PM CASE STUDY CVD

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School

Colorado State University, Global Campus *

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Course

600A

Subject

Information Systems

Date

May 3, 2024

Type

pdf

Pages

5

Uploaded by DeaconAtom14104

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What do you think were the most important risk factors in CVDS’s IT project? What could CVDS’ s management team have done differently to help avoid, mitigate or transfer these risks? CVDS doesn't know much about ERP systems and business websites, which seems to be the biggest risk in their IT project. The lack of technical knowledge among its workers could have caused problems with implementation, delays, or even the failure of the project. It was hard to combine and clean up the data. CVDS's management could have thought about the following ways to deal with these risks: Strategic Hiring and Partnerships to Improve Expertise: Instead of hiring outside advisors and getting training, CVDS could have improved their own skills by hiring experienced IT professionals who work with ERP and e-commerce systems. This would make the base of knowledge more stable and easier to get to. This would provide a more stability and easy-to-reach source of knowledge. Advanced Data Management Planning: Doing thorough planning for data management early in the project could help lower the risks connected to data quality and integration. This could mean hiring data experts or using high-tech tools to make sure that data is clean, uniform, and easily shared between systems. Invest in Training: Instead of general digital literacy assessments, it would have been better for CVDS to have ongoing, structured training programs to improve the technical skills needed for the job. This approach ensures that all relevant employees are proficient in necessary technical areas by the time the new systems go live.
Risk Management: Establishing a formal risk management framework could also have been beneficial. This framework would help regularly to check risks, with aggressive steps to reduce known risks and backup plans for problems that might happen. Effective Communication: Enhancing communication and cooperation among project team members could have helped in identification and management of risks in a more efficient way. By implementing these strategies, CVDS could have better positioned themselves to effectively navigate the complexities and ensure smoother implementation and more effective utilization of their new IT systems. Describe the supplier selection process used to choose Fly Conseil. What process was used to choose INBIZ? What are the differences in these processes? Which process seems the most appropriate? Why? The supplier selection process used for choosing Fly Conseil and INBIZ are very different in terms of method, rigor, and criteria, which impacted the results of their projects for CVDS. Fly Conseil Selection Process: • The people in charge of Kinza and CVDS went through a tough selection process to find the best e-commerce platform and web development company. • They made an evaluation grid that was used to check out Magento, Big Commerce, and OpenCart, among others. • Their choice was affected by their desire to both choose a strong technology and build a good working relationship with the company that would create, launch, and support the online shop.
• Since 2007, Magento has been chosen because it is open source and has a good name in the market. This organized and methodical approach drew attention to both the partner firm's professional skills and its ability to work with others. INBIZ Selection Process: • The decision of INBIZ was made with less care and primarily based on a recommendation from Fadi, the company ’ s outside IT consultant and a friend of Antoine. • Fadi suggested INBIZ because he had professional ties with that firm. This shows that he made his choice based on personal trust rather than a thorough evaluation of the firm's qualifications. • The fact that INBIZ was a small, new business made CVDS's project the biggest and trickiest one they had ever worked on. It looked like there wasn't a formal screening or review process like the one used for Fly Conseil. Instead, the choice was made based on trust and informal networks. Differences in the processes: The selection process for Fly Conseil was far more structured and detailed compared to that of INBIZ. It had clear criteria based on technical skills and the ability to support long-term business operations. This was shown by using an evaluation grid and a more strategic selection process. The method for choosing INBIZ, on the other hand, was less formal and relied heavily on trust and personal relationships. There was no clear proof that INBIZ could handle such a complicated project. This method wasn't thorough enough in its risk assessment and fit assessment. Appropriate Process & Why?
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