Midsouth Chamber Of Commerce Case Study
The Role of the Operating Manager in Information Systems
May 11, 2014
MGMT408IE
Professor Gary Giomi, John Tang
Introduction
In the case of Midsouth Chamber of Commerce (MSCC), there is a question of the extent of responsibility and participation the Vice President of Marketing and Membership, Leon Lassiter, should have in the conversion from the companies old accounting system to the new one. This responsibility had been appointed to the Vice President of Public Finance, Jeff Hedges, and the Systems Analyst, Simon Kovecki.
Background
With the growth of MSCC, new technology was needed to keep up with information demand. Staff was limited to accessing resources from certain workstations, and the turnaround for updated customer information needed to be vastly improved. A full-time systems analyst was needed to make recommendations for new hardware and software and develop the software for each department (Brown, p. 12). In the past, a consultant, Nolan Vassici, was used to make these recommendations. …show more content…
Kovecki then spent his first three months on the job learning the ins and outs of the organization and the systems. It was after concerns from Kovecki to Lassiter about Hedge 's ability to properly manage the information systems area that Lassiter took it upon himself to source the new software MSCC would need to update their computer systems. Poor management of duties lead to significant delays in implementation of the new system. Aspects of the project fell to the wayside while other projects took priority. Due to frustration and not possessing the knowledge to answer staff 's questions, communication between the project managers and the staff broke down. Poor planning made migration of data from the old system to the new system
May 11, 2014
MGMT408IE
Professor Gary Giomi, John Tang
Introduction
In the case of Midsouth Chamber of Commerce (MSCC), there is a question of the extent of responsibility and participation the Vice President of Marketing and Membership, Leon Lassiter, should have in the conversion from the companies old accounting system to the new one. This responsibility had been appointed to the Vice President of Public Finance, Jeff Hedges, and the Systems Analyst, Simon Kovecki.
Background
With the growth of MSCC, new technology was needed to keep up with information demand. Staff was limited to accessing resources from certain workstations, and the turnaround for updated customer information needed to be vastly improved. A full-time systems analyst was needed to make recommendations for new hardware and software and develop the software for each department (Brown, p. 12). In the past, a consultant, Nolan Vassici, was used to make these recommendations. …show more content…
Kovecki then spent his first three months on the job learning the ins and outs of the organization and the systems. It was after concerns from Kovecki to Lassiter about Hedge 's ability to properly manage the information systems area that Lassiter took it upon himself to source the new software MSCC would need to update their computer systems. Poor management of duties lead to significant delays in implementation of the new system. Aspects of the project fell to the wayside while other projects took priority. Due to frustration and not possessing the knowledge to answer staff 's questions, communication between the project managers and the staff broke down. Poor planning made migration of data from the old system to the new system