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a. At first sight, the Work Centered Analysis Framework does not seem to
consider users as a key element, neither does it seem to address the
information system.
Where can these (users, information system) be found in WCAF? Explain.
Participants are users operating the process, part of the work system.
Customers are the end-users or other stakeholders of the outputs (products and
services) from the system.
The information system is that part of the work system that is relying on IT.
b. Explain how systems thinking tools can be instrumental in operationalizing
the two main views (Architecture, Performance) of the Work Centered Analysis
Framework.
We can lay down structure in a systems thinking model (architecture, design),
using stocks, flows, connectors and converters. The computer can help describe
the dynamic behavior (performance) as a result of the model.
Question 2
The following questions relate to case study M4: Role of IT in the Car Industry.
The case study was discussed in class.
a. Describe and analyze the role of IT in the Car Industry throughout the last
sixty years, by highlighting and comparing the different roles that IT has
played at General Motors and Chrysler.
IT moved from a support role that was decided upon at local plant, function or
departmental level to a more essential connecting role, integrating: marketing,
sales, development, innovation, suppliers, production, assembly, distribution.
This is taking place not only internally, but also across: to dealers, external
vendors, and other third parties. Additionally IT is enabling outsourcing, and
allowing partners to work in an integrated fashion.
From a role supporting economies of scale, mass production, push strategies
(long lead times) to an integrated role that is also addressing development of
markets, demands, innovation, customization and pull strategies (short lead
times). Speed (time to market) and flexibility (reducing risks) are key here.
At both companies IT played both roles throughout time, first support, later
integrating, enforcing, enabling - more strategic roles, but change was slow in
GM: IT itself was modernized (IT mature) but the large complex organization was
not (processes immature), and as a result of that performance was low. Chrysler
was a better trend follower from the nineteen eighties and onwards (fast
innovation, reliance on third parties) and its new business model (a flat integrated
organization with empowered cross functional platform teams, assembly and
distribution oriented, with strong emphasis on technology and understanding
consumers, links to suppliers and dealers) and its more targeted IT paid off.
b. Based on your analysis, what recommendations would you give for the
present organization of the IT function (in car companies like GM and
Chrysler)?
Technological innovation drives the car (industry), IT is a strategic resource for
any car company. Subsequently the IT function should be under top management
control and the information technology person (e.g. the CIO) hence is to be at
the table.
Question 3
The following questions relate to case study M10: Explaining ERP Failure: A
Jordanian Case Study.
a. The design - reality gap model is used here post hoc as an analytical tool.
How can it be used as a risk identification and mitigation tool?
Page 22, Discussion of Case recommendations states, literally failure to close
designreality gaps helps us understand why this ERP system failed: the model
thus acts as a post hoc analysis tool focusing largely on identification of risk. But
the designreality gap model could also be used for risk mitigation; suggesting
ways to move forwards from the current situation by closing particular
dimensional gaps and so increasing the likelihood of project success.
Page 26, Implications states, literally: As used here in the main body of the
paper, it is demonstrably a tool that project managers or consultants could use
for post hoc risk identification: most typically as in this case as a means for
understanding why an ERP application wholly or partially failed. Given the
recommendations made in the discussion section we can equally see it being
applied as a "per hoc" tool; one that will identify risks during the process of
implementation. For per hoc application it can not only identify risks but also
using the scoring approaches outlined in Tables 1 and 2 offer some prediction
of likely project outcome. Risk identification has an important value in ERP
project management. However, risk mitigation is arguably more important. The
designreality gap model helps identify risk mitigation actions for challenged
ERP projects through its general prescription that risks can be reduced by