OVERMOYER BICYCLES, INC.

CASE STUDY
Skylar Weaver, Jake Correa, Sanum Sheikh, Sky Krauthamer, Raksha Rao
Problem Statement
Balance is an aspect of corporate life that most companies strive to attain, especially in the grand scheme of ensuring that their business practices are supported by their Information Systems strategy as well as their organizational strategy. In terms of Overmoyer Bicycles, Inc., it is quite evident that their business goals are, in fact, being impeded by their information systems as well as their organizational process. There are, in fact, three major high-level issues: the Unisys outsourcing initiative, the disillusionment with the Chief Information Officer, Rosanna Darby, and the inefficiency of Customer Relationship Management. Let us begin by discussing the Unisys outsourcing initiative. This initiative outsourced system administration work via a five-year Service Level Agreement contract. There are strict quality-focused provisions within the contract, and Overmoyer would be able to cut costs by over $5.3 million in salaries (Information Systems Term Project). Both of these aspects are, obviously, beneficial; however, the detriments far outweigh the benefits. Employees fear for the security of their jobs. Developers, who collaborate with system administrators for the Request for Machine process, or RFM, are likewise anxious. Various developers complain about the incompetency about the new system administrators, claiming that they are completely unfamiliar with the company's hardware (Information Systems Term Project). The developers, as a result, have had to wait for weeks before their machines had been provisioned (Information Systems Term Project). This decreases productivity and emphasizes a lack of knowledge in terms of the outsourced individuals. Morale within the company was at an all-time low due to the frustration regarding the troubled transition of system administration work, and Unisys- as well as the recent layoffs (Information Systems Term Project). This morale was eroded further due to the involvement of Rosanna Darby, CIO of Overmoyer Bicycles, Inc. Rosanna was hired not only for her past success in cost-cutting and lean operations in the automobile industry, but also due to her 12+ years of experience as a respected senior manager in operational process improvements (Information Systems Term Project). The drawbacks? Well, Rosanna does not have experience as a CIO- but she does happen to be a close family friend of the Overmoyers. This leads to the impression that she was simply hired due to her connections rather than expertise, and with the changes and predicaments taking place, employees view her as the face of all the change (Information Systems Term Project). Employees both dislike and distrust her; consequently, as one employee mentioned, any solutions she comes up with to these problems are going to be real hard to make happen without the trust of her workers (Information Systems Term Project). Management is likewise inefficient in terms of Customer Relationship Management, or CRM. The senior manager of product sales, Bob Monroe, strongly emphasizes the lack of data in his CRM. This lack of data leads to a lack of informed decision making in terms of sales expansion and increasing market shares. Bob wishes to target the market more efficiently via information systems- this would help achieve a competitive advantage against companies like Trek and Ralphi. The localization of CRM does not efficiently analyze data for target marketing. The assessment of the goals and objectives of the enterprise must be thoroughly understood prior to fixing the problems. The first objective, for instance, deals with the expansion of Overmoyer's market to

overseas locations; Overmoyer needs to appeal to its customers internationally. The second objective is enhancing the Point-of-Sales and Inventory systems in order to efficiently transmit and store data. The third objective is to analyze competitors and sustain a competitive advantage through the reduction of costs. Overmoyer wants to be a cost leader in its market economy. For the purposes of our consultation firm, we will be implementing a technical solution for the second objective through a new-and-improved POS system and cloud database. It is not enough to simply identify quantifiable problems internal to the corporation and determine which objectives to meet to ensure success. An analysis of any strategic, competitive forces that may cause customer dissatisfaction is necessary as well. The main strategic force? The inadequacy of sales transactions due to the diminished capacity of the data centers and the current POS system.

