Centralization and Decentralization: IT Project Analysis in Botswana

This report analyzes the concepts of centralization and decentralization within the context of IT projects in Botswana. It explores how decision-making power is distributed within organizations and the impact of this distribution on project success. The report examines the advantages and disadvantages of both centralized and decentralized approaches, considering factors such as organizational size, flexibility, and the need for consistency. It also identifies key factors contributing to IT project failures, including project management issues, innovation factors, top management involvement, organizational components, complexity, and process factors. The analysis draws upon literature to compare theoretical perspectives with current practices in Botswana, highlighting the importance of stakeholder engagement, effective communication, and adaptable management strategies. The report concludes by emphasizing the need for a balanced approach that considers the specific context and goals of each IT project.

Current Practice Analysis for
centralisation and decentralisation
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Current Practice Analysis for centralisation and decentralisation
Abstract
Centralization is considered as a concept denoting concentration that can denote concentration of the
particular authority in a specific position. The authority is centralized on the extent of lower designed
process. However, there is still in the process of observing the structural position. The degree to which
authority can be dedicated within a particular enterprise. The structure engages a degree of delegated
authority to the particular regions or subordinates. The study deals with centralisation and
decentralisation issues in Botswana using project measurements models. The centralised issues are
focused on the decision making approach to make the power at the top hierarchy level. On the other
hand, decentralised issues are focused on developing power as well as authority in order to develop
decision to lower as well as local levels. It makes less uniformity and decisions made are related to
local circumstances. There are several benefits of centralisation factor of IT to develop consistent
policies and making greater control as well as standardised process that helps to take quick decisions.
However, there is tight financial control in the process. On the contrary, decentralised factors focus
on empowering local managers and minimize day-to-day communication with the local as well as
lower levels.
Introduction
One of the significant issues that a business requires addressing is where
decision-making power can reside in the structure. The selection between
centralised or decentralised is an important factor. Most of the business
organizations focus on centralised or decentralised factors that engage a
degree of making decentralised factors. It starts operating business from
multiple business locations and adds new units of business as well as the
factors that businesses are involved with a degree of decentralization. On
the other hand, management of centralisation issues in Botswana needs
to focus on internal factors of the organization. The objectives of the
report are to assess centralization and decentralisation issues of IT in
Botswana using Project measurement models. The measurement
indicates instrument is made in the study. In addition, the investigation
likewise reveals that the factors adding to and decentralisation issues of
IT project in the organization to pass on utilitarian frameworks. In
addition, proper principles as well as techniques are discussed in the
study.
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Current practice analysis for BCO 6653 * Management of Information Technology 2
Literature analysis
In the report, ICT management of Botswana has been selected as contextual analysis for the analysis.
The method has pointed making empowering situations, gives the general management and access to
the offices of information and communication (Oeser and Romano 2016). With a specific end goal to
realise the points of the management, the legislature could set out on IT anticipates in the E-
government in the rural area, correspondence, instruction and wellbeing to say. It is important to
distinguish the components and evaluate disappointment or accomplishment of the project. There are
several advantages and disadvantages of centralisation and decentralisation of IT In Botswana project.
The benefits of centralisation in the project are easier for implementing general policies as well as
practices for the project. However, it is more bureaucratic and includes additional layers in the
hierarchy. Centralisation can prevent different parts of the business from it becomes too independent.
On the other hand, local or junior managers become closer to the requirement of customers. The
factors make easier to co-ordinate as well as control from the particular centre like budgets. There is
also lack of authority down to the hierarchy that may minimize motivation of the managers. It helps to
take quick decision in order to show strong leadership. On the contrary, customer service misses
flexibility as well as speed of the local decision making ability. With the help of centralization, the
project can be helpful to take decisions making closer to the service. However, decision-making
approach is helpful to make the strategy in better way. Decentralization makes the project to be able
responding to the local circumstances. It is difficult to ensure that continuous practices as well as
policies at every location are helpful to improve the project. The benefits of the project are to make an
improvement of the staffs. On the contrary, the disadvantage of decentralization may be some
diseconomies of the scale. It is consistent with having aim for flatter hierarchy.
Centralization and decentralization factors of IT
The way in which exertion of power has taken place affects the nature of operation in project.
Centralization as well as decentralization are existed as there are any different systems of exercising
power. However, centralization can entail systematic reservation of the authority based at a particular
central point. The approach of decision making as well as control of the entity can arise from top
management. However, decentralization allows delegation of authority that allows the authority e to
different levels except it is designed for top management. Following are the factors responsible for the
structure of entity that will use in the system. Size of the organization makes the structure in terms of
member numbers as well as functions. It influences adequacy along with urgency of diverse n process
of decision-making. Flexibility is required to handle the issues that affect on decentralization as well
as decentralisation issues. The fundamental or real reasons of centralisation of IT anticipate
disillusionments that can be arranged into 6 in particular aspects.
• Factors of project management
• Innovation factors
• Factors related to top management
• Organizational components
• Complexity/measure factors
• Process factors
There is no stakeholder contribution, , cooperation, frail communication of management gathering,
group people nonappearance of basic learning, and furthermore, aptitudes are the central point for
project disappointments. Additionally, the process identified with the absence of record needs and also
achievement criteria and no business case for the specific task are incorporated into this. Likewise, no
change control process and short timetable masterminding or conceivably organisation, mighty
correspondence disappointment among accomplices and resources designated to a higher requirement
project.
Lack of effective management feeling of obligation in regards to the Project, Poor customer obligation,
and insufficient customer incorporation is incorporated among the variables (Osborne 2015). The

