An Integrated Framework for IS Change Management in Commercial Bank of Ethiopia
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Date
2018-06-03
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Addis Ababa University
Abstract
Information system change management has become top concern of banks in order to improve customer confidence and remain competitive in a world of rapid technological evolution. Information systems (IS) are subject to frequent modification due to the continuous change of business requirements affected by internal and external factors. As in any organization, keeping up with IS change in the banking sector is also challenging. IS change, by nature, should be properly planned and control for its success. Several international methodologies, standards, and frameworks (ITIL, COBIT, TOGAF etc.) describe IS change management aspects from the viewpoint of their particular enterprise resource management focus. The integration of those methodologies is also important for providing unified and controlled methodological support for holistic IS change management. In this study, an IS change management framework is proposed by revising the existing integrated IS change management framework found in the literature. The framework consists of guidelines for IS change control by integrating the following significant resource management areas – information technology (IT) governance, change management and enterprise architecture (EA) change management. The approach is based on re-use and fusion of principles used by related methodologies as well as on empirical observations about typical IS change management challenges in CBE. Even though, Commercial Bank of Ethiopia adopted change management process based on ITIL so far step by step plans to changes and controls across the enterprise architecture not clearly defined. This study employed a qualitative, single case study approach by combining with design research method. Data was collected from CBE IS Departments. Through semi-structured interviews, this study explored the perspectives of IS staff on their experience of change management process through various IS project implementations. The interview outline contents were reviewed by IT professional and the research advisor. Written and electronic documentations as well as observations also served as important triangulation and complementary sources in understanding the phenomenon being studied and as a means of gaining additional perspectives and further insights on key issues. Based on the research findings, a solution framework has been proposed and presented. In this study, expert validation was also conducted using focus groupdiscussion to evaluate the proposed framework of the study.
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IS, IT, IS change management, ITIL, COBIT, TOGAF