Ts5130 – System Development Theory and Practice Mark Lindquist mrkcl msn com Uni

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Ts5130 – System Development Theory and Practice Mark Lindquist mrkcl msn com Uni Powered By Docstoc
					                  Ts5130 – System Development Theory and Practice
                                  Mark Lindquist
                                 mrkcl@msn.com
                                Unit 8 Discussion 1

February 24th, 2009
Pool Services Corporation Case:

Resistance to change:

Why when a new project is introduced to the public is there so much resistance to it?
Why do people accept the original system as the system they prefer when a new or
updated system is better? Why are the users of a system satisfied with the functions and
features and reject any changes? Why is their so much resistance to change?

As an imperfect world can demonstrate change produces uncertainties, fear, and
complexities. People tend to resist these types of qualities in change even though the
change they are rejecting is for the better. For instance the act of moving to another
unknown and unfamiliar place can produce anxiety, stress, and a sense of bewilderment.

When someone’s life changes the familiar becomes unfamiliar. The future holds
ambiguities and is intimidating. The past is missed and longed for. And ones own life can
even become affected. One key aspect of the CEO of a company is to head off these
negativities and present the benefits of change.

In the assignment for this week we are delivering and maintaining our new system. The
new system is producing uncertainty, fear, and a sense of bewilderment as the users and
operators try to accept the changes that the new system introduces them to. They are
uncertain how to use the new system and need some guidance. To quell uncertainties
within the team as a result of the new changes the CEO of Pool Services Corporation
(PSC) must first understand these negative qualities and then provide guidance to turn
them into positive qualities.

   1. I would provide user manuals and operator’s manuals for those who are holding
      resistance to the new system.
   2. I would hold demonstrations and classes for those who are unsure of key aspects
      of the system.
   3. I would provide online help and icons that make the tasks of users easier and
      clearer.
   4. I would train somebody to become an expert of the system. He then would be the
      expert for others to acquire information from.


By first understanding that change breeds uncertainty the CEO can establish training
procedures, demonstrations and classes, online help, and documentation that replaces the
uncertainties and fear that the team consequently experiences with the change.
The users of the system are trained in the major functions and features of the system. The
operators are trained on the supporting, auxiliary functions and features. For example
users of a payroll system that calculates payrolls for employees must be trained in how to
use features that delete records, update records, and add records. The operator of the
system must support these actions by accepting authenticated users, backing up files, and
installing hardware and software.

The CEO of PSC must ask himself four questions and then act on them to produce
commitment to the project.

   1.   Did I initiate or endorse the change?
   2.   Will the change bring significant benefits to the organization?
   3.   Am I prepared to kick off the project in person?
   4.   Am I committed to seeing the project through to completion?

The CEO of PSC must adopt an effective change plan. Within this change plan the
employees can look at the CEO as their leader. Because change produces uncertainty the
leader is looked on to provide enthusiasm and commitment in this change plan.
Employees will complain of too much work and not enough time to do it in. Team
members must also be active in their commitment to the project. In this they will achieve
their own reward and influence others to do the same thing.


Referemces:

Pfleeger S. L., Atlee J. M. (2006). “Software engineering, theory and practice” Chapter
10, 11.

Townsend M. (2007). “Becoming a change leader.”
http://www.cio.com/article/108351/Becoming_a_Change_Leader?page=1
Retrieved Feb. 2009.

				
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