A Dream Project Turns Nightmare

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HOW A DREAM PROJECT TURN NIGHTMARE

PRESENTED TO:

DR. WUI GEE TAN

PREPARED BY:

MUHAMMAD BILAL

STUDENT NO: 0092717/10268
EMAIL: mbillall@yahoo.com
PHONE: 0434049594
WORD COUNT: Approx. 4900
DATE OF SUBMISSION: 29TH MAY 2009

TABLE OF CONTENTS

EXECUTIVE SUMMARY3
1.BACKGROUND5
2.PROBLEM IDENTIFICATION6
2.1 MISSINTERPRETATION OF THE PROJECT6
2.2 PROJECT MANAGEMENT FAILURE/BYPASSING THE PLANNING7
2.3 IGNORING THE BIG PICTURE OF THE PROJECT7
2.4 LACK OF COORDINATION AND COMMUNICATION BETWEEN THE TEAMS7 2.5 SENIOR MANAGEMENT INVOLVEMENT7
2.6 OVERLOADED THE SOFTWARE SYSTEM WITH TRIVIAL MODULES7
2.7 PROJECT LEFT ON THE SHELVE8
3.PROBLEM ANALYSIS9
3.1 NEGLIGENCE OF HIGHER AUTHORITIES OF THE CREDIT UNIONS9 3.2 BYPASSING THE FEASIBILITY STUDY AND RISK MANAGEMENT.9 3.3 MISINTERPRETATION OF THE PROJECT BLISS10
3.4 TECHNOLOGICAL INFRASTRUCTURE/LACK OF PROPER COMMUNICATION BETWEEN THE PROJECT TEAMS10 3.5 IMPACT OF THE FAILURE11
4.RECOMMENDATIONS AND IMPLEMENTATION PLANS12
4.1 PROPER INVOLVEMENT OF SENIOR MANAGEMENT AND CREDIT UNION’S CENTRALS.12 4.2 NEED OF PROPER PLANNING AND RISK MANAGEMENT12
4.3 WHAT TO DO WITH THE FINAL PRODUCT13
4.4 COPING WITH THE PROJECT FAILURE13
5.List of references15

EXECUTIVE SUMMARY

This report has been prepared to find out the reasons of how a dream project turns into a nightmare. In this report we will focus on the major problems, factors which caused the problems, the issues identification, who played which role in the project life cycle and what would be the future strategy to cope with this massive failure.

The Organization under today’s discussion is Integra Life Insurance Institution. It established as a Life Insurance institution in Canada and in the flow of time, the company expanded its business; mainly in general insurance, securities brokerage, trust services and, as well as in portfolio management. In 1996, the company decided to launch its Banking and Loan Insurance services system and wanted to implement an automated system called BLISS (Banking and loan insurance software system) throughout Canada.

As the company’s major focus was to extend their business throughout Canada, the first question was to segment the market and define the states and places where they could provide their products and services. It was a very complicated task for the reason that in Canada, the banking sector is split into federal and provincial models and due to some “cultural and historic reasons, the institutions tended to structure themselves into very different configuration within each province” (systems management in practice, 7th edition (2006) pg: 446) and hence, the banking infrastructure of each sector was therefore different with the other. So, Integra decided to develop a system which will be compatible with 10 technological platforms and their main focus was to sell this product to the Credit Unions.

Consequently, they created a partnership with an Information System integrator institution of Canada called the Intex Consultation, to achieve their goals. It was a highly reasonable decision as Intex was also a leading IS institution of Canada, but however, they wanted to keep this system as confidential as possible and then, surprisingly reveal this new software and capture the whole market over night. Nevertheless, all through this urgency, they unintentionally started to commit blunders. They somehow overlooked the market research, planning, risk management and straightaway started to create a system. At last, they were succeeded in creating a flawless system but when they tried to implement it they came to know that credit unions; their main target group owns some share of another insurance group and therefore these CU’s turn their back to BLISS and as a result the flawless software never got implemented....
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