Introduction
Communication is among the most critical component of any organization as it allows for the seamless action of every organizational activity since each entailed entity understands and knows its role as a result of the effective communication process. Besides, it allows the company to be competitive on a global scale because it is able to communicate with its consumers directly. However, this would not be possible without the existence of technology. Currently, the primary focus of companies is to stay globally competitive after leveraging the capacities of modern information and communication technologies. This is one of the main reasons why I proposed the novel information and communication system as a way to enhance communication between the employees as well as with the consumers (The Role of Information Systems in Running the 21st Century Organization, 2013). Some of the resources that might be needed to realize the project are IT contractors to create a specialized system, project managers, as well as training and implementation resources as recommended by Connelly et al. (2016). Similarly, as per the identifications from Basu (2015), the best change management pattern that is best suited for this case is that showcased in case study E that entailed the utilization of a strategic thinking team, a functional consultant/business analyst team, as well as an operations team.
Implementation of Proposed Information System
As the human resource manager of the company, I have a lot of experience in the human resource domain and can thus ensure that each employee is cognizant of the new system and I can also set up a robust training strategy such that both the employees and customers are able to familiarize themselves with the new systems and use it as it is intended. However, I have no IT background and can thus not offer professional advice on some of the intricacies of how the system will be built and how the programmers or coders should implement it. I have a mental picture of how such a system works and can be of great help to the company in terms of ensuring a smooth flow of operations as well as attaining great company-employee relationships, employee-employee relationships, as well as company-employee relationships.
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Some of the required resources include IT resources, which form the fabric of the whole project because they are responsible for the creation of the software. I would suggest a reasonable timeframe of about eight months, considering the project is not that urgent, but this is dependent on the amount of IT resources deployed to undertake the project. An experienced project manager is also needed, and he/she ought to have some background knowledge in IT and enterprise software development. However, this process can be shortened by contracting software development companies to undertake the development of the software, and they will be fully responsible for it, thus spreading the risk. Such companies also offer training services that can be charged separately and is thus a robust option that can be taken. Otherwise, the HR department will be responsible for setting up training resources and personnel and can thus ensure a smooth integration of the software into the day-to-day activities of the business.
It is also important to note that change management is critical at the implementation stage, and as previously stated, the best change management approach would be to use a strategic-thinking team, a functional consultant/business analyst team, as well as an operations team and thus some of the resources ought to be channeled towards these domains.
Fig 1. Successful IS implementation (moPharma)
Project Risks and Scope Creep
Some of the project risks include schedule risks, budget risk, and operational risks (Types of Risks in Software Projects, 2021). The scheduling of the project can be a tricky situation because sometimes, the project tasks are not adequately addressed. They mainly occur due to wrong estimations, unexpected expansion of project scope, as well as lack of proper resource tracking. Scheduling risks can be mitigated by ensuring a thorough planning process such that the key milestones are defined and the rest of the schedule built around that. Budgeting risks are mostly regarding cost overruns as well as wrong estimations. This can be solved by using a third party to build the software as the quote takes care of budgeting risks. Similarly, keeping the budget open but constrained is a good strategy. Operational risks can be eliminated by ensuring a proper project management team is employed to oversee the project.
When it entails the issue of scope creep, the scope of the project changes, thus extending the works of the project beyond the original agreement. Some of the causes of scope creep include a vague statement of work, poor communication between teams, impossible deadlines, and a lack of a proper statement of scope. There is a myriad of ways to manage scope creep on a project, including an effectual change control process with change request documentation which defines that scope and cause, regular updates of the scope after approval of change requests, a proper collaboration between teams, and ensuring efficient documentation, processing, and communication of scope and timeline changes (Scope Creep: Manage Scope Wisely for A Successful Project, 2020).
Fig 2. Project Risks (Bright Hub PM)
Change Management Strategy
The change management strategy entails the utilization of a strategic thinking team, a functional consultant/business analyst team, as well as an operations team. These teams will be responsible for the smooth implementation and management of the project after it has been completed. However, communication will be used as the principal basis of change management as the employees will be informed of every step of the project, and they will be shown how the novel information system will improve their operations significantly. Communication will be primarily made via emails, but when communicating significant events, meetings will be scheduled by the HR department.
After the completion of the software, the head of the IT department, in conjunction with the human resource, will ensure that each employee is trained adequately and special attention given to slow learners and those finding it difficult to catch up. During the transition period, the old information systems will be used, and the complete overhaul or transition will be done once every employee has been adequately trained. This is to ensure the continuity of the operations while avoiding disruptions during the implementation phase. Some of the anticipated areas of resistance would be the change to the novel systems because each employee is accustomed to the old means of communication. To counter this, the advantages of the new system will be shown to each employee with emphasis on how it will improve their productivity and decrease their workload. The change management process is critical for the continuity of the business and to avoid any resistance from the employees, which can significantly derail the activities of the business. Change management is also necessary for the smooth transition from the conventional communication means to the recommended novel one.
Evidence of Feasibility
There is no doubt that the viability of the proposed project will enhance the work effectiveness of the organization as a result of the improved communication process. Besides, the ability to directly access customer information and feedback is critical to the business as it can shift according to the dynamic needs of the customers. This proves the feasibility of the projects in regard to its ability to succeed and be widely accepted by the employees and organization.
When it comes to the feasibility of the implementation strategy, the proposed strategy is the best considering it caters to the business needs and is also conscious of all the risks involved in the implementation of the project and thus keeps each risk at a minimum. Other strategies are not in-depth and fail to demarcate the regions of success and failure adequately, and thus this implementation strategy ought to be adopted.
Personal and team limitations can be eliminated by closely monitoring how each individual reacts to the project implementation and thus responding accordingly. Ensuring quality in the individual elements of the project ensures quality output and thus the need to concentrate on each individual employee and stakeholder, thus forming a quality team. One of the proposed considerations that would interest the C-suite is to involve them within the project process where they can directly lead and oversee the project’s success.
References
Basu, K. K. (2015). The Leader’s Role in Managing Change: Five Cases of Technology-Enabled Business Transformation. Global Business & Organizational Excellence, 34(3), 28-42. doi:10.1002/joe.21602.
Connelly, B., Dalton, T., Murphy, D., Rosales, D., Sudlow, D., & Havelka, D. (2016). Too Much of a Good Thing: User Leadership at TPAC. Information Systems Education Journal, 14(2), 34-42.
Scope Creep: Manage Scope Wisely for A Successful Project. (2019). Retrieved 5 February 2021, from https://www.projectmanagementqualification.com/blog/2019/03/07/manage-scope-creep/
The Role of Information Systems in Running the 21st Century Organization. (2013). Retrieved 5 February 2021, from https://elearning.scranton.edu/resource/business-leadership/the-role-of-information-systems-in-increasing-productivity
Types of Risks in Software Projects. (2021). Retrieved 5 February 2021, from https://www.softwaretestinghelp.com/types-of-risks-in-software-projects/
