New Chief Financial Officer (CFO) and Information Systems (IS) manager hired to clean up the Information Systems debacle at the Midsouth Chamber of Commerce (MSCC). ???wordingTwo successive system conversion failures primarily caused by mismanagement of technology, technical staffing and contract management. Incomplete sentence? Analysis is required to determine strategy to remedy the inadequate information system. The new Information Systems manager must choose to modify the current system or implement a new information system solution.Hard to follow. Tell the reader specifically what this paper will be about.
Summary of Facts
The original company information system (built ...view middle of the document...
Modules are missing while others are non-operational. Major software programming is still required but contractual problems halted DMA support. The impaired system caused major disruptions to business processes. Sage Niele, newly hired Chief Financial Officer (CFO) and Vice President of Operations, after two days at the new position, is tasked to manage the organization’s information systems by the MSCC President, Leon Lassiter. Niele is also appointed exclusive MSCC liaison to Data Management Associates (DMA). Niele must define the process to research and implement a solution to the MSCC information systems crisis. (Brown, 2009)
There are two options for correcting the problem, either modify and fix the current DMA software or identify and implement a new information system solution. The next few paragraphs will explore key factors for each option.
Option 1 – Modify and fix the current DMA software
Key Factor 1 – Assess DMA system compatibility to meet MSCC business needs, current and future
The DMA software system evidenced defects from the earliest implementation dates till present. MSCC staff delivered system deficiency analysis reports to DMA in July 2002, November 2002 and May 2003 without resolution. Significant system processing errors forced MSCC to circumvent with paper processes. Slow-response times hinder the simplest of functions causing employees to work significant overtime to complete tasks. In May 2003, DMA stopped all programming support on the remaining identified unfinished software modules. Niele and MSCC staff members reviewed the current system deficiencies and DMA support and conclude DMA most likely will never be able to get the unfinished and faulty modules operational. Additional evidence has led this group to distrust the data integrity and dependability of the software. Survey of another major client of DMA using the same software relays continued problems.
Key Factor 2 – Assess technical staffing and service support for the DMA system
Local IS staffing has proven to lack the technical expertise to manage the current information system effectively. The key IS person on staff does not demonstrate the ability to manage the hardware platform or possess the expertise to resolve the DMA software problems. The IS person was unable to assist MSCC leadership properly vet the DMA hardware and software system for compatibility to MSCC business processing requirements. Inadequate internal IS staffing caused MSCC to be overly dependent on the external technical expertise from DMA. Past performance insinuates that DMA does not possess the expertise to deliver an operative information system. Additionally, there is no commitment from DMA leadership to furnish the right technical resources to correct the system. The fact the DMA software is custom programmed, most likely proprietary, and currently lacks evidence it will ever successfully operate gives little hope of locating a...