Providian Trust

(1) What report issues and challenges led to the design of the Access Plus project? Please weigh about the external vs. internal and business vs. technological aspects of the issues and challenges.From an internal aim of take up, Providian Trust board members felt that the trusts information arrangement was out go out and therefore the day-to-day activities, which could be do more than efficiently with a new softw are and process, were taking long periods of meter and lot of resources. Per example, generating a financial report for a client would take the sa far-offi of several trust operators from the front office and back office which is an superfluity of human resource, and would take about 3 months to generate it.Clients felt they didnt have to wait so much for a report. These kind of quetch were making Providian Trust look bad against their rivals, who took considerably less time doing the same activities. Technological speaking, the Access Plus project has a mass ive challenge. According to the information provided, the trust officers are very old dated when it comes to PC usage, some of them dont even use one.One of the biggest variability of Providian Trust (Pension & Institutional Trust Services) had the largest amount of full time employees (FTE) further they were losing money, thats why a nonher important issue that led to the initiation of this project was the amount of money that was wasted by wrong use of processes. Since trust officers usually gave late or inaccurate statements, the company was tolerant around 2 to 5 million $ a year in compensating wages.(2) What organizational smorgasbords that the company should have make (but failed to do) before and during the project to train the success of the Access Plus project?This project was basically a interchange initiative project. To have an useful change capital punishment, a sure evaluation of the problem needs to be made to begin with. I believe the team leader, Michael LeBlanc, understood the problem well but failed to by rights select the change initiative team and in like manner failed to create a sense of urgency among the organization regardingwhy the change was needed. To have an effective change team, champions and helpers from every step of the organization need to be chosen.Per example, by comp allowely ignoring the 240 IT personnel (even when IT was an essential part of the project, if not the most essential), the change team was missing important members and that made it lack credibility. The employees and trust officers were not convinced from the beginning about why the change was needed, therefore they didnt believe in it and they didnt even put in the effort. They also should have done a better selection of the program, focusing more in the companys needs then in the competitors status.(3) What were the strengths and weaknesses of Providians approach in managing the project?As far as strengths go, I would only think that having th e funds ready to puzzle out the project is one of them and also having a leader convinced that the change is needed. When it comes down to weaknesses we have lack of communication amid change teams. Also, the employees are not convinced about the change and most of them were resisting it until the end. Another weakness is the lack of computer knowledge from the staff and trust officers and also how merchantman the IT staff was regarding the installation of computers. And lastly, informing employees that some of them will be let go off after the change, created stress in the wrinkle and made it harder for the initiative to be effective.(4) How would you evaluate the role ( replete(p) or bad) that the internal hearer Peter Storey played throughout the project? Do you prevail with him, why and why not? (if you were in his role what would you have done differently?)Should he be fired, why and why not?I believe Peter Storey played a good role. His job was to audit the system and gi ve an unbiased opinion. It was his opinion that the proper controls were not in place to implement the change and I also dispense that view. In his report he states 13 identified risks that were not communicated to Walsh by LeBlanc. I would have sent this report to the chief executive officer as well. I dont think he should have been fired since he was informing his point of view and seemedvery valid. I believe the CEO made this decision without the proper information, and he also wanted the implementation to happen so he chose to follow the external audit.(5) If you were in haste of the project, what would you do differently? What have been your experience and observations of IS projects in your organization? If you were in charge of a healthcare IS implementation project in your organization, what would be the top lead things-issues on your agenda list?I wouldve created a bigger sense of urgency regarding the need for change. Its a decisive aspect for a change initiative to be successful, otherwise raft dont believe in it and its doom to fail, or locomote inappropriately. I would have chosen a more qualified steer committee (seeing as they didnt feel accountable for what they were doing).I have neer been part of a IS project, however I think my top three things would be A. Properly training staff training in IT basic. B. weft of a well varied change team and a good planned objective, easy to share with the staff. C. Open communication channels between the organizational line, from back staff to change champion. When these kind of changes are world implemented, most of the times the lower level has a better view of the issues that occur than the higher level.