The Ubuntu Experience

Personal Experience

Microsoft Windows may be the de facto standard desktop operating system in business environments, but high costs, restrictive licences and constant security issues are leading an increasing number of companies to consider open source alternatives

My first impression post-installation: This isn't just usable, it's darn quick. The GUI is quirky, but nice enough. At last, an appropriate operating system for the hardware. Now, how do I connect to Wi-Fi? In terms of hardware compatibility, this would be the acid test.

I looked in Applications, found the Network Connections utility, and fired it up. Bingo -- I was on the air. But hmm, no "view available wireless networks" list presented itself. I needed to know the SSID name and enter it along with the security info: done. (Only later did I discover that available wireless networks are displayed in a separate utility called Network Manager.)

On to the Evolution mail client. I hate Outlook Web Access, so I was looking forward to a nice little email client, which by all accounts Evolution was. Supposedly, if you chose Microsoft Exchange as the server type, all you needed to do was enter the username, OWA server URL, and password.

Business Proposition

Ubuntu is a living, breathing product of its community, so of course it's in constant flux. Despite the rough edges, I found myself liking the latest iteration of the product a lot.

The next phase of business computing is all about reducing the cost of ownership for client systems, not increasing it. Yes, we would all like to get out from under Microsoft Windows and Office licensing costs, but the endpoint security and logistical hassles of maintaining Windows are just as onerous. Ubuntu solves the security problem, but keeping users happy and productive would be quite a task.

Bombardier Case Preparation

Problem / Issue Statement

In the early 2000’s Bombardier committed to replacing its legacy systems with a state-of-the-art integrated system that would allow efficiency and effectiveness throughout its operations.  Senior management felt that given the competitiveness in the aerospace market, moving to an ERP system was necessary. 

Bombardier went through multiple rounds of ERP implementations; with the Company’s first attempt – in 2000 – being scrapped mid-project after $130MM had been spent.   After hiring a consulting team, establishing a new “One Company” vision throughout Bombardier, getting senior leadership on board and creating a project plan, Bombardier was ready in late 2001 to move forward with their Bombardier Manufacturing Information System (BMIS) – a new integrated manufacturing system that would be implemented through SAP.  All of these practices proved valuable as the second round of implementation was much more successful.  Bombardier successfully implemented BMIS at its Mirabel plant and followed suit with implementation at Saint-Laurent.

Evaluating the mistakes made in past during implementation, Bombardier would like to further analyze their efforts and look at a Best Practices approach for third ERP phase implementation.

Situation Assessment

Bombardier Aerospace discontinued an ERP project midway at Mirabel plant in 2000 after $130 million because of focusing the implementation on inappropriate business processes, an outdated company vision, a weak sponsorship model and insufficient involvement of internal employees. Bombardier was more successful in ERP implementation at Saint-Laurel plant based on rectification of the mistakes made at Mirabel plant.

As Bombardier is moving with phase implementation approach, they do have more challenges to face as oppose to “big bang approach”. Bombardier with its latest implementation should adapt to best industry practices and make proper allocation for the required resources.

List of Plausible Alternative Courses of Action

Bombardier has to change the ERP implementation approach by adapting the best industry practices against their previous efforts.

Evaluation of Alternative / Recommendation

With past ERP implementation, Bombardier has focused on the implementation on inappropriate business processes. They also had an outdated company vision and a weak sponsorship model with insufficient involvement of internal employees.

For successful ERP implementation for the third phase Bombardier has to follow the following industry practices;

·         Understand Business Processes and Key Requirements

For previous implementation Bombardier has concentrated more on the technical aspects of ERP software, rather than on what requirements are most important to the business. Software features or functionality that don’t align with the company’s business needs often lead to an unnecessary waste of implementation resources, time, and money that might be better spent on other activities such as software customization or training.

·         Ensure Proper Project Management and Resource Commitment

Another characteristic that distinguishes best-in-class ERP implementations is how well the implementation is managed. A prerequisite for a successful ERP implementation is a dedicated project manager who is involved in both planning and ongoing management. In addition, the company must also be willing to commit sufficient resources to the project before, during, and after implementation.

