Bridging the Centralized Gap - centralizing IT staffs
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The document discusses strategies for centralizing software management across an enterprise in a way that engages employees and addresses potential concerns. It suggests starting by gathering accurate data on current systems, verifying the information, and revising goals as needed. Key steps involve clearly communicating the technology vision and business value, assessing competencies, addressing potential "sabotage," and keeping key employees involved. Meetings should focus on making centralization a shared strategy that balances business needs with avoiding job losses.
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![Thanks For Coming! Questions? If you need more information… Chris Miller Director of Messaging/Collaboration, Connectria [email_address]](https://image.slidesharecdn.com/bridging-the-centralized-gap-centralizing-it-staffs-3507/85/Bridging-the-Centralized-Gap-centralizing-IT-staffs-15-320.jpg)
Bridging the Centralized Gap - centralizing IT staffs
- 1. Bridging the Centralized Gap: How to Bring the Enterprise in Agreement Chris Miller Dir of Messaging/Collab [email_address]
- 2. Brief Agenda Your clouded goals! Where do you start? When do I let them know and what will be their perspectives? How do I engage and entice everyone? Competency and skills (testing) Sabotage? Would someone do that? Summary and Q&A
- 3. Your Clouded Goals To centralize management of a software package. To reduce overhead for a distributed support environment. To make everyone happy and I do mean everyone! To capture the corporate vision and direction in your decisions.
- 4. CIO Concerns.. Jul 2002 Securing reasonable budget for projects (was #2) Acquiring and improving business skills (was #3) Keeping employees trained (was #4) Maintaining skills in established technologies (was #6) Finding and retaining qualified employees (was #8) Sync with dept and corp managers for project approvals (was #10)
- 5. What is Centralizing the Management? Enterprise Sales office Plant Corporate IT IT IT IT Those remote office workers Consultants
- 6. After Centralizing Enterprise Sales office Plant Corporate IT Consultants Those remote office workers
- 7. Is There A Starting Point? Rewording the goal If you cannot reach the same goal rewording it, the goal is not clear enough Gathering the data (or what they will provide) User counts Staffing counts Hardware audits Archiving/backup policies Remote user requirements Locally installed non-supported applications (IM) Licensing counts
- 8. A Starting Point (continued) Verifying the data provided (or finding what they wouldn’t tell you) Play the ‘Enron audit game’ by going back and auditing areas as much as possible for verification Deploy a hardware/software profile software if possible Revising the goal once again Deploy full steam ahead Oh!! Meeting after meeting? No!
- 9. Engaging and Enticing When is it right to let the cat out of the bag and tell the enterprise and people affected? What steps do I take regarding responses? Taking the customers into account Making centralization everyone’s strategy
- 10. Balancing the Bridge company (current) Centralization Balancing Act (planned) sabotage technical knowledge sponsorship communication need current job role loss retrenchment goal alignment Independent business units staff restructuring skill awareness and testing lemmings everywhere keeping key employees
- 11. Capturing the Corporate Vision Providing the technology direction clearly. Running and monitoring the IT organization and understanding the intricacy of each group affected. Sharing the business value in the change. Inspiring others to pursue it. Manage the relationships effectively.
- 12. Competency and Skills Determine current positions and responsibilities. Assess performance and goals for restructuring ideas. Utilize skills testing where appropriate Don’t be afraid to invoke the “uh-oh” clause when necessary
- 13. Sabotage in the Enterprise Do they really feel that strongly? Where is this really possible in my environment? Real-life personal case example (next slide) Prevention measures Assembling the trusted team Keeping key people
- 14. Case Example 24,000 user site Rolling out mandated email package and centralizing support Sabotage internally included: Denial of service attacks Remote shutdown of servers (how?) Webpages put up to “picket”
- 15. Thanks For Coming! Questions? If you need more information… Chris Miller Director of Messaging/Collaboration, Connectria [email_address]