Transitioned The Responsibility From An Outsourced It Service Delivery Model Within A Military Department

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This paper details a project that transitioned the responsibility from an outsourced IT service delivery model to an insourced delivery model within a Military Department (MilDep). The purpose is to understand why the goals of the insource service are not being met and more tactically, why IT governance is not working.
The paper will first provide description of the context of the case, the organizations, and the players (See Appendix A for list of all major players). The next major section will provide an analysis of the identified issues and relationships of the case. The conclusion section will discuss emergent patterns identified within the case, resulting lessons, and potential future research areas.
Context of
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The reorganization also transferred the majority of the responsibility for IT operations from ITPCom to CyCom. Numerous individuals performing the tasks, also moved to CyCom. The five stakeholder organizations became known as the “iron pentagon”.
In June 2013, BGen ITPCom officially reported to the Chief of the MilDep that the transition to the insourcing model was completed on schedule and further announced an overarching IT plan for the MilDep was being developed to guide the MilDep’s IT approach. The IT unification plan was unilaterally promulgated to the iron triangle several months later without opportunity to comment.
While the transition from the contractor was declared completed, the contractor continued to provide some critical services. Therefore, the MilDep’s IT processes remained immature and untested. For example, there was no full end-to-end process to obtain neither a new computer nor standardized helpdesk support. The process owner’s confidence in the ability to deliver service was low but the senior managers believed the processes would matured over time.
In 2013 with the transition completed, the transition management group was disbanded and the ITPCom senior executive assigned to lead the effort retired as planned. The five iron pentagon senior managers established an informal group to coordinate activities across the organizations. However, transition of executive and senior level managers prevented the
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