Systems Building for Baker Development: Methods and Management - Coursework Example

INFO 3425 Systems Building: Methods and Management - Baker Development - Total Number of Words: 2,403 Table of Contents I. Introduction ………………………………………………………………. 3 II. Possibility of Promoting a Standard Approach to Systems Development to Improve the Company’s Performance …………….. 4 III. Recommended Strategies to Maintain Baker Development’s Reputation and Reliability of its Performance ……………………….. 5 a. Implement a Single Organizational Goal, Values and Beliefs …………………………………………………………... 5 b. Promote a Learning Culture and Environment in Baker Development …………………………………………… 6 c. Motivate the Members of Staff in Each Group to Work Together for the Success of Baker Development ……… 7 d. Each Department has Its Own Line of Expertise with Regards to the Application of SSADM and UML ………. 9 IV. Argument on the Strategic Recommendation for Standardization … 10 V. Conclusion ………………………………………………………………… 10 References ………………………………………………………………………… 13 Introduction Established by Tom Baker, Baker Development produces and maintains software based on the requirement of its existing customers. As part of the services the company offers to its customers, Baker Development accepts jobs related to its customers’ transaction processing systems that are usually based on a large database. Prior to the existence of the Internet technology, the company maintains a group of developers under the leadership of Chris Seymour. The increasing demand for the use of the Internet technology as part of its customer service made Tom decides to establish another group called ‘Web Services Development Group’ which is headed by Pat Jenkins. In line with the establishment of a new team, Tom eventually named the original group as ‘Client Software and Systems Development Group’. Considering the fact that the knowledge and skills that each group acquires could contribute to the success of the company, it becomes a challenge for Tom to be able to integrate the two different departments without causing further harm to the existing barriers between the older and the younger employees. The problem behind the establishment of two separate groups is caused by the Tom’s failure to integrate or unite the two groups with one organizational goal. Even though Tom acknowledges the fact that there are negative consequences for setting up two different groups under the Baker Development, it remains a fact that he does not believe in the importance of organizational change. For this study, the researcher will discuss the possibility of promoting a standard approach to systems development for the benefit of the company. Considering that Tom is not sure on how to achieve his goals, the researcher will recommend new strategic ways on how to maintain the company’s reputation as well as maintain the reliability of its performance and services. As part of the discussion, the researcher will explain the advantages and disadvantages of the recommended strategies. Possibility of Promoting a Standard Approach to Systems Development to Improve the Company’s Performance Standardization refers to the process of developing a technical, management and engineering standards within the organization that helps to take the organization towards the success. In general, more experienced developers are more likely to adopt a methodology due to the fact that these individuals are aware of its benefits. (Leonard-Barton, 1987) Among the valid reasons behind the preferences of the practitioners is due to the fact that some of them may be ignorant in one methodology as compared to the other (Ward, 1991) or the possibility that there was a slow in the technology transfer within a group of practitioners (Chikofsky, 1989). Each software engineering methodology has its own specific pros and cons in the field of information technology. (Fitzgerald, 1986) For instance, the Structured Systems Analysis and Design Method (SSADM) was designed in early 1980s using the database systems necessary in the development of software systems related to the flow of data, data models, and the chronological life cycles of entities. (Informatik, 2002; Downs, 1992) The problem with this method is that SSADM was not developed on real-time-oriented software. (Informatik, 2002) On the other hand, most of the businesses today requires a higher quality software system such as the Unified Modeling Language (UML) which is used for both database and software modeling as a standard language for object-oriented software design and analysis. (Halpin, 1998) UML is normally used when representing class diagrams with text, static structures such as class and object diagrams, and charting organizational activities among others. Since SSADM and UML requires different information technology skills, it becomes a challenge for Tom to integrate both techniques into a standard approach to systems development. In line with the differences between the SSADM and UML, it is necessary for Tom to implement a standardization approach to systems development in order to prevent the compartamentalization or miscommunication between the two groups. Recommended Strategies to Maintain Baker Development’s Reputation and Reliability of its Performance Since it is difficult to integrate the technicality between the SSADM and UML method, the researcher’s recommended strategies will focus on solving the soft organizational issues. (Middleton & McCollum, 2001) In line with this matter, the best way to satisfy the goal of Tom is to remove the internal conflicts that are present between the ‘Web Services Development Group’ and the ‘Client Software and Systems Development