Task Management: Systems Development Plan for Dawson’s Automobiles
1. Introduction
This project plan covers systems development for implementation in Dawson’s Automobiles to provide a uniform system and database for information sharing to facilitate efficiency in business operations.
1.1 Business Profile of Dawson’s Automobiles
Dawson’s Automobiles operates in an entry-level market for luxury cars and the top-end of non-luxury cars. This puts pressure on the company to perform well and maintain a certain level of performance for the luxury and non-luxury market. In the non-luxury market, the cars sold by the company are at the high-end in terms of price and brand equity so that it has a limited market segment and with intense competition, it has to develop an edge over its competitors. In the luxury market, the company is at the entry level so that it has to offer value that would allow it to gain a share of the luxury market.
1.2 Organizational Structure
Dawson’s Automobiles is a small business so that it has a simple organizational structure. At the top of the structure is the managing director in charge of monitoring the entire business operations. There are two administrators overseeing day-to-day operations. There are ten sales executives in charge of handling clients. A receptionist meets walk-in clients, handles calls, and directs clients to the available or preferred sales agent.
1.3 Problems Faced by Dawson’s Automobiles
Dawson’s automobiles experience a number of problems that the information system addresses. One is lack of access to updated information since the company does not have a networked system. Sales executives offer different selling price to customers depending on the price they are aware of while administrators and managing directors only see information on the operations once a day through a hard copy susceptible to loss. Another is the lack of a common system used in recording and reporting sales and related transactions. Recording of sales reports are through spreadsheets but the manner of recording data differs according to the sales executive and these are not always compatible with the recording system employed by the sales executives. Even with daily reports, this is difficult to accomplish when the recording system of the sales agents differs and this makes it difficult to have frequent reports when needed.
In dealing with a two-segment market for luxury and non-luxury automobiles, there is need for the company to develop an effective information management system that allows sales agents to gain access to updated information on products such as price changes and model availability as well as provide a standard of recording sales. This also enables management to access updated information as needed to make effective marketing decisions. An efficient information system enables Dawson Automobiles to keep track of its sales and market to support marketing decisions that allow the company to
The plan covers project aims and objectives relative to the current constraints experienced by Dawson’s Automobiles, task plan for the project, leadership challenges, communication methods, and mentoring and coaching. The systems development plan outlines the process of implementing the information systems development.
2. Task Context
2.1 Aim
The aim of the project is to provide a map in implementing the information system suited to the needs of Dawson’s Automobiles. The information system should enhance the efficiency of information access and processing at Dawson’s Automobile to benefit the sales agents as well as management. To achieve this aim a number of objectives are open for consideration.
This aim involves the constraint of cost because of the need to establish a networked system to enable access of information from any computer and the pooling of information in a company database through a standard system or recording. This makes it easier for sales executives to search updated information on prices and model availability. Administrators can also compile sales data easily to provide frequent reports to the managing director upon request. The company needs to update hardware and software as well as have Internet connection to support networking.
2.2 Objectives
First objective is to identify the resource management techniques applicable to the context of the company in the three stages of the project development stages from the commencement of the feasibility study to the analysis of the appropriate information system, and then to the development of the information system prototype.
This involves the constraint of time because the stages of the project spans a few months, which Dawson’s Automobiles may not have especially with its sales and other marketing short-term targets. Another constraint is quality of the outcome because of the resistance coming from the personnel towards the success of the project by not cooperating in providing the necessary feedback to develop an information system customized to the needs of the company
Second objective is to determine the role of effective leadership in the development and implementation of the information system project. This is in the context of the expected resistance not only from the sales agents but also from the administrators. The role of the Managing Director is crucial in helping company personnel look beyond their concerns about job security and realize the importance or role of the information system in improving their performance and productivity.
Achieving this objective involves quality constraints because of subjective feedback coming from the various members of the organization. The managing director and the executives may favor the information system but fail to consider the concerns of the other personnel while personnel may focus on their career concerns resulting to the failure to recognize the necessity of implementing the information system.
Third objective is to integrate communication strategies into the project development stage to ensure that management and personnel have full information about the project and their respective roles in it. Resistance to technological change is mostly due to limited information or misinformation so that communication facilitates effective project development.
Communication involves the constraint of time and quality because the quality of communication depends on the organizational culture of the company. If communication lines are not open even in a small organization such as Dawson’s Automobiles, then it takes time to develop this practice to support effective development of the information system.
3. Task Management
3.1 Stages of the Project
The project has five general stages, for accomplishment in six months, which are 1) feasibility study, 2) preliminary stage if feasible, 3) prototype development, 4) analysis and evaluation, and 5) finalization and system enhancement. Within these stages are sub-stages mapping out the elements of the information system.
