Brian Smith, the CFO of his company, expressed his frustration with the TUFS project and questioned what could be done if the users did not align with its intended design. He sought to shift blame onto the users, but his statement also highlighted the failure of his technician team to cater to users' needs and create a system that met their desires. This issue could have been prevented if Smith had employed a system analyst, someone who possesses the ability to bridge the gap between technical and business aspects and foster collaboration between both sides throughout the project.
The project encountered another issue when the management pressured for fast results without considering feasibility, leading to an imbalance between the project's scope and scheduling. This problem could have been prevented by prioritizing what was possible within the
...project's schedule rather than solely focusing on desires. To avoid similar problems in the future, it is necessary to have an IT team comprising not only pure technicians but also individuals familiar with IT projects in a business environment.
The team needs to have a professional system analyst who can engage with the business throughout all stages of an IT project. A project manager is also necessary to establish milestones and ensure that the team meets them. Additionally, management should assess the expected outcome and ensure user commitment before approving a project.
This step will result in the acceptance of the completed project, even if it fails. 2- In order for northern to realize the projected benefits, they need to do the following: o Utilize the system to its full capacity: The value of an IT project will not be realized i
it is not used. Therefore, Northern needs to overcome user resistance to the new system and ensure they fully depend on it. This will automatically lead to value realization (assuming everything else goes as planned). Maintain a proper operational period: Sometimes, value may not be realized immediately after implementation. Northern needs to allow enough time for the project to yield its desired results. o Measure value: Management must establish metrics to evaluate the expected value versus the actual value generated by the project. 3- Northern can measure the project's benefits using a comprehensive set of metrics that consider both financial and non-financial factors. Financial considerations include factors such as return on investment and revenue growth. Non-financial considerations involve measuring employees' satisfaction, as they are the best indicators of the success or failure of the new system.
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