Designing an organization structure for large and complex IT programs using the Viable System Model(VSM)

Abstract

Management of large and complex Information Technology (IT) programs, involving a combination of several Software development projects along with non IT projects which form part of an organizational program is an enormous challenge. It becomes increasingly difficult, given the numerous stakeholders, dimensions and aspects it has to deal with, which includes changing business environments, project types, business domains and technology. Programs are generally planned and delivered through the industry standard frameworks like Managing Successful Programs (MSP®) of the Her Majesty's Office of Government and Commerce OGC of UK or Program Management Professional (PgMP) of the Project Management Institute PMI. These industry standard program management frameworks provide program governance structures that are hierarchical. The organization structure of such a system or program often leads to inadequacies in the roles and responsibilities which are defined and also added on an ad hoc basis. The mechanistic approach to the structure of a large programs leads to inadequacies leading to a struggle dealing with large programs. Therefore designing the Program management functions requires understanding the aspects of its operations, structure, governance, processes and competencies. It is a complex interface between several aspects. A metaphor like a Viable System Model (VSM) will help us identify a structure which will make management of the programs viable and manageable. This paper presents a design for an organization structure to manage large programs from the perspective of the cybernetic theory of organization structure, namely the Viable System Model. The design includes inputs of a survey conducted across a cross section of IT program managers from various business domains namely insurance, telecom and healthcare. It ensures roles are defined to handle program related responsibilities in a coherent way.