27
?
The
p
roject results
have been
delivered to t he
cust omer who
sees
the project as having an “ app rop riat e fit ” w ith t he mission,
object ives, and
goa ls of t he ent erp rise.
The
above
st at ement s
are
not
focused
in a
specifi c
are a or
app licat ion
of
project man agement.
It
can be
inferred
t
hat
sy stem
imp lement ation
p
roject w ill
also follow
the
basic success fact ors
above.
In t he cont rolling phase
of syst ems managem ent , project
t
eam is
assuring t hat
t
asks are being
performed by each
part
of t he
organiz ation
accordin g t o
plans t o achieve
goals.
T
he p roject
t
eam
mi ght
have addit ional sp ecific goals for t he
p
roject , which
will
rep resent as addit ional
key success factors (H assab,
2007).
2.2. 2. System
Conversio n M ethod s
Sarkis
(2000)
stat ed t hat
t
here are four
major
t
echniquesfor
imp lement ation:
1. Paralle l
conversion. T he
e
xist in g sy stem
and
t
he
new sy st em
op erat e
simult aneously until
t
here
is
confidence
t
hat t he
new
syst em is w orking prop erly.
2. Direct
conversion.
The
old
syst em
is
removed tot ally and the
new
system t akes
over.
3. Phased conversion. M odules of
t
he
new
sy stem
are
gradually
int roduced
one at
a
t me usin g
ime usin g
eit her dire ct or parall el
conversion.
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