- Management Reference Guide
- Table of Contents
- Introduction
- Strategic Management
- Establishing Goals, Objectives, and Strategies
- Aligning IT Goals with Corporate Business Goals
- Utilizing Effective Planning Techniques
- Developing Worthwhile Mission Statements
- Developing Worthwhile Vision Statements
- Instituting Practical Corporate Values
- Budgeting Considerations in an IT Environment
- Introduction to Conducting an Effective SWOT Analysis
- IT Governance and Disaster Recovery, Part One
- IT Governance and Disaster Recovery, Part Two
- Customer Management
- Identifying Key External Customers
- Identifying Key Internal Customers
- Negotiating with Customers and Suppliers—Part 1: An Introduction
- Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
- Negotiating and Managing Realistic Customer Expectations
- Service Management
- Identifying Key Services for Business Users
- Service-Level Agreements That Really Work
- How IT Evolved into a Service Organization
- FAQs About Systems Management (SM)
- FAQs About Availability (AV)
- FAQs About Performance and Tuning (PT)
- FAQs About Service Desk (SD)
- FAQs About Change Management (CM)
- FAQs About Configuration Management (CF)
- FAQs About Capacity Planning (CP)
- FAQs About Network Management
- FAQs About Storage Management (SM)
- FAQs About Production Acceptance (PA)
- FAQs About Release Management (RM)
- FAQs About Disaster Recovery (DR)
- FAQs About Business Continuity (BC)
- FAQs About Security (SE)
- FAQs About Service Level Management (SL)
- FAQs About Financial Management (FN)
- FAQs About Problem Management (PM)
- FAQs About Facilities Management (FM)
- Process Management
- Developing Robust Processes
- Establishing Mutually Beneficial Process Metrics
- Change Management—Part 1
- Change Management—Part 2
- Change Management—Part 3
- Audit Reconnaissance: Releasing Resources Through the IT Audit
- Problem Management
- Problem Management–Part 2: Process Design
- Problem Management–Part 3: Process Implementation
- Business Continuity Emergency Communications Plan
- Capacity Planning – Part One: Why It is Seldom Done Well
- Capacity Planning – Part Two: Developing a Capacity Planning Process
- Capacity Planning — Part Three: Benefits and Helpful Tips
- Capacity Planning – Part Four: Hidden Upgrade Costs and
- Improving Business Process Management, Part 1
- Improving Business Process Management, Part 2
- 20 Major Elements of Facilities Management
- Major Physical Exposures Common to a Data Center
- Evaluating the Physical Environment
- Nightmare Incidents with Disaster Recovery Plans
- Developing a Robust Configuration Management Process
- Developing a Robust Configuration Management Process – Part Two
- Automating a Robust Infrastructure Process
- Improving High Availability — Part One: Definitions and Terms
- Improving High Availability — Part Two: Definitions and Terms
- Improving High Availability — Part Three: The Seven R's of High Availability
- Improving High Availability — Part Four: Assessing an Availability Process
- Methods for Brainstorming and Prioritizing Requirements
- Introduction to Disk Storage Management — Part One
- Storage Management—Part Two: Performance
- Storage Management—Part Three: Reliability
- Storage Management—Part Four: Recoverability
- Twelve Traits of World-Class Infrastructures — Part One
- Twelve Traits of World-Class Infrastructures — Part Two
- Meeting Today's Cooling Challenges of Data Centers
- Strategic Security, Part One: Assessment
- Strategic Security, Part Two: Development
- Strategic Security, Part Three: Implementation
- Strategic Security, Part Four: ITIL Implications
- Production Acceptance Part One – Definition and Benefits
- Production Acceptance Part Two – Initial Steps
- Production Acceptance Part Three – Middle Steps
- Production Acceptance Part Four – Ongoing Steps
- Case Study: Planning a Service Desk Part One – Objectives
- Case Study: Planning a Service Desk Part Two – SWOT
- Case Study: Implementing an ITIL Service Desk – Part One
- Case Study: Implementing a Service Desk Part Two – Tool Selection
- Ethics, Scandals and Legislation
- Outsourcing in Response to Legislation
- Supplier Management
- Identifying Key External Suppliers
- Identifying Key Internal Suppliers
- Integrating the Four Key Elements of Good Customer Service
- Enhancing the Customer/Supplier Matrix
- Voice Over IP, Part One — What VoIP Is, and Is Not
- Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
- Application Management
- Production Acceptance
- Distinguishing New Applications from New Versions of Existing Applications
- Assessing a Production Acceptance Process
- Effective Use of a Software Development Life Cycle
- The Role of Project Management in SDLC— Part 2
- Communication in Project Management – Part One: Barriers to Effective Communication
- Communication in Project Management – Part Two: Examples of Effective Communication
- Safeguarding Personal Information in the Workplace: A Case Study
- Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
- Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
- References
- Developing an ITIL Feasibility Analysis
- Organization and Personnel Management
- Optimizing IT Organizational Structures
- Factors That Influence Restructuring Decisions
- Alternative Locations for the Help Desk
- Alternative Locations for Database Administration
- Alternative Locations for Network Operations
- Alternative Locations for Web Design
- Alternative Locations for Risk Management
- Alternative Locations for Systems Management
- Practical Tips To Retaining Key Personnel
- Benefits and Drawbacks of Using IT Consultants and Contractors
- Deciding Between the Use of Contractors versus Consultants
- Managing Employee Skill Sets and Skill Levels
- Assessing Skill Levels of Current Onboard Staff
- Recruiting Infrastructure Staff from the Outside
- Selecting the Most Qualified Candidate
- 7 Tips for Managing the Use of Mobile Devices
- Useful Websites for IT Managers
- References
- Automating Robust Processes
- Evaluating Process Documentation — Part One: Quality and Value
- Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
- When Should You Integrate or Segregate Service Desks?
