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<title>Implementation</title>

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<span id="openzim-page-title" class="mw-page-title-main"><span class="mw-page-title-main">Implementation</span></span>

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<div class="side-box-text plainlist">Look up <i><b><a href="https://en.wiktionary.org/wiki/Special:Search/implementation" class="extiw external" title="wiktionary:Special:Search/implementation">implementation</a></b></i> in Wiktionary, the free dictionary.</div></div>

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<p><b>Implementation</b> is the realization of an application, execution of a <a href="Plan" title="Plan">plan</a>, idea, <a href="Scientific_modelling" title="Scientific modelling">model</a>, <a href="Design" title="Design">design</a>, <a href="Specification" class="mw-redirect" title="Specification">specification</a>, <a href="Standardization" title="Standardization">standard</a>, <a href="Algorithm" title="Algorithm">algorithm</a>, <a href="Policy" title="Policy">policy</a>, or the <a href="Management" title="Management">administration</a> or <a href="Management" title="Management">management</a> of a <a href="Process" title="Process">process</a> or <a href="Goal" title="Goal">objective</a>.

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<div class="mw-heading mw-heading2"><h2 id="Industry-specific_definitions">Industry-specific definitions</h2></div>

<div class="mw-heading mw-heading3"><h3 id="Information_technology">Information technology</h3></div>

<p>In the information technology industry, implementation refers to the post-sales process of guiding a client from purchase to use of the software or hardware that was purchased. This includes requirements analysis, scope analysis, customizations, systems integrations, user policies, user training and delivery. These steps are often overseen by a project manager using <a href="Project_management" title="Project management">project management</a> methodologies. Software Implementations involve several professionals that are relatively new to the knowledge based economy such as <a href="Business_analysis" title="Business analysis">business analysts</a>, software implementation specialists, <a href="Solutions_architect" class="mw-redirect" title="Solutions architect">solutions architects</a>, and project managers.

</p><p>To implement a system successfully, many inter-related tasks need to be carried out in an appropriate sequence. Utilising a well-proven implementation methodology and enlisting professional advice can help but often it is the number of tasks, poor planning and inadequate resourcing that causes problems with an implementation project, rather than any of the tasks being particularly difficult. Similarly with the cultural issues it is often the lack of adequate consultation and two-way communication that inhibits achievement of the desired results.

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<div class="mw-heading mw-heading3"><h3 id="Social_and_health_sciences">Social and health sciences</h3></div>

<p>Implementation is defined as a specified set of activities designed to put into practice an activity or program of known dimensions.<sup id="cite_ref-NIRN2014_1-0" class="reference"><a href="#cite_note-NIRN2014-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> According to this definition, implementation processes are purposeful and are described in sufficient detail such that independent observers can detect the presence and strength of the "specific set of activities" related to implementation. In addition, the activity or program being implemented is described in sufficient detail so that independent observers can detect its presence and strength.

</p><p>In computer science, implementation results in software, while in social and health sciences, implementation science studies how the software can be put into practice or routine use.<sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup>

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<div class="mw-heading mw-heading2"><h2 id="Role_of_end_users">Role of end users</h2></div>

<p>System implementation generally benefits from high levels of user involvement and management support. User participation in the design and operation of information systems has several positive results. First, if users are heavily involved in systems design, they move opportunities to mold the system according to their priorities and business requirements, and more opportunities to control the outcome. Second, they are more likely to react positively to the change process. Incorporating user knowledge and expertise leads to better solutions.

</p><p>The relationship between users and information systems specialists has traditionally been a problem area for information systems implementation efforts. Users and information systems specialists tend to have different backgrounds, interests, and priorities. This is referred to as the user-designer communications gap. These differences lead to divergent organizational loyalties, approaches to problem solving, and vocabularies.<sup id="cite_ref-Laudon2010_3-0" class="reference"><a href="#cite_note-Laudon2010-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> Examples of these differences or concerns are below:

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<div class="mw-heading mw-heading3"><h3 id="Designer_concerns">Designer concerns</h3></div>

