Creating a Process-Driven Organization at Agcredit
Creating a Process-Driven Organization at AgCredit
1. Propose an organizational structure for the IT department that you feel would support the transformation of AgCredit into a process-centric organization.
AgCredit should appoint a CEO who is responsible for carrying out the strategic plan and will ultimately responsible for managing company operations coupled with a Vice President would oversee operations, carry out the strategic plan set forth by the CEO, and manage the four separate divisions. The CIO would direct the IT department, which would include several IT senior leaders, as well as guide the company’s technological direction. The CFO would be largely involved with both the business and IT departments, helping to give a deeper understanding of cost components and act as an advisor to both IT and business regarding legacy software and future projects. A business analyst would be the link between the IT and business departments, matching technology to business needs, and predicting future business directions. The IT relationship manager would be the connection between the business and IT departments and would ensure the IT governance is translated into business terms.
Other staff could include an applications architect who would design applications, implement middleware and infrastructure; and a Network manager who would direct daily IT operations, test, deploy, and integrate network systems.
A steering committee will be needed to be implemented as part of the approval process of all projects.
2. Outline a project selection process for AgCredit to ensure alignment with the enterprise business vision.
First of all, a thorough inventory of what software, practices, process standards, and groups already exist before implementing new technology. Next create a technology roadmap to show the opportunities for technology to serve the business for more effectiveness and efficiency. complete a Gap analysis to assess the
1. Propose an organizational structure for the IT department that you feel would support the transformation of AgCredit into a process-centric organization.
AgCredit should appoint a CEO who is responsible for carrying out the strategic plan and will ultimately responsible for managing company operations coupled with a Vice President would oversee operations, carry out the strategic plan set forth by the CEO, and manage the four separate divisions. The CIO would direct the IT department, which would include several IT senior leaders, as well as guide the company’s technological direction. The CFO would be largely involved with both the business and IT departments, helping to give a deeper understanding of cost components and act as an advisor to both IT and business regarding legacy software and future projects. A business analyst would be the link between the IT and business departments, matching technology to business needs, and predicting future business directions. The IT relationship manager would be the connection between the business and IT departments and would ensure the IT governance is translated into business terms.
Other staff could include an applications architect who would design applications, implement middleware and infrastructure; and a Network manager who would direct daily IT operations, test, deploy, and integrate network systems.
A steering committee will be needed to be implemented as part of the approval process of all projects.
2. Outline a project selection process for AgCredit to ensure alignment with the enterprise business vision.
First of all, a thorough inventory of what software, practices, process standards, and groups already exist before implementing new technology. Next create a technology roadmap to show the opportunities for technology to serve the business for more effectiveness and efficiency. complete a Gap analysis to assess the