Chapter2-exercise5

Question:

Write a one- to two-page summary of an article about the importance of top management support for successful information technology projects.

Today is information age, the role of information systems in leveraging businesses against competitors in the marketplace, while taking advantage of new business opportunities is steadily increasing. Information technology (IT) projects have become staples in companies seeking to fulfill their business objectives. Therefore, in order to meet the company’s business objectives and market requirements, the company sometimes needs to do some changes to create projects. However, not all employees who can accept changes, so that the level of commitment and support of top management is a very important factor in helping project managers successfully lead projects.

According to this titled top management support article, it described how top management is influencing employees to accept the changes of information system executing in the organization. Sometimes IT project managers are trying to implement some changes, but are running into resistance. For example, a company may be that IT is "sponsoring" an IT project - ERP, but employees are resisting. Therefore, when faced with resistance to "The Right Thing To Do" from the very people they're trying to help, then the IT projects are needed by top management support to command people to accept the change. As Lemon et al. (2002) stated that lack of top management involvement and support are one of common areas for information systems project failure persist. For example, any significant project will require redefinition of job roles and responsibilities; however, top management support is required to ensure this happens smoothly. There are many important roles description of top management support for successful IT projects as the following:

1. Resources. Project managers need adequate resources support by top management. Top management must have commitment to provide the budget, human resources and visibility resources that project manager need to accomplish the change.

2. Empowerment and Objectives. Top management must set the clear objectives, define the bounds, provide the resources, and empower people on results. While a goal for the change is challenging, therefore, one that is a step in an even larger vision and plan for defining project goals by top management.

3. Participative process. As successful change is accomplished by people who are motivated to change, not command. Always, project managers must have cooperation from people in other department of the organization for project success, and then top management must step in to encourage people to cooperate with project managers, such as the three elements of motivation to change, see Resistance #3. For example, developing ERP system may need production department to tell how the production operation is, and then motivating them is better way to provide their ideas with prize for building user-friendly ERP system, not be visualized by IT managers.

4. Accountability: Top management can hold people accountable for project delivery, such as controlling the project is on schedule, have expected project results and requested changes.

5. Coach, don't dictate. Top management must share information and offer help in a way that doesn't disempower staff or relieve them of any authority or accountability for project results. For example, project managers often need someone to mentor and coach them on leadership issues, according to some IT project managers are inexperienced as managers (Schwalbe, 2006, p.51), especially project management as a team work by means of using communication, so that project managers should get top management support to take classes to develop leadership skills.

In conclusion, as Schwalbe (2006, p.52) stated that IT project managers work best in an environment in which top management values information technology. Top management support is important resource definitely for project success.

References

1. Lemon, W.F., Bowitz, J., Burn, J., & Hackney, R. (2002), Information systems project failure: a comparative study of two countries. Retrieved 01 April 2002 from http://www.accessmylibrary.com/coms2/summary_0286-25115343_ITM.

2. Myer, ND (2007), Top Management Support. Retrieved 28 March, 2007, from http://www.cio.com.au/index.php/id;1332094453.

3. Schwalbe, K (2006), Information technology project management (4^th ed.). Sydney: Thomson Course Technology.