In An Organization With A Matrix Structure Authority Flows Both Changes in IT Delivery to Achieve Better Results

You are searching about In An Organization With A Matrix Structure Authority Flows Both, today we will share with you article about In An Organization With A Matrix Structure Authority Flows Both was compiled and edited by our team from many sources on the internet. Hope this article on the topic In An Organization With A Matrix Structure Authority Flows Both is useful to you.

Changes in IT Delivery to Achieve Better Results

Coping with and accepting change has been one of the most difficult challenges in the IT division over the past year. Changing the way of working was like turning the usual practice of the past two decades into an unfamiliar model that many did not easily accept and digest. The main challenge and resistance to change was the fear of change and how it will affect individuals.

The oldest and strongest emotion of humanity is fear, and the oldest and strongest type of fear is fear of the unknown. – HP Lovecraft

Many in IT desperately wanted change at work, yet were uncomfortable and worried when it happened. But change in the IT department was inevitable and necessary for the department to thrive and move to the next level of effective information technology delivery

To successfully implement organizational transformations or other enterprise-level strategic initiatives, companies must align five process capabilities, called the 5-Ms: Meaning, Mindset, Mobilization, Measurement, and Renewal Mechanisms.

Ten steps to leading enterprise-wide change initiatives: 1. Communicate urgency; 2. Explain the process of change; 3. Act quickly and decisively; 4. Focus energy; 5. Allocate resources; 6. Develop abilities; 7. Harmonization of measures; 8. Reward new behaviors; 9. Share successes widely; 10. Embed the transformation. [Source: Douglas A. Ready -Leading Enterprise-Wide Change Initiatives]

In this article, I will highlight several changes that occurred in 2015 to achieve better results in IT delivery.

Separation of operations from development:

Bimodal IT (also known as “two-speed IT”) describes an approach that responds to business needs for stable and agile IT systems. The term was coined by IT consulting firm Gartner Inc, which defines the two levels as follows: “Mode 1 is traditional and sequential, emphasizing security and accuracy. Mode 2 is exploratory and non-linear, emphasizing agility and speed.”

The role of the CIO is changing and being impacted by the need for two-speed IT. The IT department understands that using IT to compete in the digital domain may require a different kind of expert; “Digital CIO”, from the person who runs day-to-day IT operations. Indeed, enterprises appear to be rapidly moving to a bimodal version of the top IT job. According to Gartner’s 2015 CIO survey of about 2,800 IT leaders, 47% said they have a deputy CIO under them.

Separating operations from project activities was probably the most difficult change to accept during this year. The IT department had two aspects of work that existed, namely ongoing operations and projects (including development initiatives). The philosophy behind separating operations from development proposes that agile, innovative IT initiatives should be allowed to progress quickly without disrupting the checks and balances needed to maintain business-critical IT operations. All jobs and/or efforts performed within a department are characterized by either operations or projects, and all department costs must be allocated to either operations or projects.

While CIOs may not be able to transform their existing IT department into a digital startup, they could turn it into a bimodal IT organization. “Forty-five percent of CIOs say they currently have an agile way of working,” Sondergaard said, “and we predict that 75 percent of IT organizations will be bimodal in some way by 2017.”[Source: Peter Sondergaard, senior vice president at Gartner and global head of research]

This change has succeeded in empowering both areas to effectively focus on the issues necessary to maintain the highest level of business and enable projects and development initiatives to deliver the highest level of quality deliverables. The maturity level of this change is still in its early stages, but it is in the process of gradual development.

Meeting the expectations of the business unit:

To meet the expectations of the business unit, the IT department needed to set limits and avoid promising what could not be delivered. Formalizing the delivery model of IT initiatives by introducing defined quarterly work plans that are approved and prioritized by representatives of business units (what is internally called the steering committee) based on their needs and the capacity of the IT department. The desired effects proved to be successful because they delivered what the client expects and wants. This model worked more efficiently than the previous process that took place in previous years where the flow of requests from business units was greater than the capacity of the IT department to deliver results.

The latest reports from the IT department showed that 90% of successful deliveries were achieved during the last quarter of 2015 with a high level of overall customer satisfaction.

Matrix management model:

The department historically operated in a highly hierarchical “Silo” based structure which resulted in a lack of information flow between groups or parts of the department and limited interactions between members of different branches of the department, leading to reduced productivity.

The IT department implemented a Matrix management model to provide a flexible management structure that allows the department to be more adaptable to change and uncertainty. He encouraged innovation and quick action through the dispatch of information to employees who need the information and know how to use it. Furthermore, matrix management allowed the IT department to leverage vast resources while remaining task/delivery oriented. The department has given responsibility to senior management to work in a horizontal manner to ensure efficient IT operations; IT project/development; IT architecture; Management of IT services; and IT contract management. In addition, quality assurance and budgeting and planning were included in the responsibility of the IT department in a horizontal way so that defect-free delivery could be maximized through independent quality control and budgeting and planning reporting through a horizontal vertical model without silos.

The matrix structure broke down the “silo” effect and led to a high sense of personal empowerment. Heads of project groups and heads of functional groups have approximately equal powers within the department. Team leaders are now more likely to be involved in solving complex problems, meeting ambitious goals and making key decisions.

Continuous communication:

To avoid the lack of information being filled with rumors during a period of change, communication, communication, and communication was key to alleviating the fear of change. Department management organizes bi-weekly meetings with all team leaders, staff and non-employees on a regular basis to promote a continuous flow of two-way communication. If employees effectively communicate their fears with co-workers and leaders within the department, concerns can be addressed and calmed through more communication.

Finally, the above is a small subset of the changes that occurred during 2015, and there is much more work to be done in the near future. The change and progress introduced to date has been welcomed by many in the organization and should show more measurable results in the near future.

[References: http://www.cio.com/article/2947863/leadership-management/10-things-you-need-to-know-about-bi-modal-it.html http://www.cio.com/article/2875803/cio-role/what-gartner-s-bimodal-it-model-means-to-enterprise-cios.html ]

Video about In An Organization With A Matrix Structure Authority Flows Both

You can see more content about In An Organization With A Matrix Structure Authority Flows Both on our youtube channel: Click Here

Question about In An Organization With A Matrix Structure Authority Flows Both

If you have any questions about In An Organization With A Matrix Structure Authority Flows Both, please let us know, all your questions or suggestions will help us improve in the following articles!

The article In An Organization With A Matrix Structure Authority Flows Both was compiled by me and my team from many sources. If you find the article In An Organization With A Matrix Structure Authority Flows Both helpful to you, please support the team Like or Share!

Rate Articles In An Organization With A Matrix Structure Authority Flows Both

Rate: 4-5 stars
Ratings: 8519
Views: 25465532

Search keywords In An Organization With A Matrix Structure Authority Flows Both

In An Organization With A Matrix Structure Authority Flows Both
way In An Organization With A Matrix Structure Authority Flows Both
tutorial In An Organization With A Matrix Structure Authority Flows Both
In An Organization With A Matrix Structure Authority Flows Both free
#Delivery #Achieve #Results

Source: https://ezinearticles.com/?Changes-in-IT-Delivery-to-Achieve-Better-Results&id=9273768