At the departmental-level, value delivery risks are generally an inducement for the entity’s executive management to designate an IT managerial group (e.g. IT Portfolio Management Committee) or individual (e.g. Chief Information Officer) to oversee systems and infrastructure life cycle management. Segmented, personnel assigned responsibility for new systems and/or infrastructure projects can be top, middle, or lower level management. Whereby, potential IT project participants are: a sponsor/owner, project board members, project team members, and a project manager.
For those who have responsibility for executing project management practices, managerial planning normally is required to produce effective and efficient IT project deployments. Completion of certain project management tasks are critical to assuring successful system and/or infrastructure implementation based on defined IT procedures. Operational control is the method of ensuring day-to-day project activities run efficiently and effectively. Accordingly; reviewing information, design preparation, and obtaining design approval are a logical sequence of events complementary to fulfilling project management predevelopment, deployment, and post-deployment responsibilities.
“View Part I of the Common Risk Determinants for an IT Architecture series here“