Additional Knowledge Material

(Faculty E-notes)

 COURSE BCA 5th SEMESTER

 UNIVERSITY MAHARSHI DAYANAND UNIVERSITY
 SUBJECT MANAGEMENT INFORMATION SYSTEM
 SUBJECT CODE BCAN-301
 UNIT NO & NAME UNIT 3 ( Developing Information Systems)
 NAME OF FACULTY MS. PREETI DAGAR

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 INDEX
Unit 3

Developing Information Systems

S.NO. TOPIC Page No.

1 Developing Information Systems 3

2 Analysis & Design of Information Systems 8

3 Implementation & Evaluation 10
4 Pitfalls in MIS Development 15

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MIS - Development Process

In MIS, the information is recognized as a major resource like capital and time. If this
resource has to be managed well, it calls upon the management to plan for it and control it, so
that the information becomes a vital resource for the system.
 The management information system needs good planning.
 This system should deal with the management information not with data processing
alone.
 It should provide support for the management planning, decision-making and action.
 It should provide support to the changing needs of business management.
 Major challenges in MIS implementation are −
 Quantity, content and context of information − how much information and exactly
what should it describe.
 Nature of analysis and presentation − comprehensibility of information.
 Availability of information − frequency, contemporariness, on-demand or routine,
periodic or occasional, one-time info or repetitive in nature and so on
 Accuracy of information.
 Reliability of information.
 Security and Authentication of the system.
Planning for MIS
 MIS design and development process has to address the following issues successfully
−
 There should be effective communication between the developers and users of the
system.
 There should be synchronization in understanding of management, processes and IT
among the users as well as the developers.
 Understanding of the information needs of managers from different functional areas
and combining these needs into a single integrated system.
 Creating a unified MIS covering the entire organization will lead to a more
economical, faster and more integrated system, however it will increase in design
complexity manifold.
 The MIS has to be interacting with the complex environment comprising all other
sub-systems in the overall information system of the organization. So, it is extremely
necessary to understand and define the requirements of MIS in the context of the
organization.
 It should keep pace with changes in environment, changing demands of the customers
and growing competition.
 It should utilize fast developing in IT capabilities in the best possible ways.
 Cost and time of installing such advanced IT-based systems is high, so there should
not be a need for frequent and major modifications.
 It should take care of not only the users i.e., the managers but also other stakeholders
like employees, customers and suppliers.
 Once the organizational planning stage is over, the designer of the system should take

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 the following strategic decisions for the achievement of MIS goals and objectives −
 Development Strategy − Example - an online, real-time batch.
 System Development Strategy − Designer selects an approach to system development
like operational verses functional, accounting verses analysis.
 Resources for the Development − Designer has to select resources. Resources can be
in-house verses external, customized or use of package.
 Manpower Composition − The staffs should have analysts, and programmers.
 Information system planning essentially involves −
 Identification of the stage of information system in the organization.
 Identification of the application of organizational IS.
 Evolution of each of this application based on the established evolution criteria.
 Establishing a priority ranking for these applications.
 Determining the optimum architecture of IS for serving the top priority applications.

Information System Requirements

The following diagram illustrates a brief sketch of the process of information requirement
analysis −

The following three methodologies can be adopted to determine the requirements in

developing a management information system for any organization −
 Business Systems Planning (BSP) − this methodology is developed by IBM.
 It identifies the IS priorities of the organization and focuses on the way data is
maintained in the system.
 It uses data architecture supporting multiple applications.
 It defines data classes using different matrices to establish relationships among the
organization, its processes and data requirements.
 Critical Success Factor (CSF) − this methodology is developed by John Rockart of
MIT.
 It identifies the key business goals and strategies of each manager as well as that of
the business.
 Next, it looks for the critical success factors underlying these goals.
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  Measure of CSF effectiveness becomes an input for defining the information system
requirements.
 End/Means (E/M) analysis − this methodology is developed by Wetherbe and Davis
at the University of Minnesota.
 It determines the effectiveness criteria for outputs and efficiency criteria for the
processes generating the outputs.
 At first it identifies the outputs or services provided by the business processes.
 Then it describes the factors that make these outputs effective for the user.
 Finally it selects the information needed to evaluate the effectiveness of outputs
Information System Analysis and Design
System analysis and design follows the typical System/Software Design Life Cycle (SDLC)
as discussed in the previous chapter. It generally passes through the following phases −
 Problem Definition
 Feasibility Study
 Systems Analysis
 System Design
 Detailed System Design
 Implementation
 Maintenance
 In the analysis phase, the following techniques are commonly used −
 Data flow diagrams (DFD)
 Logic Modelling
 Data Modelling
 Rapid Application Development (RAD)
 Object Oriented Analysis (OOA)
Technology for Information Systems
The technology requirement for an information system can be categorized as −
 Devices
 Data centre systems − It is the environment that provides processing, storage,
networking, management and the distribution of data within an enterprise.
 Enterprise software − these are software system like ERP, SCM, Human Resource
Management, etc. that fulfil the needs and objectives of the organizations.
 IT services − It refers to the implementation and management of quality IT services
by IT service providers through people, process and information technology. It often
includes various process improvement frameworks and methodologies like six sigma,
TQM, and so on.
 Telecom services
System Test Planning and Execution
The system should be fully tested for errors before being fully operational.
The test plan should include for each test −
 Purpose
 Definition
 Test inputs