Current practice analysis for BCO 6653 * Management of Information Technology 3
necessities not without a doubt knew powerlessness to manage the want of customers and evolving
expansion, the absence of capacities, innovation and not adequate staffing, lack of feeling of obligation
in the association in regards to a systems headway approach. Poor estimation strategies, deficient
people's organisation capacities, inability to acclimate to change in business and powerlessness to
manage plan are the components that are in charge of IT anticipate disappointment.
A contemporary understanding identified with the project management needs to think about the issues
of procurement, ethics, and desires of stakeholders, correspondence, fuse and additionally other basic
parameters, which mean to be named as project success factors that directly affect on centralization of
IT. Botswana tries to execute a course of action of errand fundamental accomplishment factors to
address the summit inside which government-financed study.
Authoritative Factors incorporate age of the organization, steadiness of its approaches and techniques,
fitness of its field faculty, weight for speed and economy and managerial refinement. An old office
with settled methods and points of reference thinks that its less demanding to decentralize than more
up to date one where visit reference to the more elevated amount is unavoidable. Security of
hierarchical strategies and techniques encourages decentralization while visit changes in them support
centralization. The more capable the field staff, the more noteworthy the inclination to decentralization.
The weight for speed and economy in organization slants toward decentralization. At last, the
regulatory modernity, that is, an expert way to deal with the issue of assignment likewise impacts
decentralization. Utilitarian Factors incorporate the assortment of capacities performed by the office,
the specialized idea of capacities, and the requirement for countrywide consistency.
The degree for decentralization is more noteworthy in a multi-utilitarian association than in a uni-
functional association. Also, the specialized idea of capacities performed by the office requires
decentralization, as the head can't have the specialized skill to deal with every one of them
straightforwardly.
Centralisation as well as decentralization is referred, as the philosophy of an organization is known as
the degree of centralization as well as decentralization. The concept of delegation is considered as the
concept of centralization that has no degree to the authority that is focused on the process. It is also
referred as the individuals delegating the authority as well as responsibility to people that requires to
report directly. However, decentralisation is much broader concept that generally refers to the broader
concept. Centralisation also focuses on broader concept (Qin et al. 2016). It is referred as the extent to
which power as well as authority is delegated in the organization. Therefore, decentralisation based
organizations are involved with the chain of command as possible. In the context, centralisation as well
as decentralisation is known as relative ideas that can be applied in making decisions to the first level
management (Osborne 2015). It is a procedure where concentration where it is considered for the
actions. Centralisation is systematic as well as continuous reservation of the authority through which
reservation of the decision making process at the top level can be achieved. In addition, it is important
to reserve the operating authority with the help of middle level managers. The significant key decisions
are generally taken with the help of top management as well as make proper decisions at the top level.
However, decentralization is known as systematic delegation of the authority where all the levels are
required to implement according to the decisions of top level. The degree of centralization and
decentralisation depends on the authority that is delegated to the lowest level. It is the extension of
making delegation and makes the pattern wider so that scopes and the authorities can be diffused at the
lowest level of management.
On the other hand, size of the organization has an important role that makes the process for managing
Botswana easy (Qin et al. 2016). Flexibility issues are required to handle whether it is required to
exercise on the factors. However, organizations are large required to handle the issues affecting on the
exercise of centralization or decentralization. In most of the organization uses decentralization as
small-sized entities of using centralisation.

