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Hh Gregg

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Summary of HH Gregg Case Study

The HH Gregg case study was a classic case of a company making a litany of bad business decisions being made more complicated by a culture of procrastination. Unlike the MSCC case study, HH Gregg appeared to have sufficient finances to undertake the Information Technology platform upgrade. Not only did they appear to possess the resources, they also had ample notification regarding when Hewlett Packard (HP) would discontinue support of the older HP 3000 system. A knowledgeable CIO was in place to ensure that the upgrade was being done by someone qualified to handle such an undertaking. Although the CIO, Mr. John Burns had an extensive background with the company and experience with the aging HP 3000 platform, he inexplicably left the company months before the deadline to transition. In no part of the case study did I see senior decision makers give a “drop dead date” to when they would migrate to a new system, or simply make a decision as to what system they would choose. The old CIO conducted countless visits from all of the significant software vendors, but in the end a decision was delayed and not one vendor was chosen. When the new CIO came on board, he was immediately handed a project that had been kicked around in the company for the previous three years. On top of being given such a huge and important task, he was required to make a decision quickly and ensure a smooth transition from the old platform. Based on previous estimates of expected transition times, it would take between 18-24 months to fully transition to a new system regardless of which was chosen. The new CIO was ill-equipped to manage such a complicated project with the time remaining before the support would be withdrawn by HP. Had I been in charge of the project, I would have analyzed the processes being done by HH Gregg as was previously done by the

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