Success For A Business Analyst

Explanation is not evident or reflects a basic misunderstanding of the significance of the problem.

Failure to introduce one another and define their role at the start of the scenario (Lapse).

The commonly used methods of observation, interviews, etc., can help analysts pinpoint exact requirements based on user input and business processes. According to Charvat (2003), “One of the biggest benefits of a proper user requirements specification is that you'll be able to plan and estimate your project correctly, decreasing the chance of cost and time overruns.” The analyst must listen to the employees and gain a thorough understanding of all business processes before establishing the new system requirements.

Ans: In this situation, the failure is due to many reasons ranging from unclear or poor performance of team. In this we should not blame any individual. It may be due to lack of analyzing the customer requirements. For any project to be successful the team should work co-ordination manner.

1. Why don’t information systems projects work out as planned? What causes the differences between the plan and reality?

There needs to be enough knowledge and expertise in the organisation to be able to resolve the issue

I do not expect this initiative to be successful. Inadequate planning, poor resource selection and an undefined vision put the project at risk for failure. From the beginning, there was a lack of due diligence across many levels of the project. The employees involved in the project were not selected appropriately. Junior employees who lacked experience were making project decisions, decisions that would have a significant impact on the company and the way they do business. Additionally, user representation on the project team was low, impacting the accuracy of business processes and also impacting user support and adoption of the initiative. It was evident that Providian Trust lacked strong executive leadership on the project which did not send a good message to the field. Lack of executive support will impact

Alavi, and Gholami (2008), Needs Analysis identifies potential problems, serve as an aid in developing policies, and provide information that can be used in making decisions. Needs analysis gives an idea of the current conditions within the organization. I used Needs analysis in many management roles. For example, at one location that I worked at the manager was fired for not performing and low sales. When I took over the store, the first step was to conduct a needs analysis. I gave managers a survey, and I gave employees a survey. The survey consists of ten questions and asked about what they felt was wrong with the store, and what can be done to change the current conditions. Once the surveys were returned, I analyzed the results and made some decisions based upon the results of the survey. The needs analysis allows me to be strategic to fix conditions, as well as identify problems that may come up in the future those employees had identified. It allowed me to

Nothing should be assumed. Decisions should be based on definable problems and tangible customer needs. A needs assessment, though time consuming, may be worth the time to complete.

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

They failed to identify the Target Customers & there are no Benchmarks used to compare their target goals & measures. The team can use SIPOC Table [Suppliers, Input, Process, Output, and Customer].

The project did not achieve desirable standards as far as customer requirements, scope, environment and execution were concerned. It was important that the project integrators to ensure customers do not escalate during the implementation of the project, being the first adopters of the software FoxMeyer should have exercised caution by adopting the software in phases rather than implementing the project directly, furthermore, execution was the biggest problem, despite knowing that the project needed skilled personnel FoxMeyer did not train staff during the early stages of the project and had to rely on consultants. Finally the company should have gained control over the project from the start to ensure that all the staff and management were involved but in this case despite knowing that the project would not work as envisaged the management did not take control or stop the implementation of the project.

As it has been mentioned in the case study, the Project management within the United States Department of Defense (DOD) has been aptly described as the one of the world’s most complicated processes due to the fact that various stakeholders involved from above and below are likely to besiege the project manager. Hence, there were various factors which led to organizational conflicts amongst project stakeholders which finally resulted in termination of the project.

Lack of project management clarity: the planning activity had lot of material but lacked content, clear action items and lack of consensus on the milestones. The difficulties in the project only increased with time and a more performance driven style would have kept things on track if introduced early on.

In some situation, a system too large to build without an overall plan that coordinates the people working on it. According to Sharon Florentine, senior writer of CIO.com, 50 percent of businesses experience IT project fail in 2012. The most common reason, responded by 74 percent of interviewees, is a lack of resources to meet project demands [4]. Three years later, the failure number increased that 55 percent of businesses surveyed experienced an IT project failure within last 12 months [5].