- 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
This section describes the benefits and drawbacks of utilizing IT consultants and contractors. Events not directly related to the IT industry periodically occur that influence the use of these IT specialists. The onset of the new millennium a few years back was one such event. The current legislation of Sarbanes-Oxley is another such entity. This segment will examine the advantages and disadvantages of bringing in consultants and contractors to help meet these challenges.
Benefits of Using Consultants and Contractors
One immediate benefit of using consultants and contractors is that they provide readily available technical expertise. Since they are under contract, you pay for only the time they expend. As the demand for IT services continues to increase, it often becomes difficult, if not impossible, to attract and retain skilled, knowledgeable, and highly motivated personnel. This requirement becomes even more challenging as the diversity of IT environments continues to grow. Shops are migrating from one hardware platform to another or from one software architecture to another—be it applications, databases, or operating systems—at ever increasing rates. In the midst of these many transitions, there often may not be the necessary level of technical expertise onboard at the time to perform the migration, support, or maintenance of these systems. Highly specialized consultants can help alleviate this by the providing technical expertise needed in these diverse areas.
In addition to technical expertise, consultants can also provide management and financial expertise. The recent Sarbanes-Oxley legislation that dictates extensive financial controls are in place put increased emphasis on ensuring IT financial systems comply with regulatory requirements. Many companies are bringing in consultants from major accounting firms to ensure the company's systems are in compliance.
Another benefit that consultants and especially contractors offer to an enterprise is that they can assist in accelerating critical development schedules. The schedule to implement some major applications is often dictated by specific needs. For example, a critical distribution system in a major toy company may have been cost justified based on its absolute time deadline of being able to meet the Christmas rush. New systems that were designed to correct the year 2000 software problem obviously had to be in place prior to the start of the new millennium. Organizations may have the necessary quality of skilled employees onboard, but simply not an adequate quantity of them to meet critical schedules. In these instances, consultants and contractors may quickly be brought in to assist in keeping projects on schedule.
One of the most highly publicized examples of an IT development effort missing its critical deadline involved the Hershey Chocolate Corporation. A totally new and highly advanced distribution system was slated to be implemented during the summer of 1999. Teams of consultants and contractors were brought in to assist in this effort, but a series of missteps undermined the progress of the project. Unanticipated problems, untimely miscommunications, and a possibly overaggressive deployment plan all contributed to a six-month delay in the launch of the system. Unfortunately for Hershey, the majority of their annual sales comes during the month of October in preparation for Halloween. The system was eventually implemented successfully, but long after the lucrative holiday buying season, costing Hershey a substantial amount of lost sales.
Drawbacks of Using Consultants and Contractors
One of the primary drawbacks of using consultants and contractors is their high cost in relation to onboard staff. The rates of critically skilled consultants from key suppliers or major accounting firms can easily exceed multiple thousands of dollars per day per individual. But if the need is of a high enough urgency, expense may not be a prime factor.
Another drawback that occasionally occurs in larger shops is that it has an adverse effect on employee morale. Consultants and contractors who are highly skilled in a critical technical area may dismiss the need to be good team players. Their extremely high rates may justify in their minds the insistence for priority treatment in order to optimize their time on the clock. Thorough interviewing and reference checks can usually mitigate this concern.
Since most consultants and contractors bill on an hourly or daily basis, there is always the concern that some may not work as efficiently as possible. The more time a consultant spends translates into more revenue earned. Three areas that are prone to inefficiencies are email, voicemail, and meetings. Email is an excellent mechanism for distributing simple, one-way information to many recipients. It typically does not lend itself to activities such as brainstorming, problem solving, or personnel issues where tone, emotion, and reactions can easily be misinterpreted. When consultants or contractors engage in these latter activities instead of using email, a task that may have taken only a few hours can often drag on for days or even weeks.
Voicemail is another area where consultants and contractors can be inefficient. They neglect to employ a simple technique of leaving detailed messages on voice mail about the nature of the call when a called party is not available and instead ask only to have the call returned. This usually results in numerous rounds of time-wasting telephone tag. Efficiency-minded consultants and contractors often can actually resolve issues with voicemail by simply providing specific questions, information, or responses.
Meetings can be time wasters for consultants and contractors from two standpoints. The first is simple mismanagement of meetings. Commonly accepted meeting practices such as advance online invitations, an agenda, objectives, action items, minutes, and the use of a scribe, timekeeper, and facilitator can significantly improve a meeting's efficiency and effectiveness. Although contractors, and especially consultants, need to conduct numerous meetings as part of the performance of their duties, few follow many of the common meeting practices described above. The second way to waste time with meetings is to hold them when not needed. Often a brief face-to-face discussion or even a telephone call may accomplish the same result as a costly and time-consuming meeting.
A final drawback of using consultants and contractors is the issue of hidden costs. The total cost of employing a consultant or contractor is not always apparent when the initial contract is drawn up. Some of these hidden costs include costs for office space, parking, and long distance telephone use. Most consultants today have their own laptop computers or access to a desktop. But an independent contractor who is employed primarily to do coding work may require access to a company desktop computer, login authority to the company network, and printing services. All of these activities require setup time, administration work, and other expenses not specifically spelled out in the initial contract.
Table 1 summarizes the benefits and drawbacks of using consultants and contractors.
Table 1. Summary of Benefits and Drawbacks of Using Consultants and Contractors
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References
Schiesser, Rich, IT Systems Management, Prentice Hall, 2002