Case Study - Troubleshooting Information Systems At theRoyal Hotel

The management of a consulting project calls on a variety of skills. This is an actuality that has been stressed throughout the course lectures, seminars and cases as well as throughout the course literature. The fact that consultants must integrate their skills when conducting a consulting project is as clear-cut as it is evident.

In Bangkok, Thailand, a group of financial investors invested in a hotel called The Regency Grand Hotel. This hotel is the most cherished hotel in town, where the employees and guests enjoy spending time at this five-star hotel. This place hosts approximate 700 employees that give fantastic benefits, year-end bonuses and ensures job security.

Moreover, the absence of involvement and use of employees who really knew how the company ran. Finally, there were several corners had been cut on the configuration of SAP R/3 (Jacobs & Whybark, 2000, p. 124). On the other hand, although there were many incorrect decisions had been made, some good decisions had been taken such as sending Billy to learn about the ERP system and evaluating it in Ohio plant.

The company did not perform as well as they should have been able to. There were multiple areas where problems arose, such as the technical architecture of the IT system, relying only on the 3rd party, Qdata, to monitor their IT infrastructure, keeping out of date manuals, and not maintaining their emergency procedures.

There were several mistakes made by Maria Chen in the first 6 weeks of the project starting with her never starting a good relationship with the client and its workers. Instead Chen focused on her time on a complex technical analysis spreadsheet of ideas she thought she could implement, but failed due to lack of knowledge on SKS. This spreadsheet took about 3 weeks for her to complete and was ultimately useless and filled with holes thus wasting ¼ of the project

Berry establishes one of these points while he is writing about a team of engineers from Purdue, who foresaw that by 2001, everything would be done by remote. The reality is that this is no

One of Cami’s team members, Steve, was unsatisfied because he just got used to the “old” system and doesn’t want to start all over again. He

Also, rotating the engineering team that had the most developed relations with ChassisCo was a significant mistake, since were key people to escalate problems and seek for solutions.

*A change in the project specifications after the freeze date was agreed up on in the contract. These changes created a domino effect of problems. This was in violation of the contract with BAE which stated there would be a number of freeze dates for mechanical design, software design, and permanent power.

The IT folks couldn’t communicate properly with the business about their ideas and strategy that confused the business and made them reject the ideas that were actually worth trying.

Emma Richardson, as the facilitator, he didn’t do his work well during the meetings. He start the first pre-launch meeting with asking Barren to give a cost estimate report; and during the second pre-launch meeting he fail to hold the team focus on the discussion.

5. Evaluate the steps that were taken in the ERP activities. Which were done well and which could be improved?

At first, identifying the potential problems. Though I will pay more attention to the top three classical problems, it is necessary to analyze other potential problems in specific project by investigating similar IT projects that is “Failure” or “Success” before kicking off project. The “similar” can be explained in many aspects, such as same goals, cost, scope, same industry, background and so on. I need to investigate how such similar project fails. For example, we assume that a company want to launch an ERP projects recently. In this area, there are many companies did it before. Failure of high-profile ERP projects is common. In order to avoid mistakes that usually occurs in such IT project, it can investigate many failure projects, such as Airforce, Saudi Telecom and so on. The project failure of Airforce due to the following reasons: weak teamwork & composition and lack of top management support. The Saudi Telecom’s failure attributes to lack of top management support, inadequate of company culture, and huge system customization (Aldammas & Al-Mudimigh, 2011). As you

Based on the development of the event, the possible scenarios are 1) The dispute is taken to the JV Committee and Ellen is expelled from the group, taking the blame of being the ineffective leader; 2) recruiting new consultants for the project who have the required qualification and skills to do the job; 3) Jack is replaced by other consultant from JVI with relative more experience in project management. 4) Ellen and Jack communicate the problem and find a way to compromise.

Once they analysed what were the main issues that led the company into that situation, two were the main problems. First of all, the product portfolio was unprofitable, more than the 94% (Breen 2013).