The fourth one was the infrastructure planning group which consisted of 16 resources. It was mainly involved in the improvement of technological infrastructure and technical designing of architecture for new applications. Finally the model also consisted of a group that dealt with the infrastructure shared services. It had 40 resources and was responsible for coordinating the common infrastructure components like e-mail, global network, and data processing centers. The group also provided collaboration tools and workstation support. The IT management model also experienced some challenges. It had a culture of decentralization where the responsibility of IT had always been shared by various business groups.
Each business group was independent with its own IT infrastructure choices, strategic plan, applications and services. They also had their own IT organization meant to pursue objectives based on the group’s orientation and needs. This culture, therefore, made it difficult for the IT people involved in the management model, to cooperate or agree with each other. The Mandate of the groups had always been to their own needs. However, utilization and management of Alcan’s information technologies was extremely complex.
Over the last five years, Alcan’s multiple acquisitions had established a diversified and fragmented IT environment. The environment had a negative impact on the efficiency and effectiveness of business processes. As a CIO in IT management of Alcan Company, I have proposed a new IT governance framework that will be an implementation of the old management model used by the company in 2006. The New IT management model will locate all decision making accountabilities according to intended archetypes. However, the model will have various decision making mechanism.
The first one will be business monarchy decision-making mechanism. This mechanism will assist the company’s senior management in establishing strategic direction and elaborating operation model. The second one will be federal decision making mechanism which overtly works in balancing the company’s unit priorities. The third one will be duopoly decision making mechanism which will help in clarification of business objectives and incorporation of IT competence into strategy formulation. The forth one will be IT monarchy decision mechanism which will be responsible of making the world’s infrastructure and IT architecture decisions.
Finally, we will have the architecture committee mechanism which will be responsible of defining grant exceptions and standards.
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