<ul><li>How much disk storage space will the master file consume?</li>

<li>How many lines of program code will it take to perform this function?</li>

<li>How can we cut down on CPU time when we run the system?</li>

<li>What are the most efficient ways of storing this data?</li>

<li>What database management system should we use?<sup id="cite_ref-Laudon2010_3-1" class="reference"><a href="#cite_note-Laudon2010-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup></li></ul>

<div class="mw-heading mw-heading2"><h2 id="Critique_of_the_premise_of_pmplementation">Critique of the premise of pmplementation</h2></div>

<p><a href="Social_science" title="Social science">Social scientific</a> research on implementation also takes a step away from the project oriented at implementing a plan, and turns the project into an object of study. <a href="Lucy_Suchman" title="Lucy Suchman">Lucy Suchman</a>'s work has been key, in that respect, showing how the <a href="Engineering" title="Engineering">engineering</a> model of plans and their implementation cannot account for the <a href="Situated_cognition" title="Situated cognition">situated action and cognition</a> involved in real-world practices of users relating to plans:<sup id="cite_ref-Suchman1987_4-0" class="reference"><a href="#cite_note-Suchman1987-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> that work shows that a plan cannot be specific enough for detailing everything that successful implementation requires. Instead, implementation draws upon implicit and tacit resources and characteristics of users and of the plan's components.

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<ul><li><a href="Application_software" title="Application software">Application software</a></li>

<li><a href="Situated_cognition" title="Situated cognition">Situated cognition</a></li></ul>

<div class="mw-heading mw-heading2"><h2 id="References">References</h2></div>

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</style><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://web.archive.org/web/20220523182349/https://nirn.fpg.unc.edu/module-1/implementation-stages">"Framework 2: Implementation Stages | NIRN"</a>. <i>nirn.fpg.unc.edu</i>. National Implementation Research Network. Archived from <a rel="nofollow" class="external text" href="https://nirn.fpg.unc.edu/module-1/implementation-stages">the original</a> on 2022-05-23<span class="reference-accessdate">. Retrieved <span class="nowrap">2022-01-26</span></span>.</cite></span>

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<li id="cite_note-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-2">^</a></b></span> <span class="reference-text"><cite id="CITEREFChomutareTejedorSvenningMarco-Ruiz2022" class="citation journal cs1">Chomutare, T; Tejedor, M; Svenning, TO; Marco-Ruiz, L; Tayefi, M; Lind, K; Godtliebsen, F; Moen, A; Ismail, L; Makhlysheva, A; Ngo, PD (2022). <a rel="nofollow" class="external text" href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9738234">"Artificial Intelligence Implementation in Healthcare: A Theory-Based Scoping Review of Barriers and Facilitators"</a>. <i>International Journal of Environmental Research and Public Health</i>. <b>19</b> (23): 16359. <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<span class="id-lock-free" title="Freely accessible"><a rel="nofollow" class="external text" href="https://doi.org/10.3390%2Fijerph192316359">10.3390/ijerph192316359</a></span>. <a href="PMC_(identifier)" class="mw-redirect" title="PMC (identifier)">PMC</a> <span class="id-lock-free" title="Freely accessible"><a rel="nofollow" class="external text" href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9738234">9738234</a></span>. <a href="PMID_(identifier)" class="mw-redirect" title="PMID (identifier)">PMID</a> <a rel="nofollow" class="external text" href="https://pubmed.ncbi.nlm.nih.gov/36498432">36498432</a>.</cite></span>

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<li id="cite_note-Laudon2010-3"><span class="mw-cite-backlink">^ <a href="#cite_ref-Laudon2010_3-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Laudon2010_3-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text">Laudon, K., & Laudon, J. (2010). "Management Information Systems: Managing the Digital Firm." Eleventh Edition (11 ed.). New Jersey: Prentice Hall.</span>

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<li id="cite_note-Suchman1987-4"><span class="mw-cite-backlink"><b><a href="#cite_ref-Suchman1987_4-0">^</a></b></span> <span class="reference-text"><cite id="CITEREFSuchman1987" class="citation book cs1">Suchman, Lucy (1987). <i>Plans and situated actions: The problem of human-machine communication</i>. Cambridge MA: Cambridge University Press. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>9780521337397</bdi>.</cite></span>

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