End user and management

PRODUCT END USERS

Enduser and management

Theend user stakeholders are individuals who ultimately make use of thecompany’s products, services or solutions. They are individual whowork most closely with what the company provides for the generationof results. The focus of end users is of user-centered designmethods, which are very important (Sanders,2002).The end-users can assist in the identification of a more realdissatisfaction than nearly any other individual in the organization.

Ina case whereby the C-level executive is not happy with revenue,profit, cost, the highest probability is that the end users know,understand and have a feeling of the cause. More so, they not onlyunderstand where the dissatisfaction originates from, but they alsohave a lot of ideas and information concerning the manner in whichthey may be improved (Clarke, 2009). This, therefore, means that theyhave a better understanding of the constraints than any otherindividual. In a case whereby the constraint is what used to workdoes not work anymore due to some change in business, they are ableto look critically into the business history and give an explanationof the manner in which the constraint may be overcome(Williams,2011).

Also,we also have application performance management solution which isalso responsible for the provision of the ability to manage theexperience of the end user of some of the services of theorganization (Pratt, 2010). A successful project requires theparticipation of the project team in the process of planning, buyinginto the plan of the project and bearing responsibility for thecompletion of the assignments. The management team in the case ofdetermination of determination of the final product becomes a keyplayer (Amoako-Gyampah,2004).This means that they have an understanding of the issues encompassingthe success or failure of the final product. Some of the managementstakeholders who are key end user stakeholders include the projectmanager who is endowed with the ultimate responsibility for ensuringthe success of the project. Others include the project sponsor andthe state organization management (Spiteri&amp Dion, 2004).

References.

Amoako-Gyampah,K. (2004). ERP implementation factors: A comparison of managerial and end-user perspectives. BusinessProcess Management Journal,10(2),171-183.

Clarke,S. (2009). Evolutionaryconcepts in end user productivity and performance: Applications fororganizational progress.Hershey: Information Science Reference.

Pratt,D. (2010). Pragmaticproject management: Five scalable steps to success.Vienna, VA: Management Concepts.

Sanders,E. B. N. (2002). From user-centered to participatory designapproaches. Designand the social sciences: Making connections,1-8.

Spiteri,J. M., &amp Dion, P. A. (2004). Customer value, overallsatisfaction, end-user loyalty, and market performance in detailintensive industries. Industrialmarketing management, 33(8),675-687.

Williams,T. C. (2011). Rescuethe problem project: A complete guide to identifying, preventing, and recovering from project failure.New York: American Management Association.

PRODUCT END USERS

Enduser and management

Theend user stakeholders are individuals who ultimately make use of thecompany’s products, services or solutions. They are individual whowork most closely with what the company provides for the generationof results. The focus of end users is of user-centered designmethods, which are very important (Sanders,2002).The end-users can assist in the identification of a more realdissatisfaction than nearly any other individual in the organization.

Ina case whereby the C-level executive is not happy with revenue,profit, cost, the highest probability is that the end users know,understand and have a feeling of the cause. More so, they not onlyunderstand where the dissatisfaction originates from, but they alsohave a lot of ideas and information concerning the manner in whichthey may be improved (Clarke, 2009). This, therefore, means that theyhave a better understanding of the constraints than any otherindividual. In a case whereby the constraint is what used to workdoes not work anymore due to some change in business, they are ableto look critically into the business history and give an explanationof the manner in which the constraint may be overcome(Williams,2011).

Also,we also have application performance management solution which isalso responsible for the provision of the ability to manage theexperience of the end user of some of the services of theorganization (Pratt, 2010). A successful project requires theparticipation of the project team in the process of planning, buyinginto the plan of the project and bearing responsibility for thecompletion of the assignments. The management team in the case ofdetermination of determination of the final product becomes a keyplayer (Amoako-Gyampah,2004).This means that they have an understanding of the issues encompassingthe success or failure of the final product. Some of the managementstakeholders who are key end user stakeholders include the projectmanager who is endowed with the ultimate responsibility for ensuringthe success of the project. Others include the project sponsor andthe state organization management (Spiteri&amp Dion, 2004).

References.

Amoako-Gyampah,K. (2004). ERP implementation factors: A comparison of managerial and end-user perspectives. BusinessProcess Management Journal,10(2),171-183.

Clarke,S. (2009). Evolutionaryconcepts in end user productivity and performance: Applications fororganizational progress.Hershey: Information Science Reference.

Pratt,D. (2010). Pragmaticproject management: Five scalable steps to success.Vienna, VA: Management Concepts.

Sanders,E. B. N. (2002). From user-centered to participatory designapproaches. Designand the social sciences: Making connections,1-8.

Spiteri,J. M., &amp Dion, P. A. (2004). Customer value, overallsatisfaction, end-user loyalty, and market performance in detailintensive industries. Industrialmarketing management, 33(8),675-687.

Williams,T. C. (2011). Rescuethe problem project: A complete guide to identifying, preventing, and recovering from project failure.New York: American Management Association.