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  Detailed specification of test procedure
 Details of expected outputs
Each sub-system and all their components should be tested using various test procedures and
data to ensure that each component is working as it is intended.
The testing must include the users of the system to identify errors as well as get the feedback.
System Operation
Before the system is in operation, the following issues should be taken care of −
 Data security, backup and recovery;
 Systems control;
 Testing of the system to ensure that it works bug-free in all expected business
situations;
 The hardware and software used should be able to deliver the expected processing;
 The system capacity and expected response time should be maintained;
 The system should be well documented including;
 A user guide for inexperienced users,
 A user reference or operations manual for advanced users,
 A system reference manual describing system structures and architecture.
 Once the system is fully operational, it should be maintained throughout its working
life to resolve any glitches or difficulties faced in operation and minor modifications
might be made to overcome such situations.
Factors for Success and Failure
MIS development projects are high-risk, high-return projects. Following could be stated as
critical factors for success and failure in MIS development −
 It should cater to a specific, well-perceived business.
 The top management should be completely convinced, able and willing to such a
system. Ideally there should be a patron or a sponsor for the system in the top
management.
 All users including managers and other employees should be made an integral part of
the development, implementation, and use of the system.
 There should be an operational prototype of the system released as soon as possible,
to create interest among the users.
 There should be good support staff with necessary technical, business, and
interpersonal skills.
 The system should be simple, easy to understand without adding much complexity. It
is a best practice, not to add up an entity unless there is both a use and user for it.
 It should be easy to use and navigate with high response time.
 The implementation process should follow a definite goal and time.
 All the users including the top management should be given proper training, so that
they have a good knowledge of the content and function of the system, and can use it
fully for various managerial activities such as reporting, budgeting, controlling,
planning, monitoring, etc.
 It must produce useful outputs to be used by all managers.
 The system should be well integrated into the management processes of planning,
decision-making, and monitoring.

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Information Systems Analysis and Design
Information systems analysis and design is a method used by companies ranging from IBM
to PepsiCo to Sony to create and maintain information systems that perform basic business
functions such as keeping track of customer names and addresses, processing orders, and
paying employees. The main goal of systems analysis and design is to improve organizational
systems, typically through applying software that can help employees accomplish key
business tasks more easily and efficiently. As a systems analyst, you will be at the center of
developing this software.

The analysis and design of information systems are based on: You’re understanding of the
organization’s objectives, structure, and processes your knowledge of how to exploit
information technology for advantage to be successful in this endeavour, you should follow a
structured approach. The SDLC, is a four-phased approach to identifying, analysing,
designing, and implementing an information system. We use the SDLC to organize our
discussion of the systems development process. Before we talk about the SDLC, we first
describe what is meant by systems analysis and design.

