John Ottersbach Info I-303 Organizational Informatics June 10, 2009 Project # 2 This is the project report from evaluating the ModMeters mini-case (Textbook pages 55-57) 1. Synopsis This case is about a company at the very beginning of some huge expansion initiatives. A feasibility analysis from all departments is just starting to get under way. We will be looking at IT’s role in the analysis, which will include all department’s participation. The departmental executives meet to take account of their current budget needs and to see what departmental initiatives to be instituted to adopt the new strategic plans. 2. Key Issues 1. The company has grown before do meet demand. 2. Strategic initiative 1: Go from North …show more content…
Develop an IT planning process for ModMeters to accomplish the demands as set out above. ModMeters is suggesting a major shift in its growing plans. Shifting from meeting demand it is looking to expand operations and create new markets. These aggressive plans will rely heavily on IT to pave the way and aid in the ventures. IT and business heads have met to develop a planning process that will look at the organizations conversion process and outputs. New markets and expanding operations will take time to develop and require significant investments. This new business model will provide an opportunity to get the IT planning process right and make sure it is dynamic enough to work with the overall business. In order to leverage IT for the benefit of the whole organization enterprise architecture must be developed to oversee IT strategy. Centralizing IT strategy at the start of the new business strategies will be important to make sure IT and business are working together with common goals that deliver the most value. The following steps are to be completed within each department: 1. Complete a SWOT analysis with a focus on IT core competences. 2. Survey business employees on what technologies they use and how they utilize them. 3. From within the business locate key workers that are capable of becoming account managers. Their initial focus is on understanding how the department uses technology
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Firstly, planning stage should discover what new technologies each employees of the organization utilizes as a part of their IT sectors. A quick survey should be possible to gather the information about what technology devices which best suits them and give them the most advantage. Processes that are less useful can be dropped or enhanced for efficiency.
In the “Mini Case Study: IT Planning at ModMeters”, it is clear that the communication skills between the business managers and the IT managers were in need of improvement. IT planning is a method used to form clear objectives for IT organizations that connect directly back to the enterprise’s strategic business goals (“IT planning”, 2014). IT strategic planning assists in directing the business strategy, based on IT capabilities and opportunities and determines IT’s role in delivering the business strategy. There is a clear lack of communication and individual opinions on taking ModMeters global. Although CEO John Johnson and other high leveled corporate employees believed the idea was promising and seemed to look good on paper, Brian Smith, CIO of ModMeters had different thoughts on the expansion. Brian Smith knew that although the new initiatives were theoretically doable; however with such tight resources including people, time, and money, he knew that finding the means to support two new strategic initiatives was nearly impossible (McKeen, J.D., & Smith, H.A., 2012, p. 69). There seemed to be a major lack of communication when planning the new initiatives and the miscalculation of funds to do it successfully.
Architecture must be developed in order to oversee IT strategy to benefit the whole organizational enterprise. Centralizing IT strategy at the start of the new business strategies will be important to make sure IT and business are working together with common goals that deliver the most value. The following steps are to be completed within each department:
Developing an IT Strategy for Meadow Hills Hospital would likely revolve around bolstering the clinical side of IT. An IT Strategy would assist the organization in knowing how and where to invest the money stored in their reserves. This can also ensure that their IT goals are in line with their overall organization goals. As they are currently organized, IT reports up to the CFO. This is a formula to ensure that IT goals
“The outcome of the research phase is not only consensus about the facts of the organization and its environment; it also gives focus to the next step, that of formulating the organization’s vision for itself” (Berman, 2006, p. 70). Organizational mandates and the type of stakeholders that need to be engaged are often identified prior to developing mission, vision and values. Once an understanding of mandates and stakeholders are clear, then the design phase can continue. The MDHHS strategic planning team and its designated stakeholders develop statements to describe what the department does and why it exists, decides upon principles and beliefs that will guide the continued work of the department, and a statement of the ideal future state based on the work the department intends to do (mission, vision, values, respectively). In addition, the information collected in the research phase is compiled and assessed and any additional data needs are identified and summarized. Organizational strengths and weaknesses and external opportunities and threats (SWOT) or challenges (SWOC) are identified in this phase (Berman, 2006, p. 71).
More advantages of having an enterprise architecture include improved decision making, improved adaptability to changing demands or market conditions, elimination of inefficient and redundant processes, optimization of the use of organizational assets, and minimization of employee turnover (Rouse, 2015). The cost-savings, business improvement, new customer segments and major new competitive strategies can bring significant return on investment (ROI) utilizing the enterprise architecture program. The strategic planning process which converts a business vision and strategy into an effective enterprise change is the goal of enterprise architecture program (McGovern, Ambler, Stevens, Linn, 2004).
McKeen, James D; Smith, Heather (2012). IT strategy: Issues and practices (2nd ed.). Boston: Prentice Hall. Kindle Edition.
Enterprise Architecture is an all-inclusive approach to managing the complexity of IT from a business viewpoint. A framework is used to help describe how to create and use an EA, in a manner that delivers business benefit in a cost - effective way. Each framework has a different approach to adding value to the business. These criteria will identify the ways an enterprise architecture framework adds business value, how adaptability and flexibility effect the overall adoption of an enterprise architecture framework, how the deliverables contribute to the success of an enterprise architecture, how does each framework take a strategic approach to reduce complexity of enterprise architecture, and how the framework encompasses the Software Development Lifecycle.
When the CEO launches two new strategic initiatives requiring integration across all business units, the organization – whose IT decisions have been largely delegated to its business units in proportion to their revenue generating capacity – now faces the dilemma of how to prioritize its IT projects in order to support the new strategic “enterprise” vision.
Alignment of an enterprise’s goals with its IT1 and IS1 systems has been a challenge ever since IT became a business enabler. Proposing an IT alignment requires a thorough understanding of the business goals of the enterprise and the knowledge that alignment is an iterative process which requires constant measurement and honing (Chan, 2002). Enterprises often face the problem of balance of priorities between IT and Business objectives. This report deals with one such case that faced alignment and prioritization hardships resulting in an unclear approach to achieve a corporate strategy.
SWOT analysis basically entails identifying and outlining the organization’s strong attributes that are helpful to achieving the objectives(strengths); weak attributes of the organization that are harmful to achieving its objectives (weaknesses); external opportune conditions that are helpful to achieving the organization’s objectives (Opportunities); external conditions that are harmful to achieving the organizations objectives(threats). Basically the organization identifies and strategizes on how to use each strength, stop each weakness, exploit each opportunity and defend itself against each threat in order to maximally achieve their objectives.
Frenzel (2004) claimed that to be successful, a firm’s IT management team must take action on the following critical areas: business management issues; strategic and competitive issues; planning and implementation concerns; and operational items. If for any reason, the organisation experiences difficulties in the above areas, the manager will need to set goals and objectives to overcome and prevent these issues.