Task Management
Introduction
Businesses are now adapting to the fast-paced changes in business arena. Technological advantages of businesses become the current trend in the 21st century (Bailey, 1998). In line with this, companies and business organisation should follow the technological trends in order to gain business success. Basically, the design and implementation of information technology systems is a challenging task for business organisation particularly to Dawson’s Automobile. Dawson’s Automobile is a small business establishment that manufacture cars. Dawson’s market is actually considered as one top-of-the-line of some non-luxury brands and at the same time they were also lined up as ‘entry level’ in luxury car brands. As the company grows and competition in car manufacturing market increases and in order to survive to the current trends in business, the company needs to have an extensive IS/IT systems. However, this IS/IT systems need may also affect the overall operation of the company. Actually, the administrators in Dawson’s Automobile were afraid that the implementation of this new system may result in one of them losing their job. Thus, in this particular case, the project manager of an IT firm who will handle the IS/IT system should consider the concerns of Dawson’s stakeholders. Aside from the professional expertise needed for their successful execution, IS/IT systems also needed sufficient time, cost control, appropriate management style, effective communication and other essential resources. In addition to the resources, designing and implementing IT systems involves various risks and unexpected turn outs that must requires immediate resolution to prevent them from worsening. Due to these important project essentials and risks, a figure designated to be in control must be assigned. For this, the role of a task manager in any IT/IS project is necessary.
In this task management discussion, the different factors of IT projects that a task manager must consider will be raised. Specifically, the different constraints that a task manager could possibly encounter in the process will be identified. The appropriate management techniques, leadership style and communication methods that will help in addressing these constraints will also be discussed. Furthermore, the role of a task manager as a mentor and a coach in an IT/IS project will be described as well. Significant recommendations on how a task manager should handle IT projects will be developed based on relevant literatures and cases.
Discussions
Task 1- Information Systems for Dawson’s Automobile
With the increasing needs of IS system in Dawson’s Automobile, it seems that the main assets in the current era is information. Through the efficient use of information, the success of a certain organisation becomes significant. Awareness of information value and the ability to manage information organisation-wide will have great impact on organisation progress results. Since information is used in every feature of business and generated in every process, a centralised supervision function is needed to structure, combine and distribute it effectively and efficiently. Apparently, one of the most vital and difficult tasks is determining important information and the proper way of using it (Decarlo, Lewis, & Wysocki 2001). Where legal concerns and financial matters tend to identify themselves automatically, although often too late, with information this is not always simple. Data is engendered in all processes in and outside the organisation. Determining the possible information value of these processes and creating a system to effectively use it requires specialised skills. Meaning to say, we need to combine in-depth business knowledge with in-depth system/process knowledge. Eventually, when the information value is close to the procedure, e.g. obtaining direct process competence, this link can often be made by the organisation. This can be very difficult when information value is business-logically separated from the information source. Information is an asset that needs processing and care. Handling it wrong can render valuable information useless where money can be transformed and traced easily. On the other hand, information can be copied and used on different locations multiplying its value. Like money the optimal use of information requires strict procedures for handling it. As for money this depends on the specific organisation.
From the discussion, this paper aims to conduct a project plan regarding information systems implementation. Basically, Dawson’s Automobile is planning to have a complete of information system within the organisation to enable the needs of their employees and customers. The implementation of this system should be done within 8 weeks with ,000 US budget. Some of the activities needed to get the system started are:
A. Shipping the equipment
B. Recruitment of IT and Staff
C. Installation of the system
D. Training of Employees
E. Pilot operation
Actually, in any business organisation, making computer and information systems more secure is both a managerial problem and a technological challenge. The technology exists to incorporate adequate safeguards within these systems, but the managerial demand for secure systems is virtually nonexistent outside of the defence and financial industries. That so many of our commercial systems provide marginal security at best is a reflection of the lack of managerial awareness and understanding of the need to protect the information stored in, and transmitted between, computers.
From this, it is essential to determine the technical and non-technical concerns of the possible information systems requirements of the company. Basically, the technical problems that may arise in this project include the suitability of the software and hardware to the type of information to be protected. In addition, employees of Dawson’s Automobile should be aware on how this systems works. Apparently, issues such as system design, system capacity, system control, system maintenance, and system response to requests for information should also be considered. The systems to be used by the by Dawson’s Automobile must be appropriate, to capably meet the needs of both employees and customers.
In regards to non-technical issues of information systems implementation, the inclusion of project constraints, such as money, time and staff must be analysed. The company must be able to evaluate the financial aspect needing to accomplish the project. As part of non-technical issues in the project, time in accomplishing the project should also be observed. This is important since time and the amount of money the company will be spending to accomplish its projects are intercorrelated. Every organisation wishes to lessen expenditures, so identifying the project’s specific time frame would enable the company to allocate enough resources for the project. Lastly, staff participation is also essential in the project since they are responsible for making the project move forward.
