Watson describes the experiences of a companyWith the system delivered, theand its well-intentioned effort to develop anddevelopment team turned it overinstall an EIS.TheIS director at generi-corp hadto a maintenance team and movedheard the successful EiS experiences, such ason other new projects.The main-Lockheed-Georgia.He sought such a system wouldtenanceteam wasto add newscreenbe valuable to his company, so he arranged for aand new users-in short. to involvepresentation by a DSS vender, it was very wellthe system. Nine months later, verylittle had happened, apparently becausereceived by the executiveteam.After somediscussion, the executives decided to purchase theothersystemsmaintenanceprojectsproduct from vender and develop an EiS.Thehad been more urgent. About this timeallocation budgetwas $250,000.there was a downturn revenue thatgenerated cost-cutting pressures onnonessential systems;the EiS wasdiscontinued.They assemble a qualify team of IS proffessionalswhich interviewed executives concerning theirinformation needs, and developed an initial versionWhat went wrong?ofthe system consisting of50 screens to be used by5 executives.The response from these executivesIdentify5problemreasons.was quite good and, in some cases, enthusiastic.Several of them seemed proud to finally be able touse a computer, say Watson.管理信息系统管理信息系统 Watson describes the experiences of a company and its well-intentioned effort to develop and install an EIS. The IS director at generi-corp had heard the successful EIS experiences, such as Lockheed-Georgia. He sought such a system would be valuable to his company, so he arranged for a presentation by a DSS vender, it was very well received by the executive team. After some discussion, the executives decided to purchase the product from vender and develop an EIS. The allocation budget was $250,000. They assemble a qualify team of IS proffessionals, which interviewed executives concerning their information needs, and developed an initial version of the system consisting of 50 screens to be used by 5 executives. The response from these executives was quite good and, in some cases, enthusiastic. Several of them seemed proud to finally be able to use a computer, say Watson. With the system delivered, the development team turned it over to a maintenance team and moved on other new projects. The main￾tenance team was to add new screen and new users-in short, to involve the system. Nine months later, very little had happened, apparently because other systems maintenance projects had been more urgent. About this time there was a downturn revenue that generated cost-cutting pressures on nonessential systems; the EIS was discontinued. What went wrong? Identify 5 problem reasons