The contract did not contain acceptance-testing procedures and criteria. Documentation standards were never developed and documentation was poor, causing delays in agency approvals. Extensive changes were made by the agency. The contract was amended 13 times to provide for additional work or to delete requirements. Some changes were not in the contract and some changes altered the scope of the project. These led to disagreements as well as work delays and stoppages. Agency red tape and slow approval procedures caused extensive delays in the project. The system development contract was In summary, the problems were caused by poor planning, poor problem definition, inadequate system specifications, poor project management, and poor communication. How could the agency have better managed the systems development project? Done a better job of defining what the system was to accomplish. Designed a complete set of specifications before asking for bids. Frozen systems design at an appropriate time so that continual changes weren't made. Created a comprehensive, specific, and clearly written contract. Required prompt approval of each phase before allowing the contractor to proceed. Specified documentation standards and procedures for the contractor to follow. Managed the project better. Negotiated a better price upfront What the contractor have done differently? Refused to begin until an adequate problem definition and system requirements were developed. Insisted that system development be frozen at an appropriate time. Insisted on a clear, comprehensive, and specific contract detailing what was expected of them. b. Can we conclude from this case that organizations should not have custom software written for them? Explain your answer. No, we cannot generalize that companies should not have custom software developed for them. If the agency and contractor had followed good systems design and project management procedures, and had a clear and concise contract, problems with the engagement should have been minor and more easily resolvable. 21.3 Wong Engineering Corp (WEC) operates in 25 states and three countries. WEC faced a crucial decision: choosing network software that would maximize functionality, manageability, and end-user acceptance of the system. WEC developed and followed a approach:
The contract did not contain acceptance-testing procedures and criteria. Documentation standards were never developed and documentation was poor, causing delays in agency approvals. Extensive changes were made by the agency. The contract was amended 13 times to provide for additional work or to delete requirements. Some changes were not in the contract and some changes altered the scope of the project. These led to disagreements as well as work delays and stoppages. Agency red tape and slow approval procedures caused extensive delays in the project. The system development contract was In summary, the problems were caused by poor planning, poor problem definition, inadequate system specifications, poor project management, and poor communication. How could the agency have better managed the systems development project? Done a better job of defining what the system was to accomplish. Designed a complete set of specifications before asking for bids. Frozen systems design at an appropriate time so that continual changes weren't made. Created a comprehensive, specific, and clearly written contract. Required prompt approval of each phase before allowing the contractor to proceed. Specified documentation standards and procedures for the contractor to follow. Managed the project better. Negotiated a better price upfront What the contractor have done differently? Refused to begin until an adequate problem definition and system requirements were developed. Insisted that system development be frozen at an appropriate time. Insisted on a clear, comprehensive, and specific contract detailing what was expected of them. b. Can we conclude from this case that organizations should not have custom software written for them? Explain your answer. No, we cannot generalize that companies should not have custom software developed for them. If the agency and contractor had followed good systems design and project management procedures, and had a clear and concise contract, problems with the engagement should have been minor and more easily resolvable. 21.3 Wong Engineering Corp (WEC) operates in 25 states and three countries. WEC faced a crucial decision: choosing network software that would maximize functionality, manageability, and end-user acceptance of the system. WEC developed and followed a approach:
rais12_SM_CH21.docx