- Five Instructive Ideas for Interviewing
- Eight Surefire Tips to Use When Being Interviewed
- 12 Helpful Hints To Make Meetings More Productive
- Eight Uncommon Tips To Improve Your Writing
- Ten Helpful Tips To Improve Fire Drills
- Sorting Out Today’s Various Training Options
- Business Ethics and Corporate Scandals – Part 1
- Business Ethics and Corporate Scandals – Part 2
- 12 Tips for More Effective Emails
- Management Communication: Back to the Basics, Part One
- Management Communication: Back to the Basics, Part Two
- Management Communication: Back to the Basics, Part Three
- Asset Management
- Managing Hardware Inventories
- Introduction to Hardware Inventories
- Processes To Manage Hardware Inventories
- Use of a Hardware Inventory Database
- References
- Managing Software Inventories
- Business Continuity Management
- Ten Lessons Learned from Real-Life Disasters
- Ten Lessons Learned From Real-Life Disasters, Part 2
- Differences Between Disaster Recovery and Business Continuity , Part 1
- Differences Between Disaster Recovery and Business Continuity , Part 2
- 15 Common Terms and Definitions of Business Continuity
- The Federal Government’s Role in Disaster Recovery
- The 12 Common Mistakes That Cause BIAs To Fail—Part 1
- The 12 Common Mistakes That Cause BIAs To Fail—Part 2
- The 12 Common Mistakes That Cause BIAs To Fail—Part 3
- The 12 Common Mistakes That Cause BIAs To Fail—Part 4
- Conducting an Effective Table Top Exercise (TTE) — Part 1
- Conducting an Effective Table Top Exercise (TTE) — Part 2
- Conducting an Effective Table Top Exercise (TTE) — Part 3
- Conducting an Effective Table Top Exercise (TTE) — Part 4
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
- The Information Technology Infrastructure Library (ITIL)
- The Origins of ITIL
- The Foundation of ITIL: Service Management
- Five Reasons for Revising ITIL
- The Relationship of Service Delivery and Service Support to All of ITIL
- Ten Common Myths About Implementing ITIL, Part One
- Ten Common Myths About Implementing ITIL, Part Two
- Characteristics of ITIL Version 3
- Ten Benefits of itSMF and its IIL Pocket Guide
- Translating the Goals of the ITIL Service Delivery Processes
- Translating the Goals of the ITIL Service Support Processes
- Elements of ITIL Least Understood, Part One: Service Delivery Processes
- Case Study: Recovery Reactions to a Renegade Rodent
- Elements of ITIL Least Understood, Part Two: Service Support
- Case Studies
- Case Study — Preparing for Hurricane Charley
- Case Study — The Linux Decision
- Case Study — Production Acceptance at an Aerospace Firm
- Case Study — Production Acceptance at a Defense Contractor
- Case Study — Evaluating Mainframe Processes
- Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
- Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
- Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
- Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
- Disaster Recovery Test Case Study Part One: Planning
- Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
- Disaster Recovery Test Case Study Part Three: Execution
- Disaster Recovery Test Case Study Part Four: Follow-Up
- Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
- Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
- Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
- (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two
Once we have determined the level and set of skills essential to supporting a particular systems management function, we need to identify potential candidates who have acquired the necessary experience. The first place to look is within your own company. Surprising as it may sound, some firms immediately look outside to fill many IT infrastructure openings rather than pursuing internal staff. Some believe the positions may be too specialized for someone who has not already obtained the skills. Others may feel that the cost and time to retrain is not acceptable.
