Managing technochange: strategy setting, risk, assessment, and implementation

Research and practices have focused on IT related project execution techniques for a long time and have produced very promising results in specifying methodologies for the inclusion and involvement of people and organizational factors into technical change processes. The methodologies that have had the biggest impact can be briefly resumed by the English born tradition of sociotechnical change (e.g [1; 2]) and the Scandinavian born tradition in participatory design (e.g. [3]). Despite the extreme value in IT project management of these techniques – and their derivates - there continue to be severe problems in getting business results from pervasive IT-related "technochanges". Technochange [4] refers to big, technologydriven, technology-dependent change seeking significant strategic benefits and requiring significant organizational change. From the management point of view these projects differ from smaller scale ones for their strategic dimension expressed in a need for alignment between technical and organizational changes and need for coordination across multiple projects active at the same time...