Systems Analysis and Design: Core Concepts

The major goal of systems analysis and design is to improve organizational systems. Often
this process involves developing or acquiring application software and training employees
to use it. Application software, also called a system, is designed to support a specific
organizational function or process, such as inventory management, payroll, or market
analysis. The goal of application software is to turn data into information.
For example, software developed for the inventory department at a bookstore may keep track
of the number of books in stock of the latest best seller. Software for the payroll department
may keep track of the changing pay rates of employees. A variety of off-the-shelf application
software can be purchased, including WordPerfect, Excel, and PowerPoint. However, off-the-

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shelf software may not fit the needs of a particular organization, and so the organization must
develop its own product.
In addition to application software, the information system includes:
The hardware and systems software on which the application software runs. Note that the
systems software helps the computer function, whereas the application software helps the
user perform tasks such as writing a paper, preparing a spreadsheet, and linking to the
Internet.
Documentation and training materials, which are materials created by the systems analyst
to help employees use the software they’ve helped create.
The specific job roles associated with the overall system, such as the people who run
the computers and keep the software operating.
Controls, which are parts of the software written to help prevent fraud and theft.
The people who use the software in order to do their jobs.
The components of a computer-based information system application are summarized in
Figure 1-2. We address all the dimensions of the overall system, with particular emphasis on
application software development—your primary responsibility as a systems analyst.

Our goal is to help you understand and follow the software engineering process that leads to
the creation of information systems. As shown in Figure 1-3, proven methodologies,
techniques, and tools are central to software engineering processes.
Methodologies are a sequence of step-by-step approaches that help develop your final product: the
information system. Most methodologies incorporate several development techniques, such as direct
observations and interviews with users of the current system.

Techniques are processes that you, as an analyst, will follow to help ensure that your work is well
thought-out, complete, and comprehensible to others on your project team. Techniques provide
support for a wide range of tasks, including conducting thorough interviews with current and future
users of the information system to determine what your system should do, planning and managing the
activities in a systems development project, diagramming how the system will function, and designing
the reports, such as invoices, your system will generate for its users to perform their jobs.

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 Tools are computer programs, such as computer-aided software engineering (CASE) tools, that
make it easy to use specific techniques. These three elements— methodologies, techniques, and
tools—work together to form an organizational approach to systems analysis and design.

FIGURE 1-3 The software engineering process uses proven methodologies, techniques,
and tools.

Implementation, Evaluation and Maintenance of Information System

Implementation

The design of a management information system may seem to management to be an

expensive project, the cost of getting the MIS on line satisfactorily may often be comparable
to that of its design, and the implementation has been accomplished when the outputs of the
MIS are continuously utilized by decision makers.

Once the design has been completed, there are four basic methods for implementing the MIS.
These are-
1. Install the system in a new operation or organization.
2. Cut off the old system and install the new
this produces a time gap during which no system is in operation. Practically, installation
requires one or two days for small companies or small systems.
3. Cut over by segments
this method is also referred as” phasing in” the new system. Small parts or subsystems are
substituted for the old. In the case of upgrading old systems, this may be a very desirable
method.
4. Operate in parallel and cut over.
The new system is installed and operated in parallel with the current system until it has been
checked out, then only the current system is cut out. This method is expensive because of
personal and related costs. Its big advantages are that the system is fairly well debugged when
it becomes the essential information system.

Plan the implementation

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the three main phases in implementation take place in series.
These are

1. The initial installation

2. The test of the system as a whole
3. The evaluation, maintenance and control of the system.

Many implementation activities should be undertaken in parallel to reduce implementation

time. Training of personnel and preparation of software may be in parallel with each other
and with other implementation activities.

The first step in the implementation procedure is to plan the implementation. Some analyst
includes the planning of the implementation with the design of the system, the planning and
the action to implement the plan should be bound closely together. Planning is the first step
of management, not the last. The MIS design and the urgent need for the system at the time
the design is completed will weigh heavily on the plan for implementation.

Implementation Tasks

The major implementation tasks consists of-

1. Planning the implementation activities

2. Acquiring and laying out facilities and offices
3. Organizing the personnel for implementation
4. Developing procedures for installation and testing
5. Developing the training program for operating personnel.
6. Completing the system’s software
7. Acquiring required hardware
8. Generating files
9. Designing forms
10. Testing the entire system
11. Completing cutover to the new system
12. Documenting the system
13. Evaluating the MIS
14. Providing system maintenance (debugging and improving)

1. Planning the implementation activities

Establish Relationships among tasks

for small projects, the order of performance may simply be described in text form. A Gantt
chart or network diagram makes visualization of the plan and schedule much clearer.
For large projects, many concurrent and sequential activities are interrelated so that a network
diagram must be employed in any good plan.
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Establish a Schedule
Schedule is prepared by having the system designers estimate the times between the events in
the program network. The critical path (longest time through the network) can be calculated.
After specifying the starting date, the end date is established.

