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📄 Contents

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  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

The competition for retaining highly skilled technicians has always been keen, and it will only grow more intense as technical specialties such as network engineering, Internet security, and website management continue to evolve. Traditional incentives such as salary and vacation time are no longer the only factors that highly sought-after IT professionals consider when considering to stay or leave for new employment opportunities. As this section points out, dozens of other factors that come into play when employers attempt to attract and retain the best of the best.

Once a key candidate has been found, been offered employment, and has accepted, the challenge of staffing now shifts to retaining this person, along with all the other highly talented personnel. IT departments and human resources groups have been struggling with this phenomenon for years. As a result, some creative approaches have been used to stem the tide of turnover and attrition.

Some of these new approaches involve creative compensation such as supplying personnel with free cell phone use, remote Internet access from home, laptop computers, or generous mileage compensation. Recent research suggests that several non-monetary factors often come into play as much as the quantity of pure cash salary. These include the amount of on-the-job training to be provided, the currency of technology used, attendance at conferences and seminars, the meaningfulness and significance of the work being performed, the likelihood of promotions, and the stability of the management staff.

More often than not, skilled technical professionals will change jobs because of some key ingredient missing in the relationship they have with an immediate manager. We have all heard the emphasis on the importance of communication, but it is hard to overstate its significance. Over the years I have come to know several highly skilled IT professionals who left an otherwise excellent job opportunity simply because of poor communication with their managers. Lack of recognition, little career planning, and inability to convey an organization's vision, direction, and goals are some other common reasons employees give when discussing a poor management relationship.

A few years ago I headed up an outsourcing effort at a major entertainment company. One of the unfortunate circumstances of the project was that a number of good employees would need to be terminated and then re-hired by the prospective outsourcer. To mitigate the adverse effect of this displacement, we requested that each prospective outsourcing bidder itemize the employee benefits that they would offer to our former employees. The quantity and quality of these benefits would become part of our evaluation criteria in selecting an eventual winner of the contract.

To ensure that we were evaluating the proposed benefits appropriately, I also worked with our human resources department to survey our employees to determine which benefits meant the most to them. We jointly comprised what we all felt was a comprehensive list of typical employee benefits, including those that would likely come into play during a change in companies. We then asked each employee to indicate the level of importance they would give to each benefit. The rating was to be made on a 1 to 5 basis where 5 indicated the most important and 1 the least important.

The results of the employee benefit survey were surprising, even to some of the more seasoned human resources representatives. The responses provide some interesting insight as to where employee priorities truly lie. Table 1 shows the results of the survey. The benefits are ranked from most important to least important and the average scores of each. As you can see, salary was not the highest priority benefit, although it was close to the top. Medical care was first.

Table 1 Survey of Traditional Benefits for Employees

Rank

Benefit

Score

1

Medical coverage

4.76

2

Dental coverage

4.59

3

Base salary

4.53

4

Training in client-server

4.24

5

Vacation

4.24

6

Vision care

4.12

7

Career advancement

4.12

8

Company matching 401K

4.06

9

Training in networking

4.06

10

Sick leave

4.00

11

Proximity to home

3.88

12

Medical leaves

3.71

13

Training in PCs/intranet/Web

3.65

14

Flexible work hours

3.53

15

Flexible work week

3.47

16

Training in operations

3.12

17

Personal leaves

3.12

18

Personal Time Off

3.06

19

Compensation time for overtime

2.65

20

Distance to workplace

2.65

21

Opportunity for overtime pay

2.47

22

Van pools or car pools

2.35

23

Bonuses

2.29

23

Absence of overtime

1.17

Even more surprising was the list of additional benefits that we asked employees to propose. We felt we had compiled a fairly thorough list of traditional benefits and were not expecting to receive more than two or three newly proposed benefits. As shown in Table 2, we underestimated the creative talents of our staff as they proposed an additional 13 benefits. The suggestions also surprised our human resources representatives who admitted that these types of responses were not what they expected and caused them to re-think some of their recruitment and retention strategies.

Table 2 Additional Employee Benefits Proposed by Employees

Rank Benefit Score

1 Long-term disability 6

2 Life insurance 5

3 Floating or additional holidays 4

4 Bereavement leave 4

5 Direct deposit of paycheck 4

6 Pension plans 3

7 Attendance at conferences 3

8 Education reimbursement 3

9 Early retirement 2

10 Quality management 2

11 High degree of teamwork 1

12 Respect for all ideas and abilities 1

13 Training in mainframes 1

The main lesson learned here is that key employees may have totally different reasons for staying with or leaving a particular company. The only certainty in this very un-precise science is that until you ask, you likely never know. Finding out too late is an unnecessary mistake that effective managers try to avoid. I have yet to meet the employee who becomes upset when a manager asks him or her what would it take to get them to stay.

References

Schiesser, Rich, IT Systems Management, Prentice Hall, 2002

Kern, Harris., Galup, Stuart., Nemiro, Guy, IT Organization: Building a Worldclass Infrastructure, Prentice Hall, 2000

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