Group’. Implement a Single Organizational Vision, Goal, Values and Beliefs First, Tom must examine and know the different business culture and values of each member of the two groups. According to Charles, Hill and Jones (2001), a corporate culture, values and beliefs are considered important elements that could develop a widely acceptable standard of behaviour that could enable the workers to achieve a company’s goal. On the other hand, designing and effective implementation of a corporate vision is very important as it provides the members of the business organization with the concept of unity in the sense that the all the members of the ‘Web Services Development Group’ and the ‘Client Software and Systems Development Group’ will officially follow a single future goals and directions. In general, setting a clear organizational vision will provide a new direction for the company’s expected cultural change. (Cummings & Worley, 2005) For this reason, upon knowing the strengths and weaknesses of each employee, Tom should carefully develop and implement a single organizational goal, culture and values for Baker Development. Promote a Learning Culture and Environment in Baker Development As part of developing a strong culture within the company, Tom should also promote the importance of learning environment. A corporate culture, values and beliefs are very important in terms of establishing a learning culture within Baker Development’s employees. In case the company has a weak organizational culture, Tom will have to go through a more difficult time implementing his newly developed strategies related to the promotion of an executive education program which highlights the learning behind the application of a standard approach to systems development. Motivate the Members of Staff in Each Group to Work Together for the Success of Baker Development To be able to motivate the staff members of Web Services Development Group’ and the ‘Client Software and Systems Development Group’ to work together towards one goal, Tom should first initiate a meeting to discuss the importance of team work needed for the business success of the Baker Development. In the process of reminding each of Baker’s employee with regards to the impact of team work in maintaining the good reputation of Baker Development as perceived by its customers as well as the reliability of the company’s overall work performance, it is possible that some of the workers would be more encouraged to exert an effort in developing a stronger and more professional working relationship. Considering the seniority of the members of the ‘Client Software and Systems Development Group’ in Baker Development, it is but normal for some of them to feel more superior as compared to the young members of the ‘Client Software and Systems Development Group’. The clashing thoughts and business practices can also be due to the differences of its employees’ age. Another possible reason behind the conflict is the presence of resistance to change. Software engineers from the ‘Client Software and Systems Development Group’ may feel threatened by the presence of the new group because of their fear of losing their importance to the company or diminishing control over the business as a result of a sudden changes within the company’s business practices. (Uris, 1964) By simply narrowing the gap between the two different groups, it will be easier for Tom to remove all the main sources of personal and political conflicts between the two groups. In general, a good leader is referring to a person with the capabilities to effectively influence other people’s attitude and behaviour of his/her team members. (Yukl, 1989) In line with this matter, Tom should develop his own leadership skills in order to enable himself to persuade Baker Development’s software engineers to work together as a team despite the conflict that is present between them. As a leader, Tom may call on one-on-one meeting so he could personally finds out the sources of misunderstanding between the two groups. Eventually, Tom should make use of his position power as he tries to influence both groups to actively participate in the business development process. To make this strategic move work, Tom must first develop a good strategy that could resolve the internal conflict between the ‘Web Services Development Group’ and the ‘Client Software and Systems Development Group’. After developing a good strategy, Tom should make effectively implement the plan which is designed to minimize the gap between both parties. For instance, Tom could invite all the software engineers from both departments to an official business dinner or an outing after office hours so as to gather these people and allow them to have sufficient time in getting to know each one of them. As an end result, the software engineers from two different departments could communicate and interact with one another for hours. Each Department has Its Own Line of Expertise with Regards to the Application of SSADM and UML Basically, the ‘Client Software and Systems Development Group’ which is headed by Chris Seymour is more knowledgeable with the use of PRINCE and SSADM whereas the ‘Web Services Development Group’ under the supervision of Pat Jenkins is more familiar with the use of UML. Since Tom’s decision of maintaining the Baker Development’s project management standards and the use of PRINCE has resulted to an increase in the turnover of staff under the ‘Web Services Development Group’, Tom should reconsider developing a new strategy to avoid losing its valued employees in the new group. First, Tom should conduct a survey among the members of the new group in order to determine