Petrie's Electronics Case, Chapter 10, Questions 1, 2, 5 & 6 Essays

2140 Words Dec 1st, 2012 9 Pages
#1: Consider the reasons implementations fail. For at least three of these reasons, explain why this happens, if there is one (or more) type of implementation likely to minimize the occurrence, and if there is one (or more) type of installation more likely to induce failure for this reason.
Proper implementation takes a full-court press from your company. Many times companies simply underestimate what it takes to get it done. The “train the trainer” approach to cut costs can get you in trouble. Having only one or two key people learn the system, so they can train other employees is a recipe for disaster. All users should have an opportunity to work directly with the vendor’s implementation team. Meet with your vendor to get a clear
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They may be worried that their jobs are in jeopardy or that they will be unable to learn the new system. Some may just be afraid of computers. Whatever the reasons; education is the answer. Try to let them see how the new system will benefit them personally. They may be less stressed because all the information they need is readily available; they may be less exposed to failure because they have greater control and visibility or they may simply have time to organize a meaningful thought rather than just run from fire to fire. Once they see how their own lives will be easier, they will actually be excited about the new system. Choosing the wrong implementation solution can be devastating. Don’t get caught up with a vendor that tells you “yes we do that”. MAKE THEM SHOW YOU!! Unfortunately what you find out too late is that “yes we do that” turns into “yes we do that, but it will take some customizing”. Lastly, Management has to understand that all of the previously mentioned issues can be resolved when they accept the idea that a new system is best for the company. It is imperative that management also buys into the implementation process, and supports the plan throughout the organization. They must understand that “train the trainer” to cut costs is not a solid option, and pressing vendors for honesty in implementation costs and educating employees on benefits of a new system is

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