Software Problems Midsouth Chamber of Commerce Essay

Looking at the requirements of Grandfield College, I have planned a solution with following steps are Step 1. Data Gathering: This task consists of the gathering of spreadsheets currently used by the software management team which includes the list of software, licensing of software, and all faculty and staff computers and what software is installed on each. Also included is a list of software requests.

4) Inability to build and lead a team: As per the case, there is no fact to suggest that Erik Peterson made efforts to unite his team to achieve a very ambitious goal of launching the catheter in the stated period. He didn’t try

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architecture of the IT system, relying only on the 3rd party, Qdata, to monitor their IT infrastructure, keeping out of date manuals, and not maintaining their emergency procedures.

• What mistakes happen during the designing project/mobilization phases? How did these mistakes impact the first 6 weeks of the project? Why is Chen finding the situation so difficult?

phase the original outline plan was materially altered. The most important change was the mistake of

This portrays illustrates that the company ignored importance of the mission and goals that were currently in effect for of the departments currently in effect, the needs of employees which they are serving, evaluation of each department’s organizational structure, development of staff, and relationships among departments and the recommendations for change that they proposed.

The staff was made complacent by technology and leaned on the technology to hold and reproduce information. They never checked on the validity of the information they were receiving from the system. They also received information from the system in a form that was not easily usable.

Like many of its most profitable competitors, Alcan has grown quickly through insightful series of mergers, acquisitions and rapid product development and launch strategies throughout the major markets it sells into. The company has settled on a highly decentralized divisional business model that has to the point of the case study served them well. Their IT systems are showing signs of massive overduplication of expense, with a $500M level of spending on enterprise applications with SAP being the majority. There are further signs of massive waste in their highly diversified organizational structure. There are 400 systems in the company all dedicated to pricing, a massive duplication of costs, time and effort on the part of IT across the five divisions. There are also over 1,000 concurrent enterprise-class IT systems being used throughout the company at any point in time. Conservatively speaking the company is spending 20% of their total enterprise software spend on maintenance costs alone. This is forcing the CIO, Robert Ouelette, to re-evaluate both the organizational structure and IT systems supporting it. The goals of this analysis are to evaluate the advantages and disadvantages of the existing application or IT management structure. An analysis of the proposal by Robert Ouelette is also provided along with an assessment of it potential effectiveness in solving the challenges is facing today.

The issues that Alcan was facing were numerous to say the least. The fact that the leadership in the IT side had been vacant for more than a year was very problematic. Another large chunk of the infrastructure issue revolved around how decentralized the business groups that made up Alcan were. “Every business group was completely independent, with its own strategic IT plan, infrastructure choices based on its specific needs, and IT applications and services. Each group had its own IT organization that pursued its objectives based on the group’s needs and orientation. Groups’ needs, like their activities, were highly diversified. Over the years, this culture of autonomy had been reinforced by mergers and acquisitions” (Bernier & Dube & Roy, 2009). Another issue that was identified was that Alcan had more than one thousand information systems, and many of these systems managed information that was financial. It completely makes it difficult to comprehend how you would even attempt to be able to work with over 1,000 systems within Alcan. Another identified issue was that there was a problem with accessible skills which were insufficient, and crudely positioned to meet requirements of the information technology infrastructure. This also resulted in these needs not being evaluated, identified, or even compensated in a similar way as other various business groups. Instead the outsourced providers instead minimized the deficiencies

You have been hired by a medium size (approximately 200 employees) widget manufacturing company to do a complete evaluation of their computer needs and make recommendations to them about an information system to support their business. Currently several of their support departments are using manual processes and they wish to automate their accounting and human resources business processes. They also want to harness the power of the Internet in their business.

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.

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.

They also didn’t appear to honor any form of schedule or business ethics because they were charging direct labor time to the project while working on other projects. Functional management appeared to lack leadership and direction across the whole unit.

I know you looked into reusing one of the older systems we installed. I need to know what became of that effort. How do you think our customers will view this situation and what do you think is the best way to proceed? Character #2: Lucas Moore - Vice President of Manufacturing We are still using outdated technology for our scheduling. The industry has passed us by in computer use for manufacturing and we are in danger of losing our reputation as a world-class manufacturer. My education and my experience with Don's new inventory system have convinced me that computer systems can significantly enhance our efficiency and improve our customer service. We cannot wait two years for a home grown system that will probably have to be upgraded before it is completed. I have had extensive discussions with EMS manufacturing specialists, read their literature, and seen the proposed systems demonstrated. I am convinced the system will do everything we will ever want to do. EMS assures me there will be no problem integrating their manufacturing system with our financial system and we can be up and running in six months. Purchasing from EMS provides many benefits including: 1. Six months to install an advanced system versus two years to develop our own basic system. 2. The upfront cost for EMS is $220,000 firm against an estimated $400,000 cost for in-house. 3. We will get a proven,

In this paper, the author will introduce a failure case of K-Mart 's IT modernization system project. In 2001, K-mart took $1.4 billion dollars into this project with the purpose of competing with its rival Walmart. The dream is beautiful, but the real work is cruel. After 18 months, the project was failed because of lacking of cash. What happened in the detailed for this project? $1.4 billion dollar is huge numbers, why it was still not enough to pay and distribute for this project? How did its project manager do in this project? What are the project problems? How can we learn from the failure of this case? The paper includes the case background introduction, the project development process, the problems in the project, analysis and