Changes in personnel
Changes in key project personnel can exacerbate these problems. Changes in management slowed implementations in seven of the cases studied (T,RH,M,S,F,G and SR). The most frequent occurrence was where the MRP champion left the company and the system lapsed (this happened in four companies). In others, new management effectively undid what had previously been achieved. For example in company F, the new management split the company system into 3 parts, fragmenting the database. In some, the high turnover of management staff was such that any progress in systems development seems remarkable. For example in one plant, the general manager had been replaced 4 times in one year. In company BC, when the implementation stopped because of an attributed lack of top management support, all but one of the team left. This posed considerable problems when it was subsequently decided to try to resume systems development.
求手工翻译！谢谢。。。
急用，在线等。。。
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