·         Gain Executive and Organizational Commitment

A distinguishing trait of best-in-class ERP implementations is that they have the full support and commitment of the company’s executives. In fact, it can be argued that this characteristic is the most important one for a successful ERP implementation; without this support, ERP initiatives are more likely to be “starved” for corporate funds and resources.

·         Invest in Training and Change Management

ERP implementations don’t just affect systems and business processes; they also involve people who may find it difficult to change roles, processes, and behaviors that they may have learned over many years of work. It’s unreasonable to expect employees to change their behavior during the relatively short duration of an ERP implementation.

Employees need to be introduced to new processes and job roles over a period of time so that they can accept and internalize these developments. Neglecting this aspect of implementation or putting it off until late in the project may result in organizational resistance to the new system, even to the point of operational risk. To be most effective, training should concentrate on business workflows and how these changes affect job roles and the people who do the work.

Additionally Bombardier management had to overcome the Ken Eason's "Initial Dip Phenomenon which shows the impact on organization (performance) with the change.  Bombardier has to overcome or minimize the dip of change to sustain its growth in the ever competitive market.

Information Technology and Organizational Change

 

Presentation

In order to present this case, the consultants should go through some of the Best Practice frameworks that exist and give a detailed approach that Bombardier could use.  It would be helpful to see the successes and missteps along the journey in order to see where the Company did a good job and where improvements could be made.

iPads for Sucsess Case

Tom and Bill,

I apologies as it has been over two days and I did not to provide you with the feedback on your recent query about transitioning from laptop to iPad for our detailers. But here it is.

Let me start with this, not only Steve Jobs but you are genius too. Your idea is simply great. I did some research and also took our detailers perspective. The data related to deployment of iPad is looking really very promising.

The iPad provides capabilities similar to tradi­tional laptops, but delivers additional benefits that resonate with our pharma sales forces, such as;

·         Instant power-on and battery life: The iPad comes alive with the touch of a button, unlike laptops which take time to boot. It also has a long battery life, which allows for an always-on feeling.

·         Weight and size: The new iPad is only about 1.46 pounds, making it easy to carry.

·         Connectivity: While laptops and tablets are fitted with Wi-Fi, the 4G/LTE capability of the iPad provides an edge over these other devices.

·         User interface fluidity: The iPad has a slick and stylish user interface that is easy to navigate. The sales rep can move among different content types and video, animation and media with relative ease and a fluidity that is not there with our traditional laptops.

·         Slick and stylish form factor: The iPad has a look and feel that is very appealing. It has the right size to make it easy for personal viewing and for physician demonstrations, making it a more engaging experience.

·         Cost reduction:  iPad requires an initial investment in hardware, technology and supporting infrastructure, but in the long term they can help lower overall operating costs. All content ranging from marketing material to training content can be pushed to the mobile device and made available almost immediately to our detailers. The costs of physical distribution and implementation can be significantly lowered as most sales processes can be digitized and virtual­ized. In addition, the overall increase in produc­tivity and efficiency has the potential to result in substantial cost savings.

We will also be able to improve our influence over physician because of digital detailing is the most attractive part of iPad. Furthermore we will also have an option to custom develop application which will be made available on the iPads, which also can include feature of eSampling and eCouponing. This will further help in maintaining our electronic records and also be helpful to regulatory guidance.

The transformation of iPad will help us to resolve critical challenges that our detailers are currently facing, from reduced physician face time, increased promotional spend compliance, to a fast-chang­ing sales environment.

I hope you find this evaluation to be helpful and please let me know if I can be any further help with this.

Thank you,

Newsbelkis

Accenture Case - Reflection

Accenture is one of the most successful management consulting companies and in order for them to keep their world class position, they need to continue improving by finding better ways to serve their clients, offer high security, and increase efficiency in their organization. COBIT is one of the answers for Accenture because COBIT will provide a framework which will bring the standard robustness in the services offered by Accenture.

Though the consultants, Prestige Worldwide suggested adapting COBIT framework internally and getting the workforce certified to match the standards of COBIT, I feel it would be more appropriate for us to isolate certain group within our organization from adapting to COBIT so that we don’t restrain our flexibility and breach our mission, “to serve our clients”. COBIT will change the methodology of delivering the solution; the standards which will be adapted to promote COBIT culture might not always be suitable for our target audience (clients). In such case(s) we will need to have flexibility of having a workforce who is not bound to operate within the COBIT framework.

