Evaluation of the implementation of system Prio, 2009-2011

Purpose of the study is to identify gains, deficiencies, success factors and important experiences from the Prio work in the Swedish Defence. Further also to investigate relations detected earlier, as well as the connection to change management and to the model based capabilities development approach (MbFU). The study has been conducted with a qualitative approach and data was gathered through semi-structured interviews with seven employees within the Swedish Defence during spring 2011. The term Prio is used in two respects: a system and a project System Prio refers to the integrated financial and resource management system which the Swedish Defence since spring of 2009 and on is adopting. Project Prio is the summarized description of the extensive work which has been carried through, and still is conducted, in regards to getting system Prio completely integrated in the daily activities of the Swedish Defence. Project Prio has, now and before, been studied in the context of MbFU due to the fact that Prio is a project and a system originating from a model based approach. MbFU within the Swedish Defence involves a way of work deriving from modelling of activity, information, processes and actors supported by common rules and principles for development of capabilities. In research contexts, a technological focus has been prevalent while an applied perspective is often lacking. This study has demonstrated that a distinction between studies of system and organization is inappropriate, and instead an integrated perspective is necessary in order to both reach understanding of the processes and the organization, and to successfully develop and adopt the system. Further, organi-zational change is best understood with an explicit focus on change management, which refers to instruments and techniques to lead the human side of change. Pioneering represents one of two identified success factors in the study. This refers to leaders' ability to convey a positive attitude and to "live as they learn", considered the most important step in change management and yet something which has not been satisfactory in implementation of system Prio. The second identified success factor for a model based approach is to use key competence from the organization in the development. Not doing so induces deficiencies in the relations between the project and the organization, which is largely viewed as characteristic for the Prio work. Non-satisfactory relations to the organization is thereby considered the most prominent deficiency in the development efforts and a leading cause of some technological problems today. The fact that Prio was initially an isolated project is regarded as an unfortunate decision with far-reaching consequences. The distinction which from the beginning was organizational became symbolical and largely came to affect attitudes towards Prio. Change activities (information and education) have been insufficient in content, not extent. The problems of change management can be linked to the Swedish Defence HQ being considered to have failed in presenting a meaningful purpose of the change, which would have increased agency in individuals during the introduction of the system. Business rules (part of change management) continue to be deprived, which is considered to be the most prominent current deficiency. Other, contemporary changes in the defence organization affect attitudes towards Prio. Informants identify a phenomenon where Prio serves as "scapegoat" and shoulders problems, concerns and dissatisfaction within the organization, which are all results of times of general convulsion and extensive change.