I need help with this assignment, please read over the document attached and complete the questions listed
|Why don’t information systems projects work out as planned? What causes the differences between the plan and reality?||5|
|2. Why is it important to document change requests? What happens if a development team doesn’t?||5|
|3. When a project is late, do you think that adding more people to do the work helps or not? Justify your answer.||5|
|4. What is the role of a pilot project in information systems analysis? Why do you think the Petrie’s team decided to do a pilot project before rolling out the customer loyalty system for everyone?||5|
|5. Information systems development projects are said to fail if they are late, go over budget, or do not contain all of the functionality they were designed to have. Is the customer loyalty program a failure? Justify your answer. If not, how can failure be prevented? Is it important to avert failure? Why or why not?||5|
25 ATTACHMENT PREVIEW Download attachmentCASE: PETRIE’S ELECTRONICSSystems Implementation and OperationJim Watanabe was in his new car, driving down I-5, on his way to work. He dreadedthe phone call he knew he was going to have to make.The original go-live date for a pilot implementation of Petrie’s Electronics’ newcustomer relationship management (CRM) system was July 31. That was only sixweeks away, and Jim knew there was no way they were going to be ready. The XRACRM they were licensing turned out to be a lot more complex than they hadthought. They were behind schedule in implementing it. Sanjay Agarwal, who was amember of Jim’s team and who was in charge of systems integration for Petrie’s,wanted Jim to hire some consultants with XRA experience to help withimplementation. So far, Jim had been able to stay under budget, but missing hisdeadlines and hiring some consultants would push him over his budget limit.It didn’t help that John Smith, the head of marketing, kept submitting requests forchanges to the original specifications for the customer loyalty program. As specifiedin the project charter, the new system was supposed to track customer purchases,assign points for cumulative purchases, and allow points to be redeemed for“rewards” at local stores. The team had determined that those rewards would takethe form of dollars-off coupons. Customers who enrolled in the program would begiven accounts that they could access from Petrie’s Web site. When they signed on,they could check their account activity to see how many points they hadaccumulated. If they had earned enough points, they were rewarded with a coupon.If they wanted to use the coupon, they would have to print it out on their homeprinters and bring it in to a store to use on a purchase. The team had decided longago that keeping everything electronic saved Petrie’s the considerable costs ofprinting and mailing coupons to customers.But now marketing had put in a change request that would give customers a choiceof having coupons mailed to them automatically or printing them from the Web siteat home. This option, while nice for customers, added complexity to the XRAsystem implementation, and it added to the costs of operation. Jim had also learnedyesterday from the marketing representative on his team, Sally Fukuyama, that nowSmith wanted another change. Now he wanted customers to be able to use thecoupons for online purchases from Petrie’s Web site. This change added a wholenew layer of complexity, affecting Petrie’s existing systems for ordering online, inaddition to altering yet again the implementation of the XRA CRM.
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