Midsouth Chamber of Commerce

Midsouth Chamber of Commerce (MSCC), a non-profit member supported organization that lobbies state government for local businesses, necessary to update its IBM AS/ cd based UNITRAK system to a much advanced structure to meet the growing demands of employees and members. Dick Gramen, a antecedent computer trainer for an insurance broker, who had no experience with the AS/400 computer or the UNITRAK software, was hired for the job.After struggling to learn the foregoing hardware, software, data structure and organization operations, he urged MSCCs decision maker committee to grease ones palms the IBM RS/6000 computer system (a system he was familiar with) to enhance MSCCs calculate capabilities. Despite Leon Lassiters (vice president of marketing) admonition, the executive committee unhesitatingly grant Gramens request. Shortly thereafter, Gramen accepted a contract with the inapt and inexperienced vendor, info Management Associates (DMA) to develop the software and convert th e UNITRAK database into the new system.Gramen did non reassessment the contract in great detail and sent it to MSCC president, Jack Wallingford for approval. dismantle worse, Wallingford, without having any outside specialist or corporate counsel to palingenesis the document, blindly signed the contract. The contract later revealed no explicit or quantifiable performance standards for the services to be provided, and that DMA only offered a sealed number of unaffixed development hours for the creation of the software.Moreover, DMA had the right to increase the price of services and products provided at its discretion, while limiting its fiscal and performance liabilities. non surprisingly, DMA encountered a myriad of problems from the moment of implementation. And as difficulties with the software conversion mounted, DMA apace used up the development hours, and started billing the MSCC for the work beyond the free hours guaranteed. Consequently, the relationship between DMA and the MSCC declined. The software butt ination was subsequently stopped deep down a few months due to erroneous billing issues and the lack of progress.Additionally, the MSCC could not receive reimbursement from DMA to buy other system or hire another vendor to formulate the required software since it had already made full phase of the moon payment (which implied acceptance of the software system). Before long, it became apparent that Gramen did not make the necessary expertise to maintain and support the hardware platform or solve problems regarding software implementation. In my opinion, MSCC could pose avoided this predicament if upper precaution had initially chosen a qualified individual to manage its study Systems.Gramen failed to carefully assess the existing data resource and rushed to install a new system. He also overlooked the organizations operations, and disregarded meaning(prenominal) feedback from Lassiter, one of MSCCs senior business leaders. Needless to say, the agreement with DMA ought to have been reviewed by someone who specializes in computer software contracts prior to signing. When Lassiter officially took over as President, he hired Sage Niele as financial officer and vice president of operations. This was a prudent maneuver by Lassiter given that he could no longer afford to leave Gramen in-charge of MSCCs development systems.Niele earned her MBA from Wharton School of Business, and had formerly performed systems management tasks for a large pharmaceutic company in the Midsouth area. She also managed her own information systems and financial consulting business. Niele began crowd information from the MSCC staff on the deficiencies of the computer system as head as the needs of the organization. At the same time, she sought support from the executive committee and key board members to determine the vision of the MSCC for the operational future.This bottom-up and top-down approach was effective, and it flattened her learn ing curve about the MSCC and its electric current information systems. She also identified several RS/6000 compatible software packages that were congruous of further investigation, and sent only billable payments to DMA. I believe Niele is off to a pretty good start. By analyzing the present information system and sympathy the organizations needs, she will eventually be able to develop a well-organized strategical plan that will put an end to MSCCs long history of forgetful operational decisions.In conclusion, Niele essential consult other vendors for the development of the call for software seeing as the DMA software module will to the highest degree likely never become operational. On the other hand, if this option is not viable and proves to be more costly in the long run, she must recommend the acquisition of a suitable up-to-date computer system, and reengineer MSCCs integral information system in order to improve efficiency. References 1. Brown, C.V. , DeHayes, D. W. , Hoffer, J. A. , Martin E. W. , & Perkins, W. C. (2009). Managing Information applied science (6th ed. ). (pp. 192-200). New Jersey Pearson Education, Inc. 2. Brown, J. (2002). Midsouth Chamber of Commerce. 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