MT300 Unit 10 Systems Proposal and Transition Plan Example

Course	MT300 Management of Information Systems
Unit	Unit 10
Paper type	Systems proposal with transition plan
Length	About 880 words, 6 pages double-spaced
Format	APA 7 student paper
School	Purdue University Global
Program	BS in Business Administration
Updated	October 2026

Free sample paper for MT300 Unit 10

Two Systems, One Warehouse: An MT300 Unit 10 Systems Proposal With an Eight-Week Transition Plan

[Student Name]

Purdue University Global

MT300: Management of Information Systems

Unit 10 Systems Proposal

[Instructor Name]

[Date]

Larkfield Event Rentals, its figures and its plan are composite; the methods and sources cited are real.

What this part is doingPutting the vendor, price and date in the first lines answers the owner's decision before the evidence.

Decision Summary

Approve the rental-specialist cloud platform, $35,152 one-time, $13,800 a year plus $480 for device management, launch February 3. The term's work behind this request is summarized below with its earlier figures unchanged.

The Term in Brief

Problem. Fourteen tools adopted one at a time; every order in unsupported software; customers in three places; the crew schedule on one laptop (Unit 2).

Business case. About $56,190 a year in benefits from fewer return trips, recovered damage, less reconciliation and a retired support fee; five-year net present value about $131,000 at 8 percent; payback in seven months with a February launch (Unit 3).

Requirements and comparison. Thirty-six requirements, twelve musts; the rental specialist passes all twelve and costs $120,657 over five years, against $162,370 for the field-service platform (Units 4 and 5).

Security. Six risks, four contract clauses, two routines and $480 a year (Unit 9). Governance. Six data classes and a single customer master of about 2,150 records (Unit 7).

The Transition Plan

Markus et al. (2000) traced many early troubles with enterprise systems to the way cutovers were run, and Umble et al. (2003) list careful planning of the changeover among the critical factors for success. The plan below spends its detail on the period after signing.

November to January: preparation. Contract signed with the four clauses. Platform configured with turnaround rules and roles. Customer master merged and checked. Office staff trained on a sandbox. Checkpoint: office manager completes ten test orders without help.

Week 1 (February 3). New orders taken in the new platform only. Events dated before April stay in the old package, about 210 events, because moving them risks more than it saves. Checkpoint: every new order entered once, in one system.

Week 2. Daily reconciliation begins. Each morning, the office manager copies the next sixty days of old-system reservations into the new platform as holding blocks, so neither system promises chairs the other has already sold. Checkpoint: Monday count of the twenty items that run shortest matches both systems.

Week 3. Test migration of the roughly 640 events dated April onward, on a copy. Errors listed and fixed. Checkpoint: item counts match within 1 percent.

Week 4 (last weekend of February). Migration weekend. Office closed Saturday. The 640 events move to the platform; holding blocks for those dates are removed. A checklist is signed by the office manager. Checkpoint: twenty orders chosen at random match line by line.

Week 5. Tablets issued to year-round crew leaders. Photo check-in on every pickup. Checkpoint: check-in rate above 90 percent.

Week 6. Driver training for returning seasonal crew, ten-minute briefing plus one supervised pickup. Checkpoint: each driver completes a check-in alone.

Week 7. Invoices and deposits from the platform linked to the accounting product. Checkpoint: one week of deposits reconciles automatically.

Week 8. Review. Old-system events continue through March from the old package. Checkpoint: owner and office manager sign off on full operation.

April to June. The old server stays read-only, then is archived in June.

Holding blocks copied every morning are what keep two systems honest about one warehouse.

What this part is doingBuilding the plan around the reconciliation step shows the proposal understood the real risk of running two systems at once.

Conditions for Stopping

A mismatch on more than 2 percent of items, two days running, postpones migration by a week. The office manager has authority to stop the launch on that evidence, and the owner is informed the same day. If the migration weekend fails its checkpoint, the 640 events stay in the old system and the weekend is repeated a week later.

Who Does What

The owner approves and signs the contract. The office manager leads the transition, runs the daily reconciliation and holds the authority to stop. The dispatch lead and warehouse lead each test their parts of the platform and train their teams. The vendor configures and migrates under the signed statement of work. Laudon and Laudon (2022) treat implementation as organizational change, so each role is named before work begins.

Why Not Move Everything at Once

A single cutover, moving every event on one weekend in February, would be simpler on paper. It would also put about 210 near-term events, many of them weddings booked a year ahead, through a migration that has never been run on live data. If anything went wrong, the failures would fall on the events closest in time, with the least room to fix them. Keeping those events in the old system costs eight weeks of daily reconciliation, perhaps forty minutes each morning, and buys the company a migration that can be rehearsed and repeated. The cost of the slower path is known and small; the cost of a failed single cutover is neither.

