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📄 Contents

  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (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

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