Top things in managing an IT department - part 8 (the end)

Finally completed this series and here at the last 8 taking us to the magic 50.
The last 8 things are numbers 43-50 and again they are not necessarily in any order of importance. As always please feedback things that I have missed or just let me know your thoughts.
Hope it has stimulated some thought.


43.You need a Quality Plan
Quality should be in everything you do but it is an important subject often taken lightly. Quality is about the use of best practice, adherence to standards and ensuring fitness for purpose. Having a quality plan will help you think about how you are going to deliver quality in all projects. It is effectively the instruction manual for achieving quality.

44. Model the Business
There is some advantage in considering tools that allow you to hold a model of the business. Often known as Case tools these hold company organisation/ structure/process etc. They provide a total picture of the business and can be useful particularly if making change and ensuring you understand the impact of that change (scenario planning). This is a time consuming and detailed piece of work and you should only consider this if you are prepared to invest the manpower not only in doing it but also in maintaining it.

45. Consulting
Become the consultant to the business on technology and process. To do this you need to get closer to the business and get involved in business decision making and client reviews. You need to input your ideas and thoughts in a positive and professional manner to ensure the business leaders recognise the value of your contribution. Eventually you will be called on to contribute as a natural part of the business process.

46. Maturity Models
Maturity models can be useful. They attempt to define different levels of maturity for different processes such as software development, project management etc (in fact I saw an article where somebody said there were over 30 different models!). By answering the questions for each level it determines your position within the model and then you can move up the maturity levels by implementing the missing pieces. A good way to determine where you are and to progress.

47. Remote and Mobile working
Make sure the business can operate externally whether that is from home, internet café, hotel or clients premises. Look at delivering a secure access solution to the business systems. The workforce is becoming more and more mobile and flexible working is becoming popular so this facility is a must in most businesses.

48. Gateway Reviews
Gateway reviews are a key management tool and decision point. They are used a lot by government and local authorities. Use them at various points in a project. They allow a review of the status of the project by peer groups who can question the value and potential success of the project. Because the peer group are not directly involved in the project they can often see things that the project group cant. If used properly they can halt a bad project or help to put it back on track. Beware of the politics.

49. Knowledge
As they say Knowledge is power. Look at your knowledge management strategy.
All businesses have masses of information often locked up in separate systems. This information is extremely valuable if used properly. There are a number of ways of seeking this out from specific products to using enterprise search tools. It could save your business time and also increase your competitiveness particularly if you consider sharing some knowledge with your clients.

50. New Ways of working
Keep up with new ways of working and review if they can benefit your business. Consider pilots/trials. Everything from Hotelling/hot desking to home working but maybe more obscure ideas. Be an innovator!

THE END

The Internal IT Salesman

One of the hardest things is to tell the world (or at least the internal management) what you have done and what you are doing. Hard in two senses, one in finding time to break away from the 'doing' and secondly putting the story together in 'non IT' or business speak.
We are all doing some good and innovative projects as well as keeping the ‘lights on’ but if nobody knows about them, then it can be in vain. Lack of awareness doesn’t enhance our reputation and there is a danger that we are just seen as a support department rather than a strategic partner.
Of course there is no one solution and it needs many different approaches and constant attention.
One method I am trying is what I call the salesman’s approach (that is pre PowerPoint!)
This is based on an A4 landscape ring binder easel. (This sits on the desk and allows you to flip over A4 sheets.)
Now you need to develop an elevator speech on paper to put into business language what you have done, what you are doing and the road map going forward.
You should be able to talk to this for no more than 15 minutes.
Run it against a friendly non IT manager and if all goes well, set up a series of meetings with senior and middle managers, arrive with your A4 book, flip it open on the desk and go through the pitch.
This should help to ensure people know what is happening and they will all get the same message plus you may get some useful feedback as well.