itm 501 case 5
itm 501 case 5
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Date Created: 11/15/15
Running head: FATAL OR NEARFATAL FLAWS IN THE EOC DOCUMENT 1 TUI UNIVERSITY Excedric T. Mattox Module 4 CA ITM 501 Management of Information Systems and Business Strategies DR. James Walter Marion March 23, 2011 Running head: FATAL OR NEARFATAL FLAWS IN THE EOC DOCUMENT 2 Abstract The following paper will analyze the Enterprise Architecture Organizational Readiness and Change Management document for its fatal flaws and its nearfatal flaws. Descriptions will be given and comments on each section of the Enterprise Architecture Organizational Readiness and Change Management document. It will be shown that plans always look good on paper, but not always in action. Running head: FATAL OR NEARFATAL FLAWS IN THE EOC DOCUMENT 3 Fatal or NearFatal Flaws on the EOC Document, Given What I Now Know about Organizational Information Management The Enterprise Architecture Organizational Readiness and Change Management document has a wealth of knowledge for the steps to follow given the culture of the organization is a progressive one. Not all managers are leaders in the change of a company. The facets of an organization should all fit together, but more times than not, they do not. To begin with, the EOC requires that a “buyin” should exist from all user groups. It has been my experience that this is not always true. Some companies have what I call island departments. The manager is at the head of the island and he tells everyone what to do. There is not interaction of ideas. Sponsor Commitment The enterprise architecture program has to have full commitment from the executive sponsor which would be the CIO for the IT department. The head of the departments do not usually validate the business goals personally. They usually delegate it to the department managers. Once all the managers collect the information, then the CIO validates it. Communication Communication is the prime key to a successful changeover, but I have not seen the kind of communication needed to make that happen. This is one of the reasons there are so many problems and issues whenever a plan has to be developed. Many companies pass the buck from the top executive down to the middle manager. This leads the company to see a dysfunctional hierarchy and makes for disruptive collaboration. Most times the managers of the department think they are deputize executives for the length of time the conversion or implementation of the changes take place. Transition Roles and Responsibilities Running head: FATAL OR NEARFATAL FLAWS IN THE EOC DOCUMENT 4 The direction the company should take should be written and explained across the company. “The most unambiguous of organizational change management is the unknown about changes in future roles and responsibilities” (Enterprise Architecture Center 2010). Most times this does not occur. It looks nice on paper, but what actually happens is the power goes to the heads of those who are involved. Companies created “action teams” and there is not living with the people who get appointed to that team. My experience with the most recent action team was for a bank. The action team was comprised of eight people – it should have been an odd number as it makes for better completion of decisions. The purpose at this point of the EOC is to set up an active feedback channel within all levels to gather and analyze the effect of communication within your organization. I have not seen this in several companies. The answer to that may be that the really large corporations need to touch all levels because they are so large. Many small town companies think it is enough to have one person in charge or one team and everyone has to listen to them. Above all else, communication is the most important. The action team I was referring to only communicate in a quarterly newsletter to the company. There were no two way conversations and when the members were not in the meeting, they were not available for comment on anything about the changes. Communication Technology Centralized; Information Technology Decentralized The Distinct Efforts of Information Technology and Communication Technology on Firm Organization declares assumptions as follows: (Bloom, N., et al. 2010) 1) Production requires time and money. 2) Knowledge acquisition is costly. 3) Knowledge can be communicated. Running head: FATAL OR NEARFATAL FLAWS IN THE EOC DOCUMENT 5 Training The downfall of many changeovers is lack of communication and lack of training. Many businesses have a great handle on the idea that if the employee is not trained then the employee cannot help the customer. Training is extremely important in large corporations, but in the smaller organizations that I have seen changes being made, the lower level employee was thrown into learning the new changes in the hardware or software onthejob. One case I witnesses, pushed out the changes to the software, but the tellers at the bank could not help any customers because they didn’t know what any of the changes were. There was not pretraining for them. Feedback “Constant feedback is necessary for monitoring the progress and effects of change” (Enterprise Architecture Center 2010). Feedback should be documented, responded to, and then shared. They are the three rules to a successful conversion. Feedback should not be onesided. Leadership Center of Excellence If done properly with educated people, the EOC plan is worth its weight. When it is created, implemented, and then fails, the company needs to look to the middle managers or the “action team” for answers. The focus is on the core technology operations. The roles and responsibilities of each focus are there. Some leaders are excellent and are able to empower those in the company culture to work together and become something even more successful than before. My experience with the bank showed that the CEO was a “lame duck” and the CIO was no better. Examples of the failure were new terminals not working, new validators for checks not working, new software that no one was trained on, customer impatience with the tellers while Running head: FATAL OR NEARFATAL FLAWS IN THE EOC DOCUMENT 6 they were learning how to us the system and the new equipment. It was a fiasco at best, but no one could tell the micromanaging manager who felt he was the “executiveincharge”. Risk management had no idea what the security levels were on the system and as a result of that, each day tellers were faced with complications of completing a transaction. The business specialists over the tellers and loan personnel finally told the owner that they were not going to use the system until it was right and until everyone it touches was trained. The manager who thought he was in charge had no education past high school and had no other experience in the industry or any industry for that matter. Conclusion The conclusion to this material is that it is good to have a plan in place. It needs to be discussion with the general public, not just among the “action team” members. In addition, no changes should be made until a test site is created and the groups get to try the software and hardware for functionality. There needs to be more than one “action team” and the business type has to be considered as far as how to implement the changes and what path to go down to do that. Feedback from all is what really needs to be done. Every plan needs tailoring and every play need education and training in the changes for the future. Running head: FATAL OR NEARFATAL FLAWS IN THE EOC DOCUMENT 7 References Bloom, N., Garicano, L., Sadun, R., & Van Reenen, J. (2010). The distinct effects of Information Technology and Communciation Technology on Firm Organirzation. Harvard Business School. Retrieved from http://www.hbs.edu/research/pdf/11023.pdf Enterprise Architecture Center (2010) Enterprise Architecture Organizational Readiness and Change Management. Retrieved November 25, 2010, from http://www.enterprisearchitecturecenter.com/enterprisearchitecturegovernance.html Hayles, R.A., (2007) Planning and Executing IT Strategy. IT Professional Magazine. Sep/Oct. 9(5):1220. Retrieved November 25, 2010, from http://proquest.umi.com.lb proxy6.touro.edu/pqdweb? did=1382579171&sid=1&Fmt=6&clientId=29440&RQT=309&VName=PQD Nobel, C. (2010) How IT Shapes TopDown and BottomUp Decision Making. Working Knowledge: Harvard Business School. November 1. Retrieved November 25, 2010, from http://hbswk.hbs.edu/item/6504.html?wknews=110110
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