Cost Schedule to Tasks and Time

The cost for completing each task required to complete is established as part of the plan; then
the rate of expenditures should be budgeted.
Reporting and control of the work in progress may be obtained by weekly meetings. The
financial personnel must make certain that report formats allow them to show cost and
technical progress relationship as well as cost and time.

2. Acquiring and laying out facilities and offices

for the installation of a new system to replace a current one may require a major revision of
facilities as well as completely new office, computer room etc.
The MIS project manager must prepare rough layouts and estimates of particular floor areas
that feel to be needed. The manager then prepares cost estimates.
Space planning must be done by the space to be occupied by people, the space occupied by
equipment and the movement of people and equipment in the work progress. A large
investment in good working conditions will repay its cost many times.

3. Organizing the personnel for implementation

as the implementation tasks have been defined, management usually assigns a project
manager to guide the implementation.
The purpose of the MIS is to increase the amount and quality of their contributions, the
system is their system.
Top management must make the middle managers for their involvement in implementation,
besides these, systems specialists, computer programmer; top management should make sure
that each people who will operate the system should have active parts in the implementation.

4. Developing procedures for installation and testing

after organizing the personnel for implementation the next task is to develop or prepare the
procedures for implementation. As the project leader has the network plan for proceeding
with the implementation, this leader calls the key people in the project to prepare more
detailed procedures for system installation.
Procedures for evaluating and selecting hardware must be spelled out. Procedures for phasing
in parts of the MIS or operating the MIS in parallel must be developed.
The major part of implementing the MIS is the testing of each segment of total system as it is
installed.

5. Developing the training program for operating personnel

a program is developed keeping in mind to impress management and support. After

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developing the program, it is necessary to train operating personnel in their new duties. They
must have a thorough understanding of what the new MIS is like and what it is supposed to
do. They must learn how it will operate. They are faced with many changes in their work and
have to obtain acceptance of changes.

As there are various levels of personnel and these people will be working with only a small
part of the MIS, the seminars should be designed to provide them with an understanding of
the complete system.

6. Completing the system’s software

as the software is developed internally or under contract, in both cases, the software
development must take in mind the nature of the hardware required.
As the system designers and programmers provide the flow diagrams and the block diagrams
during the detailed design state. Some modification may be required, as the implementation
stage progresses.

7. Acquiring required hardware

this acquisition is usually the limiting factor in getting am MIS implementation. These tasks
should be started during the design stage.
The decision is to be needed, whether to buy or lease the hardware. Capital expenditure
analysis is only one of many factors involved in this decision. Others are prestige, usage etc.

8. Generating files

in the implementation stage, the actual data must be obtained and recorded for the initial
testing and operation of the system. This requires format of the data, storage form and format
and remarks to indicate when the data have been stored.
The collection of data used in routine operations is often called the master file.
Responsibility for file maintenance for each file item should also be assigned. The
development of files or databases belongs to information system designers and storage and
retrieval experts.
The translation of specifications for files into computer programs is a function of computer
specialists.

9. Designing forms

for controlling the marketing, a salesperson has to fill out the forms summarizing the day’s
activities. The form ensures the right information to be supplied for computer storage.
Forms are required not just for input and output but also for transmitting data at intermediate
stages.

10. Testing the entire system

as the total system is installed, tests should be performed with the test specifications and

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procedure. A test during installation stage consists of component tests, subsystem tests and
total system acceptance tests.
Components may be equipment (that can be new or old), new software programs, new data
collection methods, work procedures, reporting formats. Difficulties that occur during
component tests may lead t design changes.
As more components are installed, subsystems may be tested. There is a difference between
the testing of component and the testing of a system.
System tests require verification of multiple inputs, complex logic systems, and timing
aspects of many parts.

11. Completing cutover to the new system

Cutover is a point at which the new component replaces the old component to the new system
replaces the old system. This involves old forms, old files and old equipment being retried.
The debugging proves associated with the cutover to the new system may extend for several
months.

12. Documenting the system

Documentation of the MIS means preparation of written descriptions of the scope, purpose,
information flow components, and operating procedures of the system.
Documentation is a necessity for troubleshooting, for replacement of subsystems, for
interfacing with other systems, for training new operating personnel and also for evaluating
and upgrading the system.

