I think he may face the following challenges:
Due to environmental restrictions and limited training resources, the staff’s ability will be insufficient;
Something wrong with suppliers,resources availability is difficult to analyze;
Lack of knowledge of new technologies;
Constraints always change with changes in requirements;
If the analysis is not done in the right way, the final project will not be delivered in time, nor will it meet the user’s requirements.
There also have many uncontrolable factors,like nature disasters ,ect.
When running in parallel in an IT environment, resistance to change is common. Employees will stick to the old system instead of switching to the new, forcing extended deadlines and extended transitions, and running in parallel will not motivate switching. Therefore, it is a major challenge to ensure the smooth integration of 1100 employees of the organization into MBOSS.
Requirements analysis has always been difficult. Mudra staff are not always able to explain what they need from the information system. Joseph is worried about how to adapt the system to their actual needs when mudra staff implement the system.
– He has not enough knowledge of new technology as well as new industry.
– He may not take irreversible factors into consideration, which may lead to the problems on decision-making.
1. In terms of training, it is a challenge to formulate a training plan. It not only requires that after defining roles and responsibilities, it should be recorded in the form of diagrams to form a clear and easy-to-read overview document. Moreover, when formulating a training plan, it is necessary to consider the role definition and skill profile in the new structure in the future, as well as the results of the gap analysis. It is not easy to maintain close coordination with daily business tasks.
2. In terms of change management, how to obtain the commitment required for change management and continue to obtain user feedback is a difficult problem. The improvement of business processes also needs to be consistent with the technology that is beneficial to it.
1: ensuring that employees who are used to the old system use the new system is a huge challenge in itself.
2: the timely use of the new system may also lead to the average mastery of employees.
3: lack of consideration of non-planned situations and lack of stress programs.
1. Employees will stick to the old system instead of switching to the new, forcing an extended deadline and transition; employees who need to understand both the new system and the old system, but their internal IT resources are limited.
2. The speed of external innovation is fast, and the market innovation needs to be expected in advance to reduce the number of source code change orders
3. Huge infrastructure investment in the early stage will affect the cash flow.
4 Historical data is faced with the problems of migration, missing and extraction.
5. There is a shortage of personnel, and the work of IT professionals has been saturated.
1. Manual compilation and low accuracy
2.The systems could not communicate with one another, and they could not run any programmes on their own. Running on dumb terminals, they had just enough computational power to display, send and receive text.
3. the sheer number of applications had produced its own complexity, affecting the productivity of the heads of individual businesses.
4. The supplier sometimes has problems.
5. Employees cannot use the new system quickly and proficiently.
1.As a 30-year old advertising agency with most employees who have lifelong careers, Mudra is open to all the risks of parallel operations. So ensuring that the organization’s 1,100 employees are integrated into MBoss smoothly is a major challenge.
2. Mudra’s internal systems struggle to meet the needs of its customers (advertisers and the media), even in normal times.
3. Control and flexibility of IT infrastructure
4. The problem of transferring the historical data
Risk sources include the vulnerability of new technologies and tools, potential users’ resistance to changes, availability of key resources, competitive countermeasures, or team members’ lack of experience in technology or business from system transformation.
For managers, the most important thing is to identify potential risk sources, then describe and estimate possible error results, determine the probability of occurrence, and formulate contingency plans for those with significant potential major results
1. Advantages:
Fully shared resources;
More effective and easier to form a technology matrix;
More flexible and more reliable;
A limited number of developers completed more projects;
Save costs and deploy personnel on demand.
2. Disadvantages:
Increased risk;
It is not conducive to mastering key technologies and infrastructure;
Unable to better control the functions, features and data of the product;
Unable to obtain key first-mover advantages and technological development direction;
The learning curve of internally developed companies is steeper, and going beyond is not conducive to maintaining a competitive advantage.
