ABSTRACT
Demands of today's business require that the information systems (IS) organization develop a long-term strategy for addressing the information needs for the 1990s, which provides an impetus to the chief information officers to develop a longer-term strategy built on a vision of where to take the IS organization rather than just reacting to the tactical requirements of the moment. This chapter discusses the implications a systems integration project has for an organization, examines the management of change and transition in the organization, and offers various models of organizations in which systems integration is a part of the systems-delivery strategy. The systems integration strategy is assumed to be not all-encompassing for the entire IS effort but pertains only to a portion of the IS requirements. The skills required to manage systems integration are generally different from those used in managing traditional effort.
