Slashdot Mirror
Creating an IS Department?
brainee28 asks: "I work in the IS department for a manufacturer in Arizona (a
one-man-show). I do mostly everything; from systems, to networks, to procurement, to implementation. I can't mention who I work for since we deal
with government contracts. My problem is this: The company didn't start out with an IS department. Up until 6 years ago, a few computers were scattered around, but processes and business was still being done the old-fashioned way (with paper). When the IS department was started, it was started by a hobbyist (he was named
IS Manager before I showed up), who knew nothing about management or any of
the major issues that befall a traditional IS dept. I joined 6 years ago
(I have 5 years of IS Management experience, and 15 years of experience
with IS in general) with the idea that I would be managing day-to-day
operations. That has still not come to pass. The hobbyist left the company
4 years ago, and I've been on my own ever since." What is the best way for new IS managers to convince their superiors of the need for widespread change?
"Management views IS as a facilities function; computers are a tool, and
only a tool. I presented a proposal to them about 2 weeks ago which
completely negates that and several other ideas they've had about IS.
Management accepted the proposal; however I'm now faced with additional
mountains to climb.
I have 3 things that management and I currently don't see eye to eye on:
1) The main job of IS is connectivity. Connectivity is the core of why we have IS. Anything else is extraneous, and I shouldn't be dealing with it.
2) IS involvement in other divisions isn't necessary. IS is involved with other divisions when physical products get connected to the network, but not before. Software should be evaluated by IS only when it becomes necessary for purchase and implementation, not before. Any developed piece of software (we have an in-house programmer in accounting who uses Access -- I know, I know...) should be evaluated by IS when the software is ready to install.
3)I'm too overloaded. With 93 permanent users and 110 workstations (some are floaters), I can't do both systems work and admin work (my title is Systems Administrator, but I carry no management authority) on my own. My proposal stated the need for the creation of staff (a tech and a clerk). Management thinks because things are running, I have no issues, but I'm falling apart from all I have to do to keep things running. I need to offset the load so I can do more of the 'bigger picture' things to help guide this company out of the IS dark ages. (We have no CTO or CIO; Management is made up of engineers from different disciplines)
How would Slashdot users attack this? I've done my Google searches; went back to traditional books from Barnes and Noble; and even contacted my alma mater, Northern Arizona University, to find some answers. How would you prove the need for change on these three points? Can I institute change here?"
I have 3 things that management and I currently don't see eye to eye on:
1) The main job of IS is connectivity. Connectivity is the core of why we have IS. Anything else is extraneous, and I shouldn't be dealing with it.
2) IS involvement in other divisions isn't necessary. IS is involved with other divisions when physical products get connected to the network, but not before. Software should be evaluated by IS only when it becomes necessary for purchase and implementation, not before. Any developed piece of software (we have an in-house programmer in accounting who uses Access -- I know, I know...) should be evaluated by IS when the software is ready to install.
3)I'm too overloaded. With 93 permanent users and 110 workstations (some are floaters), I can't do both systems work and admin work (my title is Systems Administrator, but I carry no management authority) on my own. My proposal stated the need for the creation of staff (a tech and a clerk). Management thinks because things are running, I have no issues, but I'm falling apart from all I have to do to keep things running. I need to offset the load so I can do more of the 'bigger picture' things to help guide this company out of the IS dark ages. (We have no CTO or CIO; Management is made up of engineers from different disciplines)
How would Slashdot users attack this? I've done my Google searches; went back to traditional books from Barnes and Noble; and even contacted my alma mater, Northern Arizona University, to find some answers. How would you prove the need for change on these three points? Can I institute change here?"
Sorry to say, but if the acronym you use is not IBM, introduce it before you use it, or you risk leaving your intended audience by the road side.
Time to update the ol' resume and make for the exits.
There is no intelligent life there.
I've been in a similar situation. Company went belly-up a few years later.
You can't talk about Wikipedia's flaws on Wikipedia
...that way everyone will know what it is.
Step 2: Launch a harmless virus, fix it, and then show your superiors what could have happened if you didn't catch it in time.
This will ensure the need for your services.
Step 3: Buy lots of flexible toys that let you quickly release your pent-up agression in a harmless fashion. This will avoid having to replace 'defective' keyboards and other equipment.
He who knows best knows how little he knows. - Thomas Jefferson
This might not help with all of your complaints, but have you thought of taking the longest vacation that you can get away with? You get a nice break and when you get back everything will be so f$#%ed up you'll be the god the big bosses worship.
Well...ideally...
Information Systems?
Sounds like you like to live in a more compartmentalized IT shop at a larger company (insurance?) where you can be isolated from reality. I'd start looking for a new job - there are thousands of other IT people who love the jack-of-all-trades hat.
What is the best way for new IS managers to convince their superiors of the need for widespread change?
Quit?