Our Evaluation
Before we delve further into our analysis, let us examine what a POS actually is. A Point of Sales system, which we will refer to as a POS, is the place of transaction within a retail industry. Originally, this was a simple cash register system, but has evolved over the years. For example, during the 1980s and 90s, credit card processing became the primary POS for retail companies. Currently, retail POS Systems are among the most sophisticated, powerful and user friendly computer networks in commercial usage ("What Is Point of Sale (POS)?"). Thanks to the ever-evolving technical sphere, POS systems have acquired many more capabilities than simply checking out a customer. POS systems now incorporate various accounting applications, inventory management systems, and customer relation management. In order to integrate these various services appropriately, a POS must possess the ability to merge itself with popular services and software. This versatility is vital when creating any application that will be used in a company like Overmoyer Bicycles Inc. While researching the aspects of a POS, our team felt it necessary to make certain features a toppriority in order to provide competitive advantages for Overmoyer Bicycles. First, ease-of-use proved to be our primary concern. A familiar interface and effortless accessibility will cut training time down to minutes instead of days. With an easier sales transaction process, more customers will be able to check out and employees will be less frustrated with an inefficient system. Thus, allotting time previously used for inventory checking for customer satisfaction. In addition to ease-of-use, data accessibility is another main concern. Our POS must be capable of transferring customer data, inventory information and sales transactions into an inventory management system database. This information should be easily accessible by employees at any time, as well as, management teams for analysis. With these characteristics in mind, our team will be able to create a Point of Sales system that enhances the consumer experience, while simplifying the entire transaction process. An inventory management system tracks sales and available inventory, communicates with suppliers and updates real-time data. It also keeps track of how many items need to be purchased and when, based on seasonal demands. While inventory management systems offer retailers and vendors many advantages, there are some pitfalls. Because the system aims to keep a bare minimum of stock in store, retailers can be caught short if an item unexpectedly becomes a big seller. And, as with all technology, these types of systems are subject to the effects of a widespread computer crash or software failure (Crosby). In order to counteract such issues, we plan on using data collected for building a better supply chain management system. With a strong SCM, Overmoyer will be less susceptible to economic fluctuation and will be able to counteract any changes in product sales. An inventory management system must be versatile, but stable. These aspects influenced our team to research cloud based data storage options. Cloud based data storage is becoming increasingly popular in the tech world. There are many advantages to cloud storage over conventional data storage. For example, cloud data can be reached from any location with internet connectivity, instead of using a singular machine or carrying around a storage device. However, there are two reservations when dealing with cloud storage: reliability and security. It is imperative

that our storage system is accessible to anyone on marketing or finance teams, within Overmoyer Bicycles. Additionally, this data must be secure from hackers and disgruntled employees who may destroy data. With these concerns in mind, we will try to create a database that is easily accessible and protected. Ultimately, a point-of-sales system with an easy to use interface and a robust inventory database system will further the strategic goals of Overmoyer Bicycles, in addition to increasing its competitive edge in the marketplace.

Enterprise Strategy Layer

Every corporation encompasses components such as resources, processes, or conditions that drive the growth and success of that corporation. These business drivers can be both internal and external- such as the economic condition or trade relationship with other nations. The internal ones, however, are the ones that must be maximized and refined in order to generate the greatest revenue and the greatest profit. The identification of business drivers, therefore, helps capitalize upon its strengths. In terms of Overmoyer Bicycles, Inc., the economic recession of 2007 was a damaging external business driver. This facet, combined with Overmoyer's overseas interests, has significantly scoured the financial capabilities of the company. Thus, cost management and the IT infrastructure that imparts directly to cost-efficiency are the main business drivers for Overmoyer. So how can Overmoyer take advantage of its business drivers? Well, it can attempt to consolidate its infrastructure and cut its costs. Simple enough, right? Wrong. Well, the problem lies within the fact that Overmoyer does not know how to correctly spur its drivers. It does not know how to capitalize. It does not know how to consolidate. It does not know how to cut costs. Of course, outsourcing and the creation of additional data centers and an inefficient POS system may temporarily help, but there are numerous problems which each of these prospects already. Outsourcing these individuals and having US employees fear for their jobs does not efficaciously align the organizational strategy with the business goals of the corporation. Overmoyer wants their people to be productive. They want their people to efficiently consolidate data, manage data accurately, and transition seamlessly upon an IT downsize and software/hardware upgrade. This is not a feasible task. Instead of downsizing, Overmoyer should cross train the rest of their employees to be fully functional on developmental, system administration, and sales representatives needs. The POS, fortunately, has a relatively simple User Interface; training will require little cost, and will save much more money than a confused, unproductive workforce will generate. Hardware infrastructure, such as the data centers, will be replaced by a cloud based system in order to ascertain availability and security of data. This is a topic that will be addressed further on within this analysis. In order to sustain a competitive advantage within the bike industry, we must once more approach Overmoyer's current business situation from an analytical perspective. For instance, how is Overmoyer preserving its competitive strategy? Clearly, the organization desires to profit from creating a smoother, more viable customer service base. This can only be achieved by understanding and creating relationships with both its customers and suppliers. Although Overmoyer does not speak to this topic as much as it does to data consolidation and cutting costs, by comprehending what both parties want, Overmoyer has thus far been able to uphold these connections, which is vital to both their overseas expansion process as well as their consumer base. Moreover, this enables them to understand their competitors. To more adequately explain this process, we can analyze Overmoyer's competitive strategy via a framework structure or, more specifically, Michael Porter's framework. Porter, a Harvard Business School Professor, developed the Five Forces Model, which can be utilized to comprehend potential profitable means as well as the balance of power in organizations. It is mainly useful for recognizing the strengths of corporations' current competitive statures- and those positions of competition that those same businesses will move into in the future. Porter's Five Forces Analysis can be applied to Overmoyer Bicycles, Inc. in order to exhaustively assess its current and potential business situation(s) - which Overmoyer needs to enhance. Before we begin our criticisms, let us first observe the general, big picture of this model:

As you can tell, the threat of new entrants, the bargaining power of suppliers and buyers, the threat of substitutions, and rivalry amongst existing competitors all assist in summarizing Overmoyer Bicycles, Inc.'s competitive strategy. Let us begin by delving deeper into the first force: the threat of new entrants. In order to handle the threat of new entrants, Overmoyer Bicycles can only achieve a competitive advantage by imposing barriers to entry. Although Overmoyer has a reputation as a manufacturer of highquality goods and equipment in the cycling community, and it also has a strong reputation as being an American brand and is noted for employing American workers, corporations are not effectively barred from entering the market (Information Systems Term Project). There is no unique differentiation factor to prevent them. Nevertheless, the fact that retail sales have been steadily increasing over the course of the past five years leads us to conclude that Overmoyer can increase the amount of bicycles they produce to meet this type of growing customer demand (Information Systems Term Project). If they do so, then they can reduce their perunit fixed costs, and thus establish what is known as an economy of scale. What will the effect of this be? Well, they can a) achieve cost leadership and b) sell a greater amount of products. This will aid in the protection of Overmoyer against new corporations entering the market and competing against them effectively, for Overmoyer has already ingrained a favorable position within its industry and has taken a substantial vantage point in it. Their reputation for providing high-quality service results in sustainable competitive advantage. Overmoyer's products and services are not so diverse, however, that they have truly differentiated itself in the bicycle and athletic merchandise market. For, in regards to the threat of substitute products of services, what Overmoyer demonstrates in quality, it lacks in prevention of the success of its substitutes and in product differentiation. Consumers can very well buy other bikes for much cheaper prices, and these bikes do not necessarily have to be mountain or road bikes. Since Overmoyer is most likely much more expensive, it cannot expect to always be chosen over its substitute. Moreover, competitors such as Trek and Ralphi are just as well-known and deliver the same standard of quality. Although these factors are definite obstacles in the competitive strategy Overmoyer employs, the corporation has, thus far, triumphed over their problems by placing an iron-clad grasp over their market expansion strategy. Foreign stores will produce a wider customer base and a greater source of revenue. If Overmoyer can demonstrate that they have the best value for the best price, then they will survive and become successful for the duration of their existence. With all of these subtle acknowledgments of consumerism, a third force- the bargaining power of buyers- offers a ubiquitous perspective to this business analysis. Simply put, the power of buyers is driven by the quantity of those buyers, the importance of each individual buyer ("Porters Five Forces), and their dictating terms addressing what it is they want from a product or service. So what exactly, then, is the power that lies with these customers of Overmoyer Bicycles, Inc.? Well, since the appeal of their products contend with the prestige and premium-quality products and services, consumers can buy into this reputation as much

