Computer Sciences and Information Technology - Essay Example

Computer Sciences and Information Technology Chapter 8, Lecture 6 s Recognize sources of implementation risk? The inherent sources of implementation risk comprise of three significant project dimensions which are that of 1) project size 2) experience with the technology and 3) the requirements or necessities involving volatility (Applegate, Austin and Soule, 2009, p. 312). The factor of project size contributes towards implementation risk because a larger project calls for a greater utilization of resources, the presence of which entails the presence of increased effort and a higher aspect of risk. Accordingly, if the organization’s human resource department is not able to collect a team of dedicated members who have expertise in software, hardware and technological elements of the project then it is likely that the risk associated with the project would enhance. Applegate, Austin and Soule (2009, p. 312) postulate that a minimization of this risk is indeed possible if companies hire technology consultants that can work on every technological aspect of the project, address weaknesses and rectify issues. Lastly, the varying nature of projects determines certain requirements that are relevant to the project. These requirements are not similar for every venture therefore, in some cases the presence of stable requirements has the ability to minimize risk while, more difficult requirements translate into a greater probability of risk. 2. Identify reasons for implementation failure? The development of system projects may not be able to meet the specified aim and objectives due a number of underlying factors. Most importantly, if the senior management that is responsible for executing the project and leading the team that is involved in the project does not demonstrate unparalleled commitment to the project then the project maybe steered towards implementation failure (Lecture 6). Another factor that contributes to the incidence of implementation failure is that of gutless estimating. This notion implies that when a middle level manager prepares the cost schedule for a project then in certain situations the manager maybe forced by members of the senior level management to present a cost schedule that hides the true extent of costs and expenses for the project (Lecture 6). As the deceptive figures are entered as a part of the project cost schedule the future success of the project is comprised. Moreover, if the project is not characterized by the presence of change control frameworks then the absence of these components enhances the possibility of an unexpected increase in the costs of the project which is also unfavorable (Lecture 6). Lastly, it stands true that if the overall management of the project is marked by limitations, incompetence and inconsistencies then the likelihood of implementation failure rises (Lecture 6). 3. Discuss project risk as a factor of enterprise position in the strategic grid? According to Applegate, Austin and Soule (2009, p. 312-313), the dimensions of a project have the ability to either enhance or lower the level of risk that is associated with it. In this scenario it is important for managers to identify the sources of implementation risk and understand how these factors are contributing towards the creation of either ‘moderate risk’, ‘high risk’ and ‘very high risk’. By conducting a risk analysis through the addition of various risk factors in the existing scenario allows project managers to locate the position of the enterprise and where it currently stands with regards to external and internal risk factors. Consequently, the position of an enterprise within the strategic risk can also be determined with regard to the factor of project risk and other related factors. At this point it is also important to highlight that project risk itself is dependent upon a number of constituents such as project size, the team’s experience with technology and project structure volatility (Lecture 6). The association of these factors with project risk is such that structure volatility is directly proportional to the risk that is posed by the project while, project size and technological experience are necessarily variable factors and their impact is largely based upon the internal and external elements of the project. Therefore, this discussion implies that in order to define enterprise position within the strategic grid, project risk must be assessed on the basis of specific elements and the resultant outcome utilized to describe the organization’s strategic direction. 4. Describe management tools used to improve successful execution of projects in each strategic quadrant? Applegate, Austin and Soule (2009, p. 315) observe that the transition towards such projects which are characterized by more volatile elements has sparked the need for moving from conventional and traditional management tools because such projects possess a high implementation risk that cannot be tackled with management tools that lack innovation and initiative. In alignment with the ideology that project management is becoming increasingly complex and volatile; each strategic quadrant is expected to be governed by certain management tools which ensure successful execution. The initial management tools that must be executed in this regard are associated with conducting a process of analysis whereby, the system is assessed on a comprehensive scale in order to identify the capacity and capability of the framework (Applegate, Austin and Soule 2009, p. 317). In the next quadrant the project manager must exercise assembly tools by constructing the framework or system upon which the entire project is based. At this point in the process, the management of project teams becomes a critical consideration for the achievement of objectives. Following the implementation of these tasks, the project manager must take appropriate steps to shape the structure of management by exercising managerial tools to equip the workforce with knowledge and training, streamlining and optimizing work procedures and establishing an effective communication network. The last stage in the execution of projects involves the execution of managerial tools to maintain and improve the performance of the system. According to Applegate, Austin and Soule (2009, p. 320), companies must be readily able to exercise three distinct tools in every step of project execution these tools are classified under the categories