a. Identify potential causes for the system implementation failure

• 
  There was no evident reporting structure to support and manage the project. It appeared that no one was actually in charge
  
• 
  The lead project manager quit halfway through the project
  
• 
  The in-house programmers who were familiar with the project were reassigned to other projects or let go.
  
• 
  Two layers of management loosely supervised the systems analyst.
  
  

• 
  When a consulting firm was hired, it does not appear that anyone checked out their competence, obtained referrals, or did any other due diligence with regard to the consulting firm.
  

• 
  Start and end the process with a clearly designated manager over the project and with clearly defined lines of authority.
  
• 
  Institute a formal review process for hiring consultants.
  
• 
  Require change control documentation so managers can see what changes were made during development.
  
• 
  Assign a central manager for the project team who is the conduit for communication and decisions.
  

In summary, JCC should have followed the systems development processes explained in chapters 20-22.