Integrated Systems in State Government

This case deals with the different processes taken when the State of Louisiana implemented new integrated systems (new financial system (ISIS), new HR System (SAP R/3)). It also includes the reasons why the earlier attempts at introducing new systems failed due to lack of planning. Planning is the most important issue dealt with in this case. It is a major factor in deciding the changes and costs involved in a project as big as this one. The State used a seven phase implementation scheme which was the backbone to the development of the Integrated Statewide Information Systems (ISIS).

This case also deals with outsourcing. The state hired consultants to conduct an external review to evaluate the problems which existed. Other consultants were assigned to the project later on to handle change management.

One problem that they ran into was that the scope of SAP kept expanding during the implementation process. For example the release of the Version 4.6 posed difficulties as the user interface was completely different and would require new end user training.

The end of the case focuses on whether the State should “go live” with SAP on the proposed date or should it hold off and implement the newer 4.6 version of SAP. The new 4.6 has improved capabilities which the State can make use of but delaying the launch date causes problems also.