1. What actions should WMI have taken to lessen the risk of this project and avoid these problems?
A. - At first while there was no signing of contract happened yet, WMI should know better SAP if this company really had an ability to create a mature software. They investigate first to avoid this problem. Now, that the problem exist they must talked with open mind for them to understand each other.
2. What sort of losses has WMI incurred from the delay of this project? How has the lack of success on this project affected SAP?
A. - They losses enough time to make their work more faster.. Further more there is really no specific nor big loss of WMI. Where as SAP, they losses so much trust and their company come to an ease that they are not as good as other. They will also loss their clients and their jobs.
3. Do research on the web to find out the current status of the lawsuits between WMI and SAP. Write a brief report summarizing your findings.
A. - As details of the lawsuit trickled out, it became apparent that the sales people had used a number of well known 'industry tricks' to entice Waste Management into buying waht they saw as software unfit for their purpose and at the cost of more than $ 100 million. In this defense, SAP claimed:
Waste Management didn't "timely and accurately define its business requirements" nor provide "sufficient, knowledgeable, decision - empowered users and managers" to work on the projects.
In April 2010, we settles the lawsuit, receiving a one - time cash payment, and all parties dismissed their claims with prejudice. So it's not quite all over but you can be reasonably certain this one has been put to bed. The burning question is how much did SAP fork over? We may never know. SAP did not make an official announcement which would have been required if the amount in question was significant. More important, this is one more piece of SAP's recent legacy past that it can put to bed in advance of its upcoming annual customer conference which starts May 16th. Much of SAP's credibility going forward depends on how good a show co - CEO's Jim Snabe and Bill McDermott put on, how convincing they are and whether the product roadmap looks sufficiently solid for buyers to continue SAP investments. Taking this problem off the table will be a relief and another example of the company decks.
Waste Management didn't "timely and accurately define its business requirements" nor provide "sufficient, knowledgeable, decision - empowered users and managers" to work on the projects.
In April 2010, we settles the lawsuit, receiving a one - time cash payment, and all parties dismissed their claims with prejudice. So it's not quite all over but you can be reasonably certain this one has been put to bed. The burning question is how much did SAP fork over? We may never know. SAP did not make an official announcement which would have been required if the amount in question was significant. More important, this is one more piece of SAP's recent legacy past that it can put to bed in advance of its upcoming annual customer conference which starts May 16th. Much of SAP's credibility going forward depends on how good a show co - CEO's Jim Snabe and Bill McDermott put on, how convincing they are and whether the product roadmap looks sufficiently solid for buyers to continue SAP investments. Taking this problem off the table will be a relief and another example of the company decks.
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