IT Business Process Management: What You Need to Know

Leveraging Technology 

A. Explain how leveraging an IS (Information System) solution can help Soliel Panel Distribution achieve operational efficiency 

An efficient Information System Soliel Panel can effectively maximize on its overall operations. As per the case study, the company was facing challenges when it came to recruiting the best talent to aid in its expansion mandate within the Solar panels market. An efficient Information System can effectively tackle the orientation of new employees and the evaluation of potential employees being of chief concern. 

By putting in place the IS, the company can achieve automation. An automated HR system will ensure employee data is gathered and analyzed appropriately (Skidmore & Eva, 2004). Additionally, the elimination of manual efforts will go a long way in addressing time constraints and within the HR department in general. Additionally, communication with relevant departments at Soliel will be enhanced in regards to the recruits and their capabilities. 

Standardization is another element that is achieved through the leveraging of the IS put in place by the entity. The standardization is key to ensuring the core basics of the organization are appreciated objectively. The practices put in place are equally respected in making the organization's employees more efficient and more attune with the organization's goal of scaling up and growth. 

Visibility is the next efficiency which is achieved through the IS system in place. With heightened visibility, the management can easily monitor various functions of the organization as well as personnel with a focus on how best to achieve efficiency (Skidmore & Eva, 2004). The visibility is fundamental for many stakeholders who desire strategy and focused leadership. By consolidating all data ports, the management can achieve transparency but also enhance the productivity of the employees in their respective capacities. 

Through an effective IS, Soleil can enjoy increased controls in important functions of the organization. With a current influx of over 150 employees, the company requires appropriate measures to ensure that it stems out any wastage and conflicts. The controls are essential especially when pursuing aggressive measures to expand within the market. 

Business Process Management 

Explain how business process management (BPM) can help the IT department in the development of SolDistHR. 

Higher productivity and efficiency: The Business Process Management enables the attainment of automation which is central to the promotion of workflows (Brocke, J, & Rosemann, 2015). The automation efficiencies reduce operational costs and redundant steps. Work can be carried out in a very elaborate manner with more output achieved cost-effectively. 

Accelerated innovation: With BPM, the existing software can easily be incorporated into the organizational structure (Brocke, J, & Rosemann, 2015). Innovation is fundamental in absorbing emerging issues and challenges in regards to the personnel and operations expansion. 

Improved bottom-line: Through the BPM, the personnel can easily transfer their energies to other productive functions. This translates to an enhanced bottom line. With an improved bottom-line, revenues are bound to increase while wastage is reduced. 

Change Management 

Explain how each of the five steps of change management could be applied to this project. 

Acceptance and filtering: At this stage, the IT manager will be furnished with the Change Request Form with the intent of verification for completeness. The IT manager must be provided a comprehensive report to highlight the essence of the proposed changes. If any of the proposed changes are perceived to be valid and beneficial, they are accepted and incorporated in the system structure. 

Classification: At this stage, the IT team must seek to classify when and how the change ought to be effected concerning the software. This is fundamental as change requests are founded on cost, urgency, the potential return on investment (ROI) et cetera (Brocke, J, & Rosemann, 2015). The classification is key when it comes to the overall management of the process. The resources at the organization are limited and must be utilized effectively 

Formal approval: At this stage, the proposed changes are accepted after a thorough review. The IT managers in liaison with other organizational leaders agree on the final changes (Brocke, J, & Rosemann, 2015). The agreement incorporates the schedule and budgeting in regards to the approved changes. 

Building, testing, and implementation: The organization goes on to implement the proposed changes. The needed inputs are utilized, and the end product is taken through testing to ensure that it meets the set standards (Skidmore & Eva, 2004). The software is tested within the operational environment to ensure that has all the required attributes to make it responsive to any new challenges. After testing and review of its performance, the software is put into action. 

Review the change: This last step is usually carried out as a post-implementation evaluation. It is at this stage that the organization seeks to establish whether the introduced changes have had any profound impact on the processes, workflow, or procedures (Skidmore & Eva, 2004). This is a vital step as it informs there is the need for future changes or whether the currently implemented changes are tenable given the prevailing operational environment. 

