Mood's In Control
Juan: The way to go about the analysis is to first examine the old system, such as reviewing key documents and observing the workers perform their tasks. Then we can determine which aspects are working well and which should be preserved.
Pedro: We have been through these types of projects before and what always ends up happening is that we do not get the new system we are promised; we get a modified version of the old system.
Juan: Well, I can assure you that will not happen this time. We just want a thorough understanding of what is working well and what isn’t.
Pedro: I would feel much more comfortable if we first started with a list of our requirements. We should spend some time up-front determining exactly what we want the system to do for my department. Then you systems people can come in and determine what portions to salvage if you wish. Just don’t constrain us to the old system.
Required:
a.Obviously these two workers have different views on how the systems analysis phase should be conducted. Comment on whose position you sympathize with the most.
b.What method would you propose they take? Why?
Given this situation, a dialogue between a systems professional, John Juan, and a manager of a department targeted for a new information system, Peter Pedro, I realized that obviously these two workers have different views on how the systems analysis phase should be conducted. However, it is so noted that John Juan actually expressed his views by telling or trying to convince Peter Pedro how an old system could be of help in the implementation of the new system analysis and that in doing so, reviewing of the key documents and actually observing workers perform their task would eventually help them determine which aspects are working well and which should be preserved. For John Juan, by doing so would basically result to the desired need that they wanted to change or upgrade . On the other hand, Peter Pedro, in his point of view, seemed already tired of doing the same old task after some experiences maybe in the past which made him said that "We have been through these types of projects before and what always ends up happening is that we do not get the new system we are promised; we get a modified version of the old system." By saying this, I observed that what he was trying to point out is that after doing the same thing they still didn’t get what they really wanted to have and doing such might have been a waste of time, effort , energy again and not to mention of course, the financial constraints. Peter Pedro is obviously dying to have a change in the system that would facilitate everything in a faster, more accurate and would also guide them through and would advance them in a cadence of time and surely in the world of technology. And who would want this time to stick to the same old and traditional system of analysis when the entire world is already pacing with global competitiveness in science, technology, business and industry?
Quoting John Juan's dialogue, "Well, I can assure you that will not happen this time. We just want a thorough understanding of what is working well and what isn’t." John Juan's calm , cool and patient gesture was so impressive as he tried to assure Peter Pedro that they still could get what they wanted by reviewing and observing the old system once more yet before a new system has to be implemented. For me, the way i looked at it, John Juan is really right but Just like Peter Pedro's view, it'll take time again. The situation already presented an experience in the past which resulted to a not-so-much favorable condition as what they have wanted which is obviously expressed by Peter Pedro's statement.
Quoting Peter Pedro, he said "I would feel much more comfortable if we first started with a list of our requirements. We should spend some time up-front determining exactly what we want the system to do for my department. Then you systems people can come in and determine what portions to salvage if you wish. Just don’t constrain us to the old system.” Peter Pedro, in his dialogue obviously displayed a strong-will for a change of the system at the soonest time possible. As I have already mentioned above, he is already dying to have a new system implemented in his department for he is obviously no longer satisfied with how the old system works which John Juan was still trying to review or reconstruct which to Peter Pedro yields the same result. He is therefore suggesting on how to go about with the plan. Obviously, he is done with the old system.
Evaluating and analyzing the situation, my sympathy is with Peter Pedro though John Juan had a point in presenting his views .But as observed, Peter Pedro wouldn’t react in that manner if not enough time was already spent in using the old system. Now the time for the new system to be tried and has to be started has come and true enough, whatever should they observe or notice in the implementation must be a springboard for improvement. They can use their experiences with the old system that John Juan actually already had.
When asked as to what method could I propose for them to take is based on what I had read on an article in the internet which suggests vital method for such purpose that gave me insight on how to go about with their plan initially. Well, sound planning of the implementation is crucial to its success as poor planning and inadequate resourcing are often primary causes of implementation failures. The scope of a pan-organizational software system implementation can be huge and is fraught with potential difficulties that may have long-term implications for the company. Not only does it include installation of the new software and the hardware it is to run on, but also precipitates panoply of potentially difficult and unavoidable human factors, many of which are completely unpredictable. Appreciating the conflicts that may arise will enable the organization to avoid these problems and for the management to anticipate likely trouble spots and mitigate accordingly and in good timing.
The first principal point that is required is for the company’s management to understand that the new system by itself is not some sort of silver bullet that will solve all problems hitherto experienced by the organization. The entire implementation process involves the complete business process and/or pedagogic practice, customer service, interaction with suppliers and a bond with all other interested stakeholders. Many less tangible activities are crucial and those involved must: Have a sound understanding of the organization, particularly in terms of its culture and values.
