Systems Management Case Study

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POST-IMPLEMENTATION PHASE
The systems manager should conduct a review of the system once it has been running for a few months or a year, in order to check that it is helping to achieve the goals and solve the problems that it was built for. An assessment of how the project was managed and what could have been improved is necessary too. Retrospective analysis will help the organisation to learn from the process and take better decisions in the future (Hawryszkiewycz, 1998, p. 130; Bocij et al., 2008, p. 476). The result also shows if the systems managers accomplished their mission.
Apart from that, all that is left until the system needs to be replaced or updated is the maintenance phase. This should be the longest phase (Yeates et al., 1994,
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318-330) gather a few case studies of companies who identified problems that made them realise they had to modernise their legacy systems. Each of them took a different approach after an analysis of their needs. The case studies focus on technology and highlight the importance of meeting the business goals and return on investment.
However, in the case examples they gathered on systems management issues (McNurlin et al., 2014, pp. 298-318), although there is still much focus on the technology and best practice, there is also recognition of the importance of involving and understanding users as well as managing their expectations.
In the particular case of the BOC Group (pp. 308-310), they involved staff from several departments in the design of a device that replaced the old system and evaluated the result of their participation as a “success”. When the device was ready to be used, they scheduled a six hour training for staff with a walkthrough on how to use it on ideal conditions and how to tackle problems that could arise.
The Dow Corning case (pp. 314-316), is a clear example of how change management affects the success of a project. They involved early in the process staff members trusted by their peers and adapted their approach to management often through the project to ensure staff kept a positive attitude towards a major change in the
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The sentence “systems managers bridge the gap between people and technology” is true but incomplete. It does not explain what drives their effort.
The author assumed, without being fully aware of it, a certain conception of technology as a set of tools that serve a purpose and that whatever that purpose is, it would not make sense without people benefitting somehow from it.
Therefore, the author assumed, despite most of the literature is technical and focused in technology, systems managers would have to focus on the people in the process to ensure they get the most out of the new system.
It did not take long to realise what was wrong with that idea. All of the literature that is not purely focused on the technical aspects of building a system, is extremely business centred. These texts evidence that technology is not there for the people’s benefit but to serve companies’ purposes.
It could be argued that ultimately people benefit from the fact that a company is doing well because it may help secure their jobs or the company may decide to give back to society. Although that is an interesting discussion, it is out of the scope of this

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