This individual assignment requires you to critically evaluate a real world project. You will start by identifying criteria to assess whether a project is a success or failure. You will then select a...

STRATEGIC IT TRANSFORMATION AT ACCENTURE
Executive Summary
The report takes into consideration the strategic IT transformation of Accenture. After getting split from the parent company Accenture established itself as a rebranded form in which the transformation of IT played an important role. The report includes a brief description of the background of the project. In the report, the Iron triangle is also taken into consideration which implies the scope, time, and cost that are associated with the project. The report also discusses why the project is considered an utter success in the context of Accenture and the basic factors that led to the success of the project. Along with the success factor, the re-running of the project is also discussed further in the report.
Table of Contents
Introduction    4
Background of the Project    4
Iron Triangle    5
Identification and Justification of Appropriate Criteria    5
Analysis of the Case Project Based    6
Meeting Success Criteria    6
Project Success Criteria Supporting Organizational Strategy    7
Factors to the Success of Project    7
Recommendation    8
References    12
Introduction
The IT transformation had become a very important part in the context of the organizations running in the present times. As with the changing times, there is a lot of innovation and changes in the technological and IT field, and as the matter of fact, it becomes very important that the organizations comply with all these. In this paper, the strategic IT transformation of Accenture is taken into consideration. Accenture is considered one of the biggest consulting companies providing technology, business, and management consulting globally. In this paper, it is discussed that after the split from the parent company how Accenture transformed its IT techniques and strategies, and the further focus is shifted on the fact whether this transformation was successful for the company or not. The analysis is done to evaluate what are the major conclusion of this transformation in the context of the company.
Background of the Project
The project taken here into consideration is Strategic IT Transformation at Accenture, which is done in the year 2010. The project is focused upon how the company has transformed its IT approach and techniques. The project is based on Andersen Consulting which separates from its parent company Arthur Anderson in 2001 and rebranded itself as Accenture. Accenture got separated to establish a bright and promising future for the company but the main challenge for the company was to build a new IT infrastructure to support the organization on the global level. After the separation in the year, 2001 the company get 1 year to think on to transform their IT as they would be given only a year to use the IT setup of the parent company Arthur Anderson. The project portrays how difficult it was for Accenture to take the major decision that would shape the future of the company (Jeffery et al., 2017).
The decision regarding whether Accenture would continue managing the technology platforms with a decentralized approach in which each country choose their own IT platform and has the autonomy to run them or the firm should adopt the mixed approach or the Accenture would look up for one-firm approach and lookup for a centralized approach for its branches present globally. The project focuses on several aspects that portray whether Accenture should go on for the traditional methods as it was channelized before the separation or the company should come up with something new that would establish its different image. The project showcases that Accenture did not go on for the method that the company was using earlier which was based on running IT as a cost center rather they opted for running IT as a business within a business (Kaikati et al., 2003).
The project further accounts about the selected platform by the company and how it manages the applications through it. Further the project outcasts how the company set an example by running IT as a business, how the company has leveraged its global presence. How the company channelizes the enterprise application throughout the company branches present at different locations. Along with all this, the project also takes into account the new IT governance in the consideration of Accenture. Overall, the project details the strategies, actions, and planning rum by the organization to transform its IT structure along with the reports the changes observed after the implementation of the transformed IT structure. The project reciprocates the scenario of the company in the terms of revenue, investment and expenditure before and post the transformation process and gives a detailed overview regarding whether the whole process was a success for the company or not.
Iron Triangle
The standard criteria involved in this project is the Iron Triangle. The iron triangle generally helps in maximizing the project quality. The three constraints that are taken into account following the iron triangle are cost, scope, and time. The iron triangle represents the three sides of the triangle holding on to the constraints of the scope, cost, and time related to the project. The outcome of the project is solely dependent on all these factors so these three constraints must be balanced carefully in a project. Adjustment in any of the one factor to a greater extent could impact the other two constraints (Knickrehm, Berthon & Daugherty, 2016).
Cost
It holds on the financial constraint of the project that is also considered as the budget of the project. The cost or the budget of the project takes into consideration several elements that constitute resources both the materials and people including any external costs that can influence the project. The cost is a very important part to be considered in a project though it does not go on as per the planning it may be variable depending upon the factors. The budget is considered in the case of Accenture It transformation as a major factor (Ebbesen & Hope, 2013).
Scope
The scope is also one of the main aspects in the iron triangle as the scope in the project includes the tasks that are eventually necessary for the achievement of the particular project goals. The scope needs to be controlled effectively in the project as any kind of adjustment in the scope impacts the cost and time. As the budget and the time is set on focusing the scope that is the tasks that would be carried on. In the case of Accenture IT transformation, the scope was considered efficiently as the company has relatively less time to manage the...