Short term Strategy
After the introduction to the entire system and the development of the new voice recognition system, it is important to address the launch strategy the resort is going to implement in the integration of the new system, throughout this report we will cover the short-term strategy and the long-term strategy in the launch process of the MVP system. A minimum viable product (MVP) is a concept from Lean Startup that stresses the impact of learning in new product development. Eric Ries, defined an MVP as that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort (Bennettet al., 2015). The strategy will have a mission, a vision and goals that the strategy has to meet. Objectives will also be identified for each face that the company will be implementing and the utilized tactics as well. This is one of the most important sections of the entire project. A failure in the launch process may result to the failure of the entire work plan incase the system is poorly integrated and fails to be compatible with the resort processes and fails to meet the customers’ needs. To avoid this, it is important for the implementation process to be broken down into smaller sections so that any error that may arise with the system may be captured and rectified before the problem escalates later when the system is implemented. It is important for one to pick the right implementation strategy for the system and in my case, I will recommend the use of parallel implementation strategy for the system. A parallel implementation strategy involves the implementation of the MVP new system in our case the voice recognition system to run simultaneously with the old system while the old system is also running (Bennettet al., 2015). This introduces the short term and the long-term strategy launch or the MVP. User of the system get to have a smooth transition from the old system and the new system and incase of any system failure of the new system as it is implemented it is possible for the error to be captured and have the other old system running and this helps avoid having the resort having both of the system not running at a given time during new system transition period. This is very important for the performance of the resort (LeCun, Bengio, and Hinton, 2015). MVP helps in the identification of the customer needs and their response to the new services that are introduced by the new system, it will help capture any requirements that the development team and the resort may have overlooked but are essential for the system and the customer.
This is the short-term strategy of launching the voice recognition system in the resort. This strategy involves the launch of not the entire system in the resort but a few selected sections in resort. For this case the resort can choose to have a few areas or operations in the resort that will be replaced by the new system such as the door controls of some of the rooms in the resort from the use of key cards to the use of voice recognition and the integration of the new system at the reception of the resort (Legris, Ingham, and Collerette, 2013). This is not a full transition but a small level transition where most of the other operations in the resort are still running on the old system in the resort (Garudadri, & Qualcomm Inc, 2007). The rooms that the new system is to implemented are also to be monitored so as to capture the effectiveness of the new system. This approach is also important for the training purposes of the employees on how to use the new system and introducing the clients as well.
Mission
For the success of this strategy, it is important for the development team and the resort to identify the mission. This will govern the entire process and help the resort remain on track as it implements the strategy. The mission of this strategy is to ensure that the new system has managed to capture all the operations of the resort. This will help the resort in trying to identify weather the development of the project did not deviate from the requirements of the resort (Legris, Ingham, and Collerette, 2013). The best way to identify this is to see how the services offered by the new system interacts with the customers.
The vison can be defined as what the resort sees after the implementation of the MVP. The vision in our case is the smooth transition to the new system by the customers since they ae the key stakeholders responsible for the technological advancement in the resort (Perlin, and Goldberg, 2016). The vison of the resort is also to have their customers experience a smooth technological experience that does not burden them with exhaustive use of failing technologies or the continuous efforts of looking for their key cards or having to constantly be on the phone calling for room serve or trying to learn new language so as to ensure they are in a position to communicate (LeCun, Bengio, and Hinton, 2015). The vision of the strategy is to ensure that the smooth technology transition into voice recognition services transform the customer experiences with the company and help in the satisfaction of the customer needs while with the resort.
It is important to also identify the goals of the strategy. The main goal of this strategy is to identify the customers response to the new system. This response gives a go ahead with the development of the project. In case the goals are not met then the development of the new system is to be terminated since the key stakeholders will have given their opinion towards the use of the system (Legris, Ingham, and Collerette, 2013).