Key Contributor Responsibilities 

Explain the individual responsibilities of four key contributors (individuals or groups) that would be directly involved in the project. 

Executive Sponsor 

He wields the ultimate authority and responsibility of the IS project at Soliel. The executive sponsor is briefed on any probable changes and vetoes them to ensure their realization. Through the advice of other parties, he may propose additional funds to facilitate the program scope changes. Budgetary changes are serious and can, therefore, go through with the assenting of the executive sponsor. The executive sponsor also approves deliverables. 

Steering Committee 

The steering committee at Soliel Panel Distribution is tasked with providing elaborate leadership when it comes to the implementation of the SolDistHR. The leadership is also tasked with resolution with any issues or disagreements that may arise as a result of the introduction of the SolDistHR program as escalated by the project manager. The steering committee is also core in ensuring the smooth implementation of the program 

Program Sponsor 

This is an integral position in line with the implementation of the IS at Soliel Distribution Panels. The program sponsor stands out in his efforts to arrive at tangible business decisions for the project. His participation is extensive when it comes to the day-to-day workings of the program. He offers supervision to ensure that all set guidelines are followed as expected by the personnel and other tasked parties. He avails the required resources as requested by the IT team and other departments that are part of the team implementing the program. 

Technology Support 

This team plays a significant role in ensuring that the IT infrastructure operates effectively. The team is also guided by the prevailing technological standards that guide the IT world. The team creates a synergistic environment where viable ideas in regards to the project can be verified and implemented. The technology support uses their expertise to assist other team members in how to use the project support technology. 

System Development (Select a System Development Methodology) 

B. Select one system development method to be used in the implementation of SolDistHR and do the following: 

Rapid Application development methodology is also called Rapid Prototyping. It entails “extensive user involvement in the rapid and evolutionary construction of working prototypes of a system to enhance the systems of the development process” (Perry, 2007). It focuses on capturing the customer requirements through focus groups, teams or workshops, re-utilization of existing prototypes, early testing of prototypes continuous integration and rapid delivery. 

The developments of the program can be time-boxed or availed into a working prototype. This is advantageous to the client who may offer feedback regarding the system requirements and its delivery. The Rapid Prototyping is hailed for being applicable when there is a need to establish a system that can undergo 2-3 months modularization. 

For the RAD to work there must be a high budget to foot arising costs associated with the automated code generating components as well as a high number of designers (Perry, 2007). Organizations are encouraged to use RAD where resources with high business knowledge are made available, and there is a platform to establish a system within a short span of time (2-3 months). 

The RAD is very effective when there is need prompt delivery of the product for a client. It is also seen as the best model to pursue when it comes to scenarios where changes have to be effected to the prototype in the course of the development process before the end product is realized. 

The methodology is further effective where there exist a sufficient number of engineers and developers keen on working as needed throughout the progress of the product. The client must show commitment to the process and timelines put in place in the completion of the product. 

Justification (advantages and disadvantages of the selected methodology) 

1. Justify your selection of the system development method, providing the strengths and weaknesses of the method. 

Advantages 

Quick delivery: The RAD provides a faster turnaround time. This makes it an ideal alternative for many designers and developers. The quick delivery is made possible through the use of Computer Aided Software Engineering tools that allow the re-use of codes that had been generated previous time (Perry, 2007). This saves on the critical time that would have been required for manual coding. 

High Quality: With constant factoring user reviews, suggestions and feedbacks into the prototype, consumer concerns are captured. Additionally, the ability of the RAD to breakdown or compartmentalize a particular development project into some modules where each of these modules are treated as separate entities, quality is assured (Perry, 2007). This is because developers can factor in stringent testing cycles in each distinct prototype to ensure that the end-product is quality compliant and bug-free. 

Low maintenance: According to statistics, 65% of the entire IT budget is exhausted on system maintenance. The upgrading and maintenance of these systems are tedious and time-consuming. RAD promotes the establishment of notable software applications that have ease in maintaining and upgrading. 