Measures

Three baselines from last season will be measured again after the first full season:

1. Return trips: 190 last season; target about 105 fewer.

2. Billed damage: $31,000 last season; target an increase toward $60,000 as photo check-in ties damage to events.

3. Reconciliation hours: nine a week; target about two.

Each is measured in November, after the season, and reported to the owner.

What this part is doingRestating the baselines with a measurement date turns the proposal's promises into checkable targets.

References

Laudon, K. C., & Laudon, J. P. (2022). Management information systems: Managing the digital firm (17th ed.). Pearson.

Markus, M. L., Axline, S., Petrie, D., & Tanis, C. (2000). Learning from adopters' experiences with ERP: Problems encountered and success achieved. Journal of Information Technology, 15(4), 245-265. https://doi.org/10.1080/02683960010008944

Umble, E. J., Haft, R. R., & Umble, M. M. (2003). Enterprise resource planning: Implementation procedures and critical success factors. European Journal of Operational Research, 146(2), 241-257. https://doi.org/10.1016/S0377-2217(02)00547-7

MT300 Unit 10 instructions, in plain terms

In Unit 10 students present a final systems proposal that brings together the term's work. The proposal should open with a one-page decision summary stating the system, cost and date. Earlier findings, the business case, requirements, comparison and security, should appear in brief with their figures consistent. Instructors expect most of the length to go to the transition: how the organization moves from the old system to the new one, week by week, with responsibilities and checkpoints. Conditions for stopping or rolling back should be defined in advance. Roles should be named. The proposal should close with measures, baselines and when they will be checked. Consistency with figures from earlier units is often graded directly.

How the MT 300 Unit 10 example is put together

The sample's decision summary gives the vendor, price and launch date. A brief section restates the problem, business case, requirements, comparison, security and governance with their earlier figures. The transition plan runs from preparation in November through eight weeks after launch, each week with a checkpoint, and keeps about 210 near-term events in the old system. The highlighted line states that holding blocks copied every morning keep two systems honest about one warehouse. Stopping conditions give the office manager authority to postpone if mismatches exceed 2 percent. A section explains why moving everything at once was rejected. Roles are named, citing Laudon and Laudon. Three baselines close the proposal with November measurement dates.

Where the points sit in the MT300 Unit 10 rubric

Final systems proposals are often marked on integration of earlier work, quality of the transition plan, risk management and measurement. Graders look for a clear decision summary and figures consistent with earlier units. The transition plan should be detailed enough to follow, with checkpoints that must pass before the next step. Stopping and rollback conditions should be defined before they are needed. Roles and authority should be explicit. Measures should use baselines from the course and name when they will be checked. Explaining why a simpler approach was rejected shows judgment. Implementation research should be cited in APA 7. Proposals that repeat earlier units at length and leave the transition thin miss where this unit places its weight.

Common MT300 Unit 10 mistakes, and how to avoid them

Final proposals often repeat every earlier unit in full and leave little room for the transition plan. Another common weakness is a cutover described as a single day with no checkpoints or fallback. Some students change figures from earlier units without explanation, which undermines trust. Roles are frequently vague. Measures may have no baselines or dates. Before drafting, list every check that should pass before the old system can be switched off and decide who has authority to stop. Those checks become your weekly plan. Supply your earlier units and the final rubric, and the proposal can be assembled around a realistic transition.

Get an MT300 Unit 10 example written to your instructions

Bring the case company, any earlier papers from this course and the Unit 10 prompt with its rubric. A proposal that plans the transition week by week, not only the purchase, comes back within 24-48h, and the first custom sample is free. Earlier figures carry through unchanged unless your instructor's feedback changed them. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.

More MT300 papers and BS in Business Administration samples

MT300 Unit 10 questions, answered

What is a parallel run?

A period when the old and new systems both operate, either processing the same work for comparison or, as in this example, each holding different live work. It reduces the risk of a single cutover day but doubles some effort. A proposal should state which kind is planned, how long it lasts and what ends it.

Should the proposal repeat earlier assignments?

In summary, with figures kept consistent. Instructors generally read the final proposal as the culmination of the term, so the business case, requirements, comparison and risk findings reappear in brief. Where feedback changed an earlier number, use the corrected figure and say why it moved, rather than silently replacing it.

How detailed should a transition timeline be?

Detailed enough that each week has an owner, a task and a checkpoint. Weekly granularity suits a small business over six to eight months, while daily detail belongs only to high-risk moments such as a migration weekend. Broad phases with no dates, implement and stabilize for example, tell a manager nothing about what happens when.

Where can I find a free MT300 Unit 10 sample paper?

The complete MT300 Unit 10 systems proposal is on this page, with an eight-week transition plan for an event rental company.

How does the MT300 Unit 10 sample stop double-booking during the transition?

Each morning the next sixty days of old-system reservations are copied into the new platform as holding blocks.