A new program at Jones and Carter Corporation (JCC) was supposed to track customer calls. Unfortunately, the program took 20 minutes to load on a PC, and it crashed frequently

The project did not have a traditional reporting structure, and it appeared that no one was actually in charge. The lead project manager quit halfway through the project, the in-house programmers were reassigned to other projects or let go, and two layers of management loosely supervised the systems analyst.
Management hired consultants to fix the application, but after three months and $200,000, the project was discontinued. JCC did not check the references of the consulting firm it hired to create the new system. The consultants, who were located two states away, made many programming errors. Although the systems analyst caught some of the consultant's mistakes, they grew increasingly distant and difficult to work with. They would not even furnish the source code to the project managers, most likely because they were afraid of revealing their incompetence.
Identify potential causes for the system implementation failure.

• Leadership and managerial oversight is clearly lacking at Jones and Carter Corp (JCC). When the project was managed internally, the following problems existed:
o There was no evident reporting structure to support and manage the project. It appeared that no one was actually in charge
o The lead project manager quit halfway through the project
o The in-house programmers who were familiar with the project were reassigned to other projects or let go.
o Two layers of management loosely supervised the systems analyst.
• Management falsely assumed that the problems could be solved by hiring a consultant. In truth, the problem with the project was internal and caused by poor management, supervision, and project management.
• When a consulting firm was hired, it does not appear that anyone checked out their competence, obtained referrals, or did any other due diligence with regard to the consulting firm.