation is conducted that focuses on the first part of implementing an SCMS to see if a transition to a SCMS governed environment can be worthwhile. Three SCMS will be investigated; Chef, CFEngine and Puppet. The results show that administrators can receive good support from the documentation as documentation of the three SCMS are mostly accurate. The support from the community is affected by region and activity is declining in some cases. Overall it is easy to install an SCMS and special purpose languages are effective for specifying functionality of services.

Cette thèse a pour objectif de traiter la problématique de conciliation entre stabilité et changement dans le cadre d’un projet d’intégration d’un système d’information. Une grande partie de la production ERP se focalise sur le processus de changement à mettre en place sans pour autant prêter attention à concilier ce changement avec la stabilité des éléments invariants constituant le noyau dur de l’organisation. A travers une étude longitudinale menée en profondeur dans un établissement d’enseignement supérieur sur deux phases de mise en place d’un système ERP (implémentation et post-implémentation) entre octobre 2009 et juillet 2014, nous mettons en évidence sept facteurs de conciliation qui sont l’établissement et le partage d’une vision organisationnelle, le soutien continu de la direction générale, le pilotage du projet de changement, l’instauration de la confiance, la communication bidirectionnelle, la formation et l’apprentissage organisationnel. Ces résultats soulignent l’importance pour les initiateurs du changement de considérer les deux concepts de stabilité et de changement comme étant interdépendants et de trouver un équilibre dynamique entre les opportunités de changement et la nécessité de stabiliser à la fois les facteurs organisationnels et acteurs techniques dans le cadre d’un processus de changement. / This thesis aims to address the issue of conciliation between stability and change as part of an integration project of an information system. Much of the research written on ERP systems focuses on the process of change to develop without paying attention to balance this change with the stability of invariant elements constituting the essence of the organization.Through an in-depth longitudinal study in a higher education institution on two implementation phases of an ERP system (implementation and post-implementation) from October 2009 to July 2014, we highlighted seven conciliation factors, which are the establishment and sharing of an organizational vision, continued support from senior management, steering the project of change, building trust, using a two way communication channels, offering purposeful training, and setting a culture of organizational learning.These findings underscore the importance for change managers to consider the two concepts of stability and change as interrelated and to find a dynamic balance between the opportunities for change and the need to stabilize both organizational and

There are several success factors defined for the implementation phase that should be achieved in order for an implementation project to be successful. Several studies focus on the supplier's commitment and success factors to implement a system that end users will accept. But there are identified success factors which clients themselves should implement or give attention to during the implementation phase to have the end users accepting the system and keeping the time frame of the project. How has the client's efforts and capacity affected the result of the implementation and the timing of deployment? The aim with this study is to apply and develop a model for implementation of information systems which is based of success factors from a client perspective. The aim is also to identify advice on how to successfully implement a system, that the system is deployed on time and that the users is accepting the system. Our theoretical framework is presenting eight identified success factors within the client organisation. This has been applied in a case study with semi-structured interviews. The result is a model from a client perspective which shows the connection between the success factors in the implementation phase. The model can be used by providers to inform clients about the success factors that affect the implementation project. It may then be easier for the client to see what needs to be done and how one action affects another. Further, a number of recommendations extracted from the model is presented, which affects the result, the users’ acceptance and if the information system is deployed on time. / Syftet med denna studie är att utifrån framgångsfaktorer ur ett beställarperspektiv tillämpa och vidareutveckla en modell för implementation av informationssystem. Syftet är även att identifiera råd för en lyckad implementering som innebär att systemet driftsätts efter utsatt tid samt att användarna finner acceptans för systemet. Vårt teoretiska ramverk presenterar åtta identifierade framgångsfaktorer inom beställarorganisationen och det har vi tillämpat i en fallstudie med semistrukturerade intervjuer. Resultatet blev en modell ur ett beställarperspektiv som redovisar sambandet mellan framgångsfaktorer i implementeringsfasen. Modellen kan användas av leverantörer för att informera beställare om de framgångsfaktorer som påverkar ett implementeringsprojekt. Det kan då bli tydligare och enklare för beställaren att se vad som behöver göras och hur en åtgärd påverkar en annan. Vidare redovisas ett antal rekommendationer utifrån modellen som påverkar resultatet för att driftsätta informationssystem i tid och som påverkar användarnas acceptans.