Apparently, the function of an Information System in this organisation is to optimise decision-making by delivering the right information in the right format at the right time. This new system will attempt to make all information to be updated, to make all selling price of cars passed on to customers consistent, and to make all systems used in transaction compatible to another. According to the experts in Dawson’s Automobile, the information needs changes continuously. They explained that to be useful the supplied information must keep matching the evolving information need of the individual users.
Conversely, the Information System to be installed should understand the organisation’s need to deliver the right information. Interaction with users is critical to determine the best content and format for new information. Furthermore, to be able to continuously deliver necessary information the Information System in Dawson’s Automobile anticipated the future information needed and gathered data beforehand. Actually, the relationships with the data sources are necessary to maintain a reliable source for information. The relationships with business and sources together with organisation wide information value awareness are the base of an Information System.
Lamentably, organisation is not immune to information system failures precipitated by inadequate management capacities. Many systems failed to perform up to specifications and, hence, had to be scrapped. The report attributes the difficulties squarely to poor management, ineffective planning, and lack of user involvement in implementation.
In addition, the organisation created a data bank that enhances the production function of an Information System. It is a tool supporting the Information System since it consists of a centralised historical database with data management and reporting functions (Decarlo, Lewis, & Wysocki 2001). Normally, the data bank maintains data integrity and consistency and supports the administration of business rules and information definitions (Decarlo, Lewis, & Wysocki 2001). Currently most Information Systems in other organisations are built as Data Storages, i.e. a significant database with reporting effectivity.
Task 2-Task Management Plan
From the list of activities presented in Task 1, this part of the paper will show the critical path analysis as part of Task Management Plan. As previously discussed, this project contains of five separate activities. A, B, C, D and E. The time required and precedence relations among them are listed in the following table:
Table 1. Precedence Relation
Activity
Activity Time
Preceding Activity
A. Shipping the equipment
1 week
none
B. Recruitment of IT and Staff
1 week
none
C. Installation of the system
2 weeks
A
D. Training of Employees
2 weeks
A
E. Pilot operation
2 weeks
B, C
These activities and their precedence relation are presented by the following network:
Figure 1. Activity Network
From the presentation, unforeseen delays in the activities not on the critical path may affect the completion time of the entire project. Any delay in the activities on the critical path will lengthen the completion time of the entire project.
From this network analysis, finding the earliest event times, earliest finish times, latest event times and slack may contribute in determining the critical path for these activities (Decarlo, Lewis, & Wysocki 2001). The complete event including the critical path of activities that should be observed in this project is presented in the following table.
Start Time
Finish Time
Event
Activity
Activity Time
Earliest
Latest
Earliest
Latest
Slack
Critical Path
1, 2
A. Negotiation with the IS company
1 week
0
0
1
1
0
x
1, 3
B. Shipping the equipment
1 week
0
0
1
3
2
2, 3
C. Recruitment of IT and Staff
2 weeks
1
1
3
3
0
x
2, 4
D. Installation of the system
2 weeks
1
1
3
3
0
x
3, 4
E. Pilot operation
2 weeks
2
3
4
4
0
x
If Dawson’s Automobile wanted to reduce the completion time of the entire project, then they must reduce the completion times for some of the constituent activities. Such an action is called crashing of activities. If activity is to be crashed, it should be on critical path.
While every organisation seems to invest in technology, there are other aspects that should be considered in attaining a holistic performance of their respective organisation. One aspect that needs as much, if not more attention and investment than technology is human capital management. An organisation’s human capital management philosophy must value the workforce as a key asset that will define an organisation’s character and performance capacity (Lipiec, 2001). “In fact, human capital is a critical factor that would either lead the organisation to success or to failure,” as stated by Lipiec (2001). The role of human resources is one of catalytic conversion that prepares organisations to understand their history, strategise for the present, and create visions for the future. That role moves beyond the traditional experiences of personnel, recruitment and selection, classification and compensation, health promotion and benefits, risk management, training, and organisational development to one of visionary guide, change agent, and culture monitor (Williams, 1995).
Task 3- Leadership
From the previous analysis, several factors can be determined, which need changes. Primarily, the management or style of leadership in the company must be changed, which suits the style and preferences of its employees. The management style of the company’s managers must then be given enough attention to ensure the organisation and control of the company’s employees. The scope of this change must be rooted to all of the functions of the company’s manager or its chief executive officer, whom includes planning that, involves defining goals, establishing strategy, and developing sub-plans to coordinate activities (De Bono, 2005). Function also includes organising, which determines what needs to be done, how will it be done and who will do it, leading to directing and motivating all parties and resolving conflicts, controlling, and making sure that the organisation has achieved its stated purpose (De Bono, 2005). In short, the scope in the change of management entails the refreshing and reinforcing of the tasks and responsibilities of the manager of chief executive officer of the company.
