The roles of teams in IS

20 Feb

The roles of teams in IS are crucial to the successful running of an information system. Without them Information systems wouldn’t be successful. However the more experienced the project team the more reliable its projections will be for the future of the information system. Having teams enables the company to breakdown each area and focus on them equally with the help of the project manager/team leader. It is the role of the project manager/team leader to:

  • clarify project objectives in terms of the constraints on the project time,
    costs and deliverables
  • identify the tasks that have to be done
  • determine the operational parameters such as
    • organisational structure
    • team members
    • operational procedures for contracting, reporting and financing
    • production values

In the planning stage the team will sit down and discuss and draw up plans which will enable them to determine what has to be done. This would include

  • How they will carry out each task and the cost of completing each task which will give the company an idea of the budget required to carry out the project properly.
  • It would also include what materials, equipment and resources they will need while also helping them to establish a time frame for how long the project will take.

This all takes place in the planning phase of the project which is highly beneficial especially with project teams as it enables the team to work together and come up with lots of ideas that would benefit the company rather than just one person having to do it by themselves. With teams in place it makes life easier to carry out more accurate and beneficial work.

You can also do the same for each phase of the project constantly monitoring if the plan is being implemented and if it is being implemented in  the best possible way. If this is not the case teams have the ability to revise the plans and make alterations if neccessary. Having teams in place allows constant monitoring of plans and processes in place.

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