The main objective of the short-term implementation strategy is to learn the response of the customers towards the system. This means that the system has to be implemented and introduced to their resort tourist. The tourists are to give a feedback that helps evaluate whether the goals of the MVP are met (Legris, Ingham, and Collerette, 2013).
This involves the laid-out procedure of how the implementation will take place. Since this is the short-term implementation of the MVP and the goals is to identify the views of the customers towards the new system, a complete implementation is not required (Jordan, and Mitchell, 2015). Also, the old system is to be still in place to run parallel with the MVP as identified in the introduction of the report. With this in mind the management has to select the different sections that the customers normally will interact with the system a lot especially the door control system and the room service control system. The MV will be integrated in these areas and the customers will be randomly selected t use the rooms with the new systems. The customers will then give their views in response to the new system. This involves the effectiveness of the system and if they would prefer the new system over the old system (Satyanarayanan, 2011). For instance, the customers will be given a chance to interact with both the new and the old systems and a satisfaction bar will be introduced where the customers will mark their level of satisfaction n respect to the system they will use (Hendrickson et al., 2014). This information will be used to give the company an over view of how the system is compatible with the resort operations and the customers reviews towards the system.
Vision
The strategies main hypothesis is that the high satisfaction of the use of the system proves the need for the resort to implement the system since it meets the needs of the system. The hypothesis also claims that the low satisfaction of the customers after the use of the system implies that the system is not a perfect fit for the resort and requires the team to come up with new technologies to integrate in the company.
The company is going to slightly incur a small expense for the project which involves the development cost, this is the cost that will be incurred during the development of the MVP. Then there will be the implementation cost of the project to the selected regions hence running both systems at the same time will incur more expenses to the company (Legris, Ingham, and Collerette, 2013). These are the two expenses that the company will incur for the hot term expenses but the costs can be termed as unrecurring expenses since once these developments are made and approved by the client then the system will be approved for development and the development team can pick up the project from that point but incase it’s a fail then the company will encounter losses since the project will be terminated.
After the success of the short-term strategy whose goals were to see the feasibility of the project, the company then moves to the next part of the development which is the long-term strategy. This is a more complicated integration as compared to the first stage. This is due too the requirement that the strategy aims at meeting, apart from the customer’s approval of the product the stage involves the identification of requirement that may have not been captured during the product development stage as well as the services that may require fine tuning to meet the client request (LeCun, Bengio, and Hinton, 2015). This stage s more practical and take more time as compared to the previous stage.
The mission of the long-term strategy is to identify the main functionalities of the news system, and perfectly develop the specifically tailor made for the customer. The customers experience with the system will help in achieving this goal since the user experience with the MVP will be recorded and amendments to the system will be based on the customers reviews to the system.
The vison of this stage is to develop a customer-oriented system that meets all the customer need by a single voice command to the system. This vision will guide the implementation of the long-term strategy and the changes and improvement are based on the clients experience and exposure to the system. The developers will also get a chance to extensively interact with the system as the customer utilizes the system and any errors will also be identified and rectified to suit the customer experience better.
The main objective for this stage is to help capture any other requirements that the users or the resort may have failed to capture during the system design stage. The other objective is to also effectively improve and customize the customer requirements in line with there needs. The resort also uses this stage to get the employees on the same page with the new technological advancement that are to be implemented in the resort. This leaves the stage as one of the most crucial level of the development of the system (LeCun, Bengio, and Hinton, 2015). The resort employees and the customer are the key stakeholders in this stage and the long-term strategy give them enough time to interact and relate to the system before the actual development of the complete system.