as they buy into the product. But will they? Well, a need for cost-cutting places Overmoyer at a financial disadvantage. If their supply-chain were to be affected due to fluctuation of commodity prices for the bicycle parts, the price that Overmoyer needs to sell the bikes at in order to sell a profit will be much higher than before. Thus, customers may not actually see much value for this price, and sales might decrease. Moreover, if Overmoyer inaccurately forecasts demand, and they produce a greater amount of bikes than customers will buy, consumers will inevitably drive the prices of these bikes down. Both of these scenarios would be bad for the organization's fiscal initiatives. Coinciding with the power of buyers, subsequently, is the power of suppliers. The suppliers are American manufacturers whose products eventually create an Overmoyer bicycle. Two pertinent constituents that Overmoyer must acknowledge in its competitive strategy? Cost and product manufacturing. There is an underlying pride in acquiring its raw material from domestic suppliers; what is, however, the cost of these suppliers? How many of them are there and are they irreplaceable? What are the raw materials needed? These questions do not encompass enough information to be answered, but the power of the suppliers is indeed low. Although they do not currently wish to, Overmoyer could potentially outsource its manufacturing process, and transitioning overseas for raw materials may improve the financial process. The final component of Porter's Five Forces Model is rivalry amongst existing competitors. Competition as a sustainable advantage can now apply more specifically to the people, processes, and technology within Overmoyer. Rivals such as Trek and Ralphi not only are abundant in the market, but are sufficiently capable as well. If consumers find these competitors' goods and services equally or even more so attractive than Overmoyer's, then the company's strength in the market will decrease. The only turbulence is upholding Overmoyer's reputation- thereby justifying that their prices are so high due to the unrivaled quality of their goods and services. If Overmoyer focused on customer relationship management through the innovation of Information Technology, and achieved a technological edge, they would increase the retention of their customers. Rosanna was not focused on this aspect, but for the sustenance of her corporation, it is vital. The idea of competition in business is defined by the Business Dictionary as rivalry in which every seller tries to get what other sellers are seeking at the same time: sales, profit, and market share by offering the best practicable combination of price, quality, and service ("Competition."). The goal, especially within a business strategy, it is to always seek a sustainable advantage- which Michael Porter, in his book Competitive Advantage, claims is the fundamental basis of above-average performance in the long run (Pearlson, Keri E., and Carol S. Saunders). The value chain framework, which indicates that there are two main sources of industrial competition: lowering the cost to perform activities, and adding value to a product or service so that buyers will pay more (Pearlson, Keri E., and Carol S. Saunders). This framework is shown below:

This chart illustrates a series of stages, most of which are lucidly identifiable within Overmoyer's enterprise. Outsourcing, the Unisys process, and a lack of strong, directive management has led to problems in firm infrastructure, human resource management, technology development, and procurement.

The infrastructure of the firm is shaky at best, regardless of the horizontal organizational hierarchy, for there is very little trust between management and employees. Human resource management, as discussed previously, is suffering in terms of layoffs, job insecurity, and a lack of employee morale. Technology development is occurring with our new POS system; however, there has been a lack of technological innovation to truly enable Overmoyer to achieve a competitive advantage. Procurement, finally, has not occurred with the exception of the procurement of various international markets; the main focus, however, has been downsizing. How do we align business activities with this vision of the organization? Well, we can utilize a balanced scorecard. A balanced scorecard is a strategic planning management system that is used to improve internal and external communications, and monitor organizational performance against strategic goals (Perspectives). We have developed the following balanced scorecard as it ascertains to our system: Objectives Financial Minimize costs and maximize profits Objectives Description Overmoyer's financial position has been unsteady ever since the 2007 recession, so they need to save money wherever they can and generate a greater amount of revenue and profit. Measure % increase in sales Target % increase in sales will be around 200%

Customer

Produce high- The customer service, due to our quality POS system, will be greatly goods and improved and much more have efcient. This will increase effective customer loyalty. Overmoyer should likewise continue to customer produce high-quality goods in service order to sustain the value of their bicycles and merchandise. Employees are currently wasting too Increase much time operational maintaining systems. We are efficiency and seeking to automate certain boost processes and decrease layoffs in employee order to boost employee morale morale and productivity.

Customer satisfaction (intangible)

------

Internal Process

% increase in productivity Employee morale (intangible)

System admins increase productivity by 200% Sales representatives will be 400% more productive Developers will be 150% more productive

Learning and Growth (Employees)

Enjoy a stable, A skilled, motivated workforce who demonstrates punctuality, high talent helpfulness, and other workforce citizenship skills is much more successful and productive than an unstable, confused workforce.

% saved in training costs

System administration needs 50% less training

As a result of our POS and cloud data-center solution, there will be a huge amount of savings in terms of the future database storage. Maintenance will no longer become an issue, especially in terms of financial and sales/marketing storage. This allows system admins to concentrate on machine requests more efficiently. *all above numbers based on research and a calculation of 50 employees outsourced at $25/hour.

