solved Read “Case Study: Vignette Revisited,” and the section titled, “New

Read “Case Study: Vignette Revisited,” and the section titled, “New Information for the Case: Part 1,” from Chapter 3, Summary and Resources.This case is revisited with some additional information that involves the understanding of the material in this chapter. The additional information will be added to the situation described in the vignette at the beginning of this chapter.A billion-dollar retailer with more than 4,000 stores finds that it cannot move fast enough to beat the competition. The organization’s senior management arrives at the conclusion that it would be easier to achieve the strategic goals enumerated by the board of directors if the various organizational functions would share information. Shared information would enable them to develop and deploy new actions and tactics more quickly. The CEO and the president have therefore ordered the major functions to immediately update their information systems so that data sharing is possible. The senior vice presidents (SVPs) of accounting and human resources immediately decide that the only solution is to decide jointly on an ERP product. ERP software applications are a set of integrated database applications, or modules, that carry out the most common business functions, including human resources, general ledger, accounts payable, accounts receivable, order management, inventory control, and customer relationship management. To speed the installation along, they will install it using a rapid implementation methodology that a company down the street used. The goal is to have the new systems operational in nine months.Shortly after this decision is made, the SVP of HR calls you into his office and tells you that you will be management sponsor for this project. You have to decide on everything. You sit back in your nice office and think:What’s the problem with this scenario? It shouldn’t be difficult to select a vendor and then borrow the methodology from down the street. It worked for them; it should work for us! We’ll call a few vendors in the morning and find out about cost, time frame, and implementation methods. In the meantime, I should find out a little more about how to do this and who will be using it. I remember from my information systems class in college that this is a reasonable first step when it comes to buying software.What do you think your response would be to this inquiry? Has your response changed now that you have read this chapter? If so, how?New Information for the Case: Part 1After some discussions with department heads from all the departments in the organization, you realize that there are a large number of people (stakeholders) who will be affected by the new systems. Furthermore, you come to realize how important HR data really are to these stakeholders. Based on this information, you think, “Wow, there are far more people who could be potentially using this information system than I expected!” The old textbook and the vendor information should provide a lot to think about.Answer the following questions below.Describe the concerns you would discuss with the SVP of HR.You realize the project is going to impact a lot of departments and people. Identify the different customers who would be logical members of the implementation team and explain why.Think through an HR process; describe the data you would want to collect.Describe the pros and cons of investing in computer hardware and housing the network internally or using a cloud based architecture. Why?