WGU Case Study: Software Transition Challenges in D372 - WMM1
Task 3
Step 1:
In this case study, certain key events take place. Jamal and the data
analyst team at Jaechop Advisors are concerned about the change to a new
software program. The current program took months to become proficient
with, and updating to a new program could cause a negative impact as they
will have a long transitional period to become efficient. The department
manager, Maria, is simply trying to keep the department updated with
cutting-edge technology. The CEO, Pat, has also clarified that updated
programs will enable the advisors to be ahead of client’s needs and keep the
company competitive and distinguished.
By reviewing key events, we can notice patterns that emerge. The data
analyst team is unwilling to change programs due to the transitional period
impeding productivity. The department manager is focused on the long-term
goal of making the team even more productive and efficient. The CEO is
motivated by maintaining competitiveness and relevancy as a selling point to
current and potential clients.
The main structural points that explain the patterns of events in this
case study are the competitive nature of the data analyst industry, the need
to stay relevant alongside larger companies, and not having a training
program or plan in place when trying to update software programs or
implement new systems. The company's objective at this point is to develop
a course of action to achieve an updated software program and a team
capable of providing quality service to clients during this time of change.
Behavior
Step 2:
TIME
Task 3
Step 1:
In this case study, certain key events take place. Jamal and the data
analyst team at Jaechop Advisors are concerned about the change to a new
software program. The current program took months to become proficient
with, and updating to a new program could cause a negative impact as they
will have a long transitional period to become efficient. The department
manager, Maria, is simply trying to keep the department updated with
cutting-edge technology. The CEO, Pat, has also clarified that updated
programs will enable the advisors to be ahead of client’s needs and keep the
company competitive and distinguished.
By reviewing key events, we can notice patterns that emerge. The data
analyst team is unwilling to change programs due to the transitional period
impeding productivity. The department manager is focused on the long-term
goal of making the team even more productive and efficient. The CEO is
motivated by maintaining competitiveness and relevancy as a selling point to
current and potential clients.
The main structural points that explain the patterns of events in this
case study are the competitive nature of the data analyst industry, the need
to stay relevant alongside larger companies, and not having a training
program or plan in place when trying to update software programs or
implement new systems. The company's objective at this point is to develop
a course of action to achieve an updated software program and a team
capable of providing quality service to clients during this time of change.
Behavior
Step 2:
TIME