13. Evaluating the system

After the MIS has been operating smoothly for a short period of time, an evaluation of each
step in the design and of the final system performance should be made.
Evaluation should not be delayed beyond the time when the system’s analysts have
completed most of the debugging. The longer the delay, the more difficult it will be for
designer to remember important details.
The evaluation should be made by the customer as well as by the designers.

14. Providing system maintenance

Control and maintenance of the system are the responsibilities of the line managers.
Control of the systems means the operation of the system as it was designed to operate.
Sometimes, well-intentioned people or operators may make unauthorized changes to improve
the system, changes that are not approved or documented.
Maintenance is closely related to control. Maintenance is that ongoing activity that keeps the
MIS at the highest levels of effectiveness and efficiency within cost constraints.
Maintenance is directed towards reducing errors due to design, reducing errors due to
environmental changes and improving the system’s scope and services.

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10 Pitfalls in Implementing Management System Software and
How to Avoid Them
As the global economy continues to grow, so do customer expectations for higher quality
products and services at a lower cost. In order to satisfy increasing customer demands -
and management quick change while growing the bottom line - management system
excellence is a must. Management system software is a key tool in achieving
organizational excellence. However, like any tool, the results of use are only as good as
the product’s design in combination with proper project management. Achievement
starts with proper planning. Proper planning prevents poor performance (“The
5Ps”). The following list represents potential pitfalls based on our real -world
experiences that could impact the results of management system software rollout, along
with tips on how to avoid these pitfalls.
1 Pitfall: Building without the proper blueprint - Organizations rollout new software
with a “plug and play” expectation. Only a portion of the resource needs are considered
for initial planning, launch, infant care and long-term maintenance. Many projects fail
due to insufficient resource planning necessary to do the job right.
Avoiding this Pitfall: First and foremost, you need a strategic plan for bringing this
new software tool on-board. Start with documenting clear targets for cost, quality,
delivery and service - just like any other process. Once the targets have been
documented, discuss the reality of these objectives with others that have experience with
the product at hand (the software supplier, other colleagues within your industry, internal
IT personnel, etc.) and make adjustments accordingly. Be conservative with your
timeline. Do not start out your project by over-promising and under-delivering. Allow
sufficient time for testing.
2 Pitfall: Lack of making a business case - Trying to motivate and modify the
behaviour of your colleagues using “Because ISO 9001 says so…” or “Because the
corporate policy states…” isn’t going to work in the long-run. Many times, lack of
support and progress on a project is due to the assignee’s disconnection to the short and
long-term benefits.
Avoiding this Pitfall: SELL the project to future users. You must get the attention and
support of future users by selling how the product will make their liv es better, or by
making day-to-day tasks more efficient. Gather a short list of wastes or difficulties
associated with the current method of operation, followed by a demonstration of how this
product will improve these difficulties.
3 Pitfall: Disconnect with business objects - Coming up with a slogan, motto or other
“cheer” may sound great, but how does this high-level goal relate to the applicable
members of your team? Establishing goals without converting these goals into clear
objectives - at relevant levels and functions - may lead to groupthink.
Avoiding this Pitfall: Once objectives and targets have been established, connect these
measures to your rollout team members’ work plans. Create “employee contracts” while
ensuring that an adequate portion of each team member’s participation is committed to