I do agree that COBIT frame work will aid Accenture to become more efficient and provide an edge among the existing competitors. COBIT can also help us in increased revenue given the market generate demand (solutions based/adaptive on COBIT framework). Being that said I would recommend to adapt COBIT framework, but with strategy which doesn’t constrain our flexibility of delivering solution to our clients.

Zara Case - Reflection

After considering presentation from Fast Solution consultants, I have concluded that I agree with their recommendation to upgrade our existing DOS system with new POS / OS system.  Ultimately, this solution was preferable to the alternatives as it aligns our business model of meeting customer demand with robust manufacturing and distribution. Though our existing model is very much fine and helps us to be a differentiator in the market the added benefits of inventory management and retail transaction interface which comes with new POS / OS system will help in further advancement of the company. With the modest investment and the projected savings further assist in making the choice.

The implementation of POS/OS system will eliminate the time spent on non-value added activities which will again help is in better planning and forecasting. Moreover the overall structure of the company will transformed to lean. The store manager would be able to make decisions based on popular trends they see. The new POS/OS system would also have more information to pinpoint what is selling in more quantities and what it not, having that knowledge would decrease the inefficiencies and promote lean culture which assist in maintain our differentiator image.

Based on the above mentioned advantages I am in favor of upgrading DOS to POS/OS for us and embarace the lean culture which will be brought by the change.

Accenture Case Preparation Blog

Problem/Issue Statement

Since its inception, Accenture has strived to incorporate the best of the best work culture and deliver maximum value to its customers. Moreover, Accenture had standardized services, structured inter-communication between offices around the globe and maintained its excellence in IT services. Accenture did not limit its IT business to remain a support but developed it into an IT service business. Through its best practices approach, Accenture was able to transform its IT business from cost center to profit center. Amidst the entire rosy picture, in reality, Accenture is closed to a world class organization but it is not at the exact peak. Accenture has thus envisioned becoming a world class organization

What is the distinction between the problems and the symptoms?

Accenture needs to make a decision regarding COBIT 5 implementation. It needs to do so as it is essential for better governance and management of an enterprise’s IT. There was an issue relating the Applications interconnectivity, unable to access databases remotely and the company wasn’t able to get an update of the company’s status at a time.

What is the context of the problem?

The context of the problem involves the data and information maintenance, resource utilization and other IT related interests concerning the enterprise. As mention in the case Accenture has to establish effective and efficient IT services and systems and sustain the effectiveness.

What are the decision criteria?

Zara needs a cost-benefit analysis in order to make a rational decision. Will COBIT 5 prove to be a good tool to manage and maintain IT for the company or not.

List of Plausible Alternative Courses of Action

The company can choose COBIT5 as their IT infrastructure and have a better data transfer, remote data access and better technology governance and management.

The alternative solution for the company is to stay with its current infrastructure that is the same as the one introduce by Arthur Anderson. It will allow the company to avoid incurring additional costs associated with COBIT.

Evaluation of Alternatives

• Through what theoretical concepts should one evaluation of the alternatives?

We should evaluate the alternatives based on the theoretical concepts of practical implementation of latest IT infrastructure for the Accenture system. We should also look at the switching costs and the time required for the complete adoption of the new software. We will also have to find the feasibility of the new system with regards to complying with the requirements. It has to best fit in the standard framework to meet word class benchmarks.

• How does the evaluation relate to the decision criteria developed?

The evaluation should consider each and every aspect of the decision criteria developed like cost-effectiveness, compliance with the standard framework, short-term and long-term issues, etc.

• How imaginative can/should the evaluation be?

The evaluation should be based on facts and figures and not on mere intuitions.

Recommendation

• What is a quality recommendation?

The quality recommendation would be to adopt COBIT 5 and ensure growth and IT improvement throughout the company.

·   What is a logical recommendation?

A logical recommendation would be to continue with the existing IT infrastructure that are not being qualitatively affected to be more cost effective while upgrading the framework in the most recommended area. This strategy will be advantageous for Accenture to meet world class benchmarks.

