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Developing an Enterprise Governance Process for Precision Electronic Parts (PEP), Inc.

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Added on  2019-09-22

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This assignment requires students to develop a presentation for the IT Steering Committee (ITSC) of Precision Electronic Parts (PEP), Inc. The presentation should describe an enterprise governance process that uses documents like Preliminary Investigation Report, Requirements Specification, Design Specification, and Final System Report. The governance process should be centered around the SDLC phases and milestone decision points. The presentation should include the involvement of stakeholders, important questions to be answered, and considerations for go/no-go decisions. The presentation should be professional and use frames, color, and style to make it interesting. At least three external resources should be used, and sources should be scholarly. The presentation should be at least 10 slides.
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Group Project: Enterprise Governance Process PresentationBefore you begin this assignment, be sure you have read the Case Study.Purpose of this AssignmentThis assignment gives you the opportunity to demonstrate your ability to participate in a team project and to communicate effectively with an important group of stakeholders. This assignment specifically addresses the following course outcomes to enable you to:plan, build, and maintain systems that meet organizational strategic goals by applying enterprise architecture and enterprise governance principles, andpractices effectively communicate with stakeholders to determine, manage, and document business requirements throughout the SDLC.A further objective is to provide an opportunity for students to construct an alignment between the staged assignments used for the course and IT governance processes used in organizations.AssignmentThe case study used in this class, Precision Electronic Parts (PEP), Inc., describes the IT Steering Committee (ITSC) that has been formed to make investment decisions related to the information technology used by PEP. The case study identifies the membership of the ITSC, which includes the Chief Information Officer (CIO). The CIO has asked your group to develop a presentation for the ITSC that describes an enterprise governance process which uses each of the following documents in the IT decision making and project management processes: the Preliminary Investigation Report, the Requirements Specification, the Design Specification, and the Final System Report. The governance process should be centered around the system development life cycle (SDLC) phases and the milestone decision points at which decisions are made on whether to proceed to the next phase. The explanation should include for each document from the list above: the phase of the SDLC in which the document is created and how it fits in that phase,who should be involved in creating the document,a list of the major stakeholders – each of the members of the ITSC - and what their individual areas of particular interest are, a list of at least 3 important questions to be answered at this stage, andwhat the major considerations are for a go/no-go decision, including consideration, where applicable, of the PEP strategic business plan, the IT strategic plan, components of the Enterprise Architecture, and other applicable documents the teammay identify.The phases of the SDLC to be used are discussed in the Systems Planning Course Module and are:Systems PlanningSystems AnalysisSystems DesignSystems ImplementationSystems Operation
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The presentation is to be developed using Microsoft PowerPoint for delivery to the executive leadership team, and should be at a level appropriate for that purpose. Your presentation format should be professional and use frames, color and/or style to make it interesting in appearance to keep your audience’s attention. Each slide should have a title, aslide number, and a limited number of bullet points. A presentation should capture key bullet points and not include complete paragraphs and detailed text. The bullet points in your presentation will be supported by relevant details in the Notes section of the slides. Usethe Notes area to write what you would say (all your words from "Good morning" to "Thank you") if you were giving this as a presentation. Presentations with limited or no Notes will receive much lower grades. The use of at least three (3) external resources(other than the textbook and classroom resources) is required; your sources should be scholarly sources, not Wikipedia and the popular press. Remember to correctly cite and reference your sources. Any direct quotes should be indicated within the slide text with appropriate quotation marks and an in-text citation (however direct quotes should be short and used sparingly, if at all). Complete references for all sources should be included in the corresponding Notes section. Paraphrased material can just be referenced within the Notes section of the slides without an in-text citation on the slide. This deviates from APA style but keeps the slides more readable.Your presentation should be at least 10 