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There are several important people involved with this project and will help with the necessary changes needed for the Payable Audit System (PAS). Each person has a very detailed job description and the skills that would be used to make the changes to the system. First, Ted Anderson the director of disbursement began to notice how their current system was very labor-intensive. He knew of other ways to increase the productivity to the system and he would help in the plan to transform these changes. First, he changed the mind-set of how the system would work, and he organized a difficult training course with a 9 month duration designed for the employees. With his role on this project the company will make several fundamental changes, to pay the invoices in their tolerance. Keeping all history transactions, they would adopt a quality-control approach. Also eliminating all their paper files they would develop a Document Control System (DCS), where they would scan all of their documents into their computer system.
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Peter Shaw, the user project manager started working at the company in the payroll, accounting, and human sources. He has held the job of supervisor in accounts payable for the past three years. The user project manager is responsible for making sure the system meets the needs of the user departments, while the project is completed on time. He will be responsible for managing the user department and their efforts. The proper clients and people are identified, and are available when they are needed. Peter Shaw will work closely with Linda Watkins the project director for the Payable Audit System (PAS). They will manage the project with an equal amount for responsibility, in addition Peter Shaw will have to serves has the business analyst.
Linda Watkins is the project director for the Payable Audit System (PAS) and was also responsible for managing the information system project team. Some of her primary duties are to manage the project budget and schedule. She would put together a project plan for each phase, what it will cost, and manage the budget. She will also make sure the right people are involved in the project too. Linda Watkins talks to her clients beforehand letting them know what is going on, having full communication and trust with them. She was responsible in selecting technical people who would interact with her clients and have good communication skills. She would also attend the Steeling Group meetings and work closely with Peter Shaw.
In addition to the people who were mainly involved in the project there was some department that had an important role in the project too. The Steering Group has four supervisors that affect the project. This group was organized by Ted Anderson and three account payable managers. Tom Hill, Linda Watkins, and Henry Carter were ex officio members for this group, but Linda and Peter Shaw plan the Steering Group meetings. The role of the Steering Group is to approve the budget of the project; the directions the business is going, and make other decisions that were necessary. In the meeting a project report status will be generated showing important information about the current project. Listing the budget, milestones, the accomplishments for the week and who made these accomplishments. In addition, it showed the plans for next week and any problems and issues that needed to be discussed regarding the project. They would come together and discusses any issues in the project and find a way to resolve the issues.
Another department that has a major role related to the project is IS management; this department is supervised by Henry Carte the supervisor of disbursements system. He is responsible for allocating the IS people and integrating of the projects in the disbursement area. His main role is to maintenance all of the disbursement department systems, his supervisor is Clark Mason the IS manager for the financial systems. The IS management uses the STRADIS methodology in the project and divides the development into eight phases. In each phase the IS management produces documents and must approve the documents before they can continue with the next phase.
The Consumer and Industrial Products (CIPI), found ways to make changes to their system, they had several development problems on the project. First, they had some issues with staffing, they hired Arnold Johnson to work on the project and he did not abide by the time schedule while working on the project. He also didn’t communicate efficiently with Linda Watkins when he would miss the time line for a project. Because of this he eventually became a consultant they would need to have an analyst interview him to they would know how the projects were going (Brown, DeHayes, Hoffer, Martin, & Perkins, 2009). They were unable to schedule activities with the Disbursement Department, because most of the people in the company were working on other jobs they didn’t have anyone to work on the PAS project. Second, problem was that Linda Watkins was unable to convince Henry Carter and Clark Mason to hire qualified people to work on project on a full time level, so she would need to hire outside employs from an outside contractor. Third, the Document Control System was a good component to their new system but, the major features to the system were not physically implemented. The conversion and testing would take too much user time they didn’t have enough hours in the day to get the job done. Lastly, they changed their mind about using the IBM system, and because of this it changed their budget. They went over budget in the project it would cost more money for the new system then they estimated. This would mean what the budget for next year was already set and they might not have enough money to carry out the project.
(2009). In C. Brown, D. W. DeHayes, J. A. Hoffer, E. W. Martin, & W. C. Perkins, Managing Information Technology (p. 464). New Jersey: Pearson.