. Risk sources in system analysis and design projects include:
• Poor planning
• Lack or vague project ownership
• Lack of business case
• Did not state the affiliation relationship between the project and the company structure and its impact on the company structure
• Insufficient preparation has caused the project to solve the wrong problem or solve the right problem in the wrong way
2. Project managers can
•Limit the number of projects that can be executed at one time, and start new projects cautiously.
•Manage the development of detailed evaluation project standards.
• Make technology compatible with company structure
•Management aligns the project with strategic goals.
• Effectively manage the entire organization; fully understand the project and maintain efficient scheduling efficiency
He may face the following challenges:
1.When running in parallel in an IT environment, resistance to change is common. Employees will stick to the old system instead of switching to the new, forcing extended deadlines and extended transitions, and running in parallel will not motivate switching. Therefore, it is a major challenge to ensure the smooth integration of 1100 employees of the organization into MBOSS.
2.Requirements analysis has always been difficult. Mudra staff are not always able to explain what they need from the information system. Joseph is worried about how to adapt the system to their actual needs when mudra staff implement the system
3.Lack of knowledge of new technologies and the speed of external innovation is fast, and the market innovation needs to be expected in advance to reduce the number of source code change orders
4.Historical data is faced with the problems of migration, missing and extraction.
1. When running in parallel in an IT environment, resistance to change is common. Employees may stick to the old system without the will to switch to the new system. Therefore, ensuring the smooth integration of the organization’s 1,100 employees into MBoss is a major challenge.
2. It is difficult to predict changes in demand, and constraints always change with changes in demand. Mudra employees are not always able to explain their needs from the information system.
3. In the process of transformation, it is necessary to retain creative talents who serve them. Therefore, the implementation of human resource planning is a major challenge for Joseph, and it is necessary to strengthen human resource management.
4. The demand for innovation forces Mudra to undergo changes in business processes, otherwise it will not be able to meet customer needs.
Implementation challenges in training include that the trainers should have an understanding of both the new and the old systems. They also have to be in-house, with a strong IT orientation. However, the in-house IT resources, comprising seven full-time employees, were not only limited but stretched.
Implementation challenges in managing change include that the employees are likely to be highly resistant to change. In this case they would hold on to the old system instead of switching over to the new, forcing extensions of cut-off dates and prolonging the transition. At the same time,they are not always very capable of explaining what they needed from an information system,
1. Employees will continue to use the old system instead of switching to the new system, which will lead to extension and transition; Employees who need to understand both new and old systems but have limited internal IT resources.
2. The speed of external innovation is very fast, and market innovation needs to be carried out in advance to reduce the number of source code change orders
3. Heavy early infrastructure investment will affect cash flow.
4. Historical data is faced with the problems of migration, loss and extraction.
5. There is a shortage of staff and IT professionals are saturated with work.
1. The change of staff model.
2. Employees hold on the to old system instead of switching over to the new, forcing extensions of cut-off dates and prolonging the transition. Ensuring a seamless integration into mBoss was therefore a major challenge.
3. Building confidence levels was crucial in an environment.
Resistance to change is common when running in parallel in an IT environment. This is particularly evident in companies such as mudra, which has a legacy of bricks and mortar.
For training, Employees will stick to the old system instead of switching to the new, forcing extended deadlines and extended transitions. As a 30-year-old advertising company, most of its employees have lifelong careers, and mudra is open to all risks of parallel operation. Therefore, it is a major challenge to ensure the smooth integration of 1100 employees of the organization into MBOSS. In addition, In an environment where employees are likely to be highly resistant to change, trust building is crucial. And changes in the system are being predicted to meet the user’s requirements. Because of the difficulty of demand analysis, mudra staff are not always able to explain what they need from the information system well, and Joseph is concerned about how to adapt the system to the actual needs of its employees when mudra implements the system. Joseph needs trainers who understand both the new system and the old system.
For managing, Joseph is faced with the question of whether to continue to use the staffing model or outsource the development of the remaining modules. Mudra’s six IT professionals have peaked and no provision has been made for more full-time IT staff. Joseph has two choices: one is mudra’s model of upfront investment in IT infrastructure, which will affect cash flow but provide an internal platform it can own; the other is the model of outsourcing the whole IT infrastructure, which will convert upfront investment into continuous expenditure, thus reducing the demand for upfront cash outflow. However, since mudra will not have the infrastructure (only “rent”), Joseph worries about control and flexibility.
