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- 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
My first exposure with mobile telephones came on October 1, 1987. I was working at a major defense contractor in Southern California when a major earthquake struck. The 5.8 Whittier Narrows quake that morning resulted in a total evacuation of the huge facility-some 12,000 workers-and more than a little bit of concern, confusion and anxiety. At that time, cellular telephones were just coming on the scene, and the company where I worked issued mobile phones only to vice presidents and above-and then only in the form of a built-in car phone.
I remember standing next to my VP/CIO and watching him communicate via his car phone to emergency response units. It all seemed very futuristic to me at the time, and I wondered just how prevalent these mobile communication devices would become. I didn't have to wait long for an answer; within a year, managers like me were issued cell phones for use in emergency situations. Fortunately, there were no serious injuries that day in October, although parts of the facility suffered extensive damage. But the visual I take away from day-more than the evacuation of staff and the damage to property-was that of VPs making urgent, critical calls on these new mobile, wireless forms of communication.
We have certainly come a long way during the past 15 years or so. Many people today receive their first cell phone before they are out of junior high school. And they are not just phones anymore; for some models the actual phone feature is way down the list behind camera, Internet portal, email access, public news broadcasts, and 2-way, nationwide walkie-talkies. Their presence these days is ubiquitous. But what about their use, particularly in the workplace? Do these marvelous devices have any drawbacks when their presence in the corporate environment becomes so pervasive? The following are 7 tips I have arrived at for managing the effective use of mobile devices. Mobile devices here pertain primarily to cellular telephones, but some of these tips may also pertain to pagers, personal digital assistants such as Palm Pilots and Blackberries, and other portable communications devices.
- Issue Corporate Use Policies – Managers should issue
documented policies on how employees are to use company-issued mobile phones and
other similar devices. This may sound very obvious in that most companies simply
encourage you to use the device responsibly for company business only. But the
lack of such policies can have devastating results. A recent, ongoing case in
Seattle demonstrates this.
The case in question involved an employee who was driving during the day to another office. While driving, the employee began talking on the company cell phone and became involved in a major auto accident. Though no serious injuries were sustained, the other party is now suing the employer for not having documented policies in place that explain the safe use of cell phones. Had policies been in place, the company would likely not be liable and the suing party would have gone after the driver herself. As a final bit of irony I this instance, the corporation involved is a major auto insurance company.
- Provide Guidelines on Who is to Receive Which Types – In many companies, the issuance of a cell phone is looked upon as almost a status symbol. The higher the rank, the more expensive the device. In most cases there are sound business reasons why desktop support personnel, for example, use functionally-oriented phones, and why senior trouble-shooting engineers may have 2-ways, and why executives have blackberries. But these reasons need to be shared openly in the form of guidelines that everyone sees and understands. Often times these guidelines are not documented or shared. An environment of secrecy usually breeds distrust and contempt, and this totally undermines the benefits of such devices.
- Evaluate Alternate Vendors – Some companies randomly pick one vendor and stay with them for years rather than performing due diligence at end of contract periods to select a better vendor. The competition is extremely keen in this arena, and evaluating alternate vendors may end up saving you substantial amounts of money while improving service.
- Match Mobile Device Capability to the Business Needs of the Company – There are a host of features, enhancements and add-ons to the entire family of mobile devices today. Integration of such features as paging, emails, cameras, text messaging, conference-call speakers, and nationwide 2-way calling are but a few of these emerging enhancements. As the business needs of your work environment changes, so also may the mobile communication needs. Knowing what features are available, their costs, and how they can solve legitimate business problems, benefits both your customers and yourself as their supplier.
- Negotiate Procurement Contracts to be as Flexible as Possible – Vendors prefer to lock you in to multi-year contracts that appear to save you money in the long-run. In some instances this may not be the case. If your company's business needs are likely to chance significantly over the next few years-for example, through major expansions internationally, or possible mergers or acquisitions-it may be more prudent to negotiate early-out clauses into your contract.
- Consider the Ramifications of Maintenance Clauses – Most vendors are willing to negotiate some very creative maintenance clauses, and usually have the freedom to do so. Take advantage of this opportunity-particularly if you have contracted with a major vendor for large quantities of devices.
- Stay Current on Emerging Technologies – Technical advance are occurring almost weekly in this field. Vendor websites and marketing representatives are good sources to learn about these future enhancements. Coupling this information with some of the future business directions of your company can lead you to propose innovative business solutions using these new technologies.
These are seven tips my colleagues and I have used over the years in managing the use of mobile devices. Following them should help you take practical advantage of their significant value and convenience.