The effects of implementing organizational structural and risk management strategies in information system projects

  • Authors:

  • Noor Habibah Arshad;Azlinah Mohamed;Ruzaidah Mansor

  • Affiliations:

  • Faculty of Information Technology and Quantitative Science, Universiti Teknologi MARA, Selangor, Malaysia;Faculty of Information Technology and Quantitative Science, Universiti Teknologi MARA, Selangor, Malaysia;Faculty of Information Technology and Quantitative Science, Universiti Teknologi MARA, Selangor, Malaysia

  • Venue:
  • MCBE'09 Proceedings of the 10th WSEAS international conference on Mathematics and computers in business and economics
  • Year:
  • 2009

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Abstract

The Government of Malaysia launched the Public Sector Information and Communications Technology (ICT) Strategic Plan in 2000 to ensure that the various ICT initiatives undertaken by Government agencies are in line with the Public Sector ICT vision. In assisting and supporting the Malaysian Government, Malaysian Administrative Modernization and Management Planning Unit (MAMPU) has initiated to develop the Malaysian Public Sector risk management practices in ICT security to ensure the integrity of government information and assets in providing efficient and effective services to all citizens. Therefore, the aim of this study is to explore the risk management best practices in Information System (IS) projects in Malaysian Information Technology (IT) industry particularly on organization structural strategies. The primary data for this research was collected by means of an interview conducted at eleven private and public organizations in Malaysia. The findings from this research showed that with the organizational structural and risk management strategies, it aligns the organization strategies, technology and knowledge. Furthermore, the establishment of risk management practices is a strategic mechanism in managing and controlling IS project risk. In addition, with risk management practices, risk, uncertainty and the potential impact of failure could be acknowledged and dealt with forthrightly, not ignored or hidden. Failure to make decisions based on risk can damage the project - often invisibly until it is too late.