1. Historical data may cause transfer, loss and other problems
2. There is a shortage of personnel who cannot explain the needs of the information system well. Therefore, personnel management should be strengthened
3. The speed of market innovation is faster than the speed of enterprise renewal. The enterprise should speed up innovation according to the market, otherwise it cannot meet the needs of customers
4. Employees will continue to use the old system instead of switching to the new system, which will extend the duration and transition time, and running in parallel will not encourage switching. Ensuring a smooth integration of employees is therefore a major challenge
1)Large scale training of employees is needed since the staff changes from the old system to the new system;
2)Without an established procedure, it can happen in many ways;
3)Employees resist change;
4) Choose to continue to use the staffing model or outsource the development of the remaining modules;
5)Historical data is faced with the problems of migration, loss and extraction;
6)Shortage of staff and IT professionals are saturated with work.
1.Resistance to change was common in a parallel run within an IT environment. Employees would hold on to the old system instead of switching over to the new , ensuring a seamless integration into mBoss on the part of the agency’s 1100 employees was therefore a major challenge. In the process of transformation, the company must retain the talents who serve them
2.Requirements analysis had been difficult and Mudra staff had not always been very capable of explaining what they needed from an information system ,Joseph was concerned about how to adapt the system to the actual needs of Mudra employees as he implemented the system.
3. Temporary or permanent changes in equipment, environment, management, etc. may cause environmental restrictions or training difficulties, and affect the work efficiency of employees.
4.The in-house IT resources ,comprising seven full-time employees ,were limited and stretched .Therefore ,HR planning for the implementation was a major challenge for Joseph.
Joseph was facing five major challenges:
1.Implementation Planning
It was necessary to ensure that routine business processes would not be put on hold during the period of the rollout.
2.Process Modifications
Mudra’s internal systems were hard-pressed, even in ordinary times, to keep up with the demands of its customers (the advertisers and the media).
3.. Infrastructure Investments
The price of IT infrastructure was generally known to decrease over time.
4.Historical Data
The Indian law required that data pertaining to the last eight years should be retained by a commercial enterprise; therefore, all historical data beginning in 1998, had to be transferred to mBoss for retrieval when required. Some of the data elements were not available in a format that could be transferred: these had to be reformatted (based on existing transactions) with no other purpose than to be transferred.
5.IT Manpower Planning
As opposed to an outsourcing model of ES (in which the task of developing the ES package would be farmed out to independent vendors) and a purchased model (in which a ready package was purchased from the open market and customized), Mudra had taken the staffing model (in which the ES package was developed in-house by IT staff with the help of freelancer contractors working at the Mudra premises under the supervision of the IT staff). The question before Joseph was whether to continue with the staffing model or to outsource the development of the remaining modules. Mudra’s six IT professionals were already working at a peak level and there was no provision for recruiting additional IT staff full time.
1. Resistance. Employees will continue to use the old system instead of switching to the new system, which will lead to extension and transition; Employees who need to understand both new and old systems but have limited internal IT resources.
2. The control and flexibility of infrastructure.
3. Heavy early infrastructure investment.
4. Historical data is faced with the problems of migration, lost and extraction.
5. The fast external innovation.
1. Due to environmental constraints and limited training resources, employees will be insufficient; when running in parallel in an IT environment, they often encounter changes. Employees will stick to the old system instead of switching to the new system, which forces extended deadlines and transition times, and parallel operation will not encourage switching. Therefore, ensuring the smooth integration of the organization’s 1,100 employees into MBOSS is a major challenge.
