ORGANIZING FOR CIM - PROJECT-MANAGEMENT, TECHNOLOGY AND INTEGRATION

This paper picks up an important theme which has, however, often been underplayed in writing on CIM: the management of a CIM programme, and the management of integration itself. The paper considers three major facets of the management of CIM. The first is 'making it happen': the project management of the process of introduction of CIM into the organization. Whilst project management is well-established, the application of its principles to CIM has not been widely addressed. The second facet is that of managing the technology (and the technologists). This is often given scant attention, but it is demonstrated that technical issues have important management implications which must be recognized and dealt with. The third facet is that of managing integration itself. The issues arising in this area depend on the definition of integration that is adopted, and several aspects will be discussed. Whilst the principles discussed are applicable to many types of computer system implementation, or indeed many other types of projects, this paper will show that CIM raises different issues, albeit arising from the same general principles. The paper draws on examples from several organizations with whom the author has had contact, and it concludes with a set of guidelines on the management of integrated manufacturing.