Presentation

• If I were presenting, how would I sum up the case?

If I were presenting, I would sum up the case with the cost-benefit analysis of CORBIT.

• How would I “sell” the recommendation?

I would bring up some real scenario figures of costs and benefits which might represent a company like Accenture by comparing it with a similar sized IT industry and more or less similar structure. This would prove helpful in making a rational decision that works the best for the company.

• What other delivery considerations should I keep in mind?

I would keep in mind that the Accenture IT infrastructure is unique and we have to develop a customized solution for the company’s IT in order to transform it from cost-center to profit-center IT system.

Zara Case Preparation Blog

·   Problem/Issue Statement

The problem with Zara is that DOS is proving to be inefficient for the ever expanding system of Zara. The main concern is that DOS is obsolete; even Microsoft does not support the system now.

• What is the distinction between the problems and the symptoms?

The existing DOS operated POS terminals are working absolutely fine for Zara with a lacuna that it is inefficient in communicating to the individual terminals for inventory management having access only to the headquarter which operates the Zara terminals as a single point of contact. The symptom for the problem is that this single-window contact provided by DOS operated POS terminals causes inefficiency in the system and waste of time and increase the lead time for the inventory to reach the required store since all the decisions needs prior approval from the headquarter. Thus the problem becomes clear that DOS is proving to be incapable of communicating with the individual terminals and inventory management is getting affected.

• What is the scope of the problem?

The scope of the problem is spread throughout the organization since the problem of lack of communication between the POS terminals is affecting the inventory management system. This increases the time for decision making since every decision has to be approved from headquarter.

• What is the context of the problem?

Although Zara has always strived to adopt the latest and fast run devices for its efficient and timely operations, the main strategy behind making this capital investment is that there is no absolute need of up-gradation at this point of time. However, with respect to functionality and communication, DOS is an obsolete technology posing a lag in the inventory management system.

• What are the decision criteria?

Zara needs a cost-benefit analysis in order to make a rational decision. The dilemma of continuing its existing DOS operated system or upgrade to multi-functional software needs to be analyzed on the basis of cost of equipment, switching costs, training costs and benefits of reduced lead time, proper inventory management, inter-terminal communication. The decision has to be based on several other factors such as compliance requirement, short-term and long term cost and benefits and its overall effect on the business operations and profits.

List of Plausible Alternative Courses of Action

Zara has several alternative courses of action to tackle this dilemma.

·   The first alternative is to continue with its existing DOS operated POS terminals which as of now are working fine. DOS provides sufficient support for a centralized inventory management system of Zara. However, this increases the lead time and more time for decision making for inventory exchange among local stores.

·   The second option is to upgrade the DOS system to make its inventory management decentralized and improve on its efficiency and time for operation. This will also simplify the operations, reduce time requirement and also improve on better utilization of IT resources. It will also result into substantial savings due to reduced micro-management and independent management of stores of their inventories. This would prove to be more productive for the store managers for resolving their store-specific problems.

·   One more option with Zara is to upgrade the complete system with a new system which will offer one-stop solution. It might provide with a host of functionalities for the better operation of existing system and remove the lacunas in the system.

All the above mentioned alternatives will provide the necessary inter-terminal communication. So instead of directing the inventory requirement to the head office, the individual stores can exchange the inventory as per their requirement and also order the necessary inventory from the warehouse quickly. This will reduce the lead time and better fulfill the customer demand. The upgradation with multi-functionality system will also resolve the problem of obsolete hard-ware requirement. The upgradation will completely remove the existing lacunas and will also come in line with the latest technology used by majority of businesses. Hence, the problem of hard-ware parts will be out of question. Also the compliance of regulations for the IT governance will be met more stringently.

Evaluation of Alternatives

• Through what theoretical concepts should one evaluation of the alternatives?

We should evaluate the alternatives based on the theoretical concepts of practical implementation of latest software for the Zara system. We should also look at the switching costs and the time required for the complete adoption of the new software. We will also have to find the feasibility of the new system with regards to complying with the federal regulations. It has to best fit in the COBIT or ITIL framework in order to make IT as a standard framework.

• How does the evaluation relate to the decision criteria developed?

