The factors that contributed to the success of the project
Several factors were critical for the success of the ERP implementation. First of all, the users of the future system were involved in the design process, especially testing and stabilization of the system. These stakeholders helped the IT team evaluate the strengths and weaknesses of future applications. This strategy made the work of software designers more effective. Furthermore, every implementation stage was completed by the same group of people. This means they could better identify and eliminate possible deficiencies in the future system. Additionally, these professionals could effectively coordinate their efforts. Apart from that, it is important to mention that the team strictly adhered to the original performance standards. For example, one can mention such requirements as consistent use of hardware and its scalability. Another factor is the use of measurable objectives that enabled them to assess the success of the implementation. This approach enabled IT to determine whether the project could meet the needs of the organization. Overall, these strategies contributed to the proper implementation of this project. They enabled the organization to identify and avoid possible risks.
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The importance of governance
IT governance was important for several reasons. First of all, this committee had to evaluate and manage various risks related to the change in information infrastructure. For example, one can speak about the disruption of services. This issue can adversely affect an organization like the Smithsonian Institute since it strongly relies on the use of information that is stored in the digital format. This is one of the reasons why the significance of internal controls should not be overlooked. Apart from that, the IT government was involved in other activities; in particular, this committee closely monitored the implementation of this project and evaluated its positive and negative aspects. Additionally, this governance played an important part in developing the IT policies of the organization. In other words, they were responsible for developing the long-term strategies of the organization. Certainly, these people were not involved in the design of software applications, but they made sure that the new system could improve the work of the Smithsonian Institute. This is one of the main points that can be made while discussing this project.
Unconventional steps were taken by the management
It should be noted, the administrators of the Smithsonian Institute took several precautions that are sometimes overlooked by many business administrators. They introduced measurable objectives and documented actual results while implemented every component of the ERP system. In this way, they could better evaluate the progress of the project. Moreover, this approach helps manage the costs of the project and the ability of the team to meet the initial schedule. This strategy is not widely adopted by other organizations that can be both public and private. It should be taken into account that very often businesses can assess the effectiveness of an IT project only when it is fully implemented. This is one of the challenges that businesses cannot overcome while working on IT projects. In this case, the management departed from the existing tradition, and this approach helped them achieve better results, especially if one speaks about the sustainability of the ERP system. These are the main issues that can be identified.