By Mehdi Khosrowpour
Annals of situations on details expertise presents 37 case reports, authored through over 50 world-renowned academicians and practitioners in details know-how each one delivering perception into the best way to reach IT tasks and the way to prevent high priced disasters. those case reports describe deepest and public enterprises together with academic associations, digital companies and governmental agencies ranging in dimension from small companies to massive enterprises. also, they specialise in quite a few know-how tasks together with digital trade and digital enterprise projects, firm source making plans and reengineering efforts, info mining tasks and the human components in relation to IT tasks.
*Note: This publication is a part of the sequence "Cases on info Technology". This booklet is quantity 5 inside this sequence (Vol. V, 2003).
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We did not take a formal vote, we just did a final round-table, and I think based on that, we chose People Soft. The person representing payroll said, 'Time & Attendance is much better on SAP, so I vote SAP'. But, when that person listened to all the arguments from everybody, they rallied behind the decision because it was obvious that there were more reasons to choose PeopleSoft than to choose SAP. " "…when that [those] person[s] listened to all the arguments from everybody, they rallied behind the decision because it was obvious that there were more reasons to choose PeopleSoft than to choose SAP" (Director of IT).
In addition to looking at the requirements that would need to be met by the new technology, they also ascertained the resources that would be required in order to acquire and implement this technology. Hence, they assessed their staffing resources, they considered the time requirements, they looked at the financial requirements—how much it would cost to add more staff; they examined their own systems architecture—would it be sufficient to support the new technology, and so on. They covered all areas of the organization.
As part of Omega Airlines's strategy, this information session let each vendor know who they would be competing against and also informed them of precisely what Omega Airlines was looking for. After this session, one of the major vendors, ORACLE, bowed out. Following this information session, an RFP was issued (March 1st, 1996) and the vendors were given one month to respond. Eliminating Prospects After the initial review of the RFP responses, Omega Airlines realized that they had to go back to the vendors for more information due to some modifications they (Omega Airlines) had made to the initial RFP.