Who Else Should Have Been Involved In The Right Decision-Making Process?

The challenge is some of the past development work was done by a consultant. We have option to scale the current work which is not an industry standard and end up paying more money and band aids fixes or develop a new program that we can design and manage for our future growth knowing future growth is inevitable. The risk of continuing the current information system program is low for now, but it will be a major replacement issue for the future growth that could cost the company millions and lost business opportunities. Developing a new information system program is a risky choice from time

Grand Hospital needs to review the contract with the current HIS vendor to see if these programs can be upgraded or integrated with the new programs requested by Grand Hospital leadership. Grand Hospital’s current system may not be able to interoperate with other systems, requiring a total HIS replacement. While this transition may be initially

Computer Business Consulting is a new company in formation that will provide a complete service the consultancy in computer information system and projects managements. The company functions will be services tutoring, training and documentation of systems and/or processes design, installation and maintenance of e-commerce functions for small business market. Computer Business Consulting also intends to evaluate the accomplishment of each customer and follow up to make changes to improve the

The system champion will be responsible for leading the team and that particular team will come together and determine the expectations of the project while creating a project plan. The assembled team must get a list together of goals needed to accomplish within the new system and access the way these goals are going to be accomplished. The goal of the information system is to process and store data while keeping information safe and secure for the organization and within this process the important goals need to be understood by all members of the team, and implemented within the system. There are surveys given to the implementation team, and staff members so that the goals are identified by the importance it holds and will play within the process. Once the goals are determined the team is ready to find a vendor who fits the requirements by creating a list of all vendors to send a request for a proposal to the chosen vendors. The only time an organization accepts a request from the chosen vendors is when and if they are willing to do a demonstration for the staff and team members on the site. This on-site demonstration will help the staff to have a better understanding of the system while making an informed decision based on the information presented. This demonstration will also help the implementation team decide which vendor produces the better system while meeting the

IM/IT governance helps the organization make business decisions more accurately and in a timelier manner (Glandon, Smaltz, Slovensky, 2008). In order to complete this, five general guidelines were created. They are as follows: Develop a consistent IT strategy, Align IT Planning with Organizational Planning, Develop IT Infrastructure, Architecture and Policies, Set IT Project

The main stakeholders involved with this project will include the following departments and personnel. The Finance and Accounting division will participate in the organizing the General Ledgers and monthly income statements. The Sales, Marketing and Inventory divisions will participate in communicating the needs and processes of ordering, material supply, and product delivery. The IT department will make recommendations based on department needs and corporate demands to improve eficientcy and advance the current computing

Similar to Cisco and Tektronix, the previous legacy CRM systems in Cigna were independent of each other and outdated. The CIO was keen to improve the efficiency of the business operation through IT and to consolidate the system plans through developing them internally. Cigna needed to move IT into the turnaround mode in order to meet customer and legal demands. As such, there was a need for an IT governance structure to ensure broad based, multi-level participation by all stakeholders in IT Governance (Rau, 2004), the selected roles and responsibilities within and external to IT & the relationship amongst these components. No such governance council was established in Cigna which would seem to have resulted in all IT related decisions falling onto the shoulders of the CIO without having additional support of other senior managers. In addition, without the IT council being in place, it did not seem to be asked as to whether or not the CIO had the experience to handle such a project. Based on the fact that she was an internal recruit, it is unlikely that she had previous experience as IT lead on such a project. There were unrealistic expectations placed on the IT department by senior management

In finding a system that was appropriate for City Hospital, there was a group of 13 team members of various levels, there were people selected from (5) representatives from senior management, The CEO the Operations person, the CFO, IT and a Project manager (1) board members (1) physician from the hospital and (1) physician representing the clinics, there were (3) nurses one from the hospital and (2) nurses representing the clinics. This group was selected to gather information, thoughts and feedback about Electronic Medical Record’s system that would

The case about Bombardier and the implementation in a large scale of an ERP system explains the different steps taken by this organization in order to successfully implement and execute this system. Team #3 in their presentation made special mention to the IT Governance and explained trough the presentation how this element allows the managers from Bombardier to bridge the gap between control requirements, technical issues and business risks within the organization. Moreover, when the project went live, the continuous monitoring of the process involve in the system and the comparison of actual results with the ones planned are the perfect examples of a proper application of IT Governance by Bombardier. Also, during the post-implementation considerations

Corporations have realized that they need a CIO to oversee the application of technology to internal operations. This has included computer systems for accounting, billing, telephony, security, and a host of other functions. The CIO is the executive technologist and is often called upon to support manufacturing computerization, the purchase of computer aided design packages, and strategic decisions for injecting technology into products.

This review entails assessing the principal risks factors that are involved in Information System Projects and how they can be managed. Particular reference will be made to the case of FoxMeyer, a Healthcare facility which is a large drug wholesaler in the United States that had failed in implementing its Information System.

It is interesting to see that both you and Christina so far used the AHP method to analyze the choices available. I didn’t use the method in my evaluation, but came up with very similar results. In addition, I mentioned that the Ergonomics’ business strategy was not disclosed, which made the decision process even more difficult to explore.

The Chief Information Officer (CIO) is a key part of a business that utilizes technology and data. A CIO is part of the Executive team and needs to be knowledgeable about the industry but also have great project management skills and business skills. CIO’s must keep adapting to industry trends so they can decrease the chance of error. Another key part of that business is the information technology managers that are accountable for the IT services and there IT support people, by using critical thinking and researching strategies to achieve the business goals. IT managers directly report to the CIO and keep him informed and what is needed in all the departments.

Chesapeake IT Consultants has experienced several years of success as a successful small IT business firm. It acquires most of its business through contract bidding and some through referrals. It currently seeks to expand its customer base due to large incoming contracts in the near future. Current troubles with the company include incorporating technology into their hiring process as a way of revamping the current initiative. The current department will be unable to support the incoming wave of applicants, many people working within the company support the new hiring initiative. During this case study, a consult will be conducted within Chesapeake IT, and an in-depth

Despite the expansion enjoyed by the company, the management anticipates that CS does not have necessary infrastructure to support growth in the next three years. The present communication and information system within the company cannot keep pace with the rapid growth. To address the problem, Board of Director agrees that IT Development Department (ITDD), Roger Clarkson, should be responsible for the three years