2. There is a problem with the supplier, the availability of resources is difficult to analyze; the lack of new technical knowledge and external innovation is very fast, and market innovation is required in advance to reduce the number of source code change orders;
3. Constraints always change with changes in requirements. Mudra employees are not always able to explain their needs from the information system. When the mudra staff implemented the system, Joseph worried about how to adapt the system to their actual needs. If the analysis method is not correct, the final project will not be delivered in time and will not be able to meet the user’s requirements.
4. Historical data faces the problems of migration, loss and extraction.
1Resistance to change is common when running in parallel in an IT environment.
2Requirements analysis is difficult: Mudra’s staffs are not always able to explain what they need from the information system well.
3Implementation the system is hard: Joseph needs trainers who understand both the new system and the old system.
4The speed of market innovation is faster than the speed of enterprise renewal, maybe the need of business departments changes.
5Historical data migration: Some of the data elements were not available in a format that could be transferred.
6Heavy financial investment: The price of IT infrastructure was generally heavy at first so the oppotunity cost is high.
7The in-house IT professionals are lack: Mudra’s six IT professionals have peaked and no provision has been made for more full-time IT staff.
1.Huge infrastructure investment in the early stage will affect their financial capacity;
2.Requirements analysis is always hard for them to cope with;
3.Historical data is in a condition of migration, loss and extraction.
For my perspective, when Sebastian Joseph is trainning and change management, he will possibly meet the challenges in implementation, the following content can give an explanantion.
The first point is whetherr the functions in the system were aligned with the goals he want to have, it is critical to implement the functions of each step as expected since the planning of the system is possible to have problems , which means that, the system might be not achieved so entirely that can be adopted in the real environmnet.
The second point is the risk analysis, at the beginning of the planning the system, the staffs who are the members of creating the system , their analysis for the risks which might be occurred at the period of the launch of the system in the real place.
As for training, Lack of learning competitive atmosphere, staff learning motivation is insufficient, learning objectives are not clear. At present, there are many front-line employees in our enterprises with low education level, long working hours, high pressure and low enthusiasm for learning. The heavy workload of managers and the imperfect training facilities also inhibit the learning initiative of employees to a certain extent. The overall learning atmosphere needs to be improved. In other hands, The evaluation of training effect is not enough, only emphasizing the training plan, not paying attention to the training results. The key to the implementation of training is to look at the effect of training, but the current enterprise effect evaluation mechanism is not perfect, the lack of tracking the effect of training, resulting in a big discount to the training.
As for change management, Users constantly submit requirements for modification, but the project schedule cannot be continuously delayed, and users’ requirements cannot all be reflected in the software design.
1. Employees need a certain amount of learning time to learn new system. There are only six staffs in the IT department. It is a challenge to use limited professionals to train employees efficiently and make the business run normally.
2. The rapid changes in the market have led to the possibility of continuous new demands for the system. It is very likely that the system needs to be changed after a long period of training, and employees also need to re-adapt to the new system.
3. The data in the old system faces problems such as migration, extraction, and loss, which is a big challenge for enterprise analysts and managers, because historical data analysis is a very important method for enterprise strategy and strategy formulation. If the historical data is inconsistent with the data of the new system, or the historical data cannot even be extracted and compared, it will lead to a decrease in the efficiency of corporate management.
4. Resistant attitude of employees. Many senior employees are dependent on the original system, and inertia makes a large part of employees unwilling to spend extra time to learn the new system, if this corporate culture continues, every company will face the environment of digital transformation, once employees have a mentality of resistance and fear of difficulties, companies will lose their core competitiveness to a certain extent.
1. Historical data may cause transfer, loss and other problems
2. There is a shortage of personnel who cannot explain the needs of the information system well.
3.Requirements analysis is difficult
4.Shortage of staff and IT professionals are saturated with work.
Yu Hu says
I think he may face the following challenges:
Due to environmental restrictions and limited training resources, the staff’s ability will be insufficient;
Something wrong with suppliers,resources availability is difficult to analyze;
Lack of knowledge of new technologies;
Constraints always change with changes in requirements;
If the analysis is not done in the right way, the final project will not be delivered in time, nor will it meet the user’s requirements.
