This case is a set of leadership role-plays that address several critical IT issues including understanding (1) differing objectives of critical project stakeholders; (2) concepts of change management and their importance and process; (3) escalation issues of when and how to do it; and (4) issues arising from client/customer communication. The case combines role-plays with traditional case discussion. The scenario is an IT manager of a large university leading an ERP implementation that must satisfy differing stakeholders including academic, administrative, and curriculum leadership. The case highlights problems of objective alignment, execution, and communication.
