Problem 1: The nature of this problem is an industrial sickness.
Scope: The scope to be undertaken in this scenario is to outsource for an individual with similar qualifications to that of the experienced full-timer who suddenly goes off sickness.
Impact: In this case the business will have to ensure that despite the sickness the introduction of the new computerised system process move on as planned since it has already been incepted thus it cannot be stopped because of sickness (Facione, and Gittens, 2015). Certainly, the impacts of this problem is that it will force the business to incur additional costs of outsourcing for an expert who has sufficient experience with the new computerised system to allow for the completion of the project which is already underway.
Problem 2: The nature of this problem is a mechanical breakdown.
Scope: The scope of this problem is to fix the printers mechanical problem.
Impact: The impact of this scenario is to ensure that the erratic printer is able print in the right way. Printers are quite often prone to errors which could result in preventing it from printing right or even leave not being in the position to print completely.
Problem 1: In order to interpret this problem the organisation has to outsource a system expert who will work to see to it that the project plan moves on as planned for the four weeks to introduce the new computerised system in the business. As a result, the outsourcing process will help to ensure that the project does not come to a standstill due to the sickness of one individual. Therefore, despite the fact that outsourcing is a costly practice it will enable the project to be accomplished within the planned and agreed period.
Problem 2: To fix the issue it is important to consider the following steps:
Problem1: The challenge with outsourcing the expert to implement the system is that the expert may not be familiar with the operations of the organization.
Problem 2: On the other hand the probable problem with the new printer is that it may have been caused by paper jam which could have clogged the printer. Paper jams are a very common problem which is experienced by most printers. On the same note the erratic printer problem could be as a result of accumulation of dust on top of the printer which then find its inside leading to malfunctioning.
Problem1: To resolve the problem of introducing the computer system to the company the organization need to outsource for an expert from outside the organization so as not to interfere with the plan of realising the new computerised system.
Problem 2: To deal with the problem of an erratic printer there are various ways on how to handle the problem. Firstly, the operator should confirm the arrangement of the paper in the tray and ensure that the used paper is of the right size. The paper in the tray has to fit flatly in the tray. Therefore, the operator should check to ensure that there are no ridges in the paper. Secondly, the operator should check to identify if there are any paper jams which could be clogging the printer. Paper jams are remarkably among the common problems faced by most printers. Accordingly, the operator should follow the manufacturer’s instructions.
Problem 1: Some of the facts and evidence in this context include outsourcing for an expert to substitute for the sick expert to complete introducing the computerised system
Problem 2: Consulting the manufacturer’s instructions in the case of the erratic printer. Also, if the operator is not in a position to interpret the error message displayed by the printer they should consult the printer’s instruction manual or even contacting a technical support to help resolve the matter.
Looking for alternative approaches to resolve the problem. In the case of the sick expert the management will have to look for an alternative by searching for an expert from outside the organization to make sure that the new computerised system is successfully introduced to the organisation (Kaner, 2014). Monitoring the implementation of the new system is another technique that should be used since it will allow for interaction with users of the system to get to know their feedback on how they find their interaction with the system. This will be achieved through top down communication process across the organisation concerning the functionality of the new system.
Verifying whether the problem of the erratic printer will have been resolved or not (Zsambok, & Klein, 2014). There will be a close monitoring process to see to it that the printer is in good operational condition and that there are no paper jams. Accordingly, this will be the most preferred technique since the only way to be sure that the erratic printer has been resolved the printer has to print good quality paper.
Problem 1: To be able to implement and communicate the above decision on how to deal with the issue of the sick expert I would implement it by outsourcing for an external experts to substitute the position of the sick expert to ensure the new computerised system is successfully introduced.
Problem 2: Check the manufacturer’s manual and consulting a technical experts to provide guidance in cases where the operator could find challenging.
Problem 1: The observation techniques used will include follow up observation to evaluate users’ feedback regarding the introduction of the new computerised system by looking at how users interact with the system in their operations with the system. Through observation it will be possible to resolve different issues raised by the users regarding how the system function.
Problem 2: Close monitoring of the printer to ensure that it is well-plugged in and that there is no error message displayed (Daalder, 2018). Close observation will help in checking if the quality of paper printed is good to ensure that are no paper jams.
Daalder, J. (2018). Solving Inkjet Printer Issues – Image Science. [online] Image Science. Available at: https://imagescience.com.au/knowledge/solving-inkjet-printer-issues [Accessed 10 Dec. 2018].
Facione, P. and Gittens, C.A., 2015. Think critically. Pearson.
Kaner, S., 2014. Facilitator’s guide to participatory decision-making. John Wiley & Sons.
Mardani, A., Jusoh, A. and Zavadskas, E.K., 2015. Fuzzy multiple criteria decision-making techniques and applications–Two decades review from 1994 to 2014. Expert systems with Applications, 42(8), pp.4126-4148.
Zsambok, C. E., & Klein, G. (Eds.). (2014). Naturalistic decision making. Psychology Press.
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