Rich Con

As a chair off company, Marty should have concentrated on overall management of the company and gratuity it to meets its strategic goals. Instead, she became intimately involved in integrating the b are-ass IT constitution which demanded more(prenominal) than 75% of her date which she did non proposal for. If sawyer beetle had appointed a mature with IT expertise as well as Individuals with industry and ferment expertise, she could have been fairly involved with the project with more era to spend on the operations of the company.Deliverables from this IT am would then be from selection of an IT system based on Rich-cons need to unflawed lend oneselfation of the system and then embrace through its effectiveness for a percentage point of time to make sure It Is work properly for all conditions. Lack of Fit-Gap analytic thinking The subscriber line requirements were non be to the vendor. The vendor did not care to understand the complex body part of the company, or the IT systems that Rich-Con already has in place. They were not familiar with the knowledge and expertise of the staff and the expectations of the customers.Marty and Rich-Con Pete for an off-the-shelf software package to implement in their organization. The selection process of the freshly IT system was based on close to factors true for metal industries and some generic wine questions posed by Marty. By doing so, Rich-Con failed to certify the Incompatibility risk of the replacement IT system. C. Omitting raise phases and pilot launch prior to pickle deployment of the vernal IT system Any bulky change implementation should go through several testing phases with progressive maturity of features.Rich-Con failed to work with their vendor to customize the tonic system and test it out at multiple phases. They also did not go through a pilot launch phase to pick up a portion of its operations, kind of than forcing the whole operations Into this new system all at once. W ith test phases and plot launch, employees would nave gotten ten hazard to test out ten system, wish important feedback which would have resulted in nominal disruption to overall operations, should something go wrong. D.Insufficient planning for transition to the new system Marty Sawyer relied on the vendor to train her employees to read he new IT system. There was no incentive for the employees to learn this system since they did not understand how their Jobs would change once the new system was in place. The vendor did a very poor Job in offering training since they took a agitate vs.. Pull method to offer help. They waited to be asked questions on features and usage rather than establishing a standard implementation methodology and draw in the customer through that.The frustration of Marty showed in her comment, We had people come in and do training. It Just never really took on a life of its own. e. Lack of customization of natural covering software to rack up the need correct though the vendor indicated that they would accommodate requests to deepen the software, Marty did not take advantage of that. Rich-Con did not get the software tailored to fit its unique needs. In comparison, Marty spent time to configure the software to align with Rich-cons business needs and importing all quick information to its database.Overall, to replace Rich-cons antiquated IT system, Marty took a centralized decision making approach, rather than decentralization it to engage leads from every operable apartment of the organization. She lost important inputs from several(predicate) work groups in that process. Other issues that Marty needful to manage simultaneously were to address confederacy problems, ensure that management of making the pertly purchased Round operational, and address the reason of move sales figures and the inefficiency of the new management team.All these issues deepen and created a disaster for Rich-cons operations. Question 2 Which CU BIT boldness processes might have prevented these problems? The CUBIT governance processes that could have prevented these problems lie within readiness and Organizing and Acquiring and Implementing the software implementation process at Rich-Con Steel. Although Delivery and Support and Monitoring and Evaluation are critical components following the implementation of new software, the problems could have been avoided if the two former processes were defined and followed.