Whose biggest fault it is? Craven Book have faced a huge issue when they tried to implement a new IT system in order to face to growing demand. This problem with the new IT system has had major impact on the company, and the protagonists don’t agree about who’s responsible for this mess. In the video there are four main participants: Peter Craven (the top manager), the IT manager, the employees and the IT consultant. Let’s see to what extend each of them is responsible. Peter Craven: As the top manager of the company he has to know what is going on in his company and he’s the one who have to take the decisions, fully aware of what it involves. I this case he should have been more cautious, had a stronger link with his teams and supervised the well going of the project. Contrary to what he seems to think, as the head of the company, he should have noticed that there were troubles with the new system and that Craven Books was losing customers. According to IT consultant he was always changing his mind and didn’t know what he really wanted. It is said that he was the person who knows the less than anybody else.
The IT manger: as an expert he should have seen the risk of such a system. He’s really involved in the choice of the fully integrated system. He should have prevented the company from accepting such a large, complex and costly project. He didn’t adapt himself to the company real needs and may not have enough experience to handle such a big project. He has the trust of Peter Craven about his ability to manage the project and that’s also one of the reason the top manager wasn’t really involved. He was the only one who had the technical competencies and the knowledge of the company necessary for the success of the new IT system. The General Manager : She did not train the employees properly and shed id not follow up the implementation of the whole project and if she did supervise well teh whole project, when things go wrong, she would have informed the senior management about the problems in order to make timely corrections. The company employees: Implemented a new system may create problem with employees such as resistance.
In this case it seems that they didn’t adapt their way of working with the new It System. Part of this problem may be due to the complexity of the system itself but there is also a part due to a lock in their intention to really understand the new system. They were also too passive, they didn’t communicate about the problem they were facing. It should have been resolved faster. There was also a problem with the storage, they kept on ignoring the main storage rules and put a complete mess, which was a difficulty for the IT system. The consultants: there is a real question about the interest of the consultant, which may not be the same as the company’s one. In this case it seems that they have been more interested in charging the company with an expensive system rather really helping it.
They should have warned the company about the risks and maybe followed closer the implementation of the IT system. The IT consultants had the complete trust of Craven Books managers and were able to do whatever they wanted; we can think they haven’t been totally honest. To conclude the biggest fault is Peter Craven’s. As the boss, he has the overall responsibility for the success or failure of this project. He’s the one who have to make sure that everything is going on in his company, and he has to react very quickly in case of problem. He doesn’t seem to realize the gravity of what happened. Q2: Describe the project decision-making process. Go ahead with the implementation of the software. What was the final key event which made the system fail?
The first mistake of Peter Craven was that he didn’t ask employees about what they would like to get at the end. So the needs were not clear. The second mistake that the consultants convinced him to go for a fully integrated system instead of focusing on the warehouse management. Everything was changed too much at the same time. Peter Craven should have gone for incremental changes. And it was too sudden. Almost from one day to another, the employees had to switch to a completely new information system. The third mistake was was that the employees were not trained to use it. The consequence was that they could not benefit from it.The result of this was many issues with orders: wrong books delivered, missing orders, etc… Craven Books lost a lot of its most important customers. In our opinion, the key event that makes the system fail is the adoption of the full-integrated IT system without knowing its own needs, in other words, they switched to a costly IT system when they do not even need it. Even though they intend to introduce a new software to uplift efficiency, they did not choose the right one, that is, the one that fits most.
As from the video, Craven Book used a combination of two software–the standard package and the tailored package, a software recommended by the consultant that lies in the middle between a standard one and a tailored one. This software is very expensive but without sufficient trials and tests by the others, which is vulnerable to failures. 3. Draw the storehouse management process before and after introducing the new software? First of all, we are going to draw the storehouse management process before the introduction of the new software, then we will describe what was its impact. The salespersons had to order the books to the warehouse’s employees., who had to check these books for every level of the warehouse; then they had to pack and delivery them to the salespersons team. After that, regarding the re-stocking, the warehouse’s employees did the stocktaking of the books and, according to the stock, ordered the missing books to the suppliers. Once the missing books received, they were placed in the right shelves.
With the arrival of the new software, the salespersons order the books simply by entering their title in the computer, then, it automatically determine the location of the books in the warehous, before placing the order, in function of the book’s location. All of this reduce the employees’ strives. The employees juste have to pack the books as the computer indicated. For the re-stocking, the computer tells which order has to be made, thanks to calculative shelves that determine each book’s weight, the missing books are then automatically ordered. Then employees have to restock the shelves, only by checking on the computer what shelve is to be refilled.
The computer also allows to place books of similar topics on the same shelves, which help to reduce the backward and forward. But actually, the software did not adapt to the real situation of Craven very much, for example, the software only decide to dispatch the stock as long as the weight match the standard, but after the books are dried, they are lighter, as a result of which the system refused to dispatch the books. And most of the time, the system is not so flexible and made errors, in the end, 60% of the employees were made redundant and most of the customers were lost, and they went back the the old system.