Rich Con Steel
Pitfalls
1. Miss-specification:
Rich-Con did not hire external consultant to help with their implementation process instead they completely relied on the vendors.
The vendor did not have a standard implementation methodology and did not ask question to learn about Rich-Con’s as-is process.
There was no CIO to overlook the implementation process. Marty Sawyer continued to operate as CIO and president often relying on new hires to guide vendors.
2. Lack of adoption:
Rich-Con did not implement any IT solutions for over 20years. They continued to use the outdated computers for which even the part were not available. They should have been early adopters instead of being last in the industry to upgrade their hardware and software solutions.
Rich-Con employees continued to use workaround instead of using the new system so their new system never had the comprehensive set of data that is required for any ERP systems.
Tools to resolve
1. Phasing:
Instead of rolling the entire application at a time the team should have developed and implemented the application in several smaller phases. The business could have started using the application sooner and would have reported the misspecification to the development team before it became a major issue. The incremental approach could have also helped the development team to catch and fix the software bugs much sooner. By delivering the application in phases, the training time would have been much smaller and the organization could have easily adopted in using this new tool.
Rich-Con’s should have hired CIO and Consultants who could have guided the implementation, ensured that it was delivered on time and set SMART goals to measure the success and align scope based on the business recommendations.
2. Preparation:
Marty Sawyer should have prepared a task force that could have overseen the implementation and training aspect of the system. This team could have implemented policies to ensure that the
1. Miss-specification:
Rich-Con did not hire external consultant to help with their implementation process instead they completely relied on the vendors.
The vendor did not have a standard implementation methodology and did not ask question to learn about Rich-Con’s as-is process.
There was no CIO to overlook the implementation process. Marty Sawyer continued to operate as CIO and president often relying on new hires to guide vendors.
2. Lack of adoption:
Rich-Con did not implement any IT solutions for over 20years. They continued to use the outdated computers for which even the part were not available. They should have been early adopters instead of being last in the industry to upgrade their hardware and software solutions.
Rich-Con employees continued to use workaround instead of using the new system so their new system never had the comprehensive set of data that is required for any ERP systems.
Tools to resolve
1. Phasing:
Instead of rolling the entire application at a time the team should have developed and implemented the application in several smaller phases. The business could have started using the application sooner and would have reported the misspecification to the development team before it became a major issue. The incremental approach could have also helped the development team to catch and fix the software bugs much sooner. By delivering the application in phases, the training time would have been much smaller and the organization could have easily adopted in using this new tool.
Rich-Con’s should have hired CIO and Consultants who could have guided the implementation, ensured that it was delivered on time and set SMART goals to measure the success and align scope based on the business recommendations.
2. Preparation:
Marty Sawyer should have prepared a task force that could have overseen the implementation and training aspect of the system. This team could have implemented policies to ensure that the