The evaluation should consider each and every aspect of the decision criteria developed like cost-effectiveness, compliance with the standard framework, short-term and long-term issues, etc.

• How imaginative can/should the evaluation be?

The evaluation should be based on facts and figures and not on mere intuitions.

Recommendation

• What is a quality recommendation?

After the evaluation of alternatives on the grounds of theoretical concepts, I would consider complete upgradation of system with a new software be the quality recommendation. This will not only resolve the short-comings in the existing system but will also provide a complete host of functions for efficient operation and reduce the time. I will also result into cost savings through better inventory management.

• What is a logical recommendation?

A logical recommendation would be to continue with the existing DOS operated POS terminal system since it is working fine with the centralized inventory management system. Every decision passes from the headquarter office and is solely managed as a one-point contact. Thus the management is kept informed of each and every decision as a micro-management. This enables the management to make rational decisions based on complete company scenario. Moreover, it can also formulate strategies or govern the company as the circumstances changes. It will be prepared for change management, risk management and other specific strategies. 

Presentation

• If I were presenting, how would I sum up the case?

If I were presenting, I would sum up the case with the cost-benefit analysis of the alternatives.

• What key visual aids would I present?

I would use flowchart of how the Zara system works. This would give a structured and organized framework of the existing IT network and it would be easy to find where the loop holes exist. 

• How would I “sell” the recommendation?

I would bring up some real scenario figures of costs and benefits which might represent a company like Zara by comparing it with a similar sized apparel industry and more or less similar structure. This would prove helpful in making a rational decision that works the best for the company.

• What other delivery considerations should I keep in mind?

I would keep in mind that the Zara system is unique and we have to develop a customized solution for the company IT in order to transform it from cost-center to profit-center IT system.

Beyond Microsoft Visio

Microsoft Visio is a commercial diagramming program from Microsoft to create diagrams. This software is mainly used in businesses, architecture, academic institutions, research institutes, and many other fields to create flow charts, process flow, design, and other commercial oriented diagrams. The current version, Microsoft Visio 2010 for Windows, is available in three editions: Standard, Professional and Premium. The Standard and Professional editions both share the same interface, however, the latter has additional templates for more advanced diagrams and layouts as well as unique functionality that intend to make it easy for users to connect their diagrams to a number of data sources and display the information graphically.

I have used the standard version during my graduate studies of Mechanical Engineering to create process flowcharts and several other drawings. It enables to drag and draw in-built shapes and connect the shapes very easily. It is also possible to edit the diagram and save it as different files. It is compatible with windows and hence is ubiquitously accessible. It is a fantastic tool for students and employees as well.

In my job also, I continued using the professional Visio to create engineering drawings and project timelines. I also used it for more practical applications like process flowcharts for the departments to be included in internal documentation. Such documents are needed as a requisite for a regulated company. MS Visio is more of a manual drawing tool enabling the user to place the shapes as desired and connect the shapes with lines. We can select one shape at a time by dragging and dropping. We also need to give the arrows separately in order to show the flow of the process. Adding and deleting shapes is lengthier in MS Visio. We have to add a shape separately along with the connection arrows. This makes MS Visio more tedious and tiresome. Also, we have to adjust the arrangement and alignment of the shapes accordingly. Editing takes a lot of time to give the drawing a professional look.

Recently, I have come across SmartDraw which is the visual processor. I was quite amazed by a library of functions and user friendliness of this program for doing the most tedious drawing jobs. It offers easiest ways of drawing for example, we can double click the shapes and those get connected with the arrows automatically, thus showing the flow of the processes. Also, adding and deleting of new process shapes is much easier with SmartDraw. We can also change the connection arrows or directions of the shapes. It has automatic drawing and editing tools offering much ease in using. Being a visual processor, it automatically corrects and arranges itself much like a word processor. Hence, the time required for creating and editing is drastically reduced with enhanced productivity. They also have a help desk support enabling even a novice for self-learning. SmartDraw also supports MS Visio files to view and edit. In sum, SmartDraw is the one-stop solution for all your drawing and graphical needs. I would always prefer SmartDraw to MS Visio. Additionally if it has to be analyzed on prices basis SmartDraw proves to be a winner on MS Visio. With so much of functions incorporated in SmartDraw, we tend to think it costlier than Microsoft Visio. However, to my surprise SmartDraw retails for $197 for a single user license and they also have deals for multi-user licenses. In contrast, the  MS Visio Standard version retails at $249, the Professional version retails at $559, and the Premium version retails at $999 (they’re available from Amazon for $206, $435, and $632, respectively). So we can equip the entire organization for less than the maintenance cost on the equivalent number of seats of MS Visio thus saving 50% or more. Of course, this is such an incredible stuff to believe. Just have a look at this: http://www.smartdraw.com/specials/visio-vs-smartdraw.htm. This site compares SmartDraw and MS Visio with respect to features and costs.

