QUESTION 1: The purpose of this module's main topic is to help you synthesize your cumulative knowledge and understanding of the material presented in the module. Concept application is important to understand how organizations enhance systems to compete globally. Please consider the following.
Define the difference between Business Process Re-engineering (BPR) and Business Process Management (BPM) concepts. What are the advantages and disadvantages of BPM? How do "value chain" principles apply to BPR and BPM? Why should an IT manager know the differences between the concepts? Discuss examples from personal experience. Please provide your own unique responses as well as discussing these issues with your class colleagues.
QUESTION 2:
How to promote value-added leadership
Not every supervisor in your IT group is likely to be imbued with all of the characteristics of a value-added leader. Yet, in surveying your organization, you are apt to find people who exhibit a host of these distinctive elements. Each of these behaviors can be recognized and shaped within an organization. Value-added leadership is a collection of learnable behaviors likely to profit your organization. We suggest considering three strategies:
1. First, look at your organization. You are liable to have keen but unheralded examples of value-added leaders already in your midst. Consider identifying and being a champion of these leaders, acknowledging their efforts and helping them to further succeed.
2. Second, as you screen for employment, promotions, and rewards, keep value-added leadership in mind.
3. Third, design and integrate value-added leadership learning modules into your organization's training efforts. Much, if not all, value-added leadership behavior can be improved by determined organizational training.
If you want improved leadership and results in your IT organization, make value-added leadership
QUESTION 3:
Please consider that you are just joining an organization as the lead project manager for a team already in existence. You are concerned about how to gain the respect, loyalty and continued performance of this new team. What would be your response if a team member came to you with one or more of the following questions?
• Why do we have to do all of this project documentation ahead of the real work?
• What's the difference between a project risk and an issue?
• Should managers need to evaluate the level of risk before committing to IT projects? If so, why?
• What risks did you encounter in your last project?
• How do you actually track risks in a project?
• Identify circumstances that could lead management to accept risk in a project?