The Project to be studied is an implementation of a work assignment and tracking system in an IT department in a medium sized company. The IT Department before the project was started, had undergone a management change and a reorganization due to corporate cost cutting and restructuring. The previous structure of the IT organization was teams of people that support specific applications in the system, and the business users of a particular application contacted the team assigned to their application for system enhancements and support. There was no system for managing and tracking projects and tasks, and it was left to the managers of each team to handle project prioritization, assignment and tracking. This structure was changed to a pooled resource structure where IT staff people were grouped by functional areas (such as mainframe support group, pc support group, web applications, etc). The IT structure was no longer hierarchical and the work was no longer handed down in a top down approach thus creating a need for a systematic way of managing people and tasks to function effectively.
SDLC (Systems Development Life Cycle).
The Life Cycle for this particular project did not exactly match the order of the phases as described in the Systems Development Life Cycle concept. Because of the immediate reorganization of the IT organization, current projects encountered delays and the IT procedures and tasks were disrupted. This prompted a need for a quick reshuffling of work between the new groups and a quick and dirty way to manage the work at hand and incoming work until a better system is implemented.
The initiation of a system (or project) begins when a business need or opportunity is identified. This happened for this project when a CIO was appointed to head the new IT organization and was asked to reduce head count by pooling the resources while at the same time still provide timely and effective service to the business users of the IT systems and applications.