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Computer Sciences and Information Technology

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What are the most complex challenges in establishing and recording IT acquisition needs?

Reasons and how the issue may be solved appropriately.

Information technology acquisition plan is deemed simple, rapid, and an essential

technique to reach its objectives. The acquisition procedure can be beneficial and can boost a

firm's significant benefit. However, it can also backfire. Among the most critical difficulties in

information technology procurement include the heterogeneity of users and non-functional

needs.

Heterogeneity of users

There are different approaches that stakeholders use to identify the needs of an

organization to acquire a new system application. Conflicting, inadequate and complex data may

result as the stakeholders try to define the requirements of an organization (Rianty et al., 2018).

Stakeholders may conclude on poorly designed and inconsistent decisions, which causes

loopholes that exposes the organization to vulnerabilities or problems. When stakeholders

misinterpret the requirements of an organization, this leads to the rise of challenges (Rianty et al.,

2018). To solve these challenges that may arise, the stakeholders should understand the

organizational goals, mission, and vision. To successfully make an IT acquisition requirement

decision, the firm stakeholders should constantly consult with the software engineers.

Nonfunctional needs

Technology procurement often emphasizes functionality instead of quality criteria. IT

acquisition complexity may emerge due to ambiguous details about policies, procedures and

non-functional needs, for example, security and performance (Rianty et al., 2018). One of the

biggest problems that software developers experience is finding pieces in IT acquisition. This

challenge can be handled by establishing a defined policy framework and regulations.

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Should that be permissible to change, delete, and amend criteria once they have been accepted

until the moment an agreement has been executed with a provider? Would it even be feasible

to add, remove, and alter requirements throughout the future project?

A contract describes the obligations and accountability of every participant. One of the

primary reasons a party may change the agreement is to extend the time restriction. The opposite

party may change the contractual terms to improve or diminish the quality of a product or service

(Preeker & De Giovanni, 2018). Parties may elect to adjust the need of the contract to affect the

delivery method or payment mode. An agreement that has been approved and signed by a service

provider should not be permitted for any modifications of the contractual terms either by adding,

deleting or changing the requirements.

This will violate the contract as; the service provider might have started implementing the

tasks assigned to him. It may also incur delays in supplying the product because the participating

parties have to negotiate the requirements. However, modification of the conditions may result in

an increase or reduction in the price and standard of the product. It should not allow change of

demands during a subsequent project because finances, personnel, and other aspects have already

been agreed on. When a prerequisite is added, removed or altered, it signifies that the project's

budget will either grow or decrease. The parts and personnel needed to accomplish the future

task will also change. It is vital to carefully check the contract before signing to avoid adding,

removing or modifying the contract's requirements.

The establishment of a job breakdown system might be challenging. It demands a firm grasp

of the issue and a good comprehension of the suggested solution. The recommended solution

should be subdivided into its primary pieces, progressively breaking down. Experience in
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designing a job breakdown structure for your unique project. What was easy? What was

difficult? What challenges did you experience, and also how did you handle them?

Work breakdown structure is generally used to map out the project from start to

conclusion. In addition, the work breakdown structure essentially comprises disintegrating

deliverables and tasks (Tajudeen et al., 2019). As I was designing the work breakdown structure,

I faced issues identifying activities needed for each essential activity. Although it was

straightforward, breaking out all the resources and expenses required for each operation. One of

the primary issues that I found when building the work breakdown structure was predicting the

amount of time that each activity would need. To tackle this problem, I took the area's average

salary where I was carrying out the project and assessed the personnel cost. In addition, I

contracted an IT supplier to enquire more about the projected time for a task.
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References

Tajudeen, F. P., Jaafar, N. I., & Sulaiman, A. (2019). External technology acquisition and

external technology exploitation: The difference of open innovation effects.

Journal of Open Innovation: Technology, Market, and Complexity, 5(4), 97.

Preeker, T., & De Giovanni, P. (2018). Coordinating innovation projects with high tech

suppliers through contracts. Research Policy, 47(6), 1161-1172.

Rianty, M., Latief, Y., & Riantini, L. S. (2018). Development of risk-based standardized

WBS (Work Breakdown Structure) for quality planning of high rise building

architectural works. In MATEC Web of Conferences (Vol. 159, p. 01019). EDP

Sciences.