Application Layer
Our team has utilized various development tools and methodologies to implement our POS system. Visual Studio was our primary development tool, while versioning control tools were used to allow each member to constantly push and pull updates onto a cloud-hosted infrastructure. Our POS was created using the programming language C#. We are also using a cloud-based service to store data collected from our POS system. These tools were employed using a parallel development methodology. With the use of versioning control, each team member was able to implement separate pieces in a concurrent fashion with the rest of the team. Overmoyer Bicycles uses service orientated architecture (SOA) to execute their business process. After much analysis of this existing architecture, our team decided to use Overmoyers legacy system to implement a parallel conversion. As opposed to a direct cutover, which would completely stop running the old system as soon as the new system was created, parallel conversion runs the new system alongside the old system, so users can familiarize themselves with the system at their own pace. We will unify Overmoyers architecture to take them one step closer to an enterprise resource planning software package (ERP), by giving them foundations for an actual ERP. Presently, Overmoyer Bicycles takes data processed at their POS systems in stores and sends it to a central terminal in New England, where it is then sent to databases used by the finance and sales teams. Instead of sending data to a database in New England then to other databases, we will separately push the data to each teams database, in addition to a centralized cloud. This centralized cloud data base will build a framework for integrating future software packages for ERPs and supply chain management systems. A unified data source will allow a more streamlined implementation of software. With these new features, Overmoyer will be able to allocate more time to sales, rather than information management.

Business Layer
The creation of a new Point of Sales systems and Inventory Management System will not only affect in-store employees, but will satisfy multiple departments within the Overmoyer Bicycles infrastructure. Overmoyer Bicycles current POS is outdated and difficult to use. Employees become frustrated and spend valuable time trying to interact with this technology. Our POS will address this problem by creating a clean and user-friendly interface, given to employees on tablets. Employees will easily move throughout stores helping customers, make transactions at faster rates, and possess inventory and sales data at their fingertips. Thus, the time spent with an inefficient POS can now be allotted for fulfilling customer needs. During each transaction, data on each customer, bike model purchased, date and inventory is uploaded on to a cloud that is easily accessed by corporate. Prior to this process, Overmoyers data was sent to various databases and then analyzed by separate teams. By centralizing the database, information is sent efficiently, while accessibility has increased exponentially. Therefore, sales or marketing teams will now be able to access robust data at faster rates and process this information for strategic purposes. With these new changes, the business process of Overmoyer Bicycles has been revolutionized. The diagrams below reflect the changes in these processes:

Original Process

New Process

With the addition of tablets and a new POS, the business process within an Overmoyer store has simplified drastically. Tablets are placed around the store, acting as paperless catalogs. Sales persons use tablets to perform transactions and check inventory based on customer inquiries. This data is then sent directly to a cloud-based storage system, ready to be analyzed by teams in Overmoyer Bicycles. In addition to the sales transaction process being revitalized, the inventory management process has also changed to accommodate

our cloud-based data center. This unifies data, while making the process of sending and receiving data easier for teams. The diagrams below show the changes in such processes:

Information Layer
There are various issues regarding the Information Layer of this particular company's enterprise. Data standardization, which ensures that any information is able to be easily and efficiently disseminated to all facets of the enterprise, is lacking in terms of the current Unisys transition, as well as their usage of their data centers. It appears that Overmoyer is focused on the maintenance of existing infrastructure; however, this does not ensure an efficient standardization of data. Overmoyer must instead devote more time to innovationsuch as the completion of the new Point- Of- Sales system and other automated applications that will increase customer satisfaction- instead of maintenance. Through the use of Enterprise Resource Planning, all of the data within the data centers can be instead transferred onto a cloud computing software. This would eliminate a need for a physical data center entirely. Now, by utilizing the data center as a cloud, it can be revamped to ensure that data standardization is strategic. And what do we mean by strategic? Well, the term is defined as of or relating to a general plan that is created to achieve a goal, usually over a long period of time (Strategic). As mentioned previously, these goals include sustaining a competitive advantage through reduction of costs and more efficient management of data and inventory. More importantly, these goals will allow a concrete focus on the manufacturing and sales of bicycles. By employing the suggested cloud data centers to allow for a greater percentage of new projects instead of continuous maintenance, Overmoyer will be

