A Dream Project Turns Nightmare

5282 Words22 Pages
HOW A DREAM PROJECT TURN NIGHTMARE

PRESENTED TO:

DR. WUI GEE TAN

PREPARED BY:

MUHAMMAD BILAL

STUDENT NO: 0092717/10268
EMAIL: mbillall@yahoo.com
PHONE: 0434049594
WORD COUNT: Approx. 4900
DATE OF SUBMISSION: 29TH MAY 2009

TABLE OF CONTENTS

EXECUTIVE SUMMARY 3
1. BACKGROUND 5
2. PROBLEM IDENTIFICATION 6 2.1 MISSINTERPRETATION OF THE PROJECT 6 2.2 PROJECT MANAGEMENT FAILURE/BYPASSING THE PLANNING 7 2.3 IGNORING THE BIG PICTURE OF THE PROJECT 7 2.4 LACK OF COORDINATION AND COMMUNICATION BETWEEN THE TEAMS 7 2.5 SENIOR MANAGEMENT INVOLVEMENT 7 2.6 OVERLOADED THE SOFTWARE SYSTEM WITH TRIVIAL MODULES 7 2.7 PROJECT LEFT
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So, the following course of actions requires rapid and vigilant attention.

1. The Vice president accepted his defeat so soon, just because CU’s has some shares in Cancoop group; it doesn’t mean that Cancoop group owns all the credit unions. Credit unions are earning important income from Cancoop group and if BLISS provide them the same income why would they refuse, Integra have to convince them and it’s possible by systematic strategy. In the beginning give them special offers like free installation and free maintenance or offer the agents more percentage than the Cancoop group. It’s not impossible but if they remain quiet like this all hard work and everything will go detriment

2. The BLISS is bilingual and client server architecture it means that it can be implemented anywhere in the world, then why the VP has shelved the system; they can target the whole world’s loan market.

3. BLISS Software, if changed slightly can work in the Bank’s system or Small and medium Enterprise development Organizations where they themselves are not offering any kind of insurances on loans, so the Vice president and higher executives must think about it and they must try to target similar organizations.

4. If the system declared as a failure they should cope with it very strategically, firing

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