There also have many uncontrolable factors,like nature disasters ,ect.
Lisheng Lin says
When running in parallel in an IT environment, resistance to change is common. Employees will stick to the old system instead of switching to the new, forcing extended deadlines and extended transitions, and running in parallel will not motivate switching. Therefore, it is a major challenge to ensure the smooth integration of 1100 employees of the organization into MBOSS.
Requirements analysis has always been difficult. Mudra staff are not always able to explain what they need from the information system. Joseph is worried about how to adapt the system to their actual needs when mudra staff implement the system.
Chang Cui says
– He has not enough knowledge of new technology as well as new industry.
– He may not take irreversible factors into consideration, which may lead to the problems on decision-making.
Lei Tian says
1. In terms of training, it is a challenge to formulate a training plan. It not only requires that after defining roles and responsibilities, it should be recorded in the form of diagrams to form a clear and easy-to-read overview document. Moreover, when formulating a training plan, it is necessary to consider the role definition and skill profile in the new structure in the future, as well as the results of the gap analysis. It is not easy to maintain close coordination with daily business tasks.
2. In terms of change management, how to obtain the commitment required for change management and continue to obtain user feedback is a difficult problem. The improvement of business processes also needs to be consistent with the technology that is beneficial to it.
Ziqiao Wang says
1: ensuring that employees who are used to the old system use the new system is a huge challenge in itself.
2: the timely use of the new system may also lead to the average mastery of employees.
3: lack of consideration of non-planned situations and lack of stress programs.
Xiaomeng Chen says
1. Employees will stick to the old system instead of switching to the new, forcing an extended deadline and transition; employees who need to understand both the new system and the old system, but their internal IT resources are limited.
2. The speed of external innovation is fast, and the market innovation needs to be expected in advance to reduce the number of source code change orders
3. Huge infrastructure investment in the early stage will affect the cash flow.
4 Historical data is faced with the problems of migration, missing and extraction.
5. There is a shortage of personnel, and the work of IT professionals has been saturated.
Shengyuan Yu says
1. Manual compilation and low accuracy
2.The systems could not communicate with one another, and they could not run any programmes on their own. Running on dumb terminals, they had just enough computational power to display, send and receive text.
3. the sheer number of applications had produced its own complexity, affecting the productivity of the heads of individual businesses.
4. The supplier sometimes has problems.
5. Employees cannot use the new system quickly and proficiently.
Xiaohan Chen says
1.As a 30-year old advertising agency with most employees who have lifelong careers, Mudra is open to all the risks of parallel operations. So ensuring that the organization’s 1,100 employees are integrated into MBoss smoothly is a major challenge.
2. Mudra’s internal systems struggle to meet the needs of its customers (advertisers and the media), even in normal times.
3. Control and flexibility of IT infrastructure
4. The problem of transferring the historical data
Dacheng Xu says
Risk sources include the vulnerability of new technologies and tools, potential users’ resistance to changes, availability of key resources, competitive countermeasures, or team members’ lack of experience in technology or business from system transformation.
For managers, the most important thing is to identify potential risk sources, then describe and estimate possible error results, determine the probability of occurrence, and formulate contingency plans for those with significant potential major results
Dacheng Xu says
1. Advantages:
Fully shared resources;
More effective and easier to form a technology matrix;
More flexible and more reliable;
A limited number of developers completed more projects;
Save costs and deploy personnel on demand.
2. Disadvantages:
Increased risk;
It is not conducive to mastering key technologies and infrastructure;
Unable to better control the functions, features and data of the product;
Unable to obtain key first-mover advantages and technological development direction;
The learning curve of internally developed companies is steeper, and going beyond is not conducive to maintaining a competitive advantage.
Dacheng Xu says
. Risk sources in system analysis and design projects include:
• Poor planning
• Lack or vague project ownership
• Lack of business case
• Did not state the affiliation relationship between the project and the company structure and its impact on the company structure
• Insufficient preparation has caused the project to solve the wrong problem or solve the right problem in the wrong way
2. Project managers can
•Limit the number of projects that can be executed at one time, and start new projects cautiously.
