7000 Field Study Pt. 2


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State University































Information Technology (IT) organizational chart is an organizational chart
that shows the chain of command from the bottom up to the CIO. The
organizational chart is important because it shows the breakdown of command and
responsibility within an organizations IT. The links everything together
forming one unified body to work as a whole. At Wilmington College, we do not
have a CIO. My boss’s title is Director of Information Technology and
Enterprise Systems. But non-the less, she reports to our Vice President (VP) for
Business and Finance. Our VP then reports to the president of the college who
then reports to the board.

IT planning process at Wilmington College is very informal. Informal in this
instance is implying that someone comes up with an idea of a project that needs
completed that individual will come up with the plan of everything that needs
to 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 has
been completed that is the extent of the project planning. This is not the most
practical or the best way to go about project planning for IT professionals. According
to William Duncan in “Project Management Journal” any project should have three
basic management processes to insure the project is ran smoothly:

Planning-devising a workable scheme to
accomplish an objective

Executing-carrying out the plan

Controlling—measuring progress and taking
corrective action when necessary

At Wilmington College, there is no
structure when it comes to project management and it becomes difficult for
projects to be accomplished.

projects that going to occur has to be on the drawing table a year in advance
so that it can be put in the budget for the following year. All of IT’s budget
comes from the colleges general fund paid by the student’s tuition that is then
given out by the business office and board of trustees. Each VP from their
department submits their budget to the president the president presents it to
the board. The board approves or makes changes. From there the College and each
department has its budget to function from July 1st to June 30th.
From that budget, IT plans projects.

are evaluated at Wilmington by, checking in on progress. No goals are set
except for a deadline. In between start and finish is only checkups. This is
why it is difficult to accomplish goals and projects.

If I were the CIO
or in this case “Director of IT” mainly the organizational structure would have
to change along with the project management. The reason why I would change the organizational
structure is because currently the work load and the chain of command is not
clear and is not defined. Because of this, projects drop off along with
projects dropping off, there is a loss of communication. If roles were Cleary
defined and job descriptions were clear there would be less miscommunication
and more projects and task could be accomplished.

Once the roles and
chain of command has been established then I can begin to implement a more
standard way of project planning. For example, according to Grover S. Kearns
& Rajiv Sabherwal (2014):


“Results from a
survey of 274 senior information officers indicate that organizational emphasis
on knowledge management and centralization of IT decisions affect top managers’
knowledge of IT, which facilitates business managers’ participation in
strategic IT planning and IT managers’ participation in business planning, and
both of these planning behaviors affect business-IT strategic alignment.”

From their statement, they stress
and show the importance of management and project management skills. Without
these skills, it is very difficult for the impanation and planning of projects
to be accomplished. Without these skills the strategy and also the alignment of
IT within IT itself and with the rest of the organization.

transformation is not major transformation. All it takes for this change to
happen would be break old habits. And get out of the mindset of “this is how we
have always done it”. Once you break old habits the transitions of new
implantations and new rules can flow throughout the organization. Wilmington
can manage such a change because they have made such changes before when the
implemented and brought in an Associate VP of Information Technology.
Wilmington’s IT can handle this change they just need the guidance and prove
and some validity.

resources that are needed for this implantation are strategies and a plan. The
main resource is the knowledge. If the knowledge of IT organization is shared
with the department and the knowledge of project planning the department can
move into a new era of management and project planning. With this knowledge,
more projects will be completed. Projects will get completed in a timely manner
and also, projects won’t be left undone. But this knowledge needs to be shared
with everyone. One person should not have this knowledge.

this change, my ideal IT organization will follow the basic IT organization
chain of command chart. This change also, will help a small IT department. Morteza Ghobakhloo , Tang Sai Hong , Mohammad
Sadegh Sabouri  and Norzima Zulkifli
conducted a study in, “Strategies for Successful Information Technology
Adoption in Small and Medium-sized Enterprises” proposing that “The proposed
model of effective IT adoption is believed to provide managers, vendors,
consultants and governments with a practical synopsis of the IT adoption
process in SMEs, which will in turn assist them to be successful with IT
institutionalization within these businesses” (Ghobakhloo 1). Furthermore,
enhancing and supporting that the IT model and organization can in fact work
with smaller business or as it refered to, “Small and Medium-sized Enterprises”.
Once this change has happened everyone will adopt this new mindset and continue
carrying out the new “this is how it has always been done” mindset.

















Works Cited

Duncan, W. R. (1993). The process of project management. Project
Management Journal, 24(3),


Ghobakhloo, M., Hong, T. S., Sabouri, M. S., & Zulkifli, N. (2012).
Strategies for Successful

Information Technology Adoption in Small and
Medium-sized Enterprises. Information, 3, 36-67. Retrieved
September 24, 2017, from www.mdpi.com/journal/information.

Kearns, G. S., & Sabherwal, R. (2006). Strategic Alignment Between
Business and Information

Technology. Journal of Management
Information Systems, 23(3), 129-162. Retrieved September 24,
2017, from http://www.tandfonline.com/doi/abs/10.2753/MIS0742-1222230306














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