Professional Documents
Culture Documents
Midsouth Chamber of Commerce
Midsouth Chamber of Commerce
Debacle
Gregory B Tenenbaum
Regis University
Hal Friskey
Midsouth Chamber of Commerce: Cleaning Up an Information Systems Debacle
Abstract
government. When this organization began in the early 1900s the main
the time was a huge economic and business development problem. Fast
problem this time internally in their organization. The following analysis will
focus on the way MSCC has approached IT/IS in the past and also allow for a
direction for them to take not only for IT/IS but also management into the
future.
Midsouth Chamber of Commerce: Cleaning Up an Information Systems Debacle
Systems Debacle
Introduction
times and under seen many different changes. From its initial conception as
the 1930s into a variety of issues that affect business such as state banking
laws, industrial development, and business taxes just to name a few. One of
the most recent eras for MSCC was the Jack Wallingford era.
During this time for MSCC, it was probably the one thatentailed the
most change and growth. From the year 1988, the company went from a
factors that allowed MSCC to grow was the investments they did make in
technology. This analysis is focused on where MSCC has come from, and
Problem Statement
Over the years MSCC did realize that investing in IS/IT was the way to
go but, failed in their approach of investing. They underwent issues from the
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issues that they encountered they failed to realize that they had problems
that consistently were left with no resolution and still failed to properly
address and implement change management after the fact. The obvious
early solution would have been to employ someone to specific to head the IS
and did not allow for anything other than for each workstation to perform a
specific function should have clearly shown a need for someone more
qualified to make IS/IT decisions. This made it difficult for any one staff
member in sales or marketing to do their job on their own. Either way with
technology the time quickly came where they outgrew the IS. In June of
2003, MSCC made their first leap into actually trying to get some
show promise and growth again with 2005 approaching. Lassiter recreated a
purchased for MSCC. This is the first repeat by MSCC and the largest
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MSCCs main issues up until this point had been purchasing
the personnel who did pull the trigger and make decisions had no business
doing so in the first place. The main issue I see with the UNITRAK situation is
that now at this point Lassiter did have an IT professional (Kovecki) and still
went ahead and made an unqualified purchase. Lassiter did not have Kovecki
evaluate UNITRAK, and did not look for a proper review of capability of
general.
As time passed and Kovecki had been asked to implement the UNITRAK
product he ran into significant issues. Kovecki was unable to transfer all of
the data (less than 15%) also the new implementation left data corrupted
the failure of Kovecki to first, begin in a test environment MSCC had to move
forward with the loss. Another issue that should have been addressed would
have been an IT project manager this would have set up a proper testing
plan and schedule for implementation also would have allowed for better
staff buy in without this mechanism for MSCC they held training on the new
IS and then users were not able to begin to use it for over two months.
had its limitations but it was operational and supported by UNITRAK until this
Midsouth Chamber of Commerce: Cleaning Up an Information Systems Debacle
6
point. UNITRAK encountered financial difficulties and filed for bankruptcy,
which led to MSCC losing its support. This put Kovecki into a bad situation,
Lassiter then hired an outside consultant to help with UNITRAK, which only
hired his replacement Gramen who was a former staff computer trainer.
Without trying to learn the UNITRAK system and having no real experience
another poor product purchase on behalf of MSCC. Even though you now had
qualified personnel and Gramen was not that. He based his decision off his
previous use not what was a best fit for MSCC, at this point Lassiter now had
a better understanding and did not want to rush through the process. Even
with Lassiters concerned mentality this time around for the deal with HP
Management Associates) only tabled the process shortly with the board until
MSCC ended up in pretty much the same boat. Except this time around there
was negligence in the fact that Lassiter allowed the contract to be signed
without any review from legal. This led to over a quarter million dollars of
money spent on the solution from DMA that does not work and DMA refusing
to give MSCC any more support to try to get it up and running without MSCC
Midsouth Chamber of Commerce: Cleaning Up an Information Systems Debacle
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paying even more. The contract did not have any way for MSCC to get their
Research
research would be how the new IS would fit in with MSCC. The project
directed to buy in from staff for whatever system is selected because at the
end of the day technology is supposed to make everything easier and more
efficient.
Current Situation
selected as President of MSCC, and MSCC has hired Sage Niele. DMA is
claiming that they have already incurred an extra quarter million dollars that
they have not charged MSCC due to the nature of the situation. Niele seems
handle the situation but, where MSCC seems to be currently is beyond repair
and they will have to spend more money to get everything they need up and
running.
Goal Statement
Midsouth Chamber of Commerce: Cleaning Up an Information Systems Debacle
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The current goal at MSCC is to get the information system fully
functional and compatible with their business unit functions while incurring
Recommendations
analysis of all of the various business units needs at MSCC. After a complete
analysis, I would then begin shopping the various products and solutions.
Even though I am saying, I would begin to shop for new solutions I was not
disregard DMA. I would try to negotiate a new contract that would hold them
to terms if they for some reason were unable to perform I would make sure
that the contract would allow for a refund and an allotment for damages
new deal with DMA, I would assess which solution would be the most cost
effective, take the most time to implement, and which solution would seem
to require the least buy in by my end users and staff. I would then weigh the
pros and cons accordingly and make a decision with the best blend of the
following three areas that would repair the damage done in the least amount
of time, with the least amount of cost, and greatest benefit to my staff.
Midsouth Chamber of Commerce: Cleaning Up an Information Systems Debacle
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Midsouth Chamber of Commerce: Cleaning Up an Information Systems Debacle
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References