Indeed,
the process of managing information systems is not only tasking but also
expensive when the organization involved lack the necessary infrastructure and
knowledge. The role of the project management teams in the course of achieving
a reliable information system cannot be underestimated. On the same note, the
decision to utilize a specific system methodology is dependent on the particular
business goals and strategies.  The role
of the business user in the process of determining the applicability of the
specific information system is also crucial because such business users also
stand out as the critical feedback providers once the information system
development process commences. In this, respect, this paper assesses the
dynamics that make up the information systems development and project
management process within the organization and the need to ensure that the
development of the information system projects is in line with the goals and
the objectives of the organization.        

 

 

 

 

 

 

 

 

 

 

 

Introduction

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One of the most important lessons that
organizations across the globe have appreciated over time is the reality that
accessing relevant information is essential in the process of managing projects
within such entities. In fact, such organizations stand the risk of failing in
the management of their information systems in cases where information is
inadequate. For this reason, data is an essential and valuable resource for any
project manager within an entity. In this respect, information systems serve as
a role in the process of edifying both project managers and other relevant personnel
in the course of undertaking various business-related decisions (Galvin, 2008).

The
Process of Building an Information System

A business user refers to any individual
with an active role in the regular running and management of the entity’s
affairs. The evolution of this term has been due to the ever-changing spectrum
in the control of information technology in the organization.  In fact, it has been noted that everyone who
takes an active role in the project management process is business users who
must have an active role in the setting up and management of the information
system (Huff, & Prybutok, 2008). The process of developing an
information management system requires the input of all the business users,
which may include the challenges and the expectations that such users have
regarding the system.   

Example
of Core Activities Undertaking by Business Users

Some of the critical activities that a
business user may have a direct role to include the process of systems analysis
where individuals play an active role in the decision making process on the
most suitable hardware and software applications relevant to the organization.
The business users may take up an active role in the process of defining the
various application problems that may be relevant in the firm, which the
information system may resolve. The business user may also evaluate the
procedures and the process within the organization and assist in the
development of alternatives solutions to the underlying challenges (Fritscher
& Pigneur, 2014). Having played an essential role towards ensuring that the
information system model developed suits correctly into the needs of the
organization a business users may also play an essential role in the overseeing
of systems design.

The business users may have a better
understanding of the business process and what is necessary in the process of
attaining the objectives and the strategic goals within the company. The system
design process, while notably technical, offers the business user the
opportunity to have a direct role in understanding the process that eventually
produces the specified requirements for the system. As a business user the
method of testing the order to assess the suitability of the operations of the
organization is essential. The business user must be at the core of the
information system building process because the reality is that such a user
will be at the center of the application after the development of such a
program. The involvement of the business user shows the object oriented nature
of building the information system.

Software
Development Methodologies Relationship in the Project Management Process 

System development methodologies refer to
the framework applied in the structuring, planning and controlling in the
process of building an information system. The onset of technological
advancements has made organizations more receptive to the development and
testing of various systems development methodologies. The methodologies,
however, have observable recognized strengths and weaknesses. The ability to
ensure that such system methodologies operate in tandem with project management
is of utmost importance to the overall success of the business. In reality,
system methodologies such as agile systems allow a more fibble approach in the
process of project management, which in effect reduces other related costs that
result from the extended operational process.

The fact that this methodology, such as
Agile, have made strides in overcoming the rigidity that was observable in the
past project management processes means that the organizational objective of
cost cutting has been achieved by using these approaches (Senapathi, 2010). In
fact, systems such as the flexible system have emerged as more hybrid an aspect
that improves the relationship between the system methodology and the project
management process. For instance, in the recent years, since the introduction
of systems such as the agile systems, there have been improvements in the
process of project management through the introduction of shorter development
cycles that are more cost-effective and less costly. In essence, this means
that such system methodologies may be able to work in tandem with the project
management processes towards the achievement of the set organizational goals.
In the process of operation between the system methodologies and project
management, methodologies such as the Agile Methods offer a lightweight kind of
framework that assists the teams in to adjust to the constant evolution in the
functions and delivery process within the entity. The organization can deal
with the risk associated with the project progression process. The other
fundamental way in which the system methodologies work in tandem with the
project management teams to ensure that there is a process of continuous
planning feedback, which is essential in the course of assessing the business
process.

The relationship allows the organization
to maximize on value addition as the entity maneuvers the trajectories of
change. In some other studies, it has been noted that system methodologies such
as agile may work in tandem with the project management teams to enhance the
organization’s visibility, which in fact is an essential aspect in the process
of building value proposition. On the other hand, system methodologies such as
agile can work in tandem with project management teams to ensure that the
reputation of information system failure within businesses, which often leads
to massive losses for the company, is overcome. To this end, this relationship
between the system methods and the project management systems may be critical
towards the achievement of a reduction of the common concerns regarding IS
project failure and the expenses that accompany such failure.

Managers Role in Aligning Information
System Development Projects with Organizational Goals

The
role of the project management office and the IT managers are to ensure that
the various development projects are in alignment with the different business
strategies. The managers may commence the process of planning and initiation
approaches that seek to ensure that all the initiatives and undertakings within
the enterprise can be tied back to the strategic goals set up by the
organization (Marble, 2003). The managers take up the process of planning for all the
activities that necessary in the process of achieving the shared goals and work
towards ensuring that in the end, the strategic objectives set out in the
project management stage are achievable.

The
managers may also take up an active role in the process of monitoring
activities, the resources and the performance of the various segments within
the project management structure. The assertion justifies the need to have a
systematic monitoring process, which in this case includes the gathering of
information on the various progressive steps, achievements, and failures that
have been notable in the course of undertaking the process. The process also
includes monitoring the steps that may be adaptable in dealing with the
likelihood of failure in the course of committing the project (Srivannaboon
& Milosevic, 2007). For
instance, gathering information of the available resources and the extent to
which the implementation process may be on course allows the managers to have a
better understanding of the expectations vis-à-vis the reality in the course of
undertaking the business process.

 The
IT managers and project coordinators have an essential role in the process of
closeout. The argument is that the managers must be in a position to quantify
the success rates of the particular projects in line with the laid out business
objectives as a way of dealing with the possible changes in strategy and the
new risks associated with the progressive process of project management. In the
end, closing out also becomes an outstanding opportunity for the managers to
assess the various areas of success and failure that the organization may use
as a benchmark in future projects. In the end, strategic alignment is critical
because it begins the process of aligning the set objectives with the available
resources as a way of dealing with the unseen challenges that emerge along the
process of project implementation.