IT Management Restraints
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1.) What are reasonable kinds of restraints imposed on IT projects by management? What unreasonable restraints are sometimes encountered?
2.) Does it matter how much technical expertise top managers have in the area of information technology management in terms of the quality of their supervision of the process?
3.) To what degree should the project demand autonomy as long as its outputs are achieved? To what degree are the internal workings of the project a legitimate concern of management?
4.) Are there any things about information technology that make projects in this area particularly difficult in terms of their relationships to management? Are there any things about IT that make your work easier?
5.) Despite its numerous and the manifest problems, what is there about project management that continues to draw people to it? And how is it that even people who have not had this course sometimes succeed at it, while even people who have had this course, present company excepted, of course, sometimes don't?
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Solution Summary
IT management restraints are examined.
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Effective IT project management is a pattern of actions that develops over time in an organization in the absence of a specific mission and goals, or despite a mission and goals. Mintzberg (1994) argues that strategy emerges over time as intentions collide with and accommodate a changing reality.
An emergent strategy is a set of actions, or behavior, consistent over time - in terms of reasonable restraints - "a realized pattern [that] was not expressly intended" in the original planning of strategy. When a deliberate strategy is realized, the result matches the intended course of action. An emergent strategy develops when an organization takes a series of actions that, with time, turn into a consistent pattern of behavior, regardless of specific intentions. "Deliberate strategies provide the organization with a sense of purposeful direction." Emergent strategy implies that an organization is learning what works in practice. Mixing the deliberate and the emergent strategies in some way will help the organization to control its course while encouraging the learning process. "Organizations ...[may] pursue ... umbrella strategies: the broad outlines are deliberate while the details are allowed to emerge within them" (Mintzberg, 1994, p. 23-25; Hax & Majluf, 1996, p. 17).
Changes in technology, federal and state regulations, and economic ...
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