Captiva Conglomerate Case Study Analysis
Major Facts:
System specifications not clearly defined
Contract wording is partial to S. O. Software
Spares management module is a disaster
Spares management module currently complicated and un-useable/outdated
Spares management module behind schedule
Regional and centralized inventory management system behind schedule
S.O. Software depleted allotted financing
The system software specifications were not drafted by S.O. Software personnel
Major Problems:
The contract was not reviewed by appropriate personnel prior to contract award
The spares management module is 4 months behind schedule
The spares management system requirements is a hassle
The spares management module does not provide relevant data
The regional and centralized inventory management system is 10 months late
The contract calls for “best effort,” “whenever possible”
The 1 million called for in the contract is used up
17 un-priced change orders
The specifications looked like they were drafted by SOS, but Jana (IT manager) had initialed each page
Solutions:
Best Solution: Contract Renegotiation and Restructure
Advantages:
Bring in the SME (Subject Matter experts) to relook the concepts behind the contract. Restructure the contract based on existing monies to provide the type of service required. While leverage the existing contract with the current vendor may cause for some additional funding it provides the current vendor a change to improve on its product. Providing the current vendor is agrees’ with the restructure this avenue is the most preferred in order minimize change and downtime of the current system.
This approach allows the company to restate or clearly define the specifications, needs and current objectives, necessary to predict future cost and further invest the time, tools, and expertise necessary to ensure they get workable software systems.
Disadvantages:
The current vendor S.O. Software may not be un-able or
System specifications not clearly defined
Contract wording is partial to S. O. Software
Spares management module is a disaster
Spares management module currently complicated and un-useable/outdated
Spares management module behind schedule
Regional and centralized inventory management system behind schedule
S.O. Software depleted allotted financing
The system software specifications were not drafted by S.O. Software personnel
Major Problems:
The contract was not reviewed by appropriate personnel prior to contract award
The spares management module is 4 months behind schedule
The spares management system requirements is a hassle
The spares management module does not provide relevant data
The regional and centralized inventory management system is 10 months late
The contract calls for “best effort,” “whenever possible”
The 1 million called for in the contract is used up
17 un-priced change orders
The specifications looked like they were drafted by SOS, but Jana (IT manager) had initialed each page
Solutions:
Best Solution: Contract Renegotiation and Restructure
Advantages:
Bring in the SME (Subject Matter experts) to relook the concepts behind the contract. Restructure the contract based on existing monies to provide the type of service required. While leverage the existing contract with the current vendor may cause for some additional funding it provides the current vendor a change to improve on its product. Providing the current vendor is agrees’ with the restructure this avenue is the most preferred in order minimize change and downtime of the current system.
This approach allows the company to restate or clearly define the specifications, needs and current objectives, necessary to predict future cost and further invest the time, tools, and expertise necessary to ensure they get workable software systems.
Disadvantages:
The current vendor S.O. Software may not be un-able or