Write a mini-essay discussing ‘How human and/or organisational factors can contribute to failure when developing and implementing information systems’
Assignment Brief
CSD3510 Assignment 1: Mini-Essay 10% of the module marks
Write a mini-essay discussing ‘How human and/or organisational factors can contribute to failure when developing and implementing information systems’
Your essay should be 1,000 words (+/- 10%). That is roughly 2 pages of A4. Your References section doesn’t count towards the word count. You should state the word count at the end of your mini-essay (Use MS Word to generate the word count).
You should find and use between 5 and 10 references. You can have a mix of academic journal and conference papers, books, magazine articles and blogs. There should however be a preference for peer-reviewed materials
All submissions will be online as a Turnitin assignment in the module area on My Learning. A Turnitin report will be generated, which you should examine to check for plagiarism. The Turnitin score should be less than 20%, however this is just a rough guide. You should look at exactly what has been flagged up and use your judgment as to whether it matters (sometimes Turnitin flags things that are not a problem).
Sample Answer
How Human and Organisational Factors Contribute to Failure in Information Systems Development
Introduction
The success of any information system (IS) depends not only on technology but also on the people and organisations that design, manage, and use it. Human and organisational factors have repeatedly been identified as leading causes of IS failure, despite advances in software and project management tools. Many projects collapse because they overlook social, behavioural, and structural issues that affect implementation. This essay discusses how human and organisational factors can contribute to failure when developing and implementing information systems, focusing on issues such as poor communication, resistance to change, lack of management support, inadequate user involvement, and weak organisational culture.
Human Factors Leading to Failure
One of the main human causes of IS failure is a lack of user involvement during the system development process. Users are the ones who understand the practical requirements of the system, and when their voices are ignored, the final product often fails to meet operational needs. According to Barki and Hartwick (1994), user participation directly influences system quality and user satisfaction. When systems are designed in isolation by technical experts without feedback from end-users, they often suffer from functionality gaps, usability issues, and low adoption rates.
Resistance to change is another major human factor that affects IS implementation. Employees may fear that new systems will threaten their job security, disrupt established routines, or require new skills they do not possess. Markus (1983) describes this resistance as both emotional and political, where individuals resist change not just because of technical difficulty but also due to power dynamics within the organisation. If organisations fail to manage these fears through proper communication and training, employees may actively or passively resist the system, leading to poor performance and eventual project failure.
Communication breakdowns between stakeholders also contribute significantly to IS project problems. The development of an information system typically involves different groups, management, developers, and end-users, each with their own priorities and understanding of the project. Miscommunication or unclear expectations can result in mismatched deliverables, scope creep, or project delays. Lyytinen and Hirschheim (1987) identify poor communication as a recurring cause of IS development failure, often resulting in systems that do not align with user needs or organisational goals.
Skill gaps and inadequate training further increase the risk of failure. Even the most sophisticated systems can fail if users are not properly trained or if technical staff lack the expertise to maintain the system. Human error in data entry, software configuration, or maintenance can also lead to serious operational disruptions. In some cases, the problem is not lack of training but insufficient time or resources allocated for users to adapt to the new technology.
Organisational Factors Leading to Failure
Beyond human behaviour, organisational structures and cultures play a crucial role in determining the success or failure of information systems. One key issue is the lack of top management support. According to project management research, executive sponsorship is critical in securing necessary resources and ensuring strategic alignment. When leaders do not actively champion the project or fail to allocate adequate budgets, the IS team often struggles to complete development or resolve emerging issues.
Poor organisational culture can also undermine IS success. Organisations that discourage collaboration, innovation, or feedback tend to experience communication barriers that affect project progress. A rigid hierarchy may delay decision-making, while unclear roles and responsibilities can lead to duplicated efforts or ignored tasks. A culture that prioritises short-term profits over long-term technological growth may also abandon systems prematurely when immediate results are not visible.
Weak project management and poor planning are further organisational contributors to IS failure. Many projects begin without clear objectives, milestones, or risk management strategies. Without proper planning, deadlines and budgets are easily exceeded, and scope creep becomes difficult to control. Research by the Standish Group (2020) shows that only about 31% of IT projects are completed successfully, with the remainder failing due to unclear requirements, poor planning, or lack of stakeholder engagement.
Another organisational factor is misalignment between business strategy and IT strategy. Information systems should support the organisation’s broader objectives, yet many projects are launched without clear links to performance goals. This misalignment often leads to systems that provide little real value, wasting both time and resources. Luftman and Kempaiah (2007) argue that IT-business alignment is essential for achieving measurable organisational benefits from technological investments.
Interplay Between Human and Organisational Factors
While human and organisational factors are often discussed separately, in practice they are deeply intertwined. For instance, user resistance may be a human reaction to poor organisational communication or lack of leadership support. Similarly, a weak organisational culture can exacerbate skill shortages and discourage collaboration between teams. These interconnected factors create a cycle where human and organisational weaknesses reinforce each other, increasing the likelihood of failure.
An example of this interplay can be seen in the UK’s National Health Service (NHS) National Programme for IT, one of the largest and most expensive IS projects in Europe. The programme failed largely due to poor stakeholder engagement, lack of user involvement, and resistance from healthcare professionals (Brennan, 2007). Organisational issues such as centralised control, unclear governance, and inadequate communication amplified human resistance, ultimately leading to project cancellation after billions of pounds were spent.
Preventing IS Failure Through Better People and Organisational Management
To reduce IS failure, organisations must take proactive steps to manage both human and organisational factors. Effective communication strategies are vital to ensure all stakeholders understand the system’s purpose, benefits, and expectations. Involving users throughout the design and testing phases builds ownership and reduces resistance. Providing adequate training and support before and after implementation helps users build confidence and competence.
From an organisational perspective, top management must demonstrate visible commitment to the project by allocating resources and setting realistic goals. Creating a culture that supports innovation, collaboration, and learning also enhances system adoption. Strong project management frameworks such as PRINCE2 or Agile methodologies can help maintain focus, improve flexibility, and enhance stakeholder engagement. Aligning IT initiatives with the organisation’s strategic vision ensures that the system contributes directly to business goals.
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