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Modmeters Case Study

752 Words4 Pages

In the case study about the company ModMeters, there were many issues that arose during the meetings that were held with the head executives of the organization. They initially started with the idea of developing two new IT strategies that would result in new business opportunities. Many questioned John Johnson, the CEO, when he presented this idea because of the lack of resources that the company has available. The company makes a decent profit but the CFO only gives so much of the excess to the IT budget. Another issue that was stated in the meeting was, how is the company supposed to integrate two new ideas when there are problems with the current IT projects? There current IT diagram is a mess and was compared to a plate of spaghetti. Brain …show more content…

I know that they are on a short time schedule but rushing may lead to further problems. Maybe their current projects aren’t bringing enough value to the table and need to prioritize them like Brain stated. Or maybe they are trying to do too much all at one time and aren’t focusing enough on the current projects. Once they figure out how much value each project has, they can start taking their attention and resources off the projects that aren’t bringing enough value to the company, and start putting them towards the most important projects and even new ones. I think by decreasing the expenses on the current projects or even eliminating the ones that have no value, it would allow them to put the excess money in other projects that show great value to the company and also the new strategies. They could do this by simplifying or integrating the IT projects. Once they have identified and fixed the current IT issues, then I think it is time to move forward with the new ideas and fixing other departments within the …show more content…

In the meeting, many stated that their departments lacked resources also and needs funding in order to progress. I think that once the issues in the IT section have been fixed they can start to allocate the additional resources to the other departments including operations and maintenance, manufacturing, human resource, marketing, and auditing needs. As previously stated, about 50% of the budget goes to keeping the lights on and running and replacing systems. This wouldn’t change much and maybe even increase due to the additional strategies but what could change dramatically is the 30% for fixing errors and dealing with changes. If the company could figure out a way to limit the amount of errors then this could open up a large percentage for the rest of the departments. They could then develop an efficient and effective budget that would allow all of the departments to their job. Hopefully this will fix many of the issues brought up in the meeting and allow the business to now move forward with their

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