HOW A DREAM PROJECT TURN NIGHTMARE
DR. WUI GEE TAN
DATE OF SUBMISSION:
29TH MAY 2009
TABLE OF CONTENTS
2.1 MISSINTERPRETATION OF THE PROJECT
2.2 PROJECT MANAGEMENT FAILURE/BYPASSING THE PLANNING
2.3 IGNORING THE BIG PICTURE OF THE PROJECT
2.4 LACK OF COORDINATION AND COMMUNICATION BETWEEN THE TEAMS
7 2.5 SENIOR MANAGEMENT INVOLVEMENT
2.6 OVERLOADED THE SOFTWARE SYSTEM WITH TRIVIAL MODULES
2.7 PROJECT LEFT ON THE SHELVE
3.1 NEGLIGENCE OF HIGHER AUTHORITIES OF THE CREDIT UNIONS
9 3.2 BYPASSING THE FEASIBILITY STUDY AND RISK MANAGEMENT.
9 3.3 MISINTERPRETATION OF THE PROJECT BLISS
3.4 TECHNOLOGICAL INFRASTRUCTURE/LACK OF PROPER COMMUNICATION BETWEEN THE PROJECT TEAMS
10 3.5 IMPACT OF THE FAILURE
RECOMMENDATIONS AND IMPLEMENTATION PLANS
4.1 PROPER INVOLVEMENT OF SENIOR MANAGEMENT AND CREDIT UNION’S CENTRALS.
12 4.2 NEED OF PROPER PLANNING AND RISK MANAGEMENT
4.3 WHAT TO DO WITH THE FINAL PRODUCT
4.4 COPING WITH THE PROJECT FAILURE
List of references
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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