Adventures of an IT Leader - Essay Example

1. In most instances during the meeting between Barton, Huerta, and Calder, there were heated debates that at times became too unbearable. Neither of the two, i.e. Huerta and Calder agreed with each on any issue. Each had his or her own view of the issue under discussion. While Huerta was from the Customer Support systems, Calder was from the loans operations systems. During the meeting period, each had a counterargument for the other’s suggestion. Could have been either right or wrong in these arguments, remains a matter of the analysis of the debates put forward by the combatants. For instance, Huerta could have been right that the best solution to do away with the late and projects operating with over budgets would be more planning in the drafting stages before the commencement of the said projects (Austin and Richard 90). Adjustments that he described are detectable in the planning stage of the projects, making their implementation process smooth, thus taking less time. He however believed that no matter how hard and thorough planning was; it is factual that certain flaws could go undetected in the planning process. Although his counterpart, Calder strongly refuted this, the suggestion could have been true. Calder on the other hand did not buy in this idea too easily. According to Huerta’s argument, it was easy to detect all issues anticipated during the implementation process. She suggested that although it was possible for the company to predict any issues that may arise, it was impossible to predict certain eventualities such as taxes, crime, or war (Austin and Richard 92). Whether the organization prepares itself so effectively to deal with any problem that may negatively influence the implementation process of the projects, such factors are undetectable. Her assertion was that the organization could have messes, which it could deal with whenever they occurred. This is in agreement with Huerta’s belief that no matter how thorough the planning process was some issues are undetectable until during the implementation process. She could have been either wrong or right in this assertion, as it was open to further arguments.
2. Software Engineering Institute's "Capability Maturity Model" as mentioned on pg 96 is a five-step model characterizing the maturity levels of the projects (Austin and Richard 96). These levels define the characteristics of the project. The first stage defines the initial characteristics of the project, which argues that processes are unpredictable; there are poor controls and react poorly to the implementation process. The managed level defines the reactive characteristics of a project. The defined level of the project defines processes characterizing reactiveness. All projects tailor their processes in accordance with organizational standards. A quantitatively managed level of projects holds that there is a measure and control of all the project’s processes. The final characteristic, optimizing, focuses on how to improve the project.
3. Agile approach to project management defines the ability of project managers to respond quickly and with precision to any emergent issue. Agile project managers can detect a problem amid the project’s implementation process, and then react to it immediately. If there is no speed in responding to these issues, there are dangers of the project flopping. For managers to have agility qualities, they must follow closely the implementation process of the project to its final stage. Such managers try to avoid sudden issues that may arise in the process of the project’s implementation process. Unpreparedness in the implementation process is an eventuality that might occur, stalling the process of the project’s implementation.
4. During the Christmas of 2010, a local events organizing company decided to organize a Christmas festival for the local people. It contracted local people to provide labor and logistics, comprising of teenagers and young adults. Being a festival, there were a number of events happening, from games to thrill rides, food, children, and adult fun activities. The period was a holiday, and I decided to earn some form of income by offering labor services. Three others and I were required to decorate the entire area, seats, and walkways. Constrained with time, we worked so hard. We were expected to report our progress to a supervisor. In some instances, especially when we felt overwhelmed by the amount of work, or when the colors failed to blend with the theme or background of the event, we rarely reported to the supervisor until he noticed and came to our aid. With much effort though, we managed to complete our work in time with the other groups.
5. While using consultants, we have to strike a balance between believing what they have to offer and what we expect to happen in the organization. Consultants in most cases provide their own perception of how things ought to be, after making an analysis of the situation. A consultant is always a third party in the project implementation process. Sometimes, it is important to treat the suggestions of these individuals with keenness and a lot of caution. While their suggestions could be applicable in one situation or organization, in others, they are not. Different organizations use different IT systems; and a consultant may propose one project that worked in a similar organization to a second organization, without considering the differences in policies and system modifications Read More