Therefore, the new process appears to us as a non-discriminatory process in which each department was given a fair chance to submit their proposals. Just like any other, the new process had its benefits and drawbacks. All this meticulous planning in multiple phases led to over complications.
There is a unique behind the scenes process that takes place involving several organizational entities that also assist in the overall process. There were so many different teams working on the prioritization process, grouping and reshuffling the projects which created chaos among the business units.
This eliminated the silo thinking and paved way for an enterprise level benefits. There was so much customization being made within the functional groups that it ultimately became a problem, as multiple variations of the same tool were being created for different groups.
Clearly, projects like these can become a major issue for a CIO as he has no control over what types of customizations are being made and how they could affect the overall ERP application.
Managing It Priorities is available for you on Essays How should Matulovic respond to his fellow executives who are calling to ask him for special treatment outside the new priority management system? InCisco found itself in trouble with regards to its internal IT largely because of the decentralization initiative started by Solvik.
He was the leader in process development at VWAG, so I think he should trust is judgment and follow through. Managing IT Priorities 1 A.
According to Duncan Haughey, the disadvantage of this approach is that the people deciding the budget should have enough knowledge and IT experience to estimate the budget of IT projects in a company, otherwise conflict may occur when the project managers are given unrealistic budgets.
And as previously mentioned, these issues became an even bigger problem when it came time to upgrade the ERP system, which would require that most of these custom tools be disabled, creating a major problem for those employees that had become dependent on them.
This stat alone makes us question the process of budget decision-making. What is your assessment of the new process for managing IT priorities at Volkswagen of America? I think SIB should go through the same process as all of the other projects. The new budgetary constraints drove Matulovic to this process.
It has the potential to add significant value to the company by more efficiently routing and escalating customer calls, which would result in expense reductions and enhanced consumer experience. Independence and authority is not easily relinquished. As discussed in class, it is important to have face to face and structured meetings for sensitive and otherwise important decision making.
IT expense will be kept under control, as well as schedule and cost overruns. In the new process, the steps taken by Matulovic were commendable, standardizing the procedures of Project Planning by empowering the PMO which resulted in on-schedule and on-budget projects, that alone might have saved a lot of costs for VWoA and VWAG.
The phase 2 should have PMO and DBC regroup the projects with similar initiatives and postpone the interdependent projects for next year. The supply flow project is tied to the global strategy so I recommend he lobby for alternate funding. The functional managers need feel comfortable that by revealing their shadow project they will not face repercussions, otherwise they are likely to keep them secret.
In some sense it may seem unfair, but I think it is important to prioritize. The IT infrastructure projects should not be treated separately and need to go through the same process as every other project.
Also they need to understand that the IT organization is a resource that can help them achieve their goals if the lines of communication remain open and everybody is working towards the same goal.
Sometimes these debates were done on phone calls as well. However, they should ask for the budget estimate from VWoA and allocate funds accordingly. If you are going to create a process it defeats the purpose if you are not going to strictly adhere to it.Essay on Volkswagen of America: Managing It Priorities Words | 6 Pages.
information officer of Volkswagen of America (VWoA) has a tough decision to make. Volkswagen should not fear the implementation of technology, but embrace the possibilities for business expansion that come with it.
Reference Austin, Robert D.,Volkswagen of America: Managing IT priorities, Harvard Business School, Vol. 9,Issuepp.
June Best Global BrandsInterbrand, viewed 16 April Volkswagen of America: Managing IT Priorities Stefan Radisavljevic Section 4 Ricardo Perez Garrido Technology and Innovation Management IE Business School Madrid Problem Statement CIO of Volkswagen America (VWoA), Uwe Matulovic with his IT department team, controls a budget of 60 million dollars capped by Volkswagen.
Volkswagen of America: Managing It Priorities This essay Volkswagen of America: Managing It Priorities is available for you on Essayscom!
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VOLKSWAGEN OF AMERICA: Managing IT Priorities Jesus Monzo Pulkit Ganjoo Olivier Magnin 2. INTRODUCTION • Case introduction • Background • Timeline • Business Structure • Phase I, II, III.
Describes the efforts of Volkswagen of America, the U.S. subsidiary of Volkswagen AG, to arrive at a process for setting IT funding priorities so that they align with business priorities and the.Download