The rationale behind any new system implementation should have thoroughly considered how the system is likely to help provide a better service to all concerned with it. Communicate this understanding to all concerned parties. Undertake a very comprehensive review of all business processes and, where necessary, pedagogic practice, and begin to develop and introduce new policies and procedures before tuning the system to meet the agreed requirements; Have a complete appreciation of the complexity and flexibility of the system; Have an understanding of the inherent dangers of customization of any software and how these can be mitigated against; Conduct a thorough set systems testing procedures, whilst accepting the potential need for software 'bug fixes' and upgrades; Budget for the real costs of internal staff time and their training and development; Train all users to use the system; Train all users and supervisors to fault-find and correct autonomously; Acknowledge the critical nature of system documentation and maintain accordingly. Careful planning and efficient management of the implementation are vital to success and to negate the threats of spiraling costs, extended timescales, losing key personnel and general dissatisfaction with the outcome.
Finally, it is crucial that the “go live” day causes as little disruption to the day-to-day business as is reasonably practicable. Issues that only arise at this juncture become magnified and will undeniably adversely affect the organization's reputation, sometimes irrevocably, with all stakeholders. It is important to remember that poor project management and lack of communication at this crucial stage can ruin an otherwise faultless implementation.
Quoting John Juan's dialogue, "Well, I can assure you that will not happen this time. We just want a thorough understanding of what is working well and what isn’t." John Juan's calm , cool and patient gesture was so impressive as he tried to assure Peter Pedro that they still could get what they wanted by reviewing and observing the old system once more yet before a new system has to be implemented. For me, the way i looked at it, John Juan is really right but Just like Peter Pedro's view, it'll take time again. The situation already presented an experience in the past which resulted to a not-so-much favorable condition as what they have wanted which is obviously expressed by Peter Pedro's statement.
Quoting Peter Pedro, he said "I would feel much more comfortable if we first started with a list of our requirements. We should spend some time up-front determining exactly what we want the system to do for my department. Then you systems people can come in and determine what portions to salvage if you wish. Just don’t constrain us to the old system.” Peter Pedro, in his dialogue obviously displayed a strong-will for a change of the system at the soonest time possible. As I have already mentioned above, he is already dying to have a new system implemented in his department for he is obviously no longer satisfied with how the old system works which John Juan was still trying to review or reconstruct which to Peter Pedro yields the same result. He is therefore suggesting on how to go about with the plan. Obviously, he is done with the old system.
Evaluating and analyzing the situation, my sympathy is with Peter Pedro though John Juan had a point in presenting his views .But as observed, Peter Pedro wouldn’t react in that manner if not enough time was already spent in using the old system. Now the time for the new system to be tried and has to be started has come and true enough, whatever should they observe or notice in the implementation must be a springboard for improvement. They can use their experiences with the old system that John Juan actually already had.
When asked as to what method could I propose for them to take is based on what I had read on an article in the internet which suggests vital method for such purpose that gave me insight on how to go about with their plan initially. Well, sound planning of the implementation is crucial to its success as poor planning and inadequate resourcing are often primary causes of implementation failures. The scope of a pan-organizational software system implementation can be huge and is fraught with potential difficulties that may have long-term implications for the company. Not only does it include installation of the new software and the hardware it is to run on, but also precipitates panoply of potentially difficult and unavoidable human factors, many of which are completely unpredictable. Appreciating the conflicts that may arise will enable the organization to avoid these problems and for the management to anticipate likely trouble spots and mitigate accordingly and in good timing.
The first principal point that is required is for the company’s management to understand that the new system by itself is not some sort of silver bullet that will solve all problems hitherto experienced by the organization. The entire implementation process involves the complete business process and/or pedagogic practice, customer service, interaction with suppliers and a bond with all other interested stakeholders. Many less tangible activities are crucial and those involved must: Have a sound understanding of the organization, particularly in terms of its culture and values.
The rationale behind any new system implementation should have thoroughly considered how the system is likely to help provide a better service to all concerned with it. Communicate this understanding to all concerned parties. Undertake a very comprehensive review of all business processes and, where necessary, pedagogic practice, and begin to develop and introduce new policies and procedures before tuning the system to meet the agreed requirements; Have a complete appreciation of the complexity and flexibility of the system; Have an understanding of the inherent dangers of customization of any software and how these can be mitigated against; Conduct a thorough set systems testing procedures, whilst accepting the potential need for software 'bug fixes' and upgrades; Budget for the real costs of internal staff time and their training and development; Train all users to use the system; Train all users and supervisors to fault-find and correct autonomously; Acknowledge the critical nature of system documentation and maintain accordingly. Careful planning and efficient management of the implementation are vital to success and to negate the threats of spiraling costs, extended timescales, losing key personnel and general dissatisfaction with the outcome.
Finally, it is crucial that the “go live” day causes as little disruption to the day-to-day business as is reasonably practicable. Issues that only arise at this juncture become magnified and will undeniably adversely affect the organization's reputation, sometimes irrevocably, with all stakeholders. It is important to remember that poor project management and lack of communication at this crucial stage can ruin an otherwise faultless implementation.
THE WATERFALL MODEL
