itcareer

The IT Managers Survival Guide: 

The IT Managers Survival Guide Peter Hind IT Industry Analyst and Writer

Can you beat the Russians at Leningrad: 

Can you beat the Russians at Leningrad

Basis of my information: 

Basis of my information

Slide4: 

These ideas have formed the basis of the ‘IT Managers Survival Guide’ book I co-authored with Rob Aalders

Employment status by gender: 

Employment status by gender Per cent of responses Source: 2002 ACS ICT Australian employment survey

IT jobs market in Australia: 

IT jobs market in Australia Source: Oliver Recruitment Group (January 2003)

IT spending as % of turnover (86-01): 

IT spending as % of turnover (86-01) Source: IDC Australia ‘Forecast for Management’(1987-2002)

How CIOs believe their executives view IT: 

How CIOs believe their executives view IT Source: IDC Australia ‘Forecast for Management’ (1994-2002)

With a name like Hind: 

With a name like Hind Areas I intend to cover Becoming a Manager – what should you do Staff management – allies not problems Engaging the business – setting the ground rules Measuring your effectiveness Handling vendors Planning ahead

The First Step: 

The First Step Break your rice bowl! When excellent professionals become poor managers, a failure to transcend their technical perspective is a prime cause.

Become a Manager: 

Become a Manager Law students are trained in case method, and to a lawyer, everything in life looks like a case …and to a technologist? Source: Australian Graduate School of Management (2000)

Become a Manager: 

Become a Manager Source: Australian Graduate School of Management (2000)

The first options: 

The first options React to the first crises that hits your desk and go forward from there Be a sponge absorbing all around you until you are ready to act Call in the consultants Manage!!!

Know your customer!: 

Know your customer! Company, People, Processes and the Products

Our Greatest Assett!: 

Our Greatest Assett!

Build before Buy - People: 

Build before Buy - People

Jack-of-all trades or Jackass?: 

Jack-of-all trades or Jackass? Take your cues from other successful managers!

Top 10 challenges on the CIO menu: 

Top 10 challenges on the CIO menu Source: IDC Australia ‘Forecast for Management study’(1996-2002)

Setting Ground Rules: 

Setting Ground Rules What are Principles? Principles are simple statements of policy on how the various aspects of information technology will be managed in the corporation. Why have them? Without some rules on managing IT you wind up in an anarchic relationship – with a transient organisation Your prayers shall be answered…if you will obey me, and are willing to put in hand the remedy your distress requires. Oedipus in Oedipus Rex

Sound corporate governance: 

Sound corporate governance Technology focused project progress reviews are out. Investment program reviews are in Governance group must assign accountability and responsibility to all parties Governance group must limit investment commitment to pre-defined “gates” Governance must ask 4 ‘R’s are we doing the right things are we doing them the right way are we getting them done well are we getting the benefits? Source: Thorp JM, The Information Paradox (DMR Consulting) 1998

BTOPP – Holistic View: 

BTOPP – Holistic View Business implications and who will manage them Technology change and accountability Organisation change and how it will be effected Process change and how it will be handled People skills and how they will be developed Source: Adapted from Michael Scott Morton (1988)

What does the CIO need to know: 

What does the CIO need to know What few things are for you, as the IT Manager or CIO, a sound measure of smooth running BUT BUSINESS WILL MEASURE YOUR SUCCESS BY HOW MUCH YOU CONTRIBUTE TO THEIR BUSINESS. What few things, done well, will lead to success in the eyes of the business? Are you maintaining or improving current business outputs Are you delivering a technology contribution to new business initiatives

Defining SLA’s: 

Defining SLA’s What is being measured and is it a business output? Why is it being measured? How will measurement be done? When will measurement take place? What is the current performance level for this item? What are target performance levels? How does the increased performance add business value?? Who owns the SLA + responsibilities for tasks in it? Penalties and rewards?

The Help DeskA bed of roses, it ain’t: 

The Help Desk A bed of roses, it ain’t Pay well and make the position prestigious! Provide tools to manage incidents, problems, change and monitoring. Implement world class standards – for example ITIL, MOF. Monitor service, measure trends & identify causes and if the problem is a lack of user skill talk to HR. Maintain proper asset details – not just what you have, but what is linked to what, and what dependencies exist!

Managing vendors: 

Managing vendors Badly managed vendors are bad news because they: Foster feral IT projects with business units in an attempt to gain a foot in the door Indulge in gouge-pricing strategies that are based on a short term view of the relationship Fail to inform you of impending technology breakthroughs Make unplanned sales calls that waste your time and are not focused on your needs Fail to adequately manage their maintenance tasks

Principles for vendors: 

Principles for vendors Set price, quality, service capability and product range criteria for vendor selection Adopt a preferred vendor strategy using above criteria Let vendors know the criteria you will use to remove them from the preferred supplier list Set SLAs with vendors governing the above!

Allocation of IS budget & outlook : 

Allocation of IS budget & outlook % IS budget Source: IDC Australia ‘Forecast for Management’(1994, 2001 & 2002)

Successful use of outsourcing: 

Successful use of outsourcing Know your motives Ensure the contract reflects what you want! Know exactly what you are outsourcing Define Service Management Processes (Use ITIL or similar) Setup a Outsourcer Management Office Plan the divorce!! And remember who gets paid for what…

How to do strategic planning: 

How to do strategic planning In the absence of a documented corporate strategy: Interview the CEO and other key executives Ask how company will evolve with product, markets, service offerings and direction Ask if they have any planned or future projects or initiatives to support these changes + any IT aspects Analyse the past to see how likely to behave in future Absorb company material - marketing plans, financial forecasts, production schedules, annual reports etc But most importantly - Observe what they are doing!

Strategy and Architecture: 

Strategy and Architecture Strategy describes the future Architecture defines the future Business Applications Information Technology Analogous to town plan - planned town Canberra rather than Casablanca Factories, suburbs, roads, airports Applications, data, internal and external interfaces, technology  

Winchester House(or you do need an architect to guide you): 

Winchester House (or you do need an architect to guide you)

Architecture: 

Architecture Use it to promote technology convergence and reduce the cost of diversity and complexity and reduce the frustration of decision making – so you serve the business better. How will you know if its working? Is it addressing frustration – do you have controlled arbitration rather than dysfunctional argument Are the perceptions of technology limitations only coming from the usual suspects Are the technology challenges based on the marginal cost or functionality of tools without regard the merits in the overall business context.

Seven steps to being the best: 

Seven steps to being the best Benchmark to determine best practice Map your processes – prepare a DRP plan Get your people focused on external reality – customers and competitors Start with the hardest part – sense of urgency Set the goals high & double them Let go and watch – delegate to your team Wave laurels; don’t rest on them Source: Techno Vision II, Charles Wang (1997)

Two final take aways: 

Two final take aways This is not prescriptive Most managers are intelligent, adaptive beings who welcome ideas but can work things out for themselves At its heart it is all about getting on with people, understanding their needs, challenging them when appropriate,helping them when necessary(sometimes without being asked), and earning mutual respect …and thinking like a business owner

Win the war, not every battle: 

Win the war, not every battle Sometimes the odds are stacked against you – IS executives in HIH, Ansett etc. Do you want to fight that battle any more? In war at times the best tactic is to withdraw and live to fight another day When the circumstances are appropriate the tactics can help you get ahead And Be Alert but not Alarmed towards the current situation in the ICT industry