Goals
This involves the strategy involved in the implementation of the system. A seen in the short-term strategy, different operation in the resort will be integrated with the new system for the customers and the employees to interact with. The experience with the system will be monitored and the customers will be engaged by the employees who will inquire whether there are any other needs that they would wish the system to address. In the process they will also identify a few weaknesses with the system that they would wish to address. The customer selection process for this specific task will be random where the clients will be requested to try out the new services offered by the resort and accept an after-service survey of how the system served them. For the employees their experiences with the system will be compared with the old system running in the company since both systems will be running simultaneously (Letchneret al., 2018). This will help the designers identify the employee’s views towards the technology and how they would improve the employees’ response towards the system. The gathered information will be used for the final system development and will integrate all the functionality and requirements that the previous description may have failed to capture. This will also give room for the modification of the identified functionalities that may require slight o significant revising. This strategy will consume more time as compared to the previous stage since the objectives of the stage are more complicated and require more analysis.
Hypothetically this phase is to be considers if the system manages to deliver to the customer the required services as well as the customer is in a position to give recommendations towards better the system performance. On the other hand, the phase performance will b considered a success the minute the employees can easily relate with the system but the minute both of these are not achieved then the system’s success will be curtailed. It is important to utilize these hypotheses while running the MVP at long term phase of the software development (Holt, Davis, and Miglietta, Advanced Voice Recognition Systems Inc, 2017). This guide the system implementation and give user the chance needed to identify the success of the system.
The cost analysis for the strategy will be more as compared to that of the short-term strategy since the required development of the MVP is more as compared to the previous phase. The cost of running the phase will also be higher as well but this will be reflective of the work achieved in the stage.
From the to stages there will be sufficient information as to whether the system is viable for the resort or not. From the gathered information, the result will in the first phase have gained the needed information of the viable state of the project. The reviews from the customers will have given the management an insight as to whether such technology is effective in the hospitality industry. It is from these finding that the project gets full approval or disapproval. The reviews are to be gathered from a large group of reviews from the customers and this data extensively analyzed to avid any error. A small sample may give the wrong information since the provided information may be slightly inconclusive but to avoid this a larger sample of participant in to the project will help in delivering conclusive information. Proceeding to the next step, this is the long-term strategy of implementing the MVP, the company will be after understanding the different functionalities or needs that the system design team may have skipped or failed to extensively research on (Douma, et al., 2016.). The phase will help give the first-hand experience with the system for the customers and the employees. They will be in a position to evaluate what may be further needed from the system so as to deliver a system that perfectly meets the needs of the customers. The irrelevant functionalities or the redundant functionalities in the process can be mapped out and redesigned from the system. This gives a deeper understanding of the system. MVP helps the company in the development of a tailor-made system that addresses the needs of the customers and is easily implementable in the company.
Objectives
The integration of the system is to be carried out in a parallel manner as identified earlier. This means that the system is to run parallel with the old system where the transition is to be implemented in stages (Porter, Dragon Systems Inc, 2015). This give the resort and the developers time to see the effectiveness of the system and make amendments to different parts of the system that may require to be amended. It also avoids failure errors where the new system may fail then the old system can be utilized to avoid a don time on the resort operations (Kim, Khan, Butcher, Betser, and Choudam, Microsoft Corp, 2015). One major drawback of this integration process is the cost of rung both systems but this expense is temporary sine the old system is discontinued in stages as well so as to give room for the new system.
Conclusion
The main recommendation that the resort would have is the flexibility in the development of the system, the development team must integrate a flexible system that can be fine turned to much the customer requirements and be compatible with the company goals. This ill avoid instances where changes may be required but the implementation of these changes may be come hard to achieve due to the rigidity of the systems development cycle. The other recommendation is that the implementation of the voice recognition system in the resort is to be extensively researched and the shortcomings of the system identified as well as the strengths of the system as well. Conclusively, the resort needs to ensure that all the met objectives that have been identified in the integration of the MVP ae covered in the final developed system. This ensures that the customer interests are extensively covered. This implies that the system that is to be integrated is completely customer oriented hence will led to a significant impact on the resorts customer relations.
References
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Bennett, I., Babu, B.R., Morkhandikar, K. and Gururaj, P., Nuance Communications Inc, 2015. Multi-language speech recognition system. U.S. Patent 9,190,063.
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