•Manage the development of detailed evaluation project standards.
• Make technology compatible with company structure
•Management aligns the project with strategic goals.
• Effectively manage the entire organization; fully understand the project and maintain efficient scheduling efficiency
Yiqiong Zhang says
He may face the following challenges:
1.When running in parallel in an IT environment, resistance to change is common. Employees will stick to the old system instead of switching to the new, forcing extended deadlines and extended transitions, and running in parallel will not motivate switching. Therefore, it is a major challenge to ensure the smooth integration of 1100 employees of the organization into MBOSS.
2.Requirements analysis has always been difficult. Mudra staff are not always able to explain what they need from the information system. Joseph is worried about how to adapt the system to their actual needs when mudra staff implement the system
3.Lack of knowledge of new technologies and the speed of external innovation is fast, and the market innovation needs to be expected in advance to reduce the number of source code change orders
4.Historical data is faced with the problems of migration, missing and extraction.
Xuemeng Li says
1. When running in parallel in an IT environment, resistance to change is common. Employees may stick to the old system without the will to switch to the new system. Therefore, ensuring the smooth integration of the organization’s 1,100 employees into MBoss is a major challenge.
2. It is difficult to predict changes in demand, and constraints always change with changes in demand. Mudra employees are not always able to explain their needs from the information system.
3. In the process of transformation, it is necessary to retain creative talents who serve them. Therefore, the implementation of human resource planning is a major challenge for Joseph, and it is necessary to strengthen human resource management.
4. The demand for innovation forces Mudra to undergo changes in business processes, otherwise it will not be able to meet customer needs.
Tianyu Zhang says
Implementation challenges in training include that the trainers should have an understanding of both the new and the old systems. They also have to be in-house, with a strong IT orientation. However, the in-house IT resources, comprising seven full-time employees, were not only limited but stretched.
Implementation challenges in managing change include that the employees are likely to be highly resistant to change. In this case they would hold on to the old system instead of switching over to the new, forcing extensions of cut-off dates and prolonging the transition. At the same time,they are not always very capable of explaining what they needed from an information system,
Yuting Yang says
1. Employees will continue to use the old system instead of switching to the new system, which will lead to extension and transition; Employees who need to understand both new and old systems but have limited internal IT resources.
2. The speed of external innovation is very fast, and market innovation needs to be carried out in advance to reduce the number of source code change orders
3. Heavy early infrastructure investment will affect cash flow.
4. Historical data is faced with the problems of migration, loss and extraction.
5. There is a shortage of staff and IT professionals are saturated with work.
Zhiyuan Lian says
1. The change of staff model.
2. Employees hold on the to old system instead of switching over to the new, forcing extensions of cut-off dates and prolonging the transition. Ensuring a seamless integration into mBoss was therefore a major challenge.
3. Building confidence levels was crucial in an environment.
Yue Ma says
Resistance to change is common when running in parallel in an IT environment. This is particularly evident in companies such as mudra, which has a legacy of bricks and mortar.
For training, Employees will stick to the old system instead of switching to the new, forcing extended deadlines and extended transitions. As a 30-year-old advertising company, most of its employees have lifelong careers, and mudra is open to all risks of parallel operation. Therefore, it is a major challenge to ensure the smooth integration of 1100 employees of the organization into MBOSS. In addition, In an environment where employees are likely to be highly resistant to change, trust building is crucial. And changes in the system are being predicted to meet the user’s requirements. Because of the difficulty of demand analysis, mudra staff are not always able to explain what they need from the information system well, and Joseph is concerned about how to adapt the system to the actual needs of its employees when mudra implements the system. Joseph needs trainers who understand both the new system and the old system.
