A Capacity Management System, Case Study Example

In order to develop and implement a capacity management system, it is important to conduct the following: 1) To gather members to establish a steering committee; 2) To identify a project manager; 2) To establish key project objectives; 4) To identify specific goals that are attainable and realistic; 5) To identify the potential requirements of the system that will be implemented; and 6) To create a request for information or request for proposal to identify potential vendors that will meet project goals and objectives. Each of these steps is critical to the level of success that the project is likely to achieve and the ability of the project to meet its original goals. With these steps in mind, it is possible that the organization will be able to purchase a system that is best suited for their needs and that will provide a basis for driving organizational success and efficiency.

In order to achieve great success with system acquisition, it is important to identify the most important steps of the project to support its success over the long term. To be specific, it is necessary to establish a framework and project repository that will identify areas of need, the steps to accomplish those areas, contingency plans in case of poor design or flaws in implementation, and the ability to be successful in overcoming obstacles as they arise. All steps should be written, and key players must provide feedback as the project moves forward. Those who are directly involved in project implementation must also demonstrate their knowledge and expertise so that the project is implemented in a seamless fashion. This is essential so that the project is implemented and executed without serious complications. Furthermore, communication is critical in all phases of the project and in determining how to expand its scope as necessary when the need arises. When the project team communicates on a regular basis, they are likely to achieve greater success in implementing the project than if communication was not open and routine.