This rich picture has many key actors as they are Head office, with finance

department and administration, HR, government agencies, SEG and private trusts
being a few.

Each of them has a specific role in this picture. The new IS project is being chalked
out by Finance, Admin where it gets decided and finalised by Board of trusties and
Senior Executive Group. Overall, there is a theme where nothing much is tightly
coordinated or integrated. Instead, everything in this organisation runs as and when
there is a functional need for it to run. It’s a need based system which makes it seem
like a reactive organisation rather than a proactive when it comes to internal
organisation of work. Admin has a work load and they can barely manage that. The
feeling is that, that management of IS should not be just theirs. The board feels that it
needs a system to monitor everyone’s KPI and it wants to formalise and get a
structure where everyone is held accountable at various stages of the execution and
maturity of a project. HR however feels that they need a new HR system and IS can
wait for their due. They want the funds to be allocated to them since their system is
getting outdated and to ensure a smooth functioning in the company and to maintain
staff records, it is necessary. There is conflict of interest in this case. Government and
private trusts have a high vested interest in this organisation and they are shown to be
the scrutinisers of this firm since they are the ones who provide funds. A successful
implementation would not only show the effectiveness of project management but
also many lure them to put in more money which goes into safe hands since each and
every penny gets accounted. IS happens to be the backbone of the firm which would
make conversation amongst departments more straight forward and quick.
Information is the key in today’s world. According to the case, sometimes generating
records may take up a day or a two sometimes, and that too when they were already
on computer. We can only imagine the scenario when the records were on paper. SEG
is the final body through which each and every key decision of the board has to get
through.

This organisation seems to be following a very people centric approach.

Unaccountability increases libertarian attitude. As it was evident in the data
preservation methods and their old IS’s. Some how there was too much mess all over
and a structure is required with more than 60 projects currently being carried on
simultaneously. The case study clearly mentions the issues and the conflicts which
arise. There are many issues which may sooner or later, depending on how they are
dealt with, may pose to be conflicts. There is considerable noise of this project being
just another failed attempt and once the results are not up to the mark, the top man,
would get sacked, and another one will come forth who will again try to do something
else. For some, this problem lies elsewhere. However, there is a cheerful environment
generally since the new system does not give them a choice to accept it or not. The
control of the system goes at the board of control, which happens to be a board room
between HR, finance dept, Admin dept and board itself. Like its already been
mentioned earlier, Data processing is quite difficult sometimes since even the simple
areas are modifying it themselves according to their needs. There is hardly anything
central about it. Aim of this system is to get all the data together and make it more
manageable for all the departments and use to accordingly and cut costs while
increasing efficiencies.