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An Introduction to informatics in Organisations

1.Create many mile stones for the project instead of one final big one.

Case

Judith Simpson was a senior system analyst working at Georgeson Apparels Manufacturing Company. She had been entrusted with the multiple activities of ensuring system changes and coordinating troubleshooting requests for the computer systems installed in the firm – whose business accuracy and integrity depended entirely on the computer system controls and sensors. In 2001, Judith was presented with a major challenge – develop a centralized server for Georgesons that would enable integrated computing through a central server resulting in minimized duplication of data, no redundancy and efficient utilization of resources (Clare & Stutely, 1995).

Being naturally experienced in projects of this type, she took the challenge as lightly as she could and made the biggest mistake of her career – she drafted a final milestone instead of regular deliverables at intervals. Though seemingly insignificant, Judith realized her mistake when the management began inquiring into the status of the project. At any given time, she hardly had any clue as to how much “percentage” of the project had been completed.

Being experienced she knew how to get her way through the traditional approaches of Systems development. However, the problem lay beyond that – the absence of several regular milestones meant that there was little direction or control as to the direction in which the project moved. Without any reports or deliverables her convincing powers to the management that the project was going well decreased. Gradually, since the project was large, she began to get de-motivated after constant nagging from the senior management on her carelessness in managing the project and her inability to handle the project.

Eventually, Steven Mayson was called to the rescue. Having an equal number of years’ experience as Judith, he was called in fortunately to assist Martha, not to replace her. Upon discussing with him the issues, Martha realized that the project had kicked off well but the lack of deliverables and short term goals had turned it into a soup without any distinctive completion levels.

After mutual advice and discussion, Judith and Steven re-planned the project and devised it into a set of deliverables from the time they started the project till its end. Since only a month had elapsed in the project when Steven had come (the project duration was thirteen months), there was still ample time to re-collect on the first months deliverables – most of the work had been done but not documented formally for presentation (Beynon_Davies, 2002).

Eventually the project was completed 15 days earlier with management satisfaction resting on both Judith and Stevens work due to the immense amount of organization and planning exhibited throughout the project duration.

2.Keep the senior management well informed at each stage project.

Case

Jeffersons Inc. a leading brokerage house knew from the very beginning that a business system it required would need much more than the traditional Systems Development Life Cycle approach to build (Chaffey & Wood, 2005). Employing Martha Merilyn as a senior information systems analyst meant half of the job was done – the other half was building the system and implementing it. Being an exceptionally bright student at school, the management knew that she would understand the dexterity of the task at hand and would be having a perfect solution almost as soon as she was done with the fieldwork analysis.

Undertaking the task with confidence and setting up the project management plan, Martha was sure that she would be doing a great job once again as she had done in her career for the past decade (Buddy, Boonstra & Kennedy, 2005). However, deciding top bypass the senior management and not providing to them information about the progress of the project was altogether another problem that Martha thought would not be significant. It, on the other hand, turned out to be a major problem.

 References

Beynon-Davies, P. (2002). Information Systems: An Introduction to informatics in Organisations. Edinburgh: Palgrave MacMillan.

Boddy, D., Boonstra, A., & Kennedy, G. (2005). Managing Information Systems: An Organisational Perspective. 2nd ed. London: Financial Times/Prentice Hall.

Chaffey, D., & Wood, S. (2005). Business Information Management, Improving Performance Using Information Systems. London: Financial Times/Prentice Hall.

Clare, C., & Stuteley, G. (1995). Information Systems: Strategy to Design.

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