slides, including:1-2 slides that explains the overall governance process that is being proposed which will include decision points based on the four documents listedCase Study:Introduction This case study will be used for a series of staged assignments. It should be thoroughly read and understood prior to working on any of the assignments. SettingPrecision Electronic Parts (PEP), Inc., is a small private business that has retained you to assist in the development of a new billing and payment system and associated processes. Background PEP is a small, private specialized electronics company in Kansas. For the past 20 years, it has manufactured a wide range of precision electronic components and replacement parts for medical equipment used in hospitals, doctor’s offices, and pharmacies. Last year, the company began building anddelivering custom low voltage motors that reduced electricity costs and made older medical equipment more environmentally friendly. More recently, PEP has added a new line of more efficient low voltage motors that can be used in precision equipment outside the healthcare industry. As a result, PEP is experiencing significant increases in orders for the motors. The manufacturing facility has been expanded, and the sales and marketing teams have been enlarged. All of this is straining the Ordering & Shipping Department and the Inventory Management Department, which have received no increase in personnel. They are meeting the challenge, but the Executive Leadership Team (the CEO, COO, CFO, and CIO) know that they are only treading water. The Finance Department, however, is
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getting further and further behind in their invoice, billing and payment processes. The Business Administration Department has stepped up to the task, but is at the breaking point. IT Steering Committee The IT Steering Committee (ITSC) at PEP is comprised of the Executive Leadership Team, the Senior Vice President and Vice President. • Carolyn West is the Chief Executive Officer (CEO). She has been at the company for 11 years. Carolyn has a background working for and managing electronics companies. Like most CEOs, Carolyn is focused on the strategic and long-term business health of PEP. She chairs the IT Steering Committee. Carolyn andthe committee members jointly make decisions about IT systems and major organizational business process changes. • Tim Uduak, Jr. is the Chief Operating Officer (COO) and the son of founding partner Tim Uduak, Sr. Tim has been around the company since its inception in one capacity or another, except for four years of college and a 3-year break to startup his own company. When his startup failed, Tim came back to PEP asthe SVP, Engineering & Manufacturing Operations. Last year, he was promoted to COO. While Tim has a strategic focus and is not technology averse, he prefers to solve business challenges with processes rather than information technology. • Karl Manley is the Chief Financial Officer (CFO). He has been with the company for 9 years. Karl has abackground in accounting and finance, and is a certified public accountant (CPA). He tends to focus on the company’s financial health to the exclusion of all other business concerns. While Karl is technology fluent, he resists new IT purchases unless there is a clear and direct connection made between the technology investment and improving the company’s financial profile. The Director, Accounts Receivable (Mary Winston) and the Director, Accounts Payable (Amy Dole) report to the CFO, and together are responsible for the financial operations of the business. • Mark Temple is the Chief Information Officer (CIO) and head of the IT Department. He provides all IT services to PEP. Prior to being hired as the CIO, Mark was an IT manager at a large multi-national corporation responsible for providing IT services to their offices from the headquarters in Lincoln, Nebraska. While in that position, Mark participated in very structured IT processes, and developed an appreciation for working with the operational and management divisions to ensure success of IT projects. When he arrived at PEP, he advised the CEO, COO and CFO that an IT Steering Committee could help ensure they pursued the most beneficial IT projects. He is your primary point of contact for dealing with PEP in analyzing their processes and systems. • Susan Black is the Senior Vice President (SVP), Engineering & Manufacturing Operations and is Tim’s replacement. Susan has worked for the company for 13 years. She started as a Senior Engineer, and after six years was promoted to Director, Engineering, where she spearheaded the successful research and development of the low voltage motors. Susan is a champion of information technology as long as it is clearly focused on the core business. • Jason Udo is the Vice President (VP), Business Administration. He oversees all departments, except Engineering & Manufacturing, Finance, and IT. His responsibilities include key support functions such asSales, Marketing, Ordering & Shipping, Inventory, and Human Resources. The ITSC has adopted the IT governance processes recommended by the CIO. They review proposals for IT investments and determine where to invest their limited funds. Each of the members has particular
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