Heightened Collaboration: The RAD promotes extensive partnership or engagement between customers, end-users, and developers in every level of design, development and deployment process. The involvement of various stakeholders is helpful as it promotes compromise and continual improvements and adjustments on the product. 

The Disadvantages 

Useful for only large projects: The nature of RAD where the focus is on delivering projects in small pieces is only tenable for large projects and not the small ones. 

The RAD projects fail there is no commitment by the users or developers within the set time: The collaborative nature of RAD demands that the two parties work together concurrently. The users ought to review the product at various stages to ensure that it addresses their needs. The developers, on the other hand, must strive to capture these concerns within the set-timeline. 

The RAD methodology is not tenable when technical risks are high: This "occurs when the new application utilizes new technology or when anew software requires a high degree of interoperability with the existing system" (Perry, 2007). 

The interests of the involved parties (developers and users) may diverge "from single iteration to next; requirements may not converge in the RAD model” (Perry, 2007). 

Milestones (duration or specific completion dates/any significant event) 

2. Explain how each milestone within your selected system development method would be executed during the implementation of SolDistHR. 

Stage 1: Business Modelling 

At this stage, information is gathered from various business related sources. This information is filtered to ensure the useful one is retained 

Stage2: Data Modelling 

All the information gathered in the first stage is analyzed. The gathered information is "grouped into different groups that can be useful to the company" (Roebuck, 2012). 

Stage: Process Modelling 

At this stage "all the groups of information gathered during the Data Modelling step are converted into required usable information” (Roebuck, 2012). Optimizations and changes to the sets of data can be identified and carried out. 

Stage 4: Application Generation 

At this stage, all the gathered information is coded, and the system is built. It is this system which churns out the prototype. 

Stage 5: Testing and Turnover 

At this stage, a reduced time is allowed to promote overall testing of the prototypes formulated. "Every model is tested, individually, so that components can be quickly be identified and switched in order to create the most effective product" (Roebuck, 2012). 

Threats (internal and external) 

C. Describe the potential internal and external security threats that could exist after the implementation of SolDistHR. 

Internal threats 

Lack of data encryption may make the company lose pertinent and sensitive information which may be used to compromise the system. Additionally, this makes the data prone to manipulation from unauthorized personnel who may do so maliciously. 

Human error may compromise the system to a great extent. The personnel may accidentally leak information to external parties unknowingly. Additionally, willful employees may commit data breach which may go on to compromise the existing databases. 

External 

The modern IT system sees to it high interconnectedness especially due to the high infrastructural costs. A complex chain of events may affect the IT system in ways that the company may not salvage data. For instance, natural disasters may render IT infrastructure ineffective which in turn affects the Soleil Distribution Panels operations. 

Threat Protection (against digital and physical threats) 

D. Explain how to protect against digital and physical threats to SolDistHR that could exist after implementation. 

The digital and physical threats to SolDistHR may be countered in some ways. Firstly, the company must ensure that they have good anti-virus software that can easily pinpoint and quarantine viruses. Spam protection software may be installed in the computers to avoid any digital intrusion which might compromise data. The anti-phishing toolbar may be incorporated to flag down external attacks and possible hacking episodes. The physical threats, on the other hand, can be countered through the use of biometrics. Biometrics can be used to verify different personnel handling essential information and processes. 

Contingency Plan (how to troubleshoot and restore after a system failure) 

E. Describe the approach you would take to troubleshoot and restore SolDistHR after system failures. 

Identification of problem: This will be key when establishing what challenge is facing the SolDistHR. 

Probable cause: The team must theorize on what might have caused the troubleshooting. 

Testing: The established theory must be verified through testing. 

Checking system functionality and if applicable implement the preventive measures. 

Take down findings for future reference. This means documenting actions, findings and outcomes. 

The training of personnel clarifying responsibilities and roles. 

The reinforcement of knowledge of facilities, procedures, equipment, and system. 

