Subject category:
Knowledge, Information and Communication Systems Management
Published by:
Wits Business School - University of the Witwatersrand
Length: 11 pages
Data source: Field research
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Abstract
This is the third of a three-case series (903-004-1 to 903-006-1). It was the beginning of December 2001 and the revised ''go live'' deadline of 1 March 2002 for IST''s enterprise resource planning implementation programme was approaching fast and Nico Scholtz, IST''s ERP project manager was not sure that the system would be ready by that date. Moreover, there appeared still to be some strong internal resistance to the system. Scholtz had to recommend a course of action to IST MD, Harry Coetzee. It made sense to switch over on 1 March, as that was the beginning of IST''s new financial year, but he was not certain whether it was wise to stick to this deadline bearing in mind the progress on the project thus far. As far as he could see, there were three possibilities: (1) IST could postpone the switch-over in the interests of testing the new system properly and ensuring that it functioned as it should; (2) the company could switch over to the modules that were ready and run parallel systems for the others; and (3) he could press on with the project, do the best he could, switch over everything on 1 March and look forward to some more sleepless nights as he and the Management Information System Manager, Abri du Plessis dealt with the inevitable problems as they arose.
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Abstract
This is the third of a three-case series (903-004-1 to 903-006-1). It was the beginning of December 2001 and the revised ''go live'' deadline of 1 March 2002 for IST''s enterprise resource planning implementation programme was approaching fast and Nico Scholtz, IST''s ERP project manager was not sure that the system would be ready by that date. Moreover, there appeared still to be some strong internal resistance to the system. Scholtz had to recommend a course of action to IST MD, Harry Coetzee. It made sense to switch over on 1 March, as that was the beginning of IST''s new financial year, but he was not certain whether it was wise to stick to this deadline bearing in mind the progress on the project thus far. As far as he could see, there were three possibilities: (1) IST could postpone the switch-over in the interests of testing the new system properly and ensuring that it functioned as it should; (2) the company could switch over to the modules that were ready and run parallel systems for the others; and (3) he could press on with the project, do the best he could, switch over everything on 1 March and look forward to some more sleepless nights as he and the Management Information System Manager, Abri du Plessis dealt with the inevitable problems as they arose.