In today's competitive business, information technology (IT) is undoubtedly an irreplaceable part of the business. Introducing different types of IT within companies is almost always proceed in a project form. Today, there are well-developed strategies, models and tools for a project manager to use for IT projects, but in spite of that, previous research points to a relatively high error rate. But what do you really mean by a successful and failed IT project? In fact, specific IT projects are often limited to being assessed and followed up only against three parameters: time, budget and results, but fail to follow up on the expected business benefit that may affect the impact targets (impact targets are the objectives that specify the effect of the project expected to give). If the follow-up is not implemented, an uncertainty is created and the expected effects that IT projects will generate are lost. Another factor in the problem of previous research in IT projects has been found in the perspective of the user. Those who run and manage IT projects must take into account the user's real IT system challenges to optimize the usage. Looking at the specific ease of use of system implementation, the existing literature indicates that it is the biggest challenge in IT projects. Users can resist using the system, which can cause more problems than that the IT project's performance goals are not achieved. Many reasons and factors for failed IT projects are not yet identified. The purpose of the study is to identify success factors and obstacles to the effective deployment and use of a new product management system within Fashion Retail. The study has been conducted as a qualitative study where a Fashion Retail Company was studied. The Company is considered relevant to the study as they currently carry out one of the largest IT investments in recent years. The Company will introduce a new product management system for two different concepts. The study results in three concrete success factors as well as an identified area where obstacles arise. Three success factors: • The project management strategy Practical Project Management (PPS) Parallel with a change-friendly climate, creates an optimistic view of the introduction of the Product Management System, as well as releasing time to the project manager to eliminate any obstacles along the way. • Having users of the Product Management System in most phases through IT projects enhances and optimizes user-friendliness. • Let the supplier be seen and treated as a participant in the projects, it can free up time and improving communication between customer and supplier. Area of Obstacles: An important but out-priority activity in IT projects (mostly due to lack of time) is to follow up and learn between projects as project managers. Here you lose important information and knowledge. How to identify success if follow-up does not happen? In an industry like Fashion Retail, characterized by major seasonal variations, high availability and external factors such as environmental and social responsibility, you depend on IT to share the information. If follow-up is more frequent and carefully, IT projects can be streamlined on time, but also economically with routines and the right actors.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:hig-27064 |
| Date | January 2018 |
| Creators | Krondahl, Lisa |
| Publisher | Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad |
| Source Sets | DiVA Archive at Upsalla University |
| Language | Swedish |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
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