CC1604_ASSIGN01 - Foremostco, avoiding the chaos. 1...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Foremostco, avoiding the chaos. 1 Foremostco, avoiding the chaos Cesar Campana, MMIS0621 Graduate Student, Nova Southeastern University School of Computer and Information Sciences September, 2011 Author Note Cesar Campana, Graduate Student, School of Computer and Information Sciences, Nova Southeastern University. Correspondence concerning this paper should be addressed to Cesar Campana, 2240 SW 50 Av, Fort Lauderdale Fl 33317. E-mail: [email protected] Foremostco, avoiding the chaos 2 Summary Situation Analysis Foremostco, Inc. is a Miami based importer and distributor of starter plan material. It started as a family business in 1987 and with the time the company had become a $14 million company and the largest source of imported starter plan material for nurseries in North America. In 1998, the organization was using a text based Unix system and there were several fails in the system, besides the Y2K problem that push the company to get a new system. They have the option to buy a new system or to perform in - house development. The first option, buy a new system, was discarded. The company could not adapt any system in the market to their business logic. They decided to do in - house development to replace their current Fox Base system. The new system named NAP (New Availability Program) intended to offer the potential to save time and ensure accuracy of data by integrating the different departments of the company: Sales, Customer Service, Purchasing Traffic and Accounting. NAP had been divided in 3 modules: Sales, Purchasing and Traffic. When the project started, the company started to have several problems with their IT personal, the rotational level was high and the time pressure as well. The general pressure was so high that the COO moves an office to the IT department and was the final leader of the project. After the project was launched to production, the Traffic Manager realizes the new system did not do what it was suppose to do. They started to use it and the shipment with the new system was a complete chaos (Fuller & Upon, 2003). The organization did not have any strong strategy at the beginning of the project. In fact the CEO and the COO did not realize the impact that new software will have in the company, the procedures involved in the project and if the procedures from the I.T Department were alignment with what they were looking from the project. Foremostco, avoiding the chaos 3 According to the lecture, the company was pretty successful when the implementation started, but my initial impression for the problem is the way the owners played down the project since the beginning. They trusted in the I.T. Manager and in seven months they never asked for reports of how the project was been developed. The Owners never realized the poor Gathering of Information from the I.T. Department, never request initial screens or test the software in the middle of the Development. I consider they did not get involve enough or assign somebody else besides the I.T. Manager in the project when their business depend 100% in their computer besides the I....
View Full Document

This note was uploaded on 01/18/2012 for the course MMIS 640 taught by Professor Dollens during the Spring '08 term at Nova Southeastern University.

Page1 / 16

CC1604_ASSIGN01 - Foremostco, avoiding the chaos. 1...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online