Integra's Software

Paper Summary:

This paper explains that the two main problems in this case are (1) the market and risk analysis issues surrounding the potential sale of the software were ignored because Integra assumed the project was so valuable that it could not fail in the market place and (2) only the lower-level credit unions and not the regional offices for the credit unions throughout the rest of Canada were consulted. The author points out that the problems stem largely from the idea that the company put the project on the 'fast track' and assumed that their product was so much better than the competition that the credit unions could not help but realize this and switch over to this new product. The paper suggests that, if there is no market for a particular project, there is certainly no point in continuing to try to sell it to others, which simply ends up costing the company more money.

From the Paper:

"Organizational issues were mainly related to the idea that the company was so large and powerful that it could not fail with a project and that the competition would never be able to keep up. Organizational resources fell along these same lines, as money and people for the project were both very plentiful. Technological issues came quickly to the project, as there were so many different systems that the software had to work with, and this was something that had not been anticipated. However, the company had so many technological resources at their disposal that the management felt there would not be any large problems with the technology that could not be overcome."

More papers on Integra's Software:

• Business Plan # 63485 : "Information Systems Management"
• Essay # 66938 : "Software Piracy"
• Essay # 65703 : "Prototype in the Software Process"

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