Implementation Of IT Strategy Research Articles

Concept of structure and principles of management of project and product IT management

In the current article, the issues of two related specialties such as project management and product management are raised. The problem of overlapping responsibilities of these two directions and their interaction in terms of project activity is highlighted. In addition, the modern market of projects from various web platforms and the demand for specialists in these fields of activity were analyzed. The main duties and requirements for these specialties are highlighted. As well as areas in which the use of project and product managers is more oriented. IT management is the most important function in an organization because it ensures that the organization's technologies and IT systems are aligned with its shared business goals and that they are used effectively and efficiently. It includes a wide range of tasks and responsibilities, such as: development and implementation of IT strategy and policies, management of IT resources, ensuring security and reliability of IT systems, supervision of development and maintenance of IT systems and applications, management of IT projects, managing relationships with suppliers and other external partners and managing IT budgets and costs. It includes such professions as: business analyst, project manager, product manager and others. As the role of technology continues to play a critical role in the success of organizations, management in IT is becoming an increasingly important function and IT universities know that effective management can help organizations increase their competitiveness, reduce costs and increase the efficiency of their operations. The reason for the transition from general management to PM is often reliability - instead of a relatively abstract perspective to predictable results.The main problem is the overlapping of the duties of specialties and levels of responsibilities in accordance with the roles on the project.

The Interplay Between Human and Structure in IT Strategy

In organisations, human actions and structures are inseparable from processes and activities including in the development and implementation of the IT strategy. IT strategy is often intended to be driven by the organisational vision and strategy to achieve its goals periodically. IT has significant impact on an organisation's success or failure. It therefore does not operate in a vacuum. The issue is not just about information technology, rather, it is the strategic application of technology, including management, which is about people and the processes. The research applied Structuration Theory to examine the types of structures that exist during the development and implementation of IT strategy, and the structures that actually emerge as a result of human action in the computing environment of the organisation and through that, identify its impact. The primary aim of the research was to examine how cultural, policy and personal issues enable at the same time constrain activities in the computing environment during the development and implementation of IT strategy.

The Impact of Organisational Politics on the Implementation of IT Strategy

Through IT strategy, many organisations intend to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the strategy. It would therefore seem that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is articulated and formulated. What is missing is that there has been less attention on the implementation of the strategy. Also, in most organisations, technical issues are minor compared to the relationship issues. There are many factors which influence the implementation of the IT strategy. This paper focuses on how organisational politics as examined by two underpinning theories, Structuration Theory and Actor-Network Theory, impact the implementation of IT strategy.

The Use of Structuration Theory and Actor Network Theory for Analysis

In the current climate of global competitiveness, many organisations are increasingly dependent on their IT strategy—either to increase their competitiveness, or often just to survive. Yet little is known about the non-technical influencing factors (such as people) and their impact on the development and implementation of IT strategy. There would therefore seem to be prima facie evidence that there is a need for a new approach to examining the relationships between social factors, technology and the organisation with respect to the development and implementation of IT strategy. This article seeks to make a contribution in this regard. Structuration Theory and Actor-Network Theory were employed to analyse how non-technical factors influence IT strategy. Structuration Theory holds that human actions are enabled and constrained by structures. Structures are rules and resources that do not exist independently of human action, nor are they material entities. Giddens describes them as ‘traces in the mind’ and argues that they exist only through the action of human beings. Actor Network Theory (ANT) provides a fresh perspective on the importance of relationships between actors that are both human and non-human. By their very presence, actors work to establish, maintain and revise the construction of organisational networks of aligned interests and gradually form stable actor-networks. ANT emphasises the heterogeneous nature of actor-networks which consist of and link together both technical and non-technical elements.