CHAPTER 7: CASELET #3 - RISK MANAGEMENT

IT Issue: A candy manufacturer conducted a selection process for a major ERP replacement system. The implementation was supposed to be completed within nine months. At the seven-month mark of the implementation, it was determined that the effort would need to be extended. The Executive Steering Committee remained strangely silent during the decision-making process and very little effort was made by the program team to identify risks (i.e. incompatible architectural components, data migration issues, poor transition plans, etc.) and develop meaningful strategies to deal with those risks. With a major holiday approaching, the manufacturer is now expediting the implementation by adding more resources to the ...

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