ModMeters and the IT Planning Process

the organization. The consequent strides should be refined in each segment of ModMeters to achieve their requests. The disregard IT projects, that the smothered spending plan, has actuated a decision which will require where the present spending dollars are assigned before the occasion of the advancement of existing business shapes. The correspondence could be upgraded by conforming the IT procedures inside ModMeters with the corporate

Mini Case: IT Planning at ModMeters 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

Background ModMeters is a company whose core business is all types of metering components manufacturing. They are highly specialized and had great demand for their products from a variety of customers like utility companies, Manufacturers. It was originally founded as Modern Meters and has steadily grown as the demand for metering components grow in the past century. John Johnson, CEO of ModMeters presents their strategic plans in a meeting. He wants the opinion from the IT, Marketing and sales

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

ModMeters Synopsis 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. Organization Chart Identify the Key Issues 1. CIO and CEO don’t agree on direction of company

MINI CASE: IT Planning at ModMeters Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business opportunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded. Brian mentally calculated the impact these new initiatives would have