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Stage 1 covering the feasibility study, involves the determination of four key areas to determine the achievability of implementing an information system. Technical aspect refers to the determination of the computer hardware and software of the company and the potential for the installation of a local area network (LAN) system for the company. Organizational structure aspect covers the potential success of introducing an information system based on the structure of the company. Leadership aspect covers the extent of alignment between the leadership roles required by the information system project and the type of leadership at Dawson’s Automobiles. Financial resource structure involves the budget allocation for the project and the sufficiency of the budget to meet all possible costs of project development. Human resource aspect encompasses the policies to ensure acceptance and cooperation by all members of the organization.
Stage 2 is the preliminary stage assuming that the feasibility study shows the information systems project to be achievable. In case the project is not achievable then a recommendation of the areas that do not add up would support adjustments on these areas. Commencement of the preliminary stage means preparations for the budget, drawing up of recommendations by the technical team, and consultations with personnel.
Stage 3 is prototype development. After the approval of an information system proposal, the technical team proceeds with the setting up of the networking system and upgrading of hardware and software. The information system for the company follows the input-processing/storage-output stage. Input refers to the recording of information (prices, available models, promotional packages, contact terms, sales reports, etc.) for processing in collating these into a report and storing in the company database. Output refers to the access of information from the database by personnel or the print out of hard copies.
Stage 4 is the analysis and evaluation stage that involves the meeting of all parties involved including the personnel and the technical team to draw feedback on the prototype and draw out comments on the functioning of the system. This should derive the areas for improvement in the system for improvement in the last two months.
Stage 5 is the finalization of the project by improving the system based on the feedback. This takes two months to complete to provide the company period to discover any possible flaws and master the information system before the technical team endorses the project as completed to the company.
3.2 Resource Audit
An audit of the resources shows what the company has and what it needs to procure to support the information system project. The company expects to spend on Internet connection and networking system especially the development of a searchable database.
Resources
Available
For Procurement
1. Hardware
14 computers, cable wires
Modems, additional cable wires
2. Software
Windows Programs
Upgrade to Advanced Software
3. Internet
Application with a Reliable Internet Service Provider (ISP)
4. Networking
Development of a Database
3.3 Budget Allocation
Consideration of the budget allocation for the project shows sufficient financial support for various aspects of the project including hardware, software, Internet, database development, skills outsourcing, and personnel training.
Budget Allocation
Value
Hardware
3,000
Software
5,000
Internet
5,000
Database
10,000
Technical Skills Outsourcing
35,000
Training of Personnel (Coaching/Mentoring)
17,000
4. Technical/Non-Technical Problems in Project Development
In developing the information system, there could be technical as well as non-technical problems in the various stages of the project. Technical problems revolve around tools, skills, structures, processes, systems, and documentation that facilitate the movement of efforts from the first stage until the last stage. Non-technical problems encompass the different issues that could arise in the areas of cooperation, communication, and conflict management. In recognizing the problems that could arise in the development of an information system for Dawson’s Automobiles, aversion of the actualization of these problems can occur to prevent unnecessary costs and inconveniences to different parties including the management, personnel, and technical team. Problem identification follows the stages of project development to derive specific and context-based problems.
4. Leadership
7.1 Leadership Issues
The identified issue pertaining to leadership at Dawson’s Automobiles is the resistance of personnel to the information systems project. If unchecked, resistance could translate to non-cooperation in project development or efforts to downplay or even sabotage the project.
A number of reasons could explain resistance to technology and the information system project. First explanation is the apprehension, concern and uncertainties of management and personnel over the impact of the technology-based change on their position or status in the company and their task assignments. Personnel develop employment security by mastering task completion systems, improving their performance, and enhancing their knowledge and skills. The introduction of a technology-based change challenges the security of personnel by constituting a new determinant of performance and a new area of knowledge and skills that most of personnel may not have. Personnel again have to master another system to achieve their desired level of security. Second explanation is the differences in the perception of management and personnel towards the information system. Views of the information system as threat to the security of tenure of managers could lead to excuses for the project not to proceed even if the personnel accept the project. Differences of opinion could also arise on the necessity of an information system since this could be viewed as inferior to the existing systems applied by the personnel. Third explanation is the lack of consultation with management and personnel regarding the development of an information system and its implementation. Management and personnel comprise active parties in the development of the information system project so that being bypassed in the consultation process could create an antagonistic attitude towards the project. (Sims 2002; Randall 2004)
7.2 Leadership Strategies
The implementation of the information system falls under change management. Leaders play an important role in managing technology-based change within the organization. Leaders can be transactional or transformational. On one hand, a transactional leader is concerned with the compliance of standards and completion of processes from the first stage to the last. Transactional leaders tend to establish and stick to routines. On the other hand, a transformational leader is concerned with dynamics such as relationships, changes or adjustments, and improvements. As such, transformation leaders tend to be keen in recognizing multi-dimensional areas of improvement. (Politis 2004) Since the introduction of an information system constitutes major change in the firm, a transactional leadership behavior better suits company needs.
