Project Management and Information Systems
Project managers can assist in the organization of information systems, which in turn can aid businesses in integrating security and infrastructural needs to facilitate business objectives. Indeed, a business user can be directly involved in the core activities of building an information system. Software development methodologies (such as agile development) are just one example of the type of means by which project managers can apply themselves to the task of organizing IS in order to benefit both IS development and the business's own infrastructure. Thus, project/IT managers can ensure that IS development projects are aligned with business strategies and goals by providing oversight, leadership, direction and integrative formulas for success. This paper will examine each of these points to show that project management, information systems development, and business organization are overlapping issues that are central to every firm's overall progress.
As Mir and Pinnington (2014) show, the utilization of a project management system by itself does not necessarily translate into project or business success. The key to the successful implementation of project management is the integration and coordination of several variables amongst which the project manager can act as director. Essentially, the issue is one in which the project manager must relate to the different factors within the organization, identify the needs, and coordinate an integrative approach to problem solving that neither isolates nor divides the various departmental aims from the overall objective of the organization (Mir, Pinnington, 2014). In this manner, the project manager oversees delivery of a comprehensive strategy that involves the business's total infrastructure in a top-down model.
Park and Lee (2014) indicate that the successful approach of the project manager towards this aim is dependent upon the application of trust, transparency and knowledge sharing within the firm. Without these variables being utilized, complexity within the company can quickly turn into complications. When knowledge is shared and trust built, communication develops and coordination naturally flows as a desired outcome. In terms of developing an information systems strategy, the project manager is capable of leading the teams involved in the process by inviting the various departmental heads to contribute their assessment of how their individuals processes are impactful, oriented, and vulnerable in the light of the business's main objectives. This type of communication allows the IS development to proceed with optimal facilitation.
A business user could thus be involved in the core activities of building an information system by providing the information it has to the IS department, focusing on the type of operations it is conducting, what it needs to have in place in terms of a backup should a system failure occur, the type of data it plans to store and secure, a list of priorities in terms of what is most essential and important to the organization's operations, and the depth of its communicative network. In this manner, the business user gives the IS department the key knowledge of how the organization flows, and with this information the IS department can work to develop a safe systems infrastructure for the company that addresses the needs of the business in a through and effective manner, while maintaining adherence to the business user's overall objectives.
Software development methodologies like agile development can be utilized to allow project management to work in tandem with the IS department for the benefit of both information systems development projects and the overall organization. Agile development is a method by which solutions are developed via a strategy of integrating cross-functional teams based upon a self-organizing principle, while promoting continual enhancement, progress, planning, and evolution of strategic thinking. The concept allows managers and team members to be adaptive and flexible in terms of responding to issues that arise throughout the process. The agile method is simply this: to promote agility among the systems development concept, with team members coordinating yet maintaining autonomy and independence within the system so that they can obtain objectives simultaneously as other members and units reach goals oriented towards their own needs and capacities (Collier, 2011).
Indeed, lightweight software development methods are advantageous to the business when compared to the heavyweight systems that were waterfall-oriented and extremely micro-managed in the past. The appeal of software development methodologies today is that they allow for freedom of operation within the various teams and dissuade micro-management. Creative opportunities are thus more likely to appear and be utilized and allow for a more agile system to appear. Customer satisfaction is one of the perks of these methods, with simplicity of operations being an overall aim and objective that both customers and businesses can approve...
Teams should also work together to negotiate key issues so everyone will interact in a smooth manner working in a "linear fashion" toward the project goals and objectives (Hansen, 103). How Threats Create A Cohesive Team Significant threats, including those imposed by war or natural disaster, often bring team members together into a cohesive unit, more so than at other times. Teams come together when faced with significant threats such as
Project Managers Oversee Virtual Project Teams in the Manufacturing Industry with Consideration for Effective Communication The researcher has taken this matter ' How Can Project Managers Oversee Virtual Project Teams in the Manufacturing Industry with Consideration for Effective Communication' since the researcher has felt there was a growing demand in project management to address this concern. Thanks to a rising global competition, today's companies are no longer limited by geographic location.
Following the discussion presented in the paragraphs here above, we may conclude that, as a risk factor, a decision made by the customer that would imply modifying the initial requirements of the projects would have direct implications in terms of time, resources and scope used on the project, mainly due to the need to relocate and rethink the original plan of the project, increasing time and human resource initially spent
If so, the project manager has the necessary tools to assess the project's progress and communicate its status and needs to others. Conclusion: Useful tools are defined for project management. Prior to initiation, there are tools for ensuring that all parties agree on the goal, the approach, the costs, the personnel, the timetable, and the "deliverables." Yet, only when these are defined and agreed upon can the project planning begin. Furthermore,
To date, little research exists on the actual costs and benefits of project management. Much of the information that exists is a product of advertising materials distributed through the project management firms. Little unbiased information regarding the value of project management exists. This research will provide an unbiased view of the benefits and costs of the project manager. Aviation managers will be able to use this information to make decisions
Project Manager vs. Product Owner What are the differences in organizational structure? TPM (Traditional Project Management practices) projects adhere to a very thorough plan which is formulated prior to doing any work on the venture. The basis of this plan is the notion that the solution or goal is explicitly defined at the outset. Aside from small deviations brought about by requests for change, the project goes along the plan, and the
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