Faheem's questions

1. Why does Alan advocate an IT planning approach is a messy, untidy event? (hint: "write your plans in pencil") In other words, does the reality of the organization exist in an org chart? Or does it exist in the written policies? (Ask Alan in Class)

A really good answer was done during the midterm review. I'll give you a hint. From where or when does some of the best project ideas get suggested? (answer: during coffee breaks in which staff from different departments have informal discussions)

2. Understand the first three tips on enterprise app implementation (The 10 "commandments") from Alan. we're focusing on the ones dealing with strategy.

See additional slides (check rest of blog)

3. How does Alan suggest you handle IT consultants add to your project? How might you select them? What questions might you ask? What does Alan see as a critical success factor for most IT projects? How do you ensure knowledge transfer?

See additional slides

4. What does it mean to "Go vanilla"?

See additional slides

4. What is good enough reengineering? How does it relate to customer design requirements gathering? What's the difference between the BlueSky approach to gathering design priorities from your customer versus a Realistic approach to your customer?

A BlueSky approach: Imagine that I can give you a system that does everything you ever dreamed

Realistic approach: Can you live with this (show a prototype)?

My chat with Loc Le regarding Early Crises

It isn't a comprehensive answer, but it definitely covers the basics

Loc: hey alan, what's an early crisis?

me: ah. You put your group into an early crises in the absence of a real crisis

11:23 PM Loc: oh, so it's like when u light the fire under ur asses to get the juices going

me: Yes...and also to see how people respond under stress...when the project almost inevitably goes under crises

You can then make adjustments

Sen's Questions

1) What does Starbucks teach you about enterprise app implementation? What's often the real agenda behind a "best of breed" implementation?

Enterprise apps typically are introduced as a response to pain related to scalability and (lack of) common standard processes. These companies were in a "start-up mode" and this culture may resist the standardization implicit in an enterprsie implementation. There is a real danger that departments or branches will claim "customization and optimization" at the expense of the rest of the enterprise.

3) What types of ERP vendors should be avoided? (as suggested by George Fletcher)

George said to avoid ERP vendors that don't "work close" with the customer. For example, Parity wants to help plan the project implementation with the company. There is more, but this should get you started.

Ten Commandments for Enterprise Implementations and Six Tips for Reengineering

I actually made it a point to say: "Be sure to copy all these down for the test". Most of you didn't (a few of you did). I have decided to post the actual slides (plus put in some commentary).

Ten Commandments

Alan's 6 Tips for Reengineering

Cindy Go's questions

1) What is the business model inherent in leveraging information technology?

is it: to start simple, then add details in layer so everyone can follow?

Hmmm. I don't think I discussed this at length. I'll kill this question.

2) What are image customers and image team members?

Image customers - A non-target customer that has extreme needs so that your design for this customer will delight your target customer (e.g. Lexus was created for 8.5 months pregnant woman)

3) What are some software porcess reengineering tips? How does Alan take a cynical look at software process management?

I think the tips are as follows: neglected trigger & results, avoid Goldilock errors, voluntary simplicity, avoid death by detail, use clouds & sticky notes, understand the situation (redesign or refinement). Am I on the right track?

Yes, look at Alan's 6 tips: it was in the Introduction to process mgt lecture. You can also look at some of the tips under "things to know".

Tip 1: Critical Success Factors - Reengineer for a Deliverable
Tip 2: New Tools = New Deadlines
Tip 3: Look like with/without software
Tip 4: Face the truth
Tip 5: Get the Birds Eye View
Tip 6: Map it

How about the 2nd part of the question?

Not everything should be solved with software. It always adds a step. We should be cynical with a "prove it to me" attitude.