Managing Organizational Behavior 2nd Edition by Timothy Baldwin,Bill Bommer,Robert Rubin

Exercise 14

Evaluating a Change Initiative
Your company has just spent a significant amount of money on a new enterprise software solution. Since you were an important part of the team that worked with the external consultants, your regional manager calls you in and gives you the following "opportunity." He asks you to complete an evaluation of how the implementation went. Basically, the company just spent a lot of time and money going through this process and they wanted to fi nd out what worked and what didn't.
He explains to you that this could be particularly important because a number of other districts are considering implementing similar software solutions and they will be looking for guidance in this process. He tells you to "be honest" and to be "comprehensive." Other than that, he doesn't give you much guidance, but just sends you out with a note of encouragement saying, "This could be a good opportunity for you to gain some visibility, so let's see what you've got."
Where would you start? How would you structure such a task and what are some things to be sure that you include? How would you collect the information and be aware of various stakeholders' perspectives during the process?