Information system management ISMG

Effective communication systems are essential in managing and improving efficiency of communication systems and data security. Often, companies around the globe invest heavily in their information systems as a means of acquiring immune and sustainable information management system. For instance, a firm may opt for outsourcing information management system especially when it is cheaper and more reliable than in house arrangement.

In doing so, that is outsourcing, trade offs and adjustments must be made in this journey depending on system development methods and alternatives available. As prerequisite for this methodology, requirement analysis is essential in establishing requirement problems and scope of operation. Thus, this reflective treatise attempts to address issues surrounding system development for communication system management.

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Specifically, the essay revolves around decision criteria for Tegan on outsourcing alternative in communication system development. Besides, the trade offs involved and forecasted are applauded. In addition, the paper comprehensively discusses system development methods for Hrad Technical Company and the most appropriate surging options available for Tegan.

Due to numerous communication challenges, many companies across the globe opt for communication system management outsourcing. This alternative is prominent especially in formal system management.

To minimize risks such as poor communication skills, and loopholes in system management for the project at hand, Tegan opted for outsourcing alternative. As cultural differences existing among the system management team widens, it would be safe to involve an outsourced expert company who can properly, interpret system demands.

In my opinion, complete outsourcing was not a good alternative for Tegan Company. As a matter of fact, comprehensive and sustainable project management in information systems requires constant information flow to all participating departments and stakeholders. This arrangement requires a system programmed to integrate project objective aspects with accurate reporting status.

Often, an in house system has this component and may be flexible in streamlining. In addition, a good information system project should be able to satisfy the requirement of all stakeholders. Thus, Tegan is unjustified in complete outsourcing of an expert with this bundle of requirement as a project manager. Besides, the outsourced expert may not offer customized training, assessment, and feedback programs that can match the company’s culture.

Notwithstanding, an outsourced system is exclusive of assent system language and secure backup system for customization and monitoring. Thus, to avoid unnecessary risks, Tegan ought not to have outsourced information system in their project to maintain cross-cultural awareness in this partnership protocol. In addition, an improperly outsourced system may not offer professional leadership and coordination agency to remedy and spot miscommunication.

In many cases, trade-offs involved in communication system management are aimed at lowering cost logistics. However, this might not be the case especially when the same is applied only on a single optimal activity. Thus, it is vital to factor in imperative system approach in logistics planning. Generally, trade-offs are essential in modeling effective and efficient communication system management and strategy.

The trade-offs involved in requirement analysis of a potential firm which has done a similar project would be easier in prediction and quantification of expenditure ranges. For instance, it is easier to predict the total cost of a similar project by reflecting on previous project. In addition, the risk of uncertainty as a result of delayed completion and doubt on the ability of the outsourced expert is substantially reduced. The company is sure of the time deadline and confirmed ability to professionally handle projects with the same magnitude.

As a choice of system development method, Hrad Technika Company has opted for a decentralized data processing system which revolves around complete divisional breakdown in system network functionality. Each sub department has an independent computing system which is suitable for decentralized management. Thus, organizational autonomy is properly structured to offer security on data for each departmental networking.

This system development method is essential in monitoring and familiarizing with all local networking problems since the scope of operation is defined and separated. Besides, it allows for rapid intervention and response should the network system fail. In addition, responsibility on loss and profit adjustment is within a fixable margin as the use, scope, and functionality is within easy to manage levels.

However, this method of system development is prone to redundancy and activities duplication as each department is mandated to manage their own communication system. Besides, it is tiresome to manage and maintain uniformity especially in system procedures which occur within the organization. Subsequently, the overhead data processing and management cost of this system is high.

Therefore, Hrad Technika is faced with the constraint of cost maintenance against the background of security, reliability, and efficiency. Irrespective of the requirement analysis, Hrad Technika still experiences requirement and scope problems with the commencement of the project since the decentralized model is expensive and prone to duplication.

I concur with the assertion that leadership and commitment are essential in communication system management. Leadership involves influencing and positively monitoring information systems via use of veto authority or power from the front line.

Besides, leadership calls for complete commitment on the part of information management team in order to facilitate intra and inter departmental coordination and organization as means of achieving desired results.

Information system requires constant monitoring and evaluation which is possible when complete commitment as part of proactive leadership is activated. In this scenario, the failure is inconsistent leadership and wrong attitude. The leadership technique adopted is passive and out of control.

As a result, the essence of commitment becomes inactive, self-centered, and misplaced. The priority in information system management should be participatory leadership and common goal commitment identity inclusive of all stakeholders and parties in the partnership model.

The best alternative that Tegan should adopt in moving forward would be integrating their information system into an organized group within an in house arrangement.

From a common base, all provision and processing of data should be aligned towards mid-term managerial commitment, sufficient funding, and integration of technical personnel along side sophisticated technology. Though this model of system management development might take longer time, it is al inclusive and flexible while maintaining security of the local networking scope.

Besides, due to its dispersed database, there is a strong data control and security with standby facilities of less risk in use and management. Since this system is dependent on server model, the focus is directed towards maintaining security, minimizing loss, and improving efficiency. The server system is the most appropriate in managing database resources and security recovery units simultaneously at interregnal data integrity.

Conclusively, data management system should be inclusive of the cost, security concerns, and sustainability. When outsourcing information system model, it is important for the management team to incorporate cultural differences, leadership, and complete commitment for desired results. Generally, an integrated information system is important in monitoring data use and storage.

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