Problem Management 

F. Explain the importance and function of problem management in supporting SolDistHR once it is implemented. 

Problem management is "a process used to report, investigate, and analyze causes of disruptions” (Skidmore & Eva, 2004). It is a critical process as it fixes errors, improves ties with clients and improves service and product delivery. 

Problem management has three key functions which are problem control, error control, and proactive problem prevention. Problem control has notable functions which involve "identifying, recording, classifying, and tracking reported incidents and problems through investigation, diagnosis and resolution" (Skidmore & Eva, 2004). 

Error control entails the identification, recording, classifying and tracing known errors. It has an impact on workarounds and errors. The workarounds in this context are the "temporary resolution for an error that customers can use while the permanent solution is being sought" (Skidmore & Eva, 2004). 

Proactive problem prevention is a function of problem management which "involves identifying future problems before they become problems” (Skidmore & Eva, 2004). This actualized through evaluation of problems, incidents, and errors associated with trends. 

As aforementioned, problem management is highly reliant on a problem database which is integral in tracking down problems and establishing workarounds surrounding them. Once the issue is identified, diagnosed and a workaround pinpointed, it becomes a known error (Skidmore & Eva, 2004). These known errors are recognized and noted down in the known error database (KEDB). The KEDB is a core tool that is integral to incident management particularly when it comes to solving issues brought about by known errors (Skidmore & Eva, 2004). At Soliel, the problem management functions are conducted at the service desk. This serves as the single point of contact for the clients and other interested parties. It is at this point that the contact staff may elaborate on the software and how best the emerging errors are being handled by the technical support team (Skidmore & Eva, 2004). However, a typical scenario emerges where other issues are given less priority. Issues that are deemed low-priority may go unattended, but with a contact staff, the service desk or contact staff may see to it that these issues are slotted in the working timelines of the IT staff. The service desk ensures that all issues are handled as expected within the set timelines. 

The function can be divided into different tiers. The first tier focuses on basic issues. This may cover low-priority issues. Issues such as computer troubleshooting may be handled at the service desk (Skidmore & Eva, 2004). These issues recur frequently and thus are easily understood by the service desk personnel. The first-issues do not affect the business or other parties. 

The second-tier issues have some impact on the end-user but not on the business. The raised issues demand more skill to resolve. They demand a more special response in comparison to the first-tier issues. These incidents may be classified as medium priority. The third-tier incidents have implications for the whole organization and a large number of users. These issues must cause significant disruption to the entity. They call for Major Incident Response (MIR) process (Skidmore & Eva, 2004). They call for an urgent and specialized response from the IT team. 

Incident Management 

G. Describe how you would apply the steps of incident management to address issues and mitigate future issues related to SolDistHR. 

Incident recording: This will involve capturing any pertinent information in regards to the SolDistHR. The records will be kept for further reference. 

Incident categorization: The complaints and feedback on the software will be compartmentalized in a specific category. 

Checking the incident against known problems and errors: The problem will be compared against various known issues that the system has encountered in the past. If it is a familiar problem, the technology support can resolve it. However, for new problems, there is a need for the issue to be referred to the next appropriate support level. 

Track progress toward a viable solution: Once the issue is referred to another level, it is prudent that a timeline is created. This is essential particularly when promoting a proper liaison platform with clients. 

Closure provision: Once the issue with SolDistHR is resolved, the incident ought to be closed according to the set organizational protocols. 

References 

Brocke, J, & Rosemann, M. (2015).  Handbook on business process management 2: Strategic alignment, governance, people and culture . Berlin, Heidelberg: Springer Berlin Heidelberg. 

Harmon, P. (2009).  Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals . New York: Elsevier. 

Perry, W. E. (2007).  Effective Methods for Software Testing . Hoboken: John Wiley & Sons. 

Roebuck, K. (2012).  Systems Development Life Cycle (SDLC) . Brisbane: Emereo Publishing. 

Skidmore, S., & Eva, M. (2004).  Introducing systems development . Basingstoke: Palgrave.