The transition from MS Visio to SmartDraw can be an economically and time-reducing decision for our company. It would improve productivity at a much faster rate. We can complete more number of diagram assignments in the same period of time and that too with much higher efficiency and accuracy. SmartDraw will also help us to utilize out time for analyzing the diagrams instead of wasting time on its editing and beautification. This way we can harness the analyzing potential of the employees instead of making them work on tedious drawings. We can get professional drawings created easily, much faster and more effectively. If we want to increase our productivity and ultimately our profits, we should definitely go for SmartDraw.

P&G Case Prep/Reflection

Problem/Issue Statement

• Procter & Gamble’s trial process is very tedious and extensive and results in delayed data locks which could ultimately push back the market entry of a drug.

• The problem that Procter & Gamble faces is the need to improve the current process. The symptoms associated with P&G’s problem are duplication of efforts which could total up to 25 labor hours during the course of a trial. In addition, there is the possibility of human error related to data entry which could result in further delays and errors.  P&G’s current process also involves frequent and costly sponsor support. 

• The scope of the problem involves the need to improve the overall trial process at Procter & Gamble.  It is not solely a data entry issue but must also review the entire process to ensure the flow and data gaps and concerns are addressed as appropriate.

Situation Assessment

• While the most attractive alternative for P&G is the implementation of EDC, P&G must also consider the effect on the overall process.  As mentioned before, the issue is not solely a data entry issue which causes delay in the trial process.  While this lag or delay may be solved with the EDC, it will be necessary to evaluate the entire process.

List of Plausible Alternative Courses of Action

• The three alternatives that P&G has analyzed as a potential solution to the problem it faces are:
• Improving the paper based process
• Digital imaging
• Web enabled electronic data capture (EDC)

Recommendation

After reading the case, I would recommend that P&G implement the EDC to improve their trial process.  By implementing EDC, the data would be entered to the data management system directly by the investigative sites.  P&G would also be able to establish rules to perform data validation without having to do double data entry.  Querying and data validation can be built within the EDC.  The EDC would also make data available immediately to the sponsor, whereas, with the current paper based process, the sponsor had to wait longer for the data to be available to them.   The EDC would require fewer visits from the sponsors to the sites, hence, providing a cost savings to P&G.

While the implementation of an EDC would potentially reduce the period of time needed to data lock from by half, it is still important to consider the other resources and changes that would be required in order to shift towards the EDC.  This alternative would require upfront investment in development and maintenance of all electronic case report forms (eCRFs) and help desk support for clinical sites.  Additionally, P&G would have to invest in training and change management to roll out the EDC to ensure sponsors, data entry specialists, and all others involved in the trial process would learn the new process.  It may take a longer period of time to adapt to the EDC given potential resistance to change, but in the long run, I would recommend that P&G implement the EDC as it will provide a wider range of benefits which will address the issue at hand which is the need to reduce the length of time it takes to data lock.

Reflection:

After attending Montclair consultant's presentation and listening to their point of view regarding the alternatives to resolve current issue at our hand, I agree with the recommendation of implementing EDC.  The implementation of the EDC is likely to be a rewarding investment for us.   EDC will enable us to be able to reduce the time it takes to data lock and potentially reduce the overall trial process time.

My initial recommendations were also confirmed by Montclair consultants, as implementing an EDC system will not only help us to contain costs and increase efficiencies within an organization, but it will also help with the clinical data management process. An EDC system will be a vehicle for exploiting new drug development opportunities by knowing sooner whether to move forward on or eliminate a drug program. EDC system will help us in managing the clinical data process and capture the information needed to help expedite this process and ultimately bring down the data locks time. Though the risks associated with implementing an EDC system includes investment costs associated with instituting the software, employee training and system maintenance the overall benefits are too lucrative for us and the same inclines my recommendation of implement EDC.

