Technology transfer issues related to

hardware, software, communications,

human resources, etc;

Technology Transfer
The transfer of new technology
from the originator to a secondary
user, especially from developed to
developing countries in an
attempt to boost their economies.
OR
 Technology Transfer, also called
Transfer of Technology (TOT), is
the process of transferring skills,
knowledge, technologies,
methods of manufacturing,
samples of manufacturing and
facilities among governments or
universities and other institutions
to ensure that scientific and
technological developments are
accessible to a wider range of
users.
Issues related to hardware,
why
When
(Implementation)

Issues related to Software

The Technology Transfer in
which we bring about a change
partially or completely In our
existing software or Tools in
order to improve skills and
make organization more
efficient.
 1. What we Want
2. The Difference b/w ideal and
real software making.
3. Software Development.
4. Training Users.
5. Implementation
6. Acceptance of new software
by employees.
 Issues related to Human
resource
Human beings are the most
important resource in an
organization. A firm‟s success
depends on the capabilities of its
members. Most problems,
challenges, opportunities and
frustrations in an organization
are people related. Human
resources are the life blood of an
organization. Despite the
application of technology in
modern business management,
human resources are still
 relevant and most adaptive
resources of the organization.
 Work force availability and
quality concerns
Training and Compliance

Outsourcing

IT as change enabling technology

Enabling Technology
Equipment and/or methodology that,
alone or in combination with associated
technologies, provides the means to
generate giant leaps in performance and
capabilities of the user.

For example, the coming together of

telecommunication technologies,
internet, and groupware has leveled the
field so that even smaller firms are able
to compete in areas where they
otherwise could not.

Technical concepts, materials, devices

and processes that are developed in one
technology and used in another
technology to “enable” advances, new
understanding, equipment and
applications.
Enabling technologies can be applied to
drive radical change in the capabilities of
a user or culture. They can also be used
to update and streamline technical
curricula.
Empowering with info
Teaching and engaging
Crowdsourcing hot spots
Reaching the underserved
Raising cash for good
Transforming government, health
care, and education
Assessment and selection

Assessment Approach
Approaches define the procedures by which information is gathered;
whereas, measures (in Step Four) are the specific instruments used to
provide data. Some typical approaches (methods) used to gather information
on student learning include portfolios, capstone courses, standardized
achievement tests, external reviews, internship performances, focus groups,
and so on.
The product assessment approach
involves the following steps:
 Identify Need:
 Determine Requirements to cover
need:
 System specification
 Identify Solution Options:

Selection Approach
Perform Evaluation of Solutions:
oTechnical Evaluation:
oCost Evaluation:
oMake Selection
Training planning
Basic Terms

What to include in the training plan

The training plan must specify the
following:
 Any pre-requisite. a record of any
recognised prior learning (RPL)
 the competencies to be obtained
 the time-frame
 the details (when, how and how
much)
 who is responsible for the delivery
and/or assessment
  any other specific requirements

System acquisition process information

system

The term ‘acquisition’ refers to all the

stages from buying, introducing,
applying, adopting, adapting,
localizing, and developing through to
diffusion.

The application itself can be acquired

by in-house development, buy, lease,
outsource, or any combination of two.

IT Acquisition Process

The acquisition process involve

the identification and analysis of
alternative solutions that are each
compared with the established
business requirements. The decision
making to acquire a typical IT
application primarily consists of the
following stages:
IDENTIFYING, PLANNING, AND
JUSTIFYING THE INFORMATION
AND SYSTEM REQUIREMENTS

CONDUCTING A FEASIBILITY
ANALYSIS
Economic feasibility
Technical feasibility
Operational feasibility
Legal and contractual
feasibility.
Political feasibility.

STAGE 5: PERFORMING THE

SELECTION PROCEDURE
 Selection procedure is the process
of identifying the best match between
the available options and the
identified requirements.
In this process, the company
requests for a proposal from
prospective providers, evaluates the
proposal, and selects the best
available alternative. Some of the
common methods comprise request
for information (RFI), request for bid
(RFB), and request for proposal
(RFP).
An RFI is used to seek information
from vendors for a specific intention.
An RFB is designed to procure
specific items or services and used
where either multiple vendors are
equally competent of meeting all of
the technical and functional
specifications or only one provider
can meet them.
an RFP specifies the minimal
acceptable requirements, including
functional, technical, and contractual
aspects.

Management, IT auditor and also

legal counsel must review every point
in detail before the proposal
evaluation process begins.