Due to the problems and the target project plan that have been distinguished by Dawson’s Automobile, this company decided to create a plan in relation to IS measures. As mentioned earlier, the top management of the company wanted to employ IS implementation as part of change management in the organisation that concern to facilities, maintenance unit, information processes and resource management. Primarily, the major objective is to utilise IS in order to enhance services of Dawson’s Automobile. Actually, the drive of IS implementation, therefore, came from the demands of its customers. In line with this, the manager/MD of Dawson’s Automobile should be aware of the culture of the company. He/She should have respect to the company’s history. With regards to ethical issues, the manager should be able to take considerations of what would be the reaction of their employees to the changes that would be imposed particularly to the implementation of new IS/IT system. Furthermore, the MD should have seen to it that her employees have undergone critical explanations about the reasons why the change of management system and strategy is needed for a certain aspects within the company. In addition, the company should also give the employees enough time to master the skills and proficiency of their employees from maintenance, communication services and human resource management in utilising the changes made by the organisation. This is done by providing them enough trainings and orientation to explain the changes made.
In addition, the leadership skills of MD in Dawson’s Automobile are also important. The title of being Managing Director (MD) can be utilised by any individual however possessing the title does not automatically makes a person a leader in a true sense. According to Haddock and Manning (1995) being a true leader must be obtained through inspiring and motivating people to give their best and a successful leader commits herself to her organisation or group and nurtures the same kind of commitment to its members.
Task 4- Communication
While task managers are exposed to these problems, there are a number of different communication methods that can be used to address them. Communication in general can either be formal or informal. The task manager should then be aware which approach is most appropriate as the situation requires it. In Dawson’s Automobile, conducting a business requires insight in the internal and external environment. Presently the information workers in the organisation need accurate and up to date information to make informed decisions. Basically, information in Dawson’s Automobile has become a critical factor for success since it is the main competitive differentiator in information or knowledge intensive industries. Thus, this organisation formulate a system that accurately manage the information enters to the organisation.
Researchers consistently find that internal organisational capacities, especially project management, strategic planning, and teamwork, are crucial to achieving success with information systems. In a study of 100 management information system professionals, Keider (1984) attributed the primary reason for information system failures to poor project management. Although some projects fell prey to other problems, the most common factor was a lack of understanding and application of project management principles. Aside form this, communication among staff in Dawson’s Automobile is also important to maintain the flow of their business practices. In employee/member relations, communications has emerged to be a necessary function in personnel management. For communication to become effective, Dawson’s Automobile must be able to address its key publics. The primary public in this paper is the employees/members in the Dawson’s Automobile, belonging in all branches and sectors in the organisation. Employees/members are considered to be the first public to address because the success of the organisation depends on their overall performance, and include the company’s managers and team leaders, for they must be aware of the problems in the company/organisation. As stated before, an Information System is a strategic asset of an organisation but the communication process among members of the organisation should not be neglected. The communication process is also an integral part of an organisation.
Communication with the various members of departments and those with various tasks will also be helpful for the outcome because of their perspectives. Lipiec, J. (2001) pointed out that the environment of the new project and the way that it is premised to be done is one of the most important parts for the production of the early corporation, and this is also important for this new project in order to avoid the problems that the other similar corporations have suffered. Each of the staff has to be evaluated immediately and precisely according to their abilities, skills and output. The focus of their core works are important as part of the management of the human resources and also included in the ways that their outcome will be done and included in the final output of the entire project, especially during the start.
With these requirements, Dawson’s Automobile has to focus on the division of labour in order to finish the project. One is the focus on the formulation of the designs and also presentation with the client in an effort to include them with the project, especially as the outcome must be approved by them. When that is finished, there is then the need to focus on the making of the design itself, and the use of the materials available will thus be in question. The costs of the designs must also be discussed with the client as they are the ones who are shouldering the costs, while also considering the creativity of the members of the team in the new project and how they are to be recompensed on their time, effort, and their creativity.
While task managers are exposed to these problems, there are a number of different communication methods that can be used to address them. Communication in general can either be formal or informal. The task manager should then be aware which approach is most appropriate as the situation requires it. For instance, formal communication depicts confidence and control, thus, it is appropriate when speaking to superiors or to the clients. Informal approach on the other hand can be used for the project team or to the direct users of the system to develop rapport and facilitate comprehension. Task managers may also use the upward, downward and horizontal communication styles. In this case, the basis is more on the position of the speakers. For example, the upward method is used when two people of significant position, such as a conversation between two managers, are the ones speaking. On the contrary, a communication style between the manager and the subordinate may adapt the downward method. On the other hand, communication among the project team members may use the horizontal method. In general, task managers should remember that effective communication does not cost anything; thus, it is not as difficult to practice and maintain during the design and implementation process. These communication styles actually suggest that one of the keys to effective communication is know ones’ audience type. By means of understanding the audience, the communicator or task manager will be able to know what communication medium and approach are appropriate.
