Q.4 Stuff-Up.Org (fictitious organisation at the time or writing) has an ailing set of in-house developed legacy systems (if you don’t know what a legacy system is – look up the term on the web). It has been decided that the IT department will be tasked to investigate the possibility of adopting an ES. If they recommend ES adoption, then it has also been decided that they will be tasked with evaluating products and recommending a product to the CEO. What might be wrong with this situation? What problems do you see arising?

Stuff-Up.Org has only let IT department do the evaluation and recommendation of adopting an ES without involvement of other departments. This will cause users resistance. During the implementation of ES, Stuff-Up.Org may not gain full support from the other departments. And the information give to the CEO will not be complete and precise to meet the requirement of the company needs. ‘With everyone’s participation, the project will belong to everyone, and not just to a small group of people who are out to prove their hypothesis, while the rest of the company sits back to watch the initiative’ (Lozinsky 1998). Therefore, obtaining strong commitment of everyone to the project is to involve representatives from various company departments; together they will be charged with reporting to top management. By using this everyone of the company will get the idea that the project belongs to everyone and everyone will benefit from the products of the implementation project.

Problems may arise as below:

Reference:
Lozinsky, S, 1998, Enterprise wide software solutions, Addison Wesley