STAGE 6: PROPOSAL
EVALUATION PROCESS
Proposal evaluation is a
crucial process in the software
acquisition since one of more key
stakeholders reviews submitted
proposals using a list of objective
selection criteria and decide the best
match between the product features
and functionality with the identified
requirements.
1. Examining potential vendors’
background. Potential software
application providers can be
identified from software catalogs,
lists provided by hardware
vendors, technical and trade
journals, or consultants
experienced in the other
companies, and Web searches.

2. Determining the evaluation

criteria.
These criteria can be identified from
the RFP feedback sent by the
vendors. Some areas that should be
considered: characteristics, of the
vendor, functional requirements of
the system, technical requirements,
total project costs etc.
Evaluating providers and their
applications. The objective of this
evaluation is to determine the gaps
between the company’s needs and
the capabilities of the vendors and
their application packages.

1. Selecting the provider and its

solution. Choosing the vendor
and its software depends on the
nature of the application.
 2. Negotiate a contract the
company can specify the price of
the software and the type of the
support to be provided by the
vendor.

3. Establishing a service level

agreement (SLA).
SLA is formal agreement
regarding the distribution of work
between the organization and its
vendor. Such agreement is
created according to a set of
agreed-upon objective, quality
tests, and some what-if situations.

IMPLEMENTING THE SELECTED

SOLUTION
 Upon completion of the contract
negotiation, an acceptance plan
should be agreed by both the
company and the vendor so the new
application can be ready to be
installed or developed.

REVIEWING AND MONITORING

THE ACQUISITION PROCESS

Software acquisition process is a

continuing process that must be
reviewed in ongoing basis. A
purchased software solution should
effectively and efficiently satisfy user
requirements.

Implementation process
Implementation is the realization of an
application, or execution of a plan, idea,
model, design, specification, standard,
algorithm, or policy for doing something.
As such, implementation is the action
that must follow any preliminary
thinking in order for something to
actually happen.

Computer science
In computer science, an implementation
is a realization of a technical
specification or algorithm as a program,
software component, or other computer
system through computer programming
and deployment.
To implement a system successfully, a
large number of inter-related tasks need
to be carried out in an appropriate
sequence. Utilizing a well-proven
implementation methodology and
enlisting professional advice

Direct implementation
With this approach, the system is
implemented and tested to ensure it
performs properly. Then the old system
is removed and the new one put in its
place without any overlap or limited roll
out.

Parallel
This is a very popular method as it is
relatively low risk. The idea is to run the
old system alongside the new system for
a while.
Phased strategy
This is a useful strategy for systems
that are made up of smaller sub-
systems. The idea is to introduce
each sub-system one at a time.
Pilot implementation
With this approach the idea is to try
out the new system in only one part
of an organization.
This is a popular approach when they
want to evaluate the performance
and qualities of the system before
committing to it throughout the
organisation.
Change management (CM)

A systematic approach to
dealing with change both from
the perspective of an
organization and the
individual.
OR
is an approach to transitioning
individuals, using behavioral sciences.
CM focuses on how people and teams
are affected by an organizational
transition. It deals with many different
disciplines, from behavioral and social
sciences to information technology and
business solutions.

Approach
Organizational change management
employs a structured approach to
ensuring that changes are
implemented smoothly and
successfully to achieve lasting
benefits.
Reasons for Change
organizational change is an essential
ability required in the workplace
today.
Globalization and constant innovation
of technology result in a constantly
evolving business environment.

Change Models
Deming Cycle of Plan-Do-Check-
Act
The Plan-Do-
Check-Act
(PDCA)Cycle
created
by W.
Edwards
Deming
1. The Plan-Do-Check-Act Cycle,
created by W. Edwards Deming, is
a management method to improve
business method for control and
continuous improvement of
processes and products. It
consists of four stages(Determine
Need for Change)
1. Plan - establish objectives and
processes
 2. Do - implement the plan,
execute the process, make the
product
3. Check - study actual results
and compare against the
expected results
4. Act - enact new standards[16]

 John Kotter's 8-Step Process

for Leading Change Change
Management Foundation and
Model John Kotter's 8-Step
Process for Leading Change

 Change Management
Foundation and Model

Challenges to Change Implementation

Lack of Planning
Without step-by-step planning, change
in an organization is likely to fall apart or
cause more problems than benefits.

Lack of Consensus

If you fail to get everyone on board with

the corporate changes, you are likely to
face barriers during the process.

Communication
Failing to communicate with all
employees invites rumors and fear into
the workplace, particularly if you're
facing major changes, such as
downsizing or a merger.

Employee Resistance

When a major change disrupts their

familiarity, some employees become
upset.
They don't want to relearn their jobs or
change the way they do things.
 Emotional Barriers
 Cultural Barriers
 Environmental Barriers