Jean Roberge identified that the project needs to have an aggressive strategy that will enable sales growth within the newly formed entity that is ABS Canada. This characteristic trait of the project was used by the CIO to gain executive support for the project and underline the importance the project will have on the organisation. By using this characteristic trait Mr Roberge understood that in today’s business environment although executives are technically adept they are still more receptive and responsive to the use of metrics that tell them exactly how the business will benefit.
The project and the plan of the project will need to be implemented and completed within 3 years. Jean Roberge identified this characteristic trait because it …show more content…
This type of challenged identified by Mr Roberge is one that always arises when organisations restructure or merge. The reason(s) for this is because not all employees enjoy departmental structure. The best way for Mr Roberge to ease the employees growing concern is planning out a detailed IT organisation structure and then set about educating and communicating with all the employees exactly where they fit within this new structure.
The other challenge Mr Roberge identified was that selling the idea to senior executives was difficult. He further went to combat this challenge by stating in simple terms exactly how the project will aid better the organisations overall bottom-line. He detailed out how the newly implemented system will be able to track financial and marketing progress in real-time and provide all managers with the ability to make proactive decisions within their …show more content…
Allocation of the resources to be used. How the resources will be concentrated throughout the project’s timeline. What will be more important and will require a lot of resources, to what will require minimal resources and possibly no supervision.
There might be a situation where IT professionals within the company not skilled enough to deliver parts of the software solution to operation since they are essentially developers, thus might have to involve expert consultants, obviously increasing costs on the budget as well as the time on the project, which might cause the project to be behind schedule; Jean Roberge considered half of the challenge, as if his IT professionals sit idle, that significantly impacts on the software solution delivery schedule and ultimately puts a dent on the budget.
Local vision to the market of the software solution will be obliterated, as the vision will be for the entire region that ABS Canada will cover, thus might be putting the company at a disadvantage at its local market. Strategists at ABS Canada will have to find a way to have this work in their favour over a long