accounting for change. Change is constant. Attempting to upkeep a broken solution is a greater waste of time and money than simply forging a new path to accurately solve the problem a different way. Thus, by doing as we have suggested, there will be more room for flexibility in terms of organizational and technological changes or maintenance, more efficiency in terms of strategic advancement and continuous innovation, and more availability of data. This leads us to the topic of data quality. Quality separates the average companies from the most successful ones. Why does a customer place value on a good or service? Quality. The higher the quality, the higher the value for the customer. Data quality, therefore, is affected by the way data is entered, stored and managed (Rouse). And how do we assess the way in which data is entered, stored, and managed? Well, Rosanna Darby, Chief Information Officer of Overmoyer Bicycles, would probably suggest verifying the reliability and effectiveness of data through Data Quality Assurance, or DQA (Rouse). This is a constant process of amalgamating, updating, revamping, standardizing, and un-duplicating data to ensure the reliability of its contents and processes. Rosanna, however, wants to do this with data warehousing technologies to which the POS could send information; she does not, however, have the efficient solution for the data warehousing technology. But we do. All of the information compiled and sent through the Point-of-Sales system will be stored on a cloud software. Not only does this eliminate future (and some of the present) hardware predicaments faced by Overmoyer, but it ensures the virtual storage of data so that it can be accessed on multiple computers from anywhere at any time. This can eliminate redundancies and enhance the DQA process as well. Of course, at this point, the seemingly universal availability of this data poses a singular threat: security. More specifically, it appears to violate the privacy of the consumer. With the Unisys semantics now in place, as well as the outsourcing of system administrators, financial data is at a greater risk: information is being disseminated through people who are outside of the company's internal reach. Information must therefore be protected within a small number of individuals at the company to reduce competitors from mimicking ideas or from customer's identities and personal information being stolen. The more places that data has to travel, the greater the amount of distortion. Thus, with our aforementioned cloud computing technology, the POS systems will take all measures to ensure customer data security by protecting potentially identifiable information- even from the sales representatives. We are using Braintree, which is a state-of-theart, trusted Payment Card Industry (PCI) compliant API. What does Braintree do, you ask? Well, first and foremost, it ascertains that our Point-of-Sales system never comes directly in contact with storing a customer's private financial data. This information is directly sent to Braintree- which will save Overmoyer an estimated $167, 500 in terms of PCI compliance on all respective markets. How did we formulate this figure? Well, since Overmoyer will save roughly $2500 per store- and there are a total of 67 stores in Overmoyer, including those overseaswe will be able to get Overmoyer up to standard for credit card transactions without great expense. And, more importantly, without great lawsuits. A thorough examination of Overmoyer's Information Layer would not be complete without an analysis of the Three A's of data- availability, archiving, and access. While we touched briefly on the greater availability of data in itself, it is worth noting the POS software will be able to run on both tablets and computers. All sales representatives, however, will be using tablets only- which, as a fixed cost, will be economically beneficial to the company's spending. The entire implementation of our POS system will be a phased implementation. The change from the old system to our new one will take place in a series of stages: we will initially test and implement in specific locations, such as the largest Overmoyer stores, prior to implementing in all locations. Why? Well, we can, in this manner, catch small glitches- if any- and fix them; moreover, Overmoyer never needs to close and lose business in order to throughly implement the new system. The staff at the larger stores will also be able to train more extensively. This way, the data will continue to be available at a required level of performance, and the previously discussed reformation of the data centers will enhance and increase the benefits of phased implementation (Rouse). Archiving, however, is an entirely different issue. The CIO and the majority of IT employees have no idea how to archive data efficiently; the cloud computing software as a refinement of the data centers ensures that our POS will be able to more accurately and effectively archive the data. How? Well, now we can get into

the topic of accessibility: will the data be safe and accessible regardless of hardware failure? Essentially, data accessibility requires that the data has a backup location. Since we are eliminating the need for hardware storage, and the data is stored on a cloud, accessibility will be more secure than before. In terms of employee accessibility, however, the User Interface of POS is both simple and easy to understand- training would be brief and at a lower cost than attempting to train system administrators on the same faulty products. Via parallel implementation, we can ensure that the data will be sent to both the current data center as well as the cloud; over time, all data can rollover without redundancies directly onto the cloud platform.

Afterword
The lessons learned here are simple. Unlike the rest of this paper, we shall concisely define them: mission statements and strategies are implemented for a reason. If people have a vision for a company, they will not stop innovating or realigning their business, IS, and organizational strategies until this vision becomes reality. In terms of IT projects, time and cost become very much of the essence. Time is directly linked to success. Time is the ultimate contender. Time is money. You see, Overmoyer could have completed, implemented, and exercised total use of their original POS system. But to what avail? Fixing something that cannot be fixed will result in nothing but a waste of time. A waste of work. A waste of money. Eventually, Overmoyer's concentration with IT infrastructure would have prompted them to fallen behind, and a vicious catch-up cycle may have begun to snowball. If Overmoyer wants to succeed as a retail bicycle manufacturer and merchandiser, it must work with time in the present- not race against it in the future.

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