Question

Read the Case Study: Successful Business Transformation within a Russian Information Technology Company/Sebok and answer the question 1.) below. Website link: https://www.sebokwiki.org/wiki/Successful_Business_Transformation_within_a_Russian_Information_Technology_Company

Question1.) Provide an analysis of this transformation with a focus on why a V-model was applied. Include the pros and cons of implementing a V-model in a system.   

Answer 1

During the period 2001, IBF company was one of the best Information Technology systems integrators, where nearly 900 employees were working. Annual revenues were mainly generated by information technology (IT) infrastructure projects like complex computing systems, multi-service networks, etc. and hardware and software distribution.
In 1998, it was recovering from a financial crisis. In order to meet the needs of this problem, their statergetic goal was to double the share of IT services and consulting from 25% to 50% over one year for which a fundamental transfer was required and done in 2002.

But with it there were some problems appeared as expenditures exceeding resources, slow delivery of the projects and reworking. Later, as it was expected, new problems appeared, for example, disinterest of BUs’ managers in developing new technologies or raising qualified employees’ motivation. All those problems were solved but came up with challenges like,
1.Lack of exoerience in enterprise transformation.
2. Company and its management became complex.
3. The expected growth of the consulting and services market did not exceed the mark.

Then, The System Engineerinf Prqctices (SE) task of the transformation was established in order to develop required capabilities for an enterprise system or SoS – IBS company. The SE process was represented as the interpretation of the vee (v) model (“V model”) .

Pros
1. Shareholders and management recognized that new capabilities had been formed.
2. Company could deliver consulting and services, sell and execute complex projects, manage consulting resources effectively, measure its performance, and plan and forecast financial results.
3. Generated senior and credible sponsors
4. Multi-level integrated project teams formed
5. Led the way for open information exchange
6. Partnership and collaboration
7.Proactive and motivated parties and constituents
8. Creative and innovative way of development

Cons
1. Formal regulation to fill in engineering knowledge accumulation templates did not work.
2. It served to accumulate knowledge but unconstructed it.
3. An agile programe management was missing.
4. Capability based development and architecting was needed.