of flow, completeness and visibility. Chapter 9 and 10, Lecture 7 1. Recognize the benefits and essentials of enterprise governance? The essentials of enterprise governance are derived from the examples of several high-profile and seemingly successful corporations that eventually collapsed or saw their end despite of delivering promising performances in the public sphere. This assessment postulates that the fall of mega companies such as Enron not only came as a shock to the general public but also business analysts who were supposedly more close to the action and were in the capacity to predict outcomes for organizations. The example of Enron’s collapse is suggestive of the idea that companies possess the capability to portray themselves in a positive light which can be rather deceptive thus; a system of governance is required in all areas of the business such as accounting procedures to ensure that firms are not able to conduct business in such a manner (Applegate, Austin and Soule 2009, p. 404). The issues with corporations in most cases are rooted in the agency problem which allows managers to pursue decisions that provide them with personal benefits but are not always beneficial for the company. Therefore, such problems aid the development of enterprise governance essentials which on a corporate level require the company to have a board of directors to govern strategic organizational decisions and place an external auditor as the in charge of examining whether the company’s financial records are authentic and reliable (Applegate, Austin and Soule 2009, p. 404). Enterprise governance has several benefits for the firm that in turn translates into the attainment of corporate goals. For example, good enterprise governance shapes a company’s perception and raises its value in the eyes of potential investors who then increase the demand for company shares and enhance the chances of raising more capital. Moreover, when companies intentionally decide to ‘go public’ they are presenting themselves to a more rigorous procedure of governance and this step enhances the organization’s credibility which in the long-run has the potential to decrease the cost of borrowing and capital. Additionally, enterprise governance is also a method of meeting and even exceeding stakeholder expectations because it sends the message that the company is willing to implement rigorous quality control mechanisms to enhance its position which contributes towards the standing of the company in the industry and the market (Applegate, Austin and Soule 2009, p. 405). 2. Explain the impetus for better IT governance? The impetus for IT governance is based upon three distinct fundamentals which are that of the 1) business values of IT 2) recognition of IT impact and 3) the ability of IT to contribute towards corporate governance and compliance (Lecture 7). Recent innovative technologies that have been introduced in the field of IT have allowed an expansion of the industry and made it more viable for use in a business environment. By implementing IT governance principles organizations are now able to manage their daily operations and which involve the use of IT. This assessment postulates that IT governance allows organizations to link their activities with information technology (Lecture 7). The alignment of IT and organizational operations is critical to organizational success because it improves the functioning of each operation. Subsequently, IT governance drives a company’s strategic direction by managing processes and implementing regulatory procedures. Moreover, IT governance also enables companies to improve the ability of their enterprise governance frameworks by governing corporate operations. 3. Discuss the scope of IT governance? The scope of IT governance is comprehensive and wide-ranging such that it cannot be limited or restricted to the IT-related operations of the company. Most importantly, the scope of IT governance transcends everyday operations, operational decisions and even tactical decision-making because IT governance is applicable with respect to the achievement of strategic objectives (Applegate, Austin and Soule 2009, p. 413). Accordingly, the framework allows organizations to manage, monitor and enhance the efficiency of everyday operations and activities by executing specific tools to govern various elements of the organization. Furthermore, the scope of IT governance also extends to the measurement of managerial tools’ reliability, ability and capacity to perform required tasks such that if any managerial tool is inefficient in delivering desired results then IT governance can identify such issues. Moreover, in today’s day and age when business compliance remains one of the most difficult tasks to achieve in terms of regulating standards, benchmarking best practice and abiding by industry wide standards, IT governance also has the ability to facilitate compliance management procedures. 4. Describe principles of IT governance? The principles of IT governance promote the effectiveness of the entire system. These fundamentals include 1) a design that is calculated yet simple 2) the execution of a broad base of leadership 3) extensive participation and involvement of executive members 4) clear ownership of the system 5) allowing for the accommodation of exceptional scenarios 6) outlining advantages and project requirements and 7) applying change management strategies according to the scenario (Lecture 7). Thus, the principles of IT governance require the creation of a design that is straightforward rather than complicated and which directly addresses the requirements of the project. Moreover, the participation of leaders, senior managers, executive members and project managers is required during every step of the way for a successful IT governance framework. This notion postulates that collaboration and teamwork are key principles of the system. Consequently, it is also important to highlight project and team expectations in a clear and defined manner so any deviation from the expected plan is immediately identified and addressed so as to avoid future problems. While, it is true that certain IT governance systems may need to be modified in accordance with new requirements these changes should be executed with respect to the needs of the organization. References Applegate, L., Austin, R., & Soule, D. (2009). corporate information strategy and management text and cases. (8th ed., p. 00). McGraw-Hill. Lecture 6 Lecture 7 Read More