IT Strategy and Management - Essay Example

Introduction A programme must have tenets that guide its operations. This must be in regard to the objectives and missions of the programme. The roles and responsibility must be in line with the intended purpose of the programme and a clear strategic action plan deliberated to make it efficient (Dinsmore & Cooke-Davies, 2006). Some of the factors to consider when delegating responsibilities to different personnel include time allocated for the programme, cost of executing the programme, quality and qualifications and ability of the personnel executing the programme. Rationale for the roles and responsibilities Before any process of executing a programme, it is indispensable to have a clear guideline on how it should be executed. This translates to the process of evaluation in order to have the right personnel attending to it (Jenner & Kilford, 2011). Therefore, the planning includes preparation, startup, feasibility, definition and planning, implementation and closing down the programme. With this in place, the programme manager deliberates on the right people to work on the programme. Programme manager Programme manager is mandated to develop a definition of the programme. He is responsible for the timely delivery of the programme. This translates to proper coordination of the project at all stages. He has to ensure that every individual in the execution of the project delivers on his part. This involves coordinating with supervisors in order to have updates of the progress of the programme. The programme manager has to ensure that the programme id of the required quality. All resources required for completion of the programme are on his hands. The sponsor The sponsor is considered to be the most senior member of a programme. Therefore, sponsor is mandated in authorising a programme in regard to its intended purpose. Sponsor has also the mandate of appointing senior responsible owner who is responsible for representing the interest of the sponsor. In situations where the owner is not around, the senior responsible owner has to ensure that the programme goes as planned. He is responsible of approving several operations of the programme in the absence of the sponsor. Additionally, the sponsor is also mandated to authorise funding of the programme once the workability of the programme has been deliberated. In case there are disputes between senior stake holders of the programme, the sponsor is mandated to solving such disputes amicably. In situations where the programme goes against the organisational strategy and objectives, the sponsor has the responsibility of approving the programme’s progress. The sponsor should also support the management team and lead by example towards advocating for completion o the project as planned. After the programme is complete, the sponsor should confirm delivery of the programme as expected. Business change manager (BCM) The role of CBM entails planning, and managing the realisation of benefits accrued from the programme. This calls for integration of the new capacity within the organisational operations. Although BCM could be not knowledgeable on the areas of programme management, his emphasis is on the business processes related to the organisation’s objectives that are prospected to be achieved as a result of the programme execution. Operational staff These are the various professionals mandated to execute different functions of the programme. For instance, technical operators have the responsibility of ensuring that every machines and tools used in the programme are functional. Programme designers design the programme and use different tools in determining the viability of the project. Other officers that ensure the smooth running of the programme are also included in this category. Decision making process Having a well coordinated programme can yield good results to the organisation and the sponsor. Fabozzi (1998) argued that a programme that is not well coordinated can result to conflict among different shareholders leading to collapse of the programme. One of the best ways of ensuring that a programme is successful is by having a well structured workflow that denotes the duties and responsibilities of every stakeholder. This eases the execution of the programme. Decision making process entails right people deliberating on the right course of action in order to push the laid down agenda to the next level. Therefore, a well coordinated programme makes the decision making process smooth. For instance, clear guidelines on the responsibilities of a programme manager enables the operational staff have an understanding of what is required of them and coordinate with the programme manager on the progress of the programme. According to Dubey (2009), an effective decision making process must include both the senior and junior managers of the programme. Therefore, if the sponsor would want the change of the programme objectives, it is indispensable to consult with the project manager who in turn communicates the changes to his junior staff. In another dimension, there must be consultations between different stakeholders especially where there is a need to change the design of the programme. This gives room for evaluation of such changes and the deliberation of the best options or alternatives made. Decision making and procedures of executing a programme does not necessarily translate to the top management of the organisation deliberating on the programme while the junior staff following the orders given. A junior staff can as well come up with a suggestion or a proposal that would help the programme run smoothly. Conversely, if by any chance the top management of the programme decides to dictate on what the project should be done without the consent of the junior staff, there is a possibility of poor performance by the junior staff. For instance, in case the objectives of the programme are adjusted such that the officers are required to work for extra hours, it is critical to involve thee in the decision making and allow them to contribute to the proposal. This would allow a room for negotiation on some issues such as compensation package. Conclusion With many deliberations on the delegation of responsibilities and roles in a programme execution, the focal point is that good delegation of the responsibilities can positively impact the programme while bad delegation leads to failure of the programme. References: Dinsmore, P. & Cooke-Davies, T. (2006). The right projects done right! : From business strategy to successful project implementation. San Francisco, CA: Jossey-Bass. Dubey, S. (2009). IT strategy and management. New Delhi, India: PHI Learning. Fabozzi, F. (1998). .Active equity portfolio management. New Hope, Pa.: Frank J. Fabozzi Associates. Jenner, S & Kilford, C. (2011).Management of portfolios. London: TSO. Read More