Domain Flavors Information Technology Specific Projects

Question: Discuss about theDomain Flavorsfor Information Technology Specific Projects. Answer: Introduction The success of Infosys over the years relies on their effectiveness in tailoring their processes relating to project management with the Information Technology-specific projects. The firm has ensured that it integrates the relevant techniques and tools at each phase of the project life-cycle phase thereby sufficiently supporting the activities of its project management. Infosys has relied on known frameworks such as PCMM, CMM, and CMMI to improve the maturity of its processes in project management. Infosys has substantially gained from the use of domain flavors in managing its projects in some areas. The key areas where the domain flavors have helped Infosys manage their projects effectively include such areas as estimation, a global delivery model for IT projects as well as risk-based project management. The domain flavors have also assisted the firm to address the change management requirement and quality assurance or management. Geography-specific focus areas, as well as configuration management, have also been key areas that Infosys have gained due to the use of domain flavors. The firm has also been able to employ domain flavors in controlling the analytical processes as well as in the achievement of vision, values, and efficient governance. As reflected in the Infosys process and best practices relating to the application of domain flavors to effective project management, we can apply this to Jason and Craig case. It can be seen clearly from the case brief that Jason did not have any skills in project management and hence he could not agree with any change management proposed by Craig. Accordingly, the Jason did not allow Craig to take full control and manage the project effectively, and this is the reason for failure by the firm. It was, therefore, against the principle of process and best practice not to delegate the project management role to the hired project manager. Since Craig did not have the authority to make the decisions due to domination by Jason, he could not put these best practices to the real project management of this start-up firm. As a consultant, I will urge Jason to allow room for best human resource management practices. Here I will explain to him that a project manager, in this case, Craig should be given a conducive environment to work and allow to make decisions relating to the project management. For example, I will highlight to Jason that it was as a result of not allowing room for Craig to make a decision that led to the collapse of his business. Craig foresaw the impending business failure since the firm only relied on the government contract. This rated this business a high-risk one since its life only depended on the government as the sole customer. Relating to risk management in the project manager, it has been seen that the success of Infosys saves to the effective application of domain flavor in managing the risk-based project as they one Jason entered. Accordingly, I will advise Jason and Craig to employ the best practices by imitating what Infosys has done over the past years to succeed (Burke 2013). There was a need to assess all the risks that were involved in the business before embarking on its operation. However, it has been seen in the case Jasons business microscopic if none was done to assess the possible risks associated with the venture. I will recommend that Jason and Craig adopt the CCM and PCMM which have both worked successfully for Infosys. By utilizing CCM, Jason and Craig will be able to develop and refine this enterprise processes efficiently. They will understand the role of the five maturity levels to a start firm like the one they are practicing. Jason must understand the process of business evolution right from a lower level a higher one (Atkinson 2009). There is a need for Jason to understand that his enterprise is still at the initial or ad hoc level and hence the success will greatly depend on the competencies of the project manager, Craig. This will justify the earlier of urging Jason to let Craig make the decisions without interfering. I will also advise the firm to embrace the use of PCMM which has also accounted for the success of the Infosys. By adopting and understanding the role of PCMM in the project management, Jason will understand the existing of three fundamental entities in the organization as people, process as well as technology (Kerzner 2013). Further, Jason will be able to appreciate the relationships that exist between these three essential components. I will explain to them that PCCM will help build optimum as well as the standardized process. By using PCCM, the two will be able to evaluate immediate plan initiatives to trigger improvements hence abandon the use of unsolicited proposal that only fell in deaf years drawing no customers into the business (Munns and Bjeirmi 2011). Besides, PCCM will help both Jason and Craig to set a target for immediate action as well as link workforce development and process development. In so doing, the enterprise will be able to have better ways of improving organizational skills and competencies of human resources (Larson and Gray 2011). Another key feature of PCCM is that it entails distinct levels from the initial to optimizing levels and hence it will this new organization to adequately assess its current level and subsequently make measurable as well as concrete moves to progress the levels. PCCM will also benefit Jason and Craig in two-fold by providing guidance at two levels viz at strategic levels for building the firm as well as guidance on the effective practices that can be applied by the firm (Duncan 2006). By embracing this advisory, Jason and Craig will be able to revive the firm and succeed in the business. They will need to ensure that they develop standard processes, reinforces these processes, hire the right people, communicate openly, and maintain core competence. The discussion has shown the benefits of using the best processes and practices as adopted by Infosys domain flavors. References Atkinson, R., 2009. Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International journal of project management, 17(6), pp.337-342. Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA. Duncan, W.R., 2006. A guide to the project management body of knowledge. Kerzner, H.R., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Larson, E.W. and Gray, C.F., 2011. Project management: The managerial process. Munns, A.K. and Bjeirmi, B.F., 2011. The role of project management in achieving project success. International journal of project management, 14(2), pp.81-87.