The fact of the matter is that many companies enjoy unexpected success by redeploying onboard personnel. Potential candidates who are already on board usually are proficient in one or more technologies, but not necessarily in the systems management function being implemented. The more similar the new skill sets are to a person's existing ones, the more likelihood of success. For instance, the discipline being implemented may involve the performance and tuning of servers running a new flavor of UNIX. Onboard system administrators may be very capable in the performance and tuning of a different, but similar, version of Unix and thus could easily transition to the new flavor. Redeploying a database administrator into the role of a systems administrator or as a network analyst may be a more challenging.
Being able to predict which onboard candidates can successfully transition into a new infrastructure role can be an invaluable skill for IT managers facing staffing needs. I developed a rather simple but effective method to help do this while filling staffing requirements at a major motion picture studio. The method evolved from lengthy analyses that I conducted with the human resources department to identify attributes most desirable in a transitioning employee. After sorting through literally dozens of very specific characteristics, we arrived at four basic but very pertinent qualities: attitude, aptitude, applicability, and experience.
While the definition of these traits may seem obvious, it is worth clarifying a few points about each of them. In my opinion, attitude is the most important feature of all in today's environment. It implies that the outlook and demeanor of an individual closely matches the desired culture of the enterprise. Some of the most brilliant IT programmers and analysts have become hampered in their careers because they have poor attitudes.
Exactly what constitutes an acceptable or proper attitude may vary slightly from firm to firm, but there generally are a few traits that are common to most organizations. Among these are:
Eagerness to learn new skills
Willingness to follow new procedures
Dedication to being a team player
This last trait contrasts with that of aptitude, which emphasizes the ability to learn new skills as opposed to simply the desire to do so.
Applicability refers to an individual's ability to put his or her skills and experience to effective use. Employees may have years of experience with certain skill sets, but, if lack of motivation or poor communication skills prevent them from effectively applying the knowledge, it is of little value to an organization.
Experience is normally thought of as the total number of years a person has worked with a particular technology. An old adage refers to distinguishing between someone who has 10 years of actual experience in an area of expertise versus someone who has one year of experience 10 times over. Depth, variety, and currency are three components of experience that should be factored into any assessment of a person's skill level.
Depth refers to the level of technical complexity a person has mastered with a given product or process. An example of this would be the ability to configure operating systems or modify them with software maintenance releases as opposed to simply installing them.
Variety describes the number of different platforms or environments an individual may have worked in with a certain technology. For example, one person may have familiarity with a multi-platform storage backup system but only in a single version of UNIX environment. Another individual may have a deeper understanding of the product from having used it in several different platform environments.
Currency refers to how recent the person's experience is with a given product or technology. IT in general is a rapidly changing industry, and specific technologies within it may become outdated or even obsolete within a few years. A database administrator (DBA), for example, may have extensive familiarity with a particular version of a database management system, but if that experience took place longer than four to five years ago, it may no longer be relevant.
Table 1 summarizes the four key characteristics used to assess an individual's skill potential in transitioning from one infrastructure to another. Additional descriptions are shown for each characteristic to assist in clarifying differences between them.
We can take a more analytical approach to this assessment by applying numerical weights to each of the four key characteristics. These weights may be assigned in terms of their relative importance to the organization in which they are being used. Any magnitude of number can be used, and in general the greater the importance of the attribute the higher the weight. Naturally these weights will vary from company to company. The attribute of an individual is then assessed and given a numerical rating. For example, the rating could be on a 1-to-5 basis with 5 being the best. The weight and rating are then multiplied to compute a score for each attribute. The four
Table 1. Skill Assessment Attributes and Characteristics
|
Attribute |
Characteristics |
|
Attitude |
empathy, patience, team player, active listener polite, friendly, courteous, professional helpful, resourceful, persevering eagerness to learn new skills willingness to follow new procedures |
|
Aptitude |
ability to learn new skills ability to retain new skills ability to integrate new skills with appropriate old ones |
|
Applicability |
ability to apply knowledge and skills to appropriate use ability to share knowledge and skills with others ability to foresee new areas where skills may apply |
|
Experience |
number of years of experience in a given skill how recent the experience has been degree of variety of the experience |
computations are then summed for an overall score. This approach is certainly not foolproof. Other factors such as personality, chemistry, and communication skills may override mere numerical scores. But the technique can be useful to narrow down a field of candidates or as additional assessment data.
References
Kern, Harris, and Galup, Stuart D., and Nemiro, Guy, IT Organization: Building a Worldclass Infrastructure, Prentice Hall, 2001
Schiesser, Rich, IT Systems Management, Prentice Hall, 2002