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your project. Often times, project managers have no authority over their team
members. In order to retain a bit of control and predictability, ensure there is a written
agreement supporting the project with a record of management approval.
4 Pitfall: Shoving your business into the software box - Each organization has its own
culture and rhythm in its day-to-day operations. A one-size-fits-all solution is very
rarely an effective one. In order to optimize profitability, software must be made to fit
the demands of general customer needs. Trying to abruptly change the language or other
basic habits of your organization to align with a foreign product is a quick way to lose
buy-in from users and top management.
Avoiding this Pitfall: The best way to ensure that all parties are on the same page is to
have a clear, documented agreement with your software provider. Ensure the following
details are addressed in your contract. Identify who will take care of you by ensuring a
dedicated supplier representative(s) is identified for the project. Use your supplier
representative to validate the objectives you’ve created to avoid Pitfall .Document your
training needs and what is needed from your supplier for prototype, pre-launch &
production phases. The best time to negotiate service agreements and potential
contingencies, should they be needed, is during the contract phase.
5 Pitfall: The Army of ONE (rollout in a vacuum vs. cross-functional team rollout)
-Trying to implement change without consideration and perspective from multiple
disciplines will often result in negative impacts that were not initially detected. While
process change may benefit one area of your organization, it may hurt or hinder another.
Avoiding this Pitfall: Clearly define ownership of the product during prototype (if
applicable), pre-launch & production phases. In most cases, the team that is rolling out
new software will not maintain ownership in the long run. Brainstorm with your team
using a tool like Fault Tree Analysis (FTA), Cause & Effect (C&E) Matrix or an
Ishikawa (Fishbone) Diagram to discuss potential risks associated with software
implementation during all phases of use; including an exit plan should the software fail
to meet your long-term needs.
6 Pitfall: Insufficient testing throughout the realization phase - The software is
rolled out too quickly without validating that the product works as it was
intended. System interactions are not completely tested to ensure data integrity remains
after manipulation, such as, importing, exporting or communication with other products.
Avoiding this Pitfall: Define pilot lines/departments that can be used for learning,
debugging and other customizations. Create scenarios based on real-world experiences
and use the product in a test environment under various conditions. Process various
scenarios using your current information system and compare the results to your new
software solution.
Conduct a measurement system analysis (MSA) to identify any variation from one data
entry instance to the next (repeatability) or variation from one user to another
(reproducibility).

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Finally, spend time analyzing the user experience (customer perception) in order to
evaluate simple modifications or areas where more in-depth training will be
necessary. Provide a clear process for user feedback in order to quickly detect and
discuss any concerns before they grow.
7 Pitfall: No internal sales & marketing of the product - A solution has been created,
but very few members of the organization know of its existence. Communication has
been limited on the solution’s capability and how it can benefit the organization,
department or individuals.
Avoiding this Pitfall: Make sure to communicate before, during and after
implementation by creating a communication plan for your implementation team. It is
critical that top management be kept in the loop on the progress of the project. Ask
management to allow time on recurring meeting agendas for project updates – good or
bad. Early identification of additional resource needs, small successes and overall
project status will give the leadership level of the organization a sense of ownership and
responsibility.
Internal postings on communication boards, all-employee meeting presentations, articles
in the company newsletters or discussions with smaller targeted teams (focus groups)
may also be options to ensure buy-in.
8 Pitfall: Improper change management - There is no formal process for making
updates to user access or document ownership as employees move within the
organization. Records such as customer complaints, return material authorizations
(RMAs), corrective or preventive actions (CAPAs), etc. may lie dormant due to an
incorrect electronic assignment. Without an effective interaction between the software
administration process and the human resource management process, document
assignments are inevitably going to become inaccurate.
Avoiding this Pitfall: Connect employee movement to the software administration
process. While Human Resources may be a bit reluctant to provide too many details
about personnel shifts, a process for quick change to roles and records assignment can be
done with limited sensitive information exchanged. By adding a member of the HR or
Finance groups to your project, a simple process can be created to ensure assignment
accuracy of documents.
9 Pitfall: Seek customer feedback – The communication regarding a new or changing
tool is a one-way street, giving little or no consideration to the internal or external
customer.
Avoiding this Pitfall: Create a forum(s) for regular feedback from your internal
customer (the end user). Users should be given an opportunity to give honest feedback
on their perception of the new tool. Besides, your users will rely on this new solution as
a part of their delay work activities. Feedback should also be solicited from internal
administrators or advanced users to ensure that the back-end is running efficiently,
reports are easy to create and problems are resolved in a reasonable manner.

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10 Pitfall: Lack of a long-term control plan for sustainability and continual
improvement - A software solution has been adopted, but there is inadequate planning
or resource allocation for maintaining the tool. Without a caretaker and plan to improve
the functionality over time, users inherently seek out shortcuts or other solutions.
Avoiding this Pitfall: Initial project plan should consider recurring development,
refresher training and improvement forums. Like any asset, there is a cost associated
with maintenance and improvement. Most software products include occasional
upgrades, bug fixes and other enhancements. By documenting long-term maintenance
activities and responsibility, the product is more likely to be utilized to its full potential.
In conclusion, an organization’s chance of achieving or surpassing their objectives is
higher with a proper plan for software rollout. Beware of the pitfalls. These pitfalls are
not new. Embracing lessons-learned from experienced team members or other
organizations is critical to minimizing failures. Be honest about your resource needs,
particularly team member availability. Regular monitoring of your objectives versus
actual performance will ensure you get the most out of your investment.

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