Effective leadership is significant in corporate communication, which is a core principle of change management. Leaders applying corporate communication should encourage and facilitate communication throughout the different stages of project development (Van Riel 1995; Simonsen 2001). Communication is necessary since not all of personnel belonging to management and personnel have knowledge about the function of information systems. Through communications, the knowledge gap is eased resulting to less apprehensive personnel because of minimized uncertainties. Corporate communication should not only be applied during projects, such as information system development of Dawson’s Automobiles, but also integrated into corporate culture to facilitate better organizational linkages (Prusak 1997).
Apart from corporate communication, another effective leadership strategy is motivation. In the development and implementation of projects, the leader plays a significant role in drawing the full commitment of the members to cooperate and contribute in the different stages of the project. Motivating employees could be through the development of an open environment and listening to insightful feedback. (Van Riel 1995) An open environment not only encourages communication but also develops creativity and innovativeness (Politis 1998). Open communication involves the managing director explaining the reason for the information system initiative and the manner that this would affect the daily operations of the company. By listening to feedback, personnel feel valued and tend to develop a positive and cooperative attitude towards the project. In addition listening to feedback enables the managing director to determine issues about the information system project from the administrators, sales executives and the receptionist to support strategies in encouraging a consensus that facilitates acceptance of the information system.
5. Communication
5.1 Communication Issues
Dawson’s Automobiles is a small business organization making it possible for all members of the organization to communicate. However, communication issues emerge from the competitive practice of the sales executives. Each sales executive compete with each other to close sales with clients and contribute more revenue to the company. As such, they become protective of their sales strategies and pool of regular clientele that almost nil information sharing occurs. The idea of a networked system challenges this competitive practice because of information storage in a database giving access to other sales executives, administrators, and managing director. This becomes a problem in developing the information system because of resistance and non-cooperation. This could be addressed by explaining that the information system provides a certain degree of security for the sales agents through passwords and the organization of information into limited and common access as appropriate.
Another problem is the limited collective exchange of feedback from one level to another in a cycle of top-down and bottom-up flow of information. The reporting system at Dawson’s Automobiles involves a daily printed report of activities made by the administrators from the reports of the sales executives and given to the managing director. There appears to be no other significant venues of exchange other than this. This becomes a problem in the development of an information system because updated information depends on the openness of personnel to share data to serve as basis of decisions and justification of actions. Fostering an appreciation of open communication supports the development of an information system for Dawson’s Automobiles.
Still another problem is the alignment of technical language of the information system and the traditional communication language. Coordination becomes necessary in the effective functioning and utilization of the information system. This gives rise to a problem when the technical team cannot explain, in understandable terms; the technical aspects of operating the information system and personnel do not have enough experience with networking to understand completely the manner of working within an information system. When this happens, antagonism could develop between the technical team and personnel affecting the success of the information system project.
5.2 Communication Strategies
One communication strategy is clarity and conciseness of written communications (Prusak 1997). Part of the information system is the development of a database of various information including internal documents of the company. The database constitutes the compilation of the reports of the sales executives and administrators as well as regularly updated information on products and services. To become an effective source of information, the writing of compiled reports should be clear and concise in a standard format to support consistency and readability. In addition, the updated information should also be clear and concise to apprise the sales executives and administrators of price changes and other information they need in closing sales.
Another communication strategy is developing the value of verbal and non-verbal communications (Van Riel 1995; Prusak 1997; Simonsen 2001). As mentioned earlier, leadership role in fostering a culture of open communications is crucial. This addresses the issue of resistance to information sharing and the poor communication linkage of the different levels of the organizational structure.
Verbal communications has a number of important elements to ensure the effective relay and exchange of information. One element is the conscious organization of the message by considering the objective of the communication to determine the appropriate language and mode of communication. The preparatory stages of the information system involve close interaction between the technical team and personnel and responsive communication is important for effective coordination. Another element is expression. (Van Riel 1995; Prusak 1997; Simonsen 2001) Information systems in the implementation stage usually operate in a non-personal manner so that expressions to indicate the tone and intention of the message is important. By reading the language and tone of data, the intended expression, whether argumentative or matter of fact statement, should be determinable. These elements address the problem of poor exchange of feedback and understanding of technical language.