The current study investigates the mechanisms employed for analyzing and engaging stakeholders through the planning and implementation phases of the mobility management project Sustainable Travel in Umeå Region (Sweden). In alignment with researchers' epistemological and ontological assumptions, an abductive approach and the case study strategy were selected. The qualitative data collected through conducting interviews with the five project team members and through examining project's documentation were analyzed using the pattern matching technique and leading to the findings presented in detail in Chapter 4 and discussed in Chapter 5. The core finding of the study is a model of the use of mechanisms through the planning and implementation phases of a MM project. The planning phase of the project coincides with the stakeholders' analysis process, thus identifying, classifying, characterizing and a very complex process of designing the engagement strategy for citizens, which includes also deciding and starting implementing the strategy for organizations. The correspondent analysis and engagement mechanisms, developed by the project stakeholders‟ scholars for each of these stages, are mostly unwittingly used by the project team. Once the engagement strategy for citizens is decided, the implementation phase is initiated. The implementation phase is characterized by a blend between MM mechanisms and classic stakeholders' engagement mechanisms, which are constantly reassessed through project's lifecycle. In addition, the main challenges emerged in the process of stakeholders' engagement in this project are discussed, concluding that the lack of alignment between some of the regulations coming from the national and supranational level and the project's aim, combined with communication issues and the unwillingness of the targeted organization to interfere in the personal lives of their employees, are the elements that most endanger the success of the stakeholders' engagement process and implicitly of the MM project.

The master thesis deals with ERP implementation projects, especially in context of post-implementation phase. It examines the impact of user behavior on the realized benefits of the newly established information system. Important point of the thesis is the acceptance of the system by users and their resistance to change. Significant causal relationships with the potential to influence successfull ERP implementation are described. By using system dynamics approach the model is created and simulations are then carried out. Subsequently, the results are presented and analyzed.

Despite the construction industry making up a large portion of the global economy, it struggles withlow productivity and limited growth, notably marked by a lack of digitization and automation.Research in construction has highlighted artificial intelligence (AI) as a potential solution, butimplementation is complicated by the need for extensive data collection and challenges associatedwith construction sites. Several studies have explored various aspects of AI in the construction industry, but not with a focuson the needs of site management. This thesis aims to study site management's decision-making toidentify their data and information needs in their daily operations. A case study was conducted attwo construction companies, one smaller and one larger, focusing on site management's decisionmaking during the implementation phase. Semi-structured interviews and observations were used tocollect data, which was then contextualized within the literature to understand site management'sdecision-making and thereby identify the needs for data and information. The results show that site management regularly faces situations in their daily operations wherethey need to make decisions for the project's progress, often quick decisions. In these decisionmaking situations, site management primarily relies on experience and intuition but also considersthe experiences of colleagues/stakeholders. In their daily operations, site management expressesuncertainty in their decision-making and shows a need for more real-time information to supporttheir decision-making processes. The conclusions from the study indicate that the data and information needs of site managementare broad, varying for different decision-making situations. These needs span several areas, includingthe management of deviations, technical and financial considerations, safety, planning, scheduling,communication, coordination, resource allocation, and construction sequencing. Information isrequested to support decision-making, including rules and regulations, previous experiences,visualization of project status, deviations and specifications, schedules and the sequence ofactivities, safety conditions, and access to information systems.

To achieve the climate and environmental goals the Swedish government took actions to increase timber construction. One material that have been getting more and more popularity the past years is Cross-laminated timber. This is a study that investigates the implementation phase of the CLT framework. The study is also demarcated to knowledge types and competence. The method of obtaining information consists of 9 interviews that investigates 4 different projects that have used CLT framework. The result of the interviews have been put together into the result and then analyzed. The results have been compared with past studies from the Theoretical frame of reference, which is focused on knowledge and competence. The study is focused around 3 knowledge types which is domain specific knowledge, procedural knowledge and general knowledge. One of the problems that was recurring was the lack of piercings in the CLT elements. The entrepreneurs that had experience with CLT made their own piercings while the other entrepreneurs had bigger issues. To achieve the best implementation phase it is needed procedural and domain specific knowledge, if you don’t have that it is beneficial to hire a consultant who does.