The biotech company's IT departments have operated independently without coordination, causing operational and security issues. The new CIO must address three situations: 1) Establish performance reviews and ensure staff have the proper skills. 2) Rein in a dysfunctional team that works freely without accountability. 3) Take action against an employee not following directives. The CIO tasks the assistant with resolving these issues through organizational restructuring, defining roles and responsibilities, and enforcing consequences for poor performance.

1. Biotech Company Situational Analysis
Background:
A growing Biotech company has been in business for
approximately three years and is growing rapidly. Over the past
five years the lines of business have had unguided and
unconstrained approach to dealing with information systems and
technology used to support their respective business areas.
Each area has their own IT staff all doing their own thing and
building systems serving only the needs of that specific
business unit with no coordination or collaboration from the IT
staff in the other business areas. This ad hoc approach to IT has
started to cause operational, security, and cost containment
problems. Hence, the Board of Directors of the company has
endorsed the CEO’s request to hire a new CIO and to address
these problems and to establish a world class central IT
organization to support their growing business and get things
under control. The CEO hired a new CIO a three months ago,
who has been meeting with the senior business executives in
each of the lines of business and coming up to speed on the
business strategy goals and objective as well as how IT is being
used and managed to support the business. The CIO met with
the CEO and provided his findings and recommendations. The
following scenarios below will highlight some of the CIO’s
findings in which the he has delegated responsibility to you as
one of his senior IT managers to resolve.
Situation 1 (40 Points): All twenty-five IT staff now report to
the senior IT Managers in the central IT organization. However,
the IT Department does not have any structured, consistent and
positive approach to performance appraisals and none of the IT
staff have had an employee performance appraisal since they
were hired. In addition, the CIO wants to establish a highly
competent and capable IT organization for the company. Other
than the senior managers he recently hired, he is not sure that he
has the right people in the right positions and questions if the

2. staff possess the proper skills, competencies, education, and/or
experience to even be successful in these positions. The CIO
has asked you to lead an initiative to work with the other senior
managers in IT and Human Resources to resolve these issues.
1. Create a hierarchical IT Functional Organizational Model for
the following core areas:
a. Security
b. Applications
c. Infrastructure & Operations
d. Compute Services
2. Define Core and associated sub-functional areas (use table
format below)
3. Define the IT staffing complement, skills, experience,
education, and certification requirements (use Matrix/Table
format defined below)
4. Define the service offerings for each core area in the table
5. What approach would you take to address the lack of any
structured and consistent approach to performance appraisals as
well as fixing the IT staff that have not had a performance
appraisal in the last three years?
Situation 2 (40-Points): All twenty-five IT staff now report to
the senior IT managers in the central IT organization. Being a
newly hired senior IT manager within the first couple of days
you realize that you have inherited a wildly dysfunctional team!
While the IT staff is highly technical team, very intelligent,
technically competent and capable individuals. However, they
are out of control acting as independent free lancers within the
organization with no sense of team. They do have no sense of
direction and are working on things that they feel are important
to them with no established deadlines or accountability. They
come and go as they please, frequently take extended lunches;
some chose not to return to the office at all. They’re
particularly unruly in staff meetings, never providing accurate
or concrete information. They commandeer discussions by
questioning every move you make. The other senior IT
managers perceive your staff as unprofessional, discourteous,

3. and find in very hard to work with them or rely on your staff to
provide timely responses but when they do respond it meets
their needs. The CIO has taken notice and has asked you to rein
them in.
1. What actions would you take to address the freelance work
attitude, lack of direction, and accountability with your staff?
2. What approach would you take to establish a team work
environment in your department and install this concept with
your staff?
3. What actions would you take to address individuals who
frequently take extended lunches and/or fail to return to the
office?
4. What actions would you take to address the unruly in staff
meetings?
5. What approach would you take to address the perception and
concerns of your fellow colleagues and the CIO?
Situation 3 (20-Points): One of the employees on your team has
not complied with your directives, company policies, and is not
showing signs of improvement after your initial conversation
with this employee last week. His actions are having negative
impacts on your team and customers. Explain what approach
you would take with this employee?
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Instructions:
1. Submit Project 1 as one M.S. Word Document
2. Subdivide the document into with four sections:
Section 1: Situation 1: Unstructured & Disjointed IT
Organization
Section 2: Situation 2: Dysfunctional Team
Section 3: Situation 3: Employee Performance
Section 4: References

4. 3. Only one member from the project team submits the
assignment using the dedicated link in Moodle.
4. Create an IT functional organizational model diagram (Block
diagram). Secondly, use the following tables to describe each
core functional and at least three associated sub-functional
areas. Define the services provided by each functional area and
the total staffing complement for the IT Organization.
IT Functional Area
Functional Area Descriptions
Services
Staff Complement
Enterprise Security

5. IT Functional Area
Functional Area Descriptions
Services
Total Staff Complement
Enterprise Applications
IT Functional Area
Functional Area Descriptions
Services
Total Staff Complement
Infrastructure & Operations

6. IT Functional Area
Functional Area Descriptions
Services
Total Staff Complement
Compute Services

7. 5. IT Organization Staffing Matrix: use the following tables to
outline the staffing needs for each of the IT organization by
core functional areas. Define at least three IT Job Titles for
each core functional area.
Enterprise Security
IT Job Title
Years of Experience
Education Requirements
Certifications
Functional Area

8. Enterprise Applications
IT Job Title
Years of Experience
Education Requirements
Certifications
Functional Area
Infrastructure & Operations
IT Job Title
Years of Experience
Education Requirements
Certifications
Functional Area

9. Compute Services
IT Job Title
Years of Experience
Education Requirements
Certifications
Functional Area

10. 6. Use course text, lecture notes and additional research to
complete project assignment; use APA format to properly site
all references used.