Non-verbal communications involves a primary consideration to foster mutual understanding in achieving consensus among the personnel as well as cooperation between personnel and the outsourced technical team. The consideration is familiarity and sensitivity to the non-verbal expressions of personnel and members of the technical team. (Van Riel 1995; Prusak 1997; Simonsen 2001) In the case of the personnel of Dawson’s Automobiles, they have been working together for some time, which gives them the opportunity to become familiar with each other’s non-verbal expressions. This is important in achieving consensus and organizing communications and ideas to achieve objectives. In the case of the technical team, the project spans six months, which gives both personnel and the technical team to interact and develop familiarity with non-verbal expressions to support easier communication of technical language.
6. Mentoring and Coaching
6.1 Application of Mentoring and Coaching
Mentoring and coaching form part of strategies in project management because these concepts focus on the development of the potential of parties involved in the project to support better performance and achievement of targeted outcomes. In most instances, the task of mentoring and coaching falls upon the project manager. In cases when the competency being drawn out from various parties are closely applicable to the project, the project manager becomes the effective mentor or coach to draw out the needed competency for the success and completion of the project. The project manager has a complete understanding of the problems or issues surrounding the development of the project so that the project manager also becomes the appropriate mentor or coach to target the improvement of competencies that address or prevent these problems. Moreover, the project manager work closely with parties involved in the project resulting to the establishment of a level of trust and confidence making its easier for the project manager to exercise influence in mentoring and coaching the parties involved when compared to an external or outsourced mentor and coach. Nevertheless, in instances involving technical aspects that the project manager may not have mastered, an external expert could also become the appropriate mentor or coach. In the case of Dawson’s Automobiles, the project manager is also an external technical expert making the project manager the appropriate mentor or coach to help personnel understand the workings of the information system and incorporate it in their tasks to achieve efficiency.
6.2 Advantages and Disadvantages Mentoring and Coaching
Mentoring and coaching contributes advantages and disadvantages for the mentor and mentorees based on the two processes of mentoring and coaching. One process is career mentoring, which refers to the development of the potential capabilities and strengths of the parties involved in the project to help them identify and work towards career development aspirations. Career mentoring and coaching commences by discovering or identifying potential competencies and strengths followed by the development and application of these capabilities in actual practice such as in projects and then concluded by the experience of benefits for mentoree and mentor. This occurs in a cycle to support continuous improvement. When successfully accomplished, this leads to better performance that not only reflects in the success of the project but also on the long-term productivity of mentorees. The results not only benefit the mentorees but also the mentor since the success of the project and sustained performance of the mentorees also becomes the success of the mentor. This also implies that the failure of the mentoree, whether attributable to the mentor or not, constitutes the failure of the mentor. (Harvard Business School Press 2004)
Another process is change curve mentoring and coaching, which focuses on competencies in addressing problems or roadblocks related to the competence of the parties involved. Accomplishing a project always involves setbacks and this form of mentoring helps the parties involved understand and deal with problems. This form of mentoring also involves stages commencing with the redirection of efforts and reacquisition of knowledge and skills. The next stage is shifting perspectives to apply effectively the newly acquired or reacquired skills. Last stage is reestablishment of confidence to implement effectively discovered strengths and acquired knowledge. This benefits performance and job satisfaction of the mentoree that also translates to performance benefits for the mentor. Then again, failure of the mentoree to achieve performance expectations and failure of the project also adversely affects the mentor. (Harvard Business School Press 2004)
7. Conclusion
Developing an information system in Dawson’s Automobiles is achievable but various areas need special focus, especially communications because this is the most imposing roadblock for the success of the information system project. Through effective communication, the managing director and the project manager can draw the acceptance and cooperation of the parties involved to support the development and implementation of an information system suitable to the needs of the people involved and usable by the personnel in their completion of tasks.
References
Davenport, T. & Prusak, L., 1998. Working knowledge: How organizations manage what they know. Boston: Harvard Business School Press.
Harvard Business School Press. 2004. Coaching and mentoring: How to develop top talent and achieve stronger performance. New York: McGraw-Hill.
Kerzner, H., 2001. Project management: A systems approach to planning,scheduling, and controlling (7th ed.). New York: John Wiley & Sons, Inc.
Politis J. D., 2004. Transformational and transactional leadership predictors of the ‘stimulant’ determinants to creativity in organizational work environments. The Electronic Journal of Knowledge Management, 2(2), pp. 23-34.
Prusak, L., 1997. Knowledge in organizations. Oxford: Butterworth-Heinemann.
Randall, J., 2004. Managing change, changing managers. New York: Routledge.
Simonsen, H., 2001. TeleLex—A lexicographic knowledge management system: An analysis of the Social Construction and Business Economic Potential of TeleLex. Aarhus: Danish Academy of Technical Science.
Sims, R. (ed.)., 2002. Changing the way we manage change. Westport, CT: Quorum Books.
Van Riel, C., 1995. Principles of corporate communication. Cornwall: Prentice Hall.
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