Task 5 – Mentoring and Coaching
According to Ward (2002), the coach and a mentor frequently perform their work using similar skills tests, such as strong interpersonal and communication skills. Actually, effective mentors, like supervisors, managers, and executives also use effective coaching skills (Ward 2002). Although analogous, these two terms are actually different in each other. Basically, coaching is teaching someone certain skills, techniques and other things to allow them to reach their full potential in activities. On the other hand, mentoring has to do with knowledge and helping them developing their thinking skills.
In Dawson’s Automobile, there are lots of things that the company, managers and staff can do in order to arrive at a successful implementation of IS. As part of coaching and mentoring capabilities of mangers, they need to talk to people, inspire them and get them excited to the possible growth of the company. They may also use reward and recognition for good response. Apparently, team effect and inclusion of people from the union should not be neglected.
Since the Dawson’s Automobile staff were convinced of the benefits which would arise from implementation of IS. Then we may say that the company made a great decision and management style. From the discussion, it can be understood that the personality of managers and their implementation of leadership styles and coaching and mentoring capabilities are determined their culture. The coaching and mentoring capabilities and leadership style of the manger in Dawson’s Automobile depends on his/her culture and personality, and thus, depends on the norms of the society and the culture of his or her subordinates. The personality of manager simply shows that it serves as an informative tool that emphasises the important role culture and character play in leadership implementation.
On the other hand, the company needs change management particularly with its IS implementation, inventory, and performance of the staff in order to keep up with the competition that rapidly becomes a huge threat in the organisation. Addressing changes particularly in the human resource will directly benefit the company because the performance of the employees will either aid in the improvement or failure on the performance of the company. Investing in the human resource is important because they are the front liners of the organisation. Efficient front liners ensure the success in winning the battle of competition within the industry.
Conclusion and Recommendations
From the examples cited in the discussion as well as the literatures discussed, the important role task managers play in IS/IT design and implementation becomes clear. Due to the importance of their role in attaining project success, task managers must then be equipped with the right knowledge and skills, particularly in handling the different problems that could arise in the process. Task managers should not only be skilled when it comes to performing different tasks, but they must also be people-oriented, involved, committed, enthusiastic, creative and innovative. The different aspects of task management also indicated that while there are many methods or styles that a task manager may apply, no single method can be considered as the most effective or appropriate. Thus, it is recommended that task managers take an individualised approach in managing, leading, communicating, mentoring and coaching the project team. Through this, task managers will be able to employ the right project management practices as the situation requires it.
Based on the discussions above, it is found out that information is a key resource of the organisation, together with people, finances and material assets. Thus, it is accepted to state that information is a business issue. The discussion above revealed that through effective information management of the organisation’s resources and systems, organisation administrators can add value to the services delivered to customers, reduce risks in the organisation’s business, reduce the costs of business development and service delivery and encourage improvement in internal business processes and external service implementation. On the other had, it is recommended that when developing an information system just commence to make sure it produces important information and not data. It is better to build a report that is ideal for a specific need then to make a report based on a predefined concession between several users. The shaped information will have value and increases insight into information needs and the way the business is looked at. Adding more and more information to the system and solving the problems as they occur will eventually lead to a system as mentioned. In fact, that is the way any functional Information System is developed. Having an experienced team helping you take the first steps and educating your staff in the first period can make all the difference.
References:
Bailey, J.P. (1998). Electronic Commerce: Prices and Consumer Issues for Three Products: Books, Compact Discs and Software, viewed 29 May, 2008, OECD/GD(98)4,OECD. (http://www.oecd.org//dsti/sti/it/ec/prod/ie98-4.htm)
Decarlo, D., Lewis, J.P. & Wysocki, R.K. (2001). The World Class Project Manager: A Professional Development Guide. Perseus Books: Cambridge, MA.
De Bono, S (2005). Assessing Managerial Attributes Case Study of Maltese Managers in the Service Industry, DBA Executive Summary.
Haddock, P. and Manning. M. (1995). Leadership Skills for Women, Thomson Crisp Learning.
Keider, S. P. (1984). “Why System Development Projects Fail,” Journal of Information Systems Management 1 (3): 33-38.
Lipiec, J. (2001). Human Resources Management Perspective at the Turn of the Century. Public Personnel Management, Vol. 30.
Ward, M (2002). U.S. Environmental Protection Agency, viewed 29 May, 2008, <http://yosemite.epa.gov/R10/OI.NSF/00000000000000000000000000000000/9d1b496115203e5b88256e7c000180a7!OpenDocument>.
Williams, L.C. (1995). Human Resources in a Changing Society: Balancing Compliance and Development. Westport, CT.: Quorum Books.
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