Junk Van Case - Reflection

After considering presentation from 4e consultants, I have concluded that I agree with their recommendation to upgrade our IT infrastructure through a Sage 50.  Ultimately, this solution was preferable to the alternatives because of its ability to solve our operational inefficiency with a modest investment that would be profitable from the time of and also provide more flexibility, and adequate vendor support than alternatives. Through initial research I had strong recommendation on using PaaS custom developed platform for our company but the close analysis conducted by the consultants has entirely changed my initial opinion. Upon further study, I have also reached the understanding that what was suggested in the presentation and the Sage 50(mini ERP) approach is best suitable for small and growing business like us. 

Since the non-hazardous waste collection service has become somewhat of a commodity, it is extremely important that we are able to retain our clients and keep our cost structure low.  Using a Sage 50 option would eliminate the need to rely on an inefficient emailing system that often led to outdated databases and pickup errors.  By utilizing a cloud storage service and giving our employees real time access to the database through this ERP solution, we will best be able to grow in the markets we already exist in and further expand to new ones through franchising. 

Junk Van Case Prep

Problem/Issue Statement

Information handling errors are pervasive

·         Clerks accidentally sent the wrong version of the database to the morning operator, and as a result some jobs that were already booked no longer showed in the database

·         Some did not make their way onto the spreadsheets used by the drivers

·         Fixing the database was extremely time-consuming

·         While fixing the database, no new reservation could be taken as there is only one live copy

Situation Assessments

·         Drivers relied on instructions delivered through an e-mail system, and when this information was incomplete or incorrect, customers suffered the consequences

·         Essential to design a system of information flow that improved the quality of day-to-day operations

Criteria/User Requirements

·         Needed a central database

·         Internal information should no long be transmitted by email

·         Database should be accessible remotely since everybody would be working on it simultaneously from different locations

·         E-mails to customers to be sent automatically from the system in order to avoid mistakes and the resulting delays

·         Solution has to be easy to implement and operate

Evaluation of Alternatives

	Alternatives
User Request	M.S Access	Cus.App.	Goo. Docs	PaaS	ERP
Provides Central Database	P	P		P	P
Internal Information not transmitted by email	P		P	P	P
Database accessible remotely		P		P	P
Ability to send E-mails to customers automatically from the system in order.			P	P	P
Solution has to be easy to implement and operate	P			P	P

 Microsoft Access Database

·         Relatively short time and on a small budget

·         Installed on a centralized server to be accessed remotely through internet and VPN

·         Not allow remote access, and so each instance of the database would have to be updated manually, everyday

·         Require to delve into significant amount of technical information

·         Might require user licenses

·         Costs of hosting the shared server

·         Required professional development assistance

Custom Application

·         Web-based system, meets the requirements of a central database and provide remote access

·         $2000 upfront price but did not provide for any changes or adjustments that might be required

·         No way to predict how much maintenance would be needed

·         Custom-made software simply could not be seen beforehand

Google Docs

·         Work simultaneously on the same file

·         Set different user profiles

·         E-mail distribution was also supported

·         Free up to 10 user accounts and cheap for small business users

·         Can’t be cross referenced in the way it usually is in relational databases

·         Lack of formal customer support

·         Users did not own the tools and resources used to store sensitive company data

Platform as a Service

·         Through Internet

·         Users could utilize common applications

·         Build their own unique applications

·         Different providers had slightly different offers

·         Easily built forms and connected tables

·         Long-term contracts were not required

·         Scale the service up or down at any point, or cancel the service with one month’s notice

·         On-site Trial

Enterprise Resource Planning (ERP) System

·         Built around central database

·         Accessible remotely

·         Integrate business process by covering every aspect of the business

·         Very costly

Recommendation

Quality recommendation

·         Custom Application

·         PAAS

·         ERP System

Logical recommendation

·         Considering Kinko’s criteria I believe going with the PAAS is the most logical recommendation.