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An analytical report to discuss the HEG Infoway project, its implementation and the reasons for its failure.

Extracts from this document...

Introduction

An analytical report to discuss the HEG Infoway project, its implementation and the reasons for its failure. By Vikramjit Sharma Submitted as a comprehensive work term report for: Management Information System Academic Year 2002/2003, Semester 1 Faculty of Management The Anglia Polytechnic University TABLE OF CONTENTS 1.0 Introduction 3 2.0 About HEG 4 2.1 Need for project 4 2.2 Software development company 4 3.0 Project Details 5 3.1 Scope of the project 5 3.2 System requirement and technologies 5 3.3 Kick off meeting and initial settlements 5 4.0 BIL - Started working on project 6 5.0 Quality Management system -- at BIL 6 5.1 Cost of quality 8 6.0 Literature review 9 6.1 The cost, feature, product spiral 9 6.2 System failure 11 6.3 Measuring system success 11 6.4 Causes of information success and failure 12 6.5 Causes of implementation success and failure 14 6.6 Project failure - Root causes 16 7.0 HEG Project 17 7.1 Reasons for the failure of HEG Project 18 8.0 Conclusion 20 9.0 Recommendation 21 10.0 Bibliography and references 22 Appendix A - Scope of project 23 Appendix B -- Software development life cycle, Waterfall model 26 1.0 Introduction The aim of this report is to discuss the project HEG Infoway. This project can be said to be a failure because of the number of reasons discussed under the various head in this report. Author was the part of this project and had first hand experience about each and everything that presumably went against the project. First section of this report provides the brief summary about the HEG Company, its requirement and the reasons for giving the project to Software Company called Bhilwara Infotech ltd. Then, under the head literature review, an honest effort is made to provide the literature about the normal causes of failure of software projects. The second section of this report tries to link these common believes and thoughts of different researchers with this HEG project. ...read more.

Middle

6.3 Measuring System Success: "Projects are there to fulfil the needs not desire". It's not very easy to agree about the value or effectiveness of a particular information system. Individuals with different decision-making styles or ways of approaching a problem may have totally different decision-making styles or ways of approaching a problem may have totally different opinion about the same system. Nevertheless, the following measures of system success are suggested by MIS researchers are considered as most important. 1. High levels of system use, as measured by polling users, employing questionaries, or monitoring parameters such as the volume of on-line transactions. Fig: Measures of information system success. 2. User satisfaction with the system, as measured by questionnaires or interviews. This might include users' opinions on the accuracy, timeliness, and relevance of information; on the quality of service; and perhaps on the schedule of operations. Especially critical are managers' attitudes on how well their information needs were satisfied. 3. Favourable attitudes of users about information systems and the information systems staff. 4. Achieved objectives, the extend to which the system meets its specified goals, as reflected by improved organizational performance and decision making resulting from use of the system. 5. Financial payoff to the organization, either by reducing costs or by increasing sales or profits. 6.4 Causes of Information System Success and Failure Systems are developed in the first place because of powerful external environmental forces and equally powerful internal or institutional forces. Many systems fail because of the opposition of either the environment or the internal setting. The concept of Implementation Implementation refers to all organizational activities working toward the adoption, management, and routinization of an innovation. Figure given below illustrates the major stages of implementation. APPROACHES IMPLEMENTATION STAGES Adoption Management Routinization Actor's roles XXXX XXXX Strategy XXXX Organizational factors XXXX XXXX Some of the implementation researchers focuses on actors and roles; the belief is that organizations should select actors with appropriate social characteristics and systematically develop organizational roles, such as "product champions" to innovate successfully. ...read more.

Conclusion

And their biggest blunder was to loose interest in the project in the mid of its development. Ideally speaking, once they had taken the responsibility of the development of the project, they should have taken every care in the successful completion of it. By this way, they could have used this software to convince the other clients for the purpose of getting more and more projects of that kind. More over, they would have listed themselves in the list of very few companies, who had developed the project in .NET environment using the C# language. This report puts the whole blame of the failure of the software on BIL. It was failed because of the negligence of managers and thoroughly unprofessional and totally unorganised management skills. 9.0 Recommendations The following recommendations can be made to the companies on the bases of analysis: Instead of following the Standard System Development Life Cycle, SDLC, -"Waterfall approach" (Appendix 2), they should have followed the SDLC "Prototyping approach". SDLC Prototyping is nothing but making a prototype during the High Level Design stage and showing it to the customer and accordingly change it as per the customers requirements. This process helps in saving a lot of effort in rework during coding phase. Here the team first coded the software and then made changes, which was the wrong approach. As stated above in the conclusion, the companies should set their basic requirement for the project. Not matter what happens, they should stick to at least these basic requirements. Like in this case, they estimated very low, just to oblige the group management. It was not a bad idea to give Kannan the role of "Acting project leader" for this project. Infect it was very encouraging not only for kannan but also for other members of the team, as it was purely on merits. But it is recommended, even in such cases, there should be active involvement of some senior and experienced project manager from time to time. This project could have been successful had kannan got the support and advice of any senior member of the management. ...read more.

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