Abstract
This teaching case provides a practical illustration of the challenges in executing large-scale ITbased
change. It describes how the Commonwealth Bank of Australia replaced its service and
sales systems between 2003 and 2006 with the goal of collating a “single view of client”. The
case is an exemplar of staged incremental development. The sponsor set up multiple work streams
and ran them as independently as possible. Regular releases delivered incremental change to the
business, incorporated lessons learned, and added further functionality. This had implications for
architecture, software development, training, testing, and risk management. There were
significant change management challenges.
The case provides students with insights into program management in IT transformations,
architecture, project management, software delivery lifecycles, risk management, logistics and IT
infrastructure.
Recommended Citation
Thorogood, Alan; Reynolds, Peter; and Yetton, Philip, "Performing Under Pressure: IT Execution in a $1.4bn Business Transformation" (2010). ICIS 2010 Proceedings. 164.
https://aisel.aisnet.org/icis2010_submissions/164