Woolworth’s Australia: The death of institutional memory The Australian outpost of the venerable department store chain, affectionately known as "Woolies," also ran into data-related problems as it transitioned from a system built 30 years ago in-house to SAP. One of the biggest crises that arose was that profit-and-loss reports tailored for individual stores, which managers were accustomed to receiving every week, couldn’t be generated for nearly 18 months. The problem lay in the change in data collection procedures, but the root cause was a failure of the business to fully understand its own processes. The day-to-day business procedures weren’t properly documented, and as senior staff left the company over the too-long six-year transition process, all that institutional knowledge was lost — and wasn’t able to be baked into the new rollout. "I often see companies that don’t take the people who really know business processes and dedicate them to the ERP rollout," says Crouse. "They make it a part-time job, or they hire new people to tell the system guys what to build. None of that works. You have to really dedicate the people who know the process that you’re trying to get right, full-time. And it’s a common theme that, when you don’t dedicate those people, you get into trouble.
With the waterfall model in mind, in which phase did this project fail? (2 marks) How could this have been prevented?