• Information Systems Review
• /
• v.14 no.1
• /
• pp.1-19
• /
• 2012

A large-scale IS development project takes a long time, thus its project manager needs to be more careful on risk management. In particular, appropriate cutover decision making is critical in large-scale IS development projects because the opening of the large-scale IS significantly impacts the organization. Regardless of its importance, cutover decision making in conventional IS development projects has been done in a quite simple way. Conventional cutover decisions have been made by considering just whether the new IS operates or not from the system, application, and data implementation perspectives. However, this approach may lead to unsatisfactory performance or system failure in complex large-scale IS development. Under this background, we propose a new framework for cutover decision making on large-scale IS projects. To validate the applicability, we applied the framework to a core banking system development case. The case study shows that our framework is effective in proper cutover decision making.