For managing, Joseph is faced with the question of whether to continue to use the staffing model or outsource the development of the remaining modules. Mudra’s six IT professionals have peaked and no provision has been made for more full-time IT staff. Joseph has two choices: one is mudra’s model of upfront investment in IT infrastructure, which will affect cash flow but provide an internal platform it can own; the other is the model of outsourcing the whole IT infrastructure, which will convert upfront investment into continuous expenditure, thus reducing the demand for upfront cash outflow. However, since mudra will not have the infrastructure (only “rent”), Joseph worries about control and flexibility.
Yalin Zou says
1. Historical data may cause transfer, loss and other problems
2. There is a shortage of personnel who cannot explain the needs of the information system well. Therefore, personnel management should be strengthened
3. The speed of market innovation is faster than the speed of enterprise renewal. The enterprise should speed up innovation according to the market, otherwise it cannot meet the needs of customers
4. Employees will continue to use the old system instead of switching to the new system, which will extend the duration and transition time, and running in parallel will not encourage switching. Ensuring a smooth integration of employees is therefore a major challenge
Yanxue Li says
1)Large scale training of employees is needed since the staff changes from the old system to the new system;
2)Without an established procedure, it can happen in many ways;
3)Employees resist change;
4) Choose to continue to use the staffing model or outsource the development of the remaining modules;
5)Historical data is faced with the problems of migration, loss and extraction;
6)Shortage of staff and IT professionals are saturated with work.
Zijie Yuan says
1.Resistance to change was common in a parallel run within an IT environment. Employees would hold on to the old system instead of switching over to the new , ensuring a seamless integration into mBoss on the part of the agency’s 1100 employees was therefore a major challenge. In the process of transformation, the company must retain the talents who serve them
2.Requirements analysis had been difficult and Mudra staff had not always been very capable of explaining what they needed from an information system ,Joseph was concerned about how to adapt the system to the actual needs of Mudra employees as he implemented the system.
3. Temporary or permanent changes in equipment, environment, management, etc. may cause environmental restrictions or training difficulties, and affect the work efficiency of employees.
4.The in-house IT resources ,comprising seven full-time employees ,were limited and stretched .Therefore ,HR planning for the implementation was a major challenge for Joseph.
Yijing Zhan says
Joseph was facing five major challenges:
1.Implementation Planning
It was necessary to ensure that routine business processes would not be put on hold during the period of the rollout.
2.Process Modifications
Mudra’s internal systems were hard-pressed, even in ordinary times, to keep up with the demands of its customers (the advertisers and the media).
3.. Infrastructure Investments
The price of IT infrastructure was generally known to decrease over time.
4.Historical Data
The Indian law required that data pertaining to the last eight years should be retained by a commercial enterprise; therefore, all historical data beginning in 1998, had to be transferred to mBoss for retrieval when required. Some of the data elements were not available in a format that could be transferred: these had to be reformatted (based on existing transactions) with no other purpose than to be transferred.
5.IT Manpower Planning
As opposed to an outsourcing model of ES (in which the task of developing the ES package would be farmed out to independent vendors) and a purchased model (in which a ready package was purchased from the open market and customized), Mudra had taken the staffing model (in which the ES package was developed in-house by IT staff with the help of freelancer contractors working at the Mudra premises under the supervision of the IT staff). The question before Joseph was whether to continue with the staffing model or to outsource the development of the remaining modules. Mudra’s six IT professionals were already working at a peak level and there was no provision for recruiting additional IT staff full time.
Haoyu Bai says
1. Resistance. Employees will continue to use the old system instead of switching to the new system, which will lead to extension and transition; Employees who need to understand both new and old systems but have limited internal IT resources.
2. The control and flexibility of infrastructure.
3. Heavy early infrastructure investment.
4. Historical data is faced with the problems of migration, lost and extraction.
5. The fast external innovation.
Yujia Hu says
1. Due to environmental constraints and limited training resources, employees will be insufficient; when running in parallel in an IT environment, they often encounter changes. Employees will stick to the old system instead of switching to the new system, which forces extended deadlines and transition times, and parallel operation will not encourage switching. Therefore, ensuring the smooth integration of the organization’s 1,100 employees into MBOSS is a major challenge.
