We are in the process of implementing an employee scheduling solution for our operation teams and the management believes IT should lead the effort since its an application. I do not believe it should be IT, but please let me know what is the best practice and industry-accepted process. Thanks Saving Changes...
The ideal solution would be have a dedicated project management office were all aspects of the organisation are represented and staffed with persons who have the necessary experience to collaborate, contribute and have the required expert knowledge in their chosen domain. Just because a project has a technical aspect to it does not mean that the Information Technology Department should always be taking the lead as this department will approach and manage the project differently to a project run, say by the operations department. Saving Changes...
thank you for the response. What would be the best argument against IT always taking the lead to manage every software or application project?
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1 reply by Daire Guiney
Aug 06, 2019 3:56 AM
Daire Guiney
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If the project was ten or fifteen years ago I would yes the Information Technology department should be taking the lead on all technically related projects. These days the role that technology plays in our lives has dramatically increased to were the average computer user is more technically aware than they were in years gone by. To translate this argument to the work place I would say 1. Increase the technical and project management knowledge of all employees 2. Have more than one person/department able to perform a specific role or function 3. Increase cross knowledge between department and information sharing 4. Improve team building exercises by having people from many different departments working together that would not normally do so 5. Increase idea generation about other aspects of the business. A businesses greatest resources that they already have is the people who work for them and they can greatly contribute to developing new products and services that the business could implement. Overall the management would need to have confidence in other aspects of the business in order to establish a project management office and the desire to see a successful conclusion.
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Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
First, a software or application project will have an end user interest . This end user interest whether you call it a Stakeholder or a Senior User (Prince 2 term) must be represented on the Project Board or Steering Committee and be influential in decisions which affect their division/department.
Second, who is the sponsor of this project? If it's a Business Department Manager, they should develop the Project Charter and assign the Project Manager accordingly . If the sponsor is happy for IT to lead the project , then a Project Manager can be nominated by the IT Management . In which case there will be A "Business Lead" or "Product Owner" who will represent the business interests on the project and partner with the PM.
However, if the Sponsor nominates a PM that sits outside of IT , it can still be managed by assignment of a Technical Lead/Architect from IT who will Partner with the Business Project Manager for the duration of the project, and will make sure that the application and infrastructure are designed and developed to the Customer satisfaction . And the Business PM will make sure that the Business Requirements are satisfactorily fulfilled. Saving Changes...
Ashleigh Kennett-SmithICT Project Manager| Australian Red Cross LifebloodAdelaide, South Australia, Australia
In a pure sense I don't think there is an industry best practice apart from asking which PM or PM team is most likely to deliver the required business and technology change. The focus needs to be on delivering the best outcome for the business *as a whole*. If the IT department has a history of delivering excellent outcomes for the business *as a whole*, then sure let them lead. If they tend to overlook the business and user angle then perhaps not. Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
* If the IT Department has a history of delivering excellent outcomes for the business .....*as a HOLE *(pun intended !!!) , then they shouldn't be leading such projects ....." :) Saving Changes...
Often times, IT is really an enabler for a larger system. For example, the software is to assist with the development of another product. It is the requirements of that other product that are driving the architecture of the software. The software itself is just one part of a larger WBS.
In your case, I could definitely see that the owner of the scheduling process would be responsible to PM the entire process development and the software would be a tool developed as part of that larger enveloping project. The IT team is the expert on the IT part of the solution, but they're not the experts on scheduling, which is the purpose of the software. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Ah yes the traditional if IT does not do it then nobody does it approach. There could be for many reasons for this but mainly it is because of governance. As far as industry standards and best practice, there is no industry-standard per se but best practice would be to keep the business/IT relationship going. But this does not mean that IT needs to own or manage the initiative, it only means that whatever business is doing won't go rogue. These types of 'outside' IT initiative are still frowned upon by many but it is something we should use more actively since they are the hotbed for innovation and fosters business agility. In some cases, business might provide the PM/BA resources and in others, they might be seconded by IT to business. The latter allows for a much better natural relationship obviously.
thank you for the response. What would be the best argument against IT always taking the lead to manage every software or application project?
If the project was ten or fifteen years ago I would yes the Information Technology department should be taking the lead on all technically related projects. These days the role that technology plays in our lives has dramatically increased to were the average computer user is more technically aware than they were in years gone by. To translate this argument to the work place I would say 1. Increase the technical and project management knowledge of all employees 2. Have more than one person/department able to perform a specific role or function 3. Increase cross knowledge between department and information sharing 4. Improve team building exercises by having people from many different departments working together that would not normally do so 5. Increase idea generation about other aspects of the business. A businesses greatest resources that they already have is the people who work for them and they can greatly contribute to developing new products and services that the business could implement. Overall the management would need to have confidence in other aspects of the business in order to establish a project management office and the desire to see a successful conclusion. Saving Changes...