what makes them unhappy working for Baker Development. Upon knowing the main cause of the sudden increase of employees who have decided to resign from the company, it will be easier for Tom to develop a solution to address the main sources of the problem. For example, since the younger staffs are more accustomed with the use of iterative approach to development with lesser need for extensive documentation whereas the older employees are used to follow a more structured approach to development which enables them to produce and maintain a level of documentation which is expected by the company’s clients from them. In line with this matter, Tom should instruct the group of Chris Seymour and Pat Jenkins to brain storm with regards to the development on integrating both techniques into a standard approach to systems development. Argument on the Strategic Recommendation for Standardization Encouraging all members of both groups to participate in the brain storming process is a good strategy since it will encourage an open communication line between the two groups. Also, allowing the members of each team to be a part of the decision-making process could increase the morale and motivation of the employees to participate in the development of the standardization plan for Baker Development. As a result, each one of them would feel as an equally important part of the company. Considering the limitations of knowledge and skills among the employees under the ‘Web Services Development Group’ and the ‘Client Software and Systems Development Group’, each employee could learn some technical matters from the personal experiences of the other employees. This will trigger the employees’ curiosity with regards to the differences in SSADM and UML. Conclusion Implementing a single organizational vision, goal, values and beliefs are necessary in making it easier for Tom to manage the internal conflicts that arises between the staff members of the ‘Web Services Development Group’ and the ‘Client Software and Systems Development Group’. Since it is difficult to integrate the technicality between the SSADM and UML method, the best way to satisfy the goal of Tom is to first remove the internal conflict that is present between the two groups. In line with removing the working barriers between the two, Tom should exert an effort in motivating the staff members in each group to work together towards one organizational goal. First, Tom must determine the root cause of the internal conflicts prior to establishing a solution to the problem. As a leader, Tom should also make sure than an open communication between the two groups is open in order to minimize possible production errors caused by lack of communication or misunderstanding. To keep the business competitive in the market, it is advisable for Tom to examine all angles that could hinder the progress of Baker Development’s performance. Another way of improving the business performance is to promote the importance of teamwork among Baker Development employees. One of the most typical problems that may result from the implementation of an organizational change is the possibility of creating the pressure of ‘resistance to change’ within the business organization. (Burke, 2002) As a good leader, Tom should never stop searching for a solution to the problem or even accept ‘resistance to change’ negatively. Instead, Tom should consider this type of internal problem as a management challenge. To solve the problem, Tom has to be creative and resourceful in finding some effective ways to counter act such resistance from the people. These two important traits could empower Tom in solving a lot of internal and/or external problems that may arise within the business organization. Normally, conflict between the employees is the main cause of stress within the workplace. Stress is one of the main factors that could negatively affect the company’s overall performance. Therefore, Tom needs to creatively solve the issue of internal conflicts in order to lessen the stress that could form a bottleneck in the operations of the organization. Upon successfully removing the internal barriers between the two groups, Tom must be able to maximize the expertise and technical knowledge of each department. In the process, he should encourage the key stakeholders of both groups to discuss the possible way of designing a standard approach to systems development which could improve the company’s business performance. By doing so, Tom could prevent the employees from having a negative impression of favouring one over the other. Since Baker Development is using two different methodologies, there is a need for Tom to implement a standardization approach in order to enhance the business performance of the company as well as maintain its good reputation with its existing customers. *** End *** References: Burke, W. (2002). Organization Change: Theory and Practice. Sage Publication. Charles, W., Hill, L., & Jones, G. R. (2001). Strategic Management. Houghton Miffin. Chikofsky, E. (1989). How to Lose Productivity with Productivity Tools. Proceedings of 3rd IFAC/IFIP Workshop (pp. 1 - 4). Indiana, U.S.: IFAC Publications. Cummings, T. G., & Worley, C. G. (2005). Organization Development and Change, 8th Ed. South-Western, USA: Thomson. Downs, E. (1992). Structured Systems Analysis and Design Method, Application and Context. Second Edition. Englwood Cliffs, NJ: Prentice Hall. Edwards, H., Thompson, J., & Smith, P. (1989). Experiences in Use of SSADM: Series of Case Studies. Part 1: First-Time Users. 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Leadership in Organizations. Englewood Cliffs, NJ: Prentice Hall. Read More