MIS7000 Field Study Pt. 2JamalMcClendonWrightState University TheInformation Technology (IT) organizational chart is an organizational chartthat shows the chain of command from the bottom up to the CIO. Theorganizational chart is important because it shows the breakdown of command andresponsibility within an organizations IT. The links everything togetherforming one unified body to work as a whole. At Wilmington College, we do nothave a CIO.
My boss’s title is Director of Information Technology andEnterprise Systems. But non-the less, she reports to our Vice President (VP) forBusiness and Finance. Our VP then reports to the president of the college whothen reports to the board. TheIT planning process at Wilmington College is very informal.
Informal in thisinstance is implying that someone comes up with an idea of a project that needscompleted that individual will come up with the plan of everything that needsto be done. Once they have the plan they begin research, buying equipment,analyzing how much down time there will be on the network etc. Once that hasbeen completed that is the extent of the project planning. This is not the mostpractical or the best way to go about project planning for IT professionals. Accordingto William Duncan in “Project Management Journal” any project should have threebasic management processes to insure the project is ran smoothly: · Planning-devising a workable scheme toaccomplish an objective· Executing-carrying out the plan· Controlling—measuring progress and takingcorrective action when necessaryAt Wilmington College, there is nostructure when it comes to project management and it becomes difficult forprojects to be accomplished.
Allprojects that going to occur has to be on the drawing table a year in advanceso that it can be put in the budget for the following year. All of IT’s budgetcomes from the colleges general fund paid by the student’s tuition that is thengiven out by the business office and board of trustees. Each VP from theirdepartment submits their budget to the president the president presents it tothe board. The board approves or makes changes. From there the College and eachdepartment has its budget to function from July 1st to June 30th.From that budget, IT plans projects. Projectsare evaluated at Wilmington by, checking in on progress. No goals are setexcept for a deadline.
In between start and finish is only checkups. This iswhy it is difficult to accomplish goals and projects. If I were the CIOor in this case “Director of IT” mainly the organizational structure would haveto change along with the project management. The reason why I would change the organizationalstructure is because currently the work load and the chain of command is notclear and is not defined. Because of this, projects drop off along withprojects dropping off, there is a loss of communication. If roles were Clearydefined and job descriptions were clear there would be less miscommunicationand more projects and task could be accomplished. Once the roles andchain of command has been established then I can begin to implement a morestandard way of project planning. For example, according to Grover S.
Kearns& Rajiv Sabherwal (2014): “Results from asurvey of 274 senior information officers indicate that organizational emphasison knowledge management and centralization of IT decisions affect top managers’knowledge of IT, which facilitates business managers’ participation instrategic IT planning and IT managers’ participation in business planning, andboth of these planning behaviors affect business-IT strategic alignment.”From their statement, they stressand show the importance of management and project management skills. Withoutthese skills, it is very difficult for the impanation and planning of projectsto be accomplished.
Without these skills the strategy and also the alignment ofIT within IT itself and with the rest of the organization. Thistransformation is not major transformation. All it takes for this change tohappen would be break old habits. And get out of the mindset of “this is how wehave always done it”.
Once you break old habits the transitions of newimplantations and new rules can flow throughout the organization. Wilmingtoncan manage such a change because they have made such changes before when theimplemented and brought in an Associate VP of Information Technology.Wilmington’s IT can handle this change they just need the guidance and proveand some validity. Theresources that are needed for this implantation are strategies and a plan. Themain resource is the knowledge. If the knowledge of IT organization is sharedwith the department and the knowledge of project planning the department canmove into a new era of management and project planning.
With this knowledge,more projects will be completed. Projects will get completed in a timely mannerand also, projects won’t be left undone. But this knowledge needs to be sharedwith everyone. One person should not have this knowledge. Afterthis change, my ideal IT organization will follow the basic IT organizationchain of command chart.
This change also, will help a small IT department. Morteza Ghobakhloo , Tang Sai Hong , MohammadSadegh Sabouri and Norzima Zulkifliconducted a study in, “Strategies for Successful Information TechnologyAdoption in Small and Medium-sized Enterprises” proposing that “The proposedmodel of effective IT adoption is believed to provide managers, vendors,consultants and governments with a practical synopsis of the IT adoptionprocess in SMEs, which will in turn assist them to be successful with ITinstitutionalization within these businesses” (Ghobakhloo 1). Furthermore,enhancing and supporting that the IT model and organization can in fact workwith smaller business or as it refered to, “Small and Medium-sized Enterprises”.Once this change has happened everyone will adopt this new mindset and continuecarrying out the new “this is how it has always been done” mindset. Works CitedDuncan, W. R.
(1993). The process of project management. ProjectManagement Journal, 24(3), 5–10.Ghobakhloo, M.
, Hong, T. S., Sabouri, M. S., & Zulkifli, N. (2012).Strategies for SuccessfulInformation Technology Adoption in Small andMedium-sized Enterprises.
Information, 3, 36-67. RetrievedSeptember 24, 2017, from www.mdpi.com/journal/information.Kearns, G. S., & Sabherwal, R.
(2006). Strategic Alignment BetweenBusiness and InformationTechnology. Journal of ManagementInformation Systems, 23(3), 129-162. Retrieved September 24,2017, from http://www.tandfonline.com/doi/abs/10.2753/MIS0742-1222230306