Mod Meter
John Ottersbach
Info I-303 Organizational Informatics
June 10, 2009
Project # 2
This is the project report from evaluating the ModMeters mini-case (Textbook pages 55-57)
1. Synopsis
This case is about a company at the very beginning of some huge expansion initiatives. A feasibility analysis from all departments is just starting to get under way. We will be looking at IT’s role in the analysis, which will include all department’s participation. The departmental executives meet to take account of their current budget needs and to see what departmental initiatives to be instituted to adopt the new strategic plans.
2. Key Issues 1. The company has grown before do meet demand. 2. Strategic initiative 1: Go from North American operations to global operations. 3. The plan involves opening new plants in Asia and Eastern Europe. 4. Some proposed countries lack the infrastructure the operations will require. 5. IT funding within the organization is tightly controlled and hard to get. 6. Strategic initiative 2: Set up direct-to-customer sales. 7. This will place new web driven demands on the company. 8. The current architecture is a large range of technologies, layered on top of each other, that do not work together well. 9. Outside auditors are given new authority and will be demanding new information. 10. The IT budget is cut up with 50% going to support current operations and 30% towards maintenance. The rest of the budget is based on the ROI of the individual departments. Most of which is allotted to manufacturing. 11. For the most part infrastructure and IT architecture needs are ignored with new projects. They are maintained but little else is done for them. 12. The new strategy is focused on growth in new markets and supplying markets quicker with offshore operations. 13. Marketing’s budget will need an increase with the second initiative. 14. A new process of IT planning and budgeting is required.
Info I-303 Organizational Informatics
June 10, 2009
Project # 2
This is the project report from evaluating the ModMeters mini-case (Textbook pages 55-57)
1. Synopsis
This case is about a company at the very beginning of some huge expansion initiatives. A feasibility analysis from all departments is just starting to get under way. We will be looking at IT’s role in the analysis, which will include all department’s participation. The departmental executives meet to take account of their current budget needs and to see what departmental initiatives to be instituted to adopt the new strategic plans.
2. Key Issues 1. The company has grown before do meet demand. 2. Strategic initiative 1: Go from North American operations to global operations. 3. The plan involves opening new plants in Asia and Eastern Europe. 4. Some proposed countries lack the infrastructure the operations will require. 5. IT funding within the organization is tightly controlled and hard to get. 6. Strategic initiative 2: Set up direct-to-customer sales. 7. This will place new web driven demands on the company. 8. The current architecture is a large range of technologies, layered on top of each other, that do not work together well. 9. Outside auditors are given new authority and will be demanding new information. 10. The IT budget is cut up with 50% going to support current operations and 30% towards maintenance. The rest of the budget is based on the ROI of the individual departments. Most of which is allotted to manufacturing. 11. For the most part infrastructure and IT architecture needs are ignored with new projects. They are maintained but little else is done for them. 12. The new strategy is focused on growth in new markets and supplying markets quicker with offshore operations. 13. Marketing’s budget will need an increase with the second initiative. 14. A new process of IT planning and budgeting is required.