Information Technology Project Management

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Running head: INFORMATION SYSTEMS CHALLENGES 1

Information Systems Challenges 2

Overview

Nowadays, much organizational success is depending on the integration of information systems and information technology. Business owners need to know any single detail about changes in technology as well as market trends. Information systems and project management share a wide range of functions in everyday transactions. For instance, recording, analyzing, presenting, and reporting is one of the aspects of information systems that can be utilized by project managers to identify the status of the project under consideration. Through this data manipulation techniques of information systems, the project manager can get an update of the project which is being developed, and he/she can give directives to the supervisors based on the data updated simply through the help of information systems

Challenges of project management in Software development

Developing software is usually faced with numerous challenges that project managers find overwhelming most of the time. When complex processes are being executed, strategic challenges are encounter due to a lack of pre-testing of software. In the long run, the organization ends up developing low-quality software to its customers and deliver during the last minutes. These managerial problems result in delays, which is not acceptable for business success

Problem definition

According to the dynamics in today's business, supervisors are required to make quick and concrete decisions about the market's complexity and allocate the right amount of resources to meet the market's demand and supply. Due to the lack of resources, most of the organization faces challenges in managing information systems project. Furthermore, some of the information systems based organization managers encounter a wide range of difficulties if simultaneous projects are being run at the time and managed by the same manager. Significantly, the project's complexity and milestone deliverables can be a daunting problem, which can confuse the middle of the project. Each project is supposed to run independently, but due to reduced resources, two projects are combined with cutting off production cost, which in the long run brings interaction between two tasks, causing challenges due to interdependence. As a result, managers end up making irrational decisions because of the data on his/her disposal. Some projects come with many uncertainties, complexities, and too many activities involving a single project. Therefore, project management encompasses planning a project, coordination, and controlling until the final deliverable can be achieved (Caniëls & Bakers, 2012)

Solution

As we advance in all aspects of technology, the more challenges we are likely to face along the way. Even affect early and proper planning before starting a project, project managers will still have to encounter different challenges with the other project. Knowing how to go about these projects will significantly help the organization and oneself as a project manager. Therefore, project managers have obligations to identify these problems. To solve some of the common problems, the manager will be required to have the strength to accept mid-project adjustments. Besides, all the team lead by the manager must be in a position to embrace such changes. The project manager's responsibility is to plan his project team well for the unexpected, especially projects with long time frames. The project manager needs to be transparent right from the start to the end of the project. By doing so, the team will ensure there well no questionable deliverable at all. (Caniëls & Bakers, 2012)

Good communication between employees and customers is crucial for giving a company an undefeatable competitive edge in every organization. Good communication builds confidence between the project manager and the team members. One of the most significant challenges is managing the one information technology team working on the project but being indifferent rental locations. Therefore, the project manager should be in a position to manage all undertakings during project development. Similarly, the project manager is expected to collaborate with stakeholders who are in remote areas. This crucial activity will help the project manager to have engaged with stakeholders and the status of the project evaluated against the expected product. Also, project managers need to have experience taking through the project from the start to the end. Knowledgeable managers will have the ability to handle pressure from all corners of the organization and the right decision making routines.

Deliverables and success criteria

The following deliverables and success criteria will have to be tested and defined to ascertain that problem was completely solved. Furthermore, project success is composed of features that are supposed to be complete to declare it victorious. For these particular problems, the solution will ensure that good communication is practiced to overcome the challenges of information systems. Besides, managers will be forced to embrace dynamic changes during project development. Also, project managers and information systems team members must have the necessary experience, training, and management abilities to handle challenges and tight schedules.

Approach

For this particular problem, the critical path section will allow project managers to allocate resources depending on the priority. The approach will be ensuring that most of the organization's an investment, and team members are assigned to the most demanding project, which will reduce confusion and late deliveries. The project manager will have ample time while managing concurrent tasks. The advantage of this approach is that the project manager can reschedule projects to cut off the cost of running projects with deferring scope.

References

Caniëls, M. C., & Bakens, R. J. (2012). The effects of Project Management Information Systems on decision making in a multi-project environment. International Journal of Project Management, 30(2), 162-175. doi:10.1016/j.ijproman.2011.05.005