Current practice analysis for BCO 6653 * Management of Information Technology 4
Figure : Centralization and decentralization
(Source: Maurseth, 2018, p.111)
Literature analysis summary
The brief study is enrolled to keep up equipment utilized for LITS works
out, for instance, steers advancements and additionally, change of
ownership licenses are not ready to pass on the required quality help of
Botswana government. Besides, Botswana Telecommunication
Communication (BTC) charging structure is a failed Project in light of
uncalled for Project orchestrating procedures and powerlessness to
conform to business change factors. The BTC store up lost a bit of the pie
because of the following section of flexible executives in 2000 and the
charging structure exhibited made inquiries that similarly stained the BTC
picture. The course of action of IDI consultancy association took in the
wake of purchasing the debatable P60 million charging structure provoked
customer takeoff and the liberal adversities that the association
experience.
Current Practice Section
Winger (2014) stated that the legislature of Botswana ought to expect a
primary part in working up the ICT establishment as it is fundamental for
powerful government use. It guarantees that spine of web spine in the
nation and additionally the International Gateway is directed effectively.
Furthermore, the administration supports a change of fibre-optic
framework with a specific end goal to be profitable broadband
correspondence, and in this manner decreases the rates for web. The
mnagement is influencing an engaging to condition for its gathering
projects in consistent everyday presences of its inhabitants as this is the

Current practice analysis for BCO 6653 * Management of Information Technology 5
start motivation behind e-government (Lilliestam and Hanger 2016). It is
suggested that significant errand barrier and improvement be done from
the earliest starting point. Meetings also uncovered that people thought
that it was hard to engineer a measure of accomplishment. For this,
condition senior chairpersons insisted that they did not utilize any
assessing mechanical gathering, however, depended upon the meander
estimations of time and burning through plan to overview the
achievement measure (Funcke and Bauknecht 2016).
Factors contributing to centralization or decentralisation of ICT/IT Project:
The principal elements of disappointment can be shown as taken after:
• IT structure inability to settle issues proposed to get it
• Utilization of experts
Poor assignment organisation
• No devotion
• Lack of best administration support
• Violation of spending objectives
• Poor organization style
• Lack of accomplice affiliation
The other real dissatisfaction factors that respondents were in
simultaneousness with are the nonattendance of obligation from errand
gathering. The respondents demonstrated that nonattendance of duty
from specific assignment gathering, the senior administration had been
the standard considers adding to disillusionments their endeavours
starting late. In development, the use of specialists in like manner is an
essential factor that adds to broaden dissatisfactions in numerous
affiliations. Regardless of the way this denies sees concerning
dissatisfaction factors represented in composing, a couple of
examinations in Botswana have poor consultancy among elements of
frustration (Shahabi et al. 2015).
Comparison of Literature and Current Practice
Moreover, the new online framework is stacked with a few mix-ups that
could be perceived at the phase of testing. It realized Botswana analysis
board is paying the master more than P40 million keeping in mind the end
goal to settle the framework now and then as opposed to the P1.7 million
that it had made arrangements for the fragile (Leach et al. 2015). The
explanation for MALEPA framework disappointment factors is altogether
articulated to poor estimation process, absence of successful Project
administration, poor assignment consultancy and in addition
powerlessness to administer the advancing degree. The elements are
capable ICT/IT Project Success in Botswana should be fundamentally
broken down. The respondents demonstrated the endeavour
accomplishment factors embedded in IT foresees they have been related
with to be;
The limit concerning tending to mechanical and in addition particular
issues

Current practice analysis for BCO 6653 * Management of Information Technology 6
• IT capacity or helpfulness
• Efficient execution system
• The capacity of IT with a specific end goal to deal with the issue
intended to settle
• User getting ready, direction and in addition support
• Efficient errand assemble duty
• Empowerment
• Requirements administration
The members have insistently assumed that the parts are necessary and
in addition, significant components for the achievement of Botswana IT
anticipate (Redondo et al. 2016). It should be seen that most of the
prevalent accomplishment key variables set up concerning Botswana are
not on the authoritative side. However, an expansive bit of them start
from the particular perspective.
In the midst of meetings, individuals from each one of the affiliations
agreed that endeavour boss' experience is one of the essential factors
that can awaken the Project accomplishment or disappointment result
(Poustie et al. 2015). While underscoring on productive endeavours,
respondents demonstrated that a compelling assignment chief should
have obtained imaginative capacities, space fitness, and enormous
experience including as a rule IT experience and what's more Project
organisation experience.. Project managers connect this examination that
Project frustrations with nonappearance of fundamental learning and
experience.
Their communicated estimation of Project accomplishment is one of a kind
in connection to the metric model accomplishment regard. For this
circumstance, senior managers affirmed that they didn't use any
mechanical estimating assembly however relied upon the project
estimations of time and spending intend to evaluate the accomplishment
measure.
The expert races to observe this could be used to reprimand neither the
endeavour organisation dominance nor the experience of the errand
director in passing on productive/missing the mark exercises. It is a direct
result of need of accord in the utilisation of influencing run of the mill
estimation of progress or inability to quantify that unmistakably implied
that the present structure for assessing and in addition estimating
motivating force for getting achievement or disappointment of IT foresees
isn't sufficient. Like this, it needs advance headway and change.
Respondents agree that best organization support can entirely animate IT
suspect accomplishment, this is not too clear in most of the productive
Projects in Botswana. Regardless, most individuals communicated that
even notwithstanding the way that best chief's assistance is next to no of
an effect, other assignment organisation accomplishment frameworks like
empowering bunch duty, making Project organization techniques and
fortifying help shapes expands necessities and essentials (Rached et al.
2016). It has been found that practically identical results in their
examination when they fought that best administrators can transform into
an extraordinary project success factor to make the system centralized.

