This created confusion of reporting responsibilities, political tension, and reluctance to take responsibility and action. To address the main problem Erik Peterson is inexperienced and this shows in his incapacity to handle various situations in the case. He lacks the support of the upper management (Jenkins and Hardy), and does not reach out for help among his peers( Green,Cantor) He also has to face insubordination,Curt Andrew being the prime accused in this case. He also faces the Turn on Deadline 1) Lack of communication from frontline workers to Curt Andrews (and thus Erik) in providing tower building status, updates, or needs. Erik seems hampered at quickly knowing exactly where the 21 towers stand.
For MSCC, there is only one IT person on staff, Kovecki, and the tasks required to implement the UNITRAK system are more in depth and detailed than one person can handle. By using the SDLC a proper project plan is developed, and part of the plan is resource allocation. By using the project plan, MSCC would be able to allocate Kovecki’s time more efficiently. MSCC would also have seen that one person is not sufficient to install the hardware, software, and migrate the data to the new system. MSCC would have had the opportunity to hire additional contractors or full time employees to implement the
Employees also failed to take standard precautions, failed to make constant contact with patients during procedures. Human errors in the overdose of patients were evident. When dealing with human life, technicians were clearly careless, non-attentive in some cases, and showed a lack of appreciation for the risk involved in the operation of the machinery. Other factors were poor training of technicians as well as a lack of sufficient penalty to the technicians involved. Attorneys for the family against the machine manufacturer (AECL) The Therac-25 design eliminated many of the hardware safety features that been built into previous designs, assuming the software was functioning correctly and eliminated the need for safety features.
The problems faced currently are: a. Information Systems at IW have developed into system with “niche” (exception to current standards) and “sunset” (outdated) technologies, leading to higher IT costs. b. Because of the lack of sustainable coordination, “Shadow IT groups” have been developed within the business units resulting in substantial IT resources that were neither being managed nor considered in the high costs under scrutiny within the IT function. c. Due to lack of standard data definitions, “several versions of truth” could be extracted from the IW depending on the way of extraction.
Dana and Henry saw themselves as strategic contributors to the business strategy of MGI, whereas Sasha perceived them as interns and business plan writers, while Igor saw them as helping with vision and strategy. When Dav was added to the team, it confused Henry and caused him to question Sasha’s decisions, and the roles he expected the students to have. The case states “Feeling overburdened, Henry realized that his and Dana’s role on the team had become increasingly muddled” Having never completely resolved their interpersonal conflicts, we can say that the group never reached the Norming Stage. They were technically still stuck in the Storming stage, with each
2. What people, organizational, and technology factors contributed to these problems? Contributing to these problems was management’s unwillingness to spend the appropriate amount of money on the needed software to ensure security, the lack of training of their employees, almost non-existent procedures, and outdated software. With proper management and procedures in place, the employees would not have been so sloppy in their work, the software would have been updated and perhaps the firewall would not have been breached. 3.
He stressed that patience was needed during the ongoing conversion. Now, during his private moment, Lassiter was beginning to recognize the problems and complexities he faced with the system conversion. The work of his marketing staff had ground to a halt, unable to access the new computer system to handle their accounts. Even worse, something had happened to the data in most of the old PC systems, which meant conference registrations and other functions had to be done manually. These inconveniences, however, were minor compared to Lassiter’s uneasy feeling that there were problems with Midsouth’s whole approach to the management of information technology.
Strategic Design at Dynacorp CCWe)re too slow, too unresponsive to the market, and too undisciplined about costs. And the main reason is how we)re m;ganized-it just isn)t working any more. We)ve outgrown the old design in so many ways, but we)re still trying to manage with the same structure we had when we started the company.)) -Dynacorp product manager cCThere)s a lot of talk now about changing our organization design. But we should be careful that we)re not throwing the baby out with the bath- water.
But then there was problems as the training lasted nine months instead three months required period. The reason was that the trainer delegated to carry out the training has no knowledge of how to carry out the training and this caused lots of misunderstanding between trainer and the author as trainer takes it personal whenever the author ask a question on any issue the author does not understand. The author’s compliant to the line manager and HR department was not taking seriously. In addition the training manuals were not up to date as things has changed. The training was on the use of the microscope for defect detection on products, machine calibration, environmental particle measurement and final inspection of finished products and shipping.
Williamson D.D. Williamson had trouble managing projects that were successful, so they took a step back and pinpointed the cause of the issues. They found the cause to be the lack of project prioritization. There were projects of great importance being pushed to the side while less important projects were being started. As a result, projects went over budget and there was a great chance of missed opportunities due to their disorganization.