| dc.description.abstract | The Integrated Financial Management Information system (IFMIS) is a computerized budgeting, accounting and reporting system used by Kenya Institute of Education to plan and use its financial resources more efficiently and effectively. The purpose of this study was to identify institutional based factors influencing implementation of an integrated financial management information system (IFMIS), determine the extent of senior management's influence in its implementation, establish the nature of training and skills development pertinent to IFMIS implementations, and analyze the extent to which change management plays a role in the implementation ofthe system.
A descriptive research design was adopted for the study. The population chosen for the study comprised the four hundred and twenty (420) staff members, that is, the entire number of employees at the Kenya Institute of Education then. The Yamean (1987) formula was used in deriving a sample size of eighty (80) respondents. Data was collected using a structured questionnaire which was administered using a research assistant who delivered and again picked them after they had been filled. Data was coded and analyzed using the SPSS. The generated information via the frequency tables were interpreted using the associated descriptive statistics. Cross-tabulation was used to establish patterns between business process re-engineered and gender and between ICT literacy and training of staff on IFMIS.
The analysis of data provided various factors that saw the implementation of IFMIS in the Institute succeed. Effective training of technical staff and end users was effective although user manuals were not provided. However the training was not holistic. There was minimal resistance to change as staff had been sensitized on the need for the new system.
A core team had been identified to oversee implementation of IFMIS and senior management was fully committed to see the system succeed. However planning for the IFMIS implementation was not effective. There were no plans and evidence of their approvals by senior management. The project did not have a project manager and implementation was done by the supplier/contractor. All indications were that the project was delayed. The study did not provide for the establishment of the project cost.
The availability of funding by treasury, a standard chart of accounts, the legal and regulatory framework, and ICT infrastructure were catalytic in the implementation of the System at the Institute. No attempt was made at establishing whether the implemented system had achieved the aims for which it was initiated.
Based on the results, it is possible to conclude that the implementation of IFMIS was successful although room exists to improve the process further. Recommendations for improvement include going in for an off-the -shelf solution because they are cheap, undertaking re-engineering of processes to realign them to suit IFMIS package, and offering of comprehensive training before introducing the new system. The study further recommends that a study be carried out to establish whether IFIMIS has been able to achieve for governments or their agencies the much hoped for financial management reforms. | en_US |
