Implement Phase Strategies Table 201 P 417 Lists Four Strate

Implement Phase Strategies Table 201 P 417lists Four Strategies For I

Implement Phase Strategies Table 20.1 p. 417 lists four strategies for implementing projects. As with other strategies, each approach may work or fail depending on the specific situation. For this Discussion, select one of the four strategies. Then, using the Kaplan Library or the Internet, find an example of a real-world implementation that used this strategy.

After you describe the example, analyze why you think they went with the strategy they selected and provide your assessment of whether they made the right selection.

Paper For Above instruction

In project management, choosing the appropriate implementation strategy is critical to the success of a project. The four primary strategies outlined in Table 20.1—Big Bang, Parallel, Relay, and Combination—each have distinct characteristics, advantages, and disadvantages that influence their suitability based on the project's scope, complexity, and organizational context. This essay focuses on the 'Parallel' implementation strategy, analyzing a real-world example where organizations adopted this approach and evaluating the rationale behind their choice.

The parallel implementation strategy involves executing the proposed change step-by-step across different locations or business units, with subsequent roll-outs starting before previous ones are fully completed. This method allows for ongoing operations to continue alongside the implementation, offering the opportunity to learn from earlier phases to improve subsequent ones. It combines aspects of both quick deployment and ongoing problem resolution, making it suitable for projects where continuity is vital, and lessons from early phases can inform later ones.

An illustrative example of the parallel strategy is the implementation of a new Enterprise Resource Planning (ERP) system by a multinational manufacturing company, XYZ Corporation, which aimed to upgrade its legacy systems across multiple international sites. Recognizing the risks and potential disruption of a “big bang” approach, XYZ chose a phased, parallel rollout across its North American, European, and Asian facilities over a span of 18 months. This approach allowed the company to continue normal operations at each site while gradually transitioning to the new system.

The choice of the parallel strategy by XYZ Corporation was driven by several considerations. Firstly, the company’s operations spanned multiple time zones and involved complex supply chains, where a disruption could have significant financial and reputational consequences. Implementing the new ERP system in phases allowed for controlled testing and troubleshooting at each site, minimizing risks of total operational downtime. Secondly, the company valued the opportunity to learn from each phase, improving subsequent rollouts based on real-time feedback. This iterative process was preferable to a riskier “big bang” approach, which could have resulted in widespread operational failures if issues arose.

In assessing whether XYZ made the right choice, the strategic benefit of the parallel approach aligns well with best practices for large-scale, complex systems deployment. The company balanced the need for continuous operations with the benefits of phased implementation, such as reduced risk, better change management, and the iterative improvement of processes. However, a notable challenge was increased resource requirements to support concurrent rollouts and the potential for coordination complexity across multiple sites.

Critically, the success of this strategy depended heavily on meticulous planning and robust communication channels. XYZ engaged a dedicated project management office (PMO) to oversee progress, size the scope of each phase accurately, and ensure consistent training and support. Moreover, management prioritized stakeholder engagement to mitigate resistance, recognizing that phased rollouts could cause confusion or frustration among staff if not properly managed.

In conclusion, XYZ Corporation’s decision to use the parallel implementation strategy was appropriate given the project’s complexity and the need for operational continuity. The phased approach allowed for manageable risk, iterative learning, and minimized disruption—elements essential for the success of large multinational change initiatives. While resource-intensive, the strategy’s benefits in terms of risk mitigation and control justified the investment, illustrating a judicious application of the parallel approach within the context of enterprise system implementation.

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