2. There is a problem with the supplier, the availability of resources is difficult to analyze; the lack of new technical knowledge and external innovation is very fast, and market innovation is required in advance to reduce the number of source code change orders;
3. Constraints always change with changes in requirements. Mudra employees are not always able to explain their needs from the information system. When the mudra staff implemented the system, Joseph worried about how to adapt the system to their actual needs. If the analysis method is not correct, the final project will not be delivered in time and will not be able to meet the user’s requirements.
4. Historical data faces the problems of migration, loss and extraction.
Hang Zhao says
1Resistance to change is common when running in parallel in an IT environment.
2Requirements analysis is difficult: Mudra’s staffs are not always able to explain what they need from the information system well.
3Implementation the system is hard: Joseph needs trainers who understand both the new system and the old system.
4The speed of market innovation is faster than the speed of enterprise renewal, maybe the need of business departments changes.
5Historical data migration: Some of the data elements were not available in a format that could be transferred.
6Heavy financial investment: The price of IT infrastructure was generally heavy at first so the oppotunity cost is high.
7The in-house IT professionals are lack: Mudra’s six IT professionals have peaked and no provision has been made for more full-time IT staff.
Ying Cheng says
1.Huge infrastructure investment in the early stage will affect their financial capacity;
2.Requirements analysis is always hard for them to cope with;
3.Historical data is in a condition of migration, loss and extraction.
Yutong Sun says
For my perspective, when Sebastian Joseph is trainning and change management, he will possibly meet the challenges in implementation, the following content can give an explanantion.
The first point is whetherr the functions in the system were aligned with the goals he want to have, it is critical to implement the functions of each step as expected since the planning of the system is possible to have problems , which means that, the system might be not achieved so entirely that can be adopted in the real environmnet.
The second point is the risk analysis, at the beginning of the planning the system, the staffs who are the members of creating the system , their analysis for the risks which might be occurred at the period of the launch of the system in the real place.
Yongheng Luo says
As for training, Lack of learning competitive atmosphere, staff learning motivation is insufficient, learning objectives are not clear. At present, there are many front-line employees in our enterprises with low education level, long working hours, high pressure and low enthusiasm for learning. The heavy workload of managers and the imperfect training facilities also inhibit the learning initiative of employees to a certain extent. The overall learning atmosphere needs to be improved. In other hands, The evaluation of training effect is not enough, only emphasizing the training plan, not paying attention to the training results. The key to the implementation of training is to look at the effect of training, but the current enterprise effect evaluation mechanism is not perfect, the lack of tracking the effect of training, resulting in a big discount to the training.
As for change management, Users constantly submit requirements for modification, but the project schedule cannot be continuously delayed, and users’ requirements cannot all be reflected in the software design.
Hang Zhao says
1. Employees need a certain amount of learning time to learn new system. There are only six staffs in the IT department. It is a challenge to use limited professionals to train employees efficiently and make the business run normally.
2. The rapid changes in the market have led to the possibility of continuous new demands for the system. It is very likely that the system needs to be changed after a long period of training, and employees also need to re-adapt to the new system.
3. The data in the old system faces problems such as migration, extraction, and loss, which is a big challenge for enterprise analysts and managers, because historical data analysis is a very important method for enterprise strategy and strategy formulation. If the historical data is inconsistent with the data of the new system, or the historical data cannot even be extracted and compared, it will lead to a decrease in the efficiency of corporate management.
4. Resistant attitude of employees. Many senior employees are dependent on the original system, and inertia makes a large part of employees unwilling to spend extra time to learn the new system, if this corporate culture continues, every company will face the environment of digital transformation, once employees have a mentality of resistance and fear of difficulties, companies will lose their core competitiveness to a certain extent.
Weiwei Zhao says
1. Historical data may cause transfer, loss and other problems
2. There is a shortage of personnel who cannot explain the needs of the information system well.
3.Requirements analysis is difficult
4.Shortage of staff and IT professionals are saturated with work.