Levels Of Planning

Levels of Planning

In this report, we are analyzing the operational levels of planning within the technology organization. The following information provided will give the reader an up to date aspect of the current technological advances along with S.W.O.T.T analysis.

In support of core business processes, collaboration adds value to organizations by improving collaboration. How collaboration works depends on factors such as timing, trust and distance. To begin, globalization is altering collaboration and for example, today we are at a place where we work together without actually being together, 'virtual collaboration', and outsourcing is further enhancing this trend. Technology is another example of a shift in collaboration. The new opportunities that technology creates are developing into Enterprise Resource Planning systems, Enterprise Portals and Operating Systems accessible to the organizations. Moreover, what also tainted collaboration landscape is the necessity to collaborate with outside people of the traditional boundaries of the organizations, 'Inter-organizational activities'. In example, we can now retrieve a briefing over the internet of the latest product release instead of visiting a trade partner physically. This reduces travel costs and more people can attend.

This section will focus on the strengths and weaknesses of an operational plan for an information technology company.

Strengths

Demonstrable results are meeting the client's service level needs on a yearly basis.

Commitment to access provides weekly contractual reports to the clients on service level metrics. Fiscally sound, budget planning is done on a quarterly basis. Outlay of funds for capital projects is well planned and executed throughout the fiscal year. Well managed

weekly staff meetings takes place to keep up on the clients needs. They take place on a global, regional, and support group basis. Location, personnel are located at the client's site or at satellite offices within the regions of the client. Personnel can be moved in and out of clients as needed. For remote support of clients off-shore personnel can be used to reduce costs.

Collaboration and Partnership, agreements are setup on a yearly basis for volume purchasing of goods. Partnerships are formed to support the clients which are beneficial to both parties. Policies and Procedures manuals (PPM) - PPM's are reviewed on a quarterly basis with the client. Any requested changes by either party needs to be mutually agreed upon.

Weaknesses

Competing priorities, information technology support is a leveraged model where people are sometimes shared between accounts. This can cause conflicts in priorities between the clients with a net affect of missing some of the weekly deliverables. Competing demands, outsourcing contracts always see a reduction of the personnel to reduce costs. Less people means more work for the employees which can also affect the yearly support given to the client.

Opportunities

The opportunities within the computer technology company are being pushed over seas. By this, they are creating more jobs and cutting costs to expand the areas of business. In seeking opportunities over seas it not only creates more jobs but also abilities to quickly step in and

start new businesses. The effects this puts on the operational plan for the company is that with more being taken over seas the less stress placed on the lower level manager and other front line employees. Another opportunity is the disaster recovery experts. They affect the operational plan because of the abilities of relieving the lower level managers from having to trouble shoot and solve the problems. In relieving the front lines it allows for more growth and ability to achieve ore opportunities and success.

Threats

The threats against the operational plan are the rapid advancements in technology and the constant need to update equipment. This type of threat is very costly because of the constant need for retraining and purchasing of updated equipment. Technology will never seize to grow and improve. With its continuing fast pace it does not allow a lot of reprieve for companies to settle into and get to know programs before having to change again. For the front line and lower level managers this causes tension because they have to constantly get trained or retrained on new and or updated programs and if and when senior employees leave then it is more work to train a new employee without the prior knowledge of the programs. Another threat is the slow processing of purchase orders for the different units. This type of threat involves the operational plan because it is the front line employees that have to achieve approval before getting any new programs. An example would be if the company imposed a new software program and it was the responsibility of the front manager to place the order for the program. After going through the channels necessary for the purchase order to be approved it then sits on the approving manager's desk for a long period of