A study of the factors influencing the success of IT-enabled change investments in the UK health sector

The majority of IT projects across various countries and industries fail or do notrealise all their intended benefits. Despite previous research into this area and thedevelopment of various project success models, IT projects continue to fail at analarming rate. This research examines the reasons for this phenomenon and extends theexisting knowledge by providing insight and learning into how to successfully manageIT enabled change projects within the National Health Service (NHS) in the UK.The research used interpretive, retrospective case studies to examine the outcomesof four IT enabled change projects in the NHS. Forty-three face-to-face, semistructuredinterviews were conducted to collect a rich source of data for the analysis. Acomprehensive body of literature was reviewed and key areas/themes were identifiedthat could be expected to influence project outcomes. These themes were used todevelop and structure the interview questions and guide the data analysis.The research was designed to first learn from successful projects and then contrastthe findings with those from less successful projects. In the first empirical study, P1,two case studies of successful PACS (Picture Archiving and Communication System)projects in two NHS hospitals were undertaken. The reasons for their success were fullyexplored and discussed. The second empirical study, P2, consisted of two case studiesof less successful projects: the implementations of an electronic Theatre System and anelectronic Order Communication System were studied, and the reasons for their lack ofsuccess were explored, studied and contrasted with those in P1.Analysis of the evidence from the interviews and review of relevant documents,showed that the main differences between the successful and less successful projectswere in the management of the following areas: development of the business case forinvestment, clinical engagement and involvement, stakeholder management (and, inparticular, the clinician/manager relationship), awareness and ownership of benefits,project leadership and the capabilities of the project manager, and the type of thedeployed technology. Cont/d.