According to Citizen Schwarz Ag (C-S), Span Systems did not deliver on schedule and more to that, the quality of the deliverables were substandard with bugs in the testing stage. Citizen Schwarz Ag (C-S) therefore requested immediate rescission of the contract and release of the code. However sensible this might have been to them, Span systems had delivered over 50% of the deliverables therefore it would be breach of contract if the contract is cancelled. Citizen Schwarz was too concerned with the deliverables but it did not take into account the entire new user and system requirements that had changed over time causing delivery slips. The new changes have been difficult to accommodate within the existing budget and timeline.
The key risks for the Field Data Collection Automation project are the lack of validated and approved baseline requirements for the project, lack of a risk management process, and ineffective management oversight(Laudon & Laudon, 2010). Examples of the key risks that were spawned from the risk factors were failure to meet the census deadline and the lack adequate performance by the handheld devices. When they contracted to have the handhelds created, they were not clear as to the level of excellence that the products had to perform. Moreover, the producers were not held accountable as to the deadline of the project completion. Consequently, they failed at meeting the deadline and the handhelds that were created did not work.
Lena Inability of handling his job - No prior experience of constructing a cellular mobile telephone system - Hardy (immediate supervisor) also inexperienced in the industry - Relationship between Hardy and Peterson difficult to define - Difficult time managing the team - Did not delegate: attempted to tackle every problem by himself instead of looking to the employees for help with this - Morale is low GA Comments: 1.) Peterson thought he would be reporting to Jenkins instead it is Hardy but he was never officially told. Hardy has no system operating experience. He was unable to offer initial advice or helpful guidance. He starts his job behind on the first day due to management.
A series of errors were made in the procurement, design, implementation, and introduction of the system. Ambulance crew staff had no confidence in the system and were not fully trained. There had been no attempt to foresee fully the effect of inaccurate or incomplete data available to the system. In particular, the decision on that day to use only the computer generated resource allocations was a high risk move. Following are the problems that existed in LASCAD, and some causes: • Existing systems were dismissed as inadequate and impossible to modify to meet LAS’s needs • Contract had to be put out to open tender • Most suppliers raised concerns over the proposed timetable of less than 1 year • Only 1 of all the proposals met all of the project team’s requirements • System Options had no previous experience of building dispatch systems for ambulance services • The Systems Manager, a key member of the evaluation team, was already told that he was to make way for a properly qualified systems manager.
* ”The bottom line is, no one wants me.” * ”I’ve just felt too hopeless to talk to anyone. By using these to phrases Bryce seems to have no self-esteem at all. He has had a hard time finding a job. He hears that his former co-worker had been doing really well with his new job and it makes Bryce feel worse. Bryce will meet with Todd to find out what his former co-worker did six months ago to change his thoughts.
The team failed to raise concerns about the size, leverage, or composition of RBS’s balance sheet, which would have signaled the concerns of RBS taking more and more leverage prior to the crisis. The failure of the supervision team to address this allowed for the RBS to operate on a high risk. Also, the FSA failed to collect sufficient data to fully analyze the RBS. The report mentions that this may have hampered the FSA’s supervision of the RBS but could not have been a factor in firm’s failure. But, this seems like an excuse since the whole point of the supervision is to identify the factors that could potentially cause failure, and advise the banks to take measures to prevent it.
Dana and Henry took on many different roles when they joined the team and the workload began to wear on them as the meetings progressed. There would be many different ideas and opinions voiced during meetings but the team was never able to reach consensus on any of these ideas or create an action plan. The team had difficulty reaching consensus because they did not take all team member opinions into consideration before making decisions. This was demonstrated by the fact that the MGI group did not consult the entire team before adding new members. The low productivity by the end of the case was caused by the lack of a structure during meetings and failure to create an agenda.
I quickly learned that presuming is not a good idea, with what I expected of the Island and my superior. Although, Alex was my supervisor this happened because he was also the receptionists, which also caught me off guard. Furthermore, this mean we are short handed on staff. We have no help or may not have the resources to acquire the extra help; I am not sure which one it is yet or it may be
It can be thought that absolutely no one can run the world. As stated earlier, things we have no control over occur every day. You don’t know how something is, until you live it. Nature threw things at Chris McCandless that he just could not control and on top of that it was the things he had intentionally overlooked that wound up killing him. How he would acquire his food supply was one of the things Chris just didn’t plan correctly.
During the search, an alternative was found but in the research and the implementation, plenty of flaws and issues were found and caused several problems for MSCC. By employing DMA to handle the installation and support of the new system, the decision made the possibility of salvaging the system harder and almost non-existent by the end of the case. This left the new Vice President trying to find new ways to repair the damage done to an already flawed system. Key Problems The major problem that seems to plague MSCC is the fact that there was no opinion or guidance from an experienced information system professional. On either installation you can visibly see that the decisions were made quickly and even if there was research performed, it was not enough to quantify the decisions to implement either one of these systems or business.