IT Demand Supply and Processes and the Portfolio and Life-Cycle Management (Essay Sample)

IT Process and Project Management
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Summary
IT process modeling and project management show that only successful business process improvement will not contribute to complete supply chain coordination. In order to accomplish the above goals, the goals are to:
* Show how IT demand and supply development within a company and how that development can be improved.
* How well the IT and the chosen business process aligned with one another, and how this could be improved.
* To provide a method of improving how products and services are developed within the organization.
* To show how project management methods can be further improved, reviewed, or supplemented in the workplace.
* To show whether the organization practices Agile development, how it can be improved; if not, how can it be introduced and improved.
* To depict what a business's goals and requirements are for the further development of a system.
In order to enact these policies, we assess conditions in INOV. Additionally, a simulation model has been constructed of the supply chain operating.
Table of Contents TOC \o "1-3" \h \z \u Summary PAGEREF _Toc65074282 \h 21.0 Introduction PAGEREF _Toc65074283 \h 42.2 IT Demand-Supply Chain PAGEREF _Toc65074284 \h 52.2.1 The Design of the IT Demand Supply Chain and the Solutions to the Problems PAGEREF _Toc65074285 \h 52.3 Design of IT Processes PAGEREF _Toc65074286 \h 112.3.1 The Extent to Which the IT and the Chosen Business Process is Aligned and its Improvement PAGEREF _Toc65074287 \h 132.4: Portfolio Management and Lifecycle Management PAGEREF _Toc65074288 \h 192.4.1 Improvement of the Processes of Developing the Products/Services Within the Organization PAGEREF _Toc65074289 \h 212.5 Project Management Methods PAGEREF _Toc65074290 \h 262.5.1 The Project Management Methods Often Used in The Organization and How Can They Be Supplemented PAGEREF _Toc65074291 \h 282.6 Agile Working in IT PAGEREF _Toc65074292 \h 322.6.1 Extreme Programming. PAGEREF _Toc65074293 \h 352.6.2 Comparing Waterfall model to Agile PAGEREF _Toc65074294 \h 352.6.3 Standards of Substantial vs. Minimal PAGEREF _Toc65074295 \h 362.6.4 Appropriateness: Predictive Vs. Adaptive PAGEREF _Toc65074296 \h 362.6.5 Nature: Process-based vs. People-based PAGEREF _Toc65074297 \h 362.6.6 Efficiency -Low to High PAGEREF _Toc65074298 \h 362.7 Specify, Test, and Accept PAGEREF _Toc65074299 \h 373. 0 Summary and Conclusion PAGEREF _Toc65074300 \h 43References PAGEREF _Toc65074301 \h 44
IT Process and Project Management
1.0 Introduction
Global markets coupled with higher product variety, shorter product life cycles, and demanding customer needs all demand that one supply chain is more efficient, more time-compressed, and cheaper. With advancements in information technology and supply chain management, companies have improved their supply chain strategies and explored new models for supply chain management (Benedicenti et al., 2017). Among others, supply chain coordination is a research area in the supply chain management literature. Supply chain coordination has become a requirement for staying competitive in the global race and raising profits through effective coordination. Hence, supply chain management needs to be defined to explicitly recognize the strategic nature of coordination and information sharing between trading partners and explain the dual purpose of supply chain management: to improve an individual organization's performance to improve the whole supply chain's performance. According to Müller (2019), business process reengineering is proposed as a tool for achieving effective supply chain management, and an example case study is presented in which the coordination of supply chain processes is improved.
Advances in technology have led to significant changes in supply chain and logistics management services over the past few decades. Traditionally, information technology has been somewhat disregarded. The information exchange method between members of the supply chain has been conducted through all members above each other.
The extended supply chain caused many problems, including excessive inventory holding, longer lead times and reduced service levels, and increased demand variability. As supply chain management continues to develop, supply chain managers realize the importance of having higher quality information among the supply chain to have a coordinated supply chain and remain competitive (Chofreh et al., 2019). Nevertheless, coordination is not just merely a sharing of information. Information can be shared, and decisions can be reached on an ad-hoc basis.
2.2 IT Demand-Supply Chain
An IT Demand-Supply Chain collects business processes and services that turn data into information and distribute it to the end consumer. Supply chain control is also described as "capturing value added at the end of the chain." The ultimate goal of supply chain management is to provide a high-speed flow of relevant information that enables suppliers to provide the continuous and accurate flow of products to customers (Chowdhury et al., 2019). Modern supply chain excellence includes structured work processes backed by a robust knowledge base, specialized IT equipment, and highly trained staff. It must ensure that any supply chain member works for extracting optimum benefit. IT demand-supply chain management involves planning, implementing, and controlling the efficient, cost-effective flow and storage of data, in-process inventory, finished goods, and related information from the origin to the destination point to meet end users' requirements.
2.2.1 The Design of the IT Demand Supply Chain and the Solutions to the Problems
The concept of supply chain management has come to be discussed among business people and other scholars alike. Many companies have recognized that supply chain management is the key to building a competitive advantage for their products and services in today's fast-paced marketplace. This is true; proper supply chain management requires that one carefully execute a precise set of actions.
Unfortunately, (for the supply chain members) those actions are not always in the best interest of the supply chain members, i.e. (the supply chain members are primarily concerned with) optimizing their objectives, and that self-serving focus often results in poor performance. Thus, optimal performance and efficient supply chain management can be achieved if each member's objective is aligned with the supply chain's purpose. Coordination is a process of bringing people into a standard mode of action or taking action together in a coordinated way (Salmela & Huiskonen, 2019). Coordination is the current problem we identified in INOV, and we are planning to come up with the appropriate solution.
Coordination is studied in many fields, including computer science, organizational theory, management science, organizational operations research, and more. In all of these fields, 'coordination' addresses similar problems, and some of that knowledge could be applied in research into supply chain coordination. Coordinating the supply chain or channel integration is discussed in the literature in various ways, including supplier-managed inventory, collaborative planning, forecast and replenishment, and strategic alliance and collaboration information sharing. Supply chain coordination can be implemented through centralized information sharing, indirect incentive alignments, and information sharing (Chowdhury et al., 2019). Due to research, many different coordination mechanisms have been developed and tested to create supply chain goals. The majority of the literature examines coordination problems when decentralized decision-making, sharing partial information, or coordination.
Joint coordination is vital for global supply chain optimization and only possible with supply chain partners sharing their information. In traditional supply chains, chain members decide based on their forecast of demand and cost. As a result, supply chain issues such as the Bullwhip Effect can result from a lack of communication between various supply chain members. The sharing of information among companies in a supply chain has resulted in improved supply chain performance.
Accordingly, the primary benefits of sharing demand and inventory information include reducing the Bullwhip Effect and reduced inventory holding and shortage costs. Researchers have extensively studied the value of supply chain information sharing. The studies reveal how information sharing is an essential element of supply chains (Anisimov et al., 2019). Much of the information about how much information can be found in the citation.
The existing literature shows the advantages of sharing information when switching to modern IT. However, figuring out a business model and using all of the information you have are also very important. Information should be readily available, and companies in a supply chain should use it throughout their business processes (Salmela & Huiskonen, 2019). One of the main goals here is to give insight into how supply chains adapt when using two different business process reengineering approaches. More studies have been conducted about the value of information sharing, but none have been performed on real systems. The results are based on a real-life supply chain case study used to test a methodology.
Behind the quest to developing a strategic connection between information sharing and supply chain coordination through business process reengineering and...