- 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
A number of techniques exist to help transform marginal or mediocre strategy meetings into successful, effective planning sessions. This section provides some proven methods on the use of brainstorming rules; on helpful hints about meeting management; on determining the best set of meeting logistics; on how to invite all, and only, appropriate individuals to meetings; and on the analysis of strengths, weaknesses, opportunities, and threats of an organization. These techniques can help to turn an average strategy meeting into a very worthwhile planning session. Gatherings of this type can be expensive, time-consuming, and wasteful. With a little bit of planning and foresight, these sessions can be transformed into the efficient use of valuable staff time.
Brainstorming Rules
Almost any successful brainstorming session has a common set of rules to govern behavior, logistics, and results. This certainly applies to a strategic planning session. The following helpful ground rules are not necessarily unique or groundbreaking, but ensuring total buy-in to all of them prior to the start of any discussions, and adhering to strict enforcement throughout the gathering, can provide a smoother-flowing meeting with more successful results:
Agree on the clear objective(s) of the brainstorming.
Stay focused on the objectives(s).
Treat everyone as equals.
Listen respectfully to each person's input.
Participate honestly and candidly.
Maintain confidentiality when appropriate.
Keep an open mind; suspend personal agendas.
Ask anything—there are no dumb questions.
Question anything you don't understand.
Only one voice at a time; no side conversations.
Ensure that everything relevant is written down.
If prioritizing, agree on specific techniques.
If attempting consensus, agree on voting method.
Start and end on time—session, breaks, lunch.
Critique the brainstorming session for improvements.
Meeting Management
An effective meeting of any kind doesn't happen by accident. It seems only right that a meeting whose objective is to discuss strategic planning issues should be thoroughly planned for in the beginning. Following are twelve tips to more effective meetings:
State the objective of the meeting. Know what you hope to accomplish and the type of meeting you plan to conduct—status, brainstorming, presentation, or evaluation.
Identify appropriate participants. Based on the objective and the type of meeting, determine all (and only) appropriate individuals. This topic is covered in more detail in the next section.
Schedule well in advance. Depending on who the participants are, the number who need to attend, and the availability of rooms, schedule the meeting well enough in advance to accommodate everyone's needs.
Provide an agenda. Develop an agenda. In some instances a timetable of key meeting events may be appropriate. Include the meeting objective. Distribute the agenda to all attendees. If an online calendaring facility such as Outlook is available, take advantage of its confirmation feature.
Assign a scribe. Arrange with an attendee to take notes. In the case of a brainstorming session, you may want to assign more than one if multiple flipcharts will be used.
Assign a timekeeper. Fast-paced, free-flowing meetings often run out of time before all key issues have been addressed. An assigned timekeeper can help prevent this problem by keeping the meeting on track.
Clarify issues and move on. Not all issues can be resolved in a single meeting. Highly intelligent individuals usually have strong opinions and want to be heard. A balance frequently needs to be struck between giving everyone a chance to contribute and knowing when to move on to more important topics.
Agree on action items. Identify, assign, and schedule completion dates for all action items.
Summarize results. Wrap up the meeting with a review of the results, especially confirming the assignment and completion dates of action items.
Critique the meeting. Set aside a few minutes at the end of the meeting to critique its value. Take note of what could be improved at future meetings.
Send out meeting minutes. The scribe or the person conducting the meeting should distribute meeting minutes as soon as possible to everyone who was invited, and anyone else deemed appropriate. Note who was invited and who actually attended.
Follow up on action items. Depending on the number of action items and their completion dates, follow up on them at an appropriate frequency.
Meeting Logistics
The logistics of a meeting can often spell the difference between a rousing success and a dismal failure. One of the first steps to take is to thoroughly understand the purpose and type of meeting to be conducted, the number and makeup of the attendees, and the estimated duration of the session. From those details, you can determine the best day of the week and hour of the day on which to schedule the meeting; the best location in terms of room size; the best method of facilitation to use; and whether to hold the meeting in-house or offsite. Another consideration is the importance of meeting setup, visual aids, laptop hookups, lighting, acoustics, and so on. Finally, include provisions for meals, drinks, and refreshments if appropriate.
TIP
A possible alternative way to go offsite at marginal cost may be to use a company facility at another campus or in another area in close proximity.
Appropriate Meeting Participants
The type and purpose of a meeting normally dictate who the appropriate meeting attendees should be. In the case of a strategic planning meeting, this group may include representatives from senior or middle management, technical leads, and subject matter experts. In some instances it may also include members from applicable business units or from appropriate non–IT support groups such as human resources, finance, facilities, contracts, or legal. Some strategy sessions may also include input from suppliers or outside consultants. In these cases, an additional concern is to ensure that agreements of confidentiality and disclosure are fully understood and adhered to.
Analyzing Strengths, Weaknesses, Opportunities, and Threats (SWOT)
SWOT analysis is a process to identify the relative strengths, weaknesses, opportunities, and threats of a person, a small team, a large organization, or an initiative, normally in a business environment. Many companies find the process useful as a preparation for strategic planning. The results of a SWOT analysis can be used to help an organization build on its strengths, minimize its weaknesses, exploit opportunities, and mitigate threats.
A highly efficient SWOT session usually consists of four subprocesses:
"Round robin" method to identify items. Round robin is a fast-paced method to quickly identify items during a brainstorming session. The proper use of this process results in virtually no lost time in gathering meaningful information. The two keys to its success are brevity and handoffs. Participants sitting around a table must choose to briefly offer a response or to hand off to the next person. One or more assigned scribes record all responses. Individuals typically have only 10–15 seconds to offer a suggestion, so short, quick responses are a necessity. Handoffs are very common, especially during the first few rounds. Rounds continue until three full passes are made with no new responses.
Author/group consensus scheme to merge items. Some responses may turn out to be similar to ones previously mentioned. The author/group consensus scheme looks at those responses that may be merged and negotiates with the author of the response and the group to gain consensus on it.
Nominal group technique to prioritize items. The nominal group technique effectively prioritizes large lists of items in a short time by having each individual apply a point value to just a few of their top choices. What may normally take hours to accomplish with other methods can be done in 10–15 minutes using this method.
"Common threads" approach to categorize items. Once the items have been identified, merged, and prioritized, they can be grouped into major categories according to common threads that stand out from the prioritized lists. This process also should only take a few minutes to accomplish.
References
IT Systems Management: Designing, Implementing, and Managing World-Class Infrastructures (Prentice Hall PTR, 2002, ISBN 013087678X), by Rich Schiesser.