Training Materials For An Enterprise Resource Planning ( Erp ) Implementation For Fis Consulting Services

Training Materials For An Enterprise Resource Planning ( Erp ) Implementation For Fis Consulting Services

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A group of individuals were brought together to form a team to execute training materials for an Enterprise Resource Planning (ERP) implementation for FIS Consulting Services. Each member possessed individual technical expertise that was required and needed for the project. Most of the team was brought off-shore from India to North America to establish a project team, which objective is to finish this “one-time” task. The task would require all individual members’ input, and the diverse expertise and knowledge from them. Although each individual had exceptional skills, when formed in a group, individuals performed poorly and did not successfully work together.
Two members that had started at the beginning of the project, explained about the client and the status of the work on hand to the individuals that came into the team two months later from India. The team strategy favored reciprocal interdependence based on the facts the members of the team were assigned with different courses, training material and preparation tasks during this briefing. Once these components were finished, team members would later place all the tasks together and integrate into a final module. Thus supporting reciprocal interdependence more so, all colleagues specialized in specific tasks and picked because the employee’s experience matched the necessary project requirements, and the project did not need an exact sequence for the final product to be finished.
Steve Fernandez, the Human Resources manager of FIS Consulting Services, realized mistakes were made by the project team with report of a disastrous mishandling of individuals in the team and as well as the important client. Several instances build up to the moment of the report. FIS Consulting Serv...

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...s they could individually. Along with not getting the full capabilities of each member of the team, the group meetings were “consuming time and energy that otherwise be devoted to the task.” This type of cost is coordination loss. Team members could not overcome stages of team development. When the additional members came two months after the project, members participated in organizational term referred to as forming. This is when members adjust themselves by understanding the boundaries in the team. In the next stage, according to Colquitt, is storming where members remain committed to the ideas they bring to the team and initializes unwillingness to accommodate others’ ideas thus bringing conflict that affects the overall relationship and the team’s progress. Members of the team could not surpass storming to the other stages to form a team willing to work together.

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