Current practice analysis for BCO 6653 * Management of Information Technology 7
At the point when all is said in done, individuals think about the effect of
best organization reinforce towards Project
accomplishment/disillusionment result. Regardless, the dominant part of
them needed to dismiss it, nevertheless, depended upon other enduring
methods they acknowledged could incite the Project accomplishment. Like
this, this came to fruition in most of the ICT/IT envision missing the mark.
In the perspective of the discoveries of the examination going with the
proposition and structure are prescribed for making productive ICT
project. It incorporates that top administration supports when it is basic,
precise definition, useful Project goals and best administration. It should
have learning in applying for diverse administration support strategies to
a particular industry and culture. Project Managers should be adequately
arranged keeping in mind the end goal to pass on more successful IT
suspects Users should be related to each period of the task life cycle
(Quezada et al. 2016). There are necessities for project administrators to
comprehend and apply metric contraptions in consequences of the task.
The future chances of the investigation should include leading a report
with greater examples incorporating more IT anticipates in Botswana and
extending amount of specialists to be experienced.
Conclusion
The selection of the form needs to use the disseminating authority that
depends on the factors. It also makes the factors that includes and limited
to size as well as nature of the functions and make the environment
competent. In the preset project, it is required to focus on the
centralisation and decentralisation factors used in the project that will be
helpful to gain competitive advantages in the project. However, analysing
the internal as well as external factors can be helpful to run the
organization from behavioural aspects, communication, decision-making
as well as performance.

Current practice analysis for BCO 6653 * Management of Information Technology 8
References – Literature
Dardanelli, P. and Kincaid, J., 2016. A New Union? Federalism and the UK. Political
Insight, 7(3), pp.12-15.
Funcke, S. and Bauknecht, D., 2016. Typology of centralised and decentralised visions for
electricity infrastructure. Utilities Policy, 40, pp.67-74.
Leach, J.M., Bartle, I., Hale, J.D., Bouch, C.J., Boyko, C.T., Lee, S.E., de Laurentiis, V.,
Cavada, M., Locret-Collet, M., Hunt, D.V. and Sadler, J.P., 2015. Critical infrastructures and
sharing: implications for UK centralised infrastructure systems. In International Symposium
for Next Generation Infrastructure(pp. 14-15).
Lilliestam, J. and Hanger, S., 2016. Shades of green: Centralisation, decentralisation and
controversy among European renewable electricity visions. Energy Research & Social
Science, 17, pp.20-29.
Maurseth, P.B., 2018. Russian regions in transition: centralisation through decentralisation?.
In Centre-Periphery Relations in Russia (pp. 105-144). Routledge.
Oeser, G. and Romano, P., 2016. An empirical examination of the assumptions of the Square
Root Law for inventory centralisation and decentralisation. International Journal of
Production Research, 54(8), pp.2298-2319.
Osborne, S., 2015. Learning from anangu histories: Population centralisation and
decentralisation influences and the provision of schooling in tri-state remote
communities. The Australian Journal of Indigenous Education, 44(2), pp.127-138.
Poustie, M.S., Deletic, A., Brown, R.R., Wong, T., de Haan, F.J. and Skinner, R., 2015.
Sustainable urban water futures in developing countries: the centralised, decentralised or
hybrid dilemma. Urban Water Journal, 12(7), pp.543-558.
Qin, X., Zhen, F. and Zhu, S.J., 2016. Centralisation or decentralisation? Impacts of
information channels on residential mobility in the information era. Habitat International, 53,
pp.360-368.
Quezada, G., Walton, A. and Sharma, A., 2016. Risks and tensions in water industry
innovation: understanding adoption of decentralised water systems from a socio-technical
transitions perspective. Journal of Cleaner Production, 113, pp.263-273.
Rached, M., Bahroun, Z. and Campagne, J.P., 2016. Decentralised decision-making with
information sharing vs. centralised decision-making in supply chains. International Journal of
Production Research, 54(24), pp.7274-7295.
Shahabi, M.P., McHugh, A., Anda, M. and Ho, G., 2015. Comparative economic and
environmental assessments of centralised and decentralised seawater desalination
options. Desalination, 376, pp.25-34.
Winger, K., 2014. Identity and Power: The transformation of Iron Age societies in northeast
Gaul. Praehistorische Zeitschrift, 89(2), pp.422-424.

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Appendix