It was found out most of these systems do not communicate well with each other because they are legacy systems and had different protocols to begin with. The key to reversing its alarmingly poor financial performance is to have modern business information systems that will allow key people access to information at the right time when they need it the most to create advantages ((Thompson & Strickland 204).
A number of options are presently being considered by top management such as earlier attempts to re-align its corporate strategy by a pre-planning activity to produce a good profile of the firm (Sherman, Rowley & Armandi 163) that will in turn be used to produce analysis. A key finding by the top management through the newly-formed interdisciplinary IT Portfolio Management (ITPM) executive committee was to identify and then prioritize the important IT initiatives that need to be undertaken in view of its available resources, the time involved and the degree of importance of an IT project to the firm. Obviously, it cannot hope to undertake everything at once and so a system of priority has to be formulated to guide its decisions on which projects to fund. In other words, the adoption of an appropriate IT strategy has to be based on a projects relevance and urgency to separate them for what are merely important.
This paper examines the various ways by which the ITPM executive team had gone about its task of selecting the best IT projects to be pursued based on a set of criteria it had set for itself with regards to evaluating competing projects that need funding from the limited but available resources at MDCM, Inc. It simply means some projects are urgent, some important and some necessary with varying degrees of chances of success during implementation. Also, not all the IT projects have the same time frames, some are quick to do and other projects may take a bit longer due to their complexity.