I hate to say it. My experience is that management usually won't take any action until things get bad. As long as you are keeping things running, management won't be willing to make any changes (read as: spend any money).
Managements *JOB* is not to "do things right". Its to discover the absolute minimum of funding at which a task can be accomplished.
It's the same situation at my work -- they put my department (RND) under incredible stress because incredible stress is *CHEAP*. Doing the right thing is expensive. This is why engineering and management are always at eachothers throats.
Religion is a gateway psychosis. -- Dave Foley
Remeber that upper management generally hates technical details. Explain how the widespread changes will benefit the company in relation to things that you know are important to them. Make sure that you underline the importance of the changes and the specifice benefits they entail; things like money saved, less training, less downtime, and less support calls.
I meta-moderate because I care.
In a nutshell, just do it.
Take the initiative and start implementing policies and enforcing them. My guess is your boss will be very impressed that you're showing such leadership. Team Captains don't become Team Captains by waiting to be asked.
Keep in mind, that you run the risk of pissing a lot of people off. Be flexible (you probably don't have *all* the answers) but stay determined. Perseverance pays.
Just do it. They'll tell you when you've gone too far.
Boxlight
I sort of agree with you, but realistically, if you don't know, either on your own or through context clues, that IS stands for Information Systems, you shouldn't be responding to this guy's question anyway.
Who did what now?
Outline what it is you intend to do, how much it will cost and what the projected benefits are of doing it. Don't forget to also outline risks and downsides. Omit the "soft costs" that cannot be easily measured, like "improved productivity and efficiency".
"I'd rather be a lightning rod than a seismometer." -Ken Kesey
1. As many others have mentioned, update your resume and head for the exits. If they don't see a need for an IS department, you're pretty much screwed.
2. Become Montgomery Scott and wait until a major "disaster" happens and then save the day. Make them understand that the business would have stopped and money would have been lost had you not pulled the situation out of the fire in time. Make it clear that with more resources (people, hardware software) that you could not only come to the rescue sooner, but you'll be able to prevent problems from happening. It's sad to say, but some companies only get their acts together when the s**t hits the fan.
This is my opinion. To make sure you don't steal it, it's covered by the DMCA.
I think you need to change the idea from information systems (IS), to information technology (IT). The only way that you will be able to make the case is to change the perception of an IS department from cost center to profit center. You have to show how you can make them, save them, or create money. Slashdot style it is money, money, money. You will have to educate them over a period of time, define some specific metrics to show success, change the evaluation methods, and adapt to the environment realizing that it isn't about "you". Good luck I've been there numerous times in the last 20 years.
--- Location Unknown
According to what you wrote there would likely be a lot of things really in need of overhaul to actually do things efficiently, but as long as management only sees IT as a drain and not as thing helping profit they will not happen. Thus the first task is finding where small changes could reap big benefits and then propose those, likely in the form of hiring someone "for project duration" to do do/hel with that change. As that thing is then showing some gains, propose a next thing and so on.
Afterall the role of IT in a company is not something standalone, instead it is a tool to make other things more efficient.
I'd have to disagree with you, the core purpose of IS is improving ROI.
If connectivity does not help the bottom line, it is indeed pointless.
To make your point, I'd find out what it would cost the company if the
computers were down for one hour, two hours, etc. Compare those costs
versus the costs for your requested help. Present that information to management.
For any new prjoects, I'd compare the estimated time/cost savings.
If you can put it in dollar terms you have a chance of approval.
Service guarantees Citizenship! Questions Guarantee GITMO.... Amerika Uber Alles!
In the words of Darth Vader, "it is unwise to lower your defenses." Drop the firewall; stop updating the anti-virus. Spend more time on /. until the network begins grinding to a halt. Shuffle from machine to machine, fixing each one slowly and deliberately. Don't answer the phone, pages, or emails. And get your résumé in shape, but forget about expecting a good reference.
You can't make them understand if they don't already. An IT infrastructure doesn't just spring up full-blown overnight and this cobbled together system you're trying to run is inherently unstable. Without any controls and with no support staff, you can't hope to cope.
GetOuttaMySpace - The Anti-Social Network
Just explain to your boss that if things continue the way they are now the company will be SOL if you get hit by a bus or catch the flu. Make it clear that you are not threatening them, but are just concerned that you are a critical piece of infrastructure. It makes them a) appreciate you and b) cognizant of the danger of the current system.
At the place at which I work I have the same problem. The department has dwindled from about 6 to 3, and the third guy just put in his two weeks. Thankfully, I've been able to convince the owner that we need at least one more person. I compiled a list of all things we do on a daily/weekly/monthly/yearly basis, plus all the projects that the rest of the company wanted done. Then I estimated the hours it would take to do all of this.
When I showed him with 2 guys that I could just keep things running at the status quo - no projects, no improvements - he saw the need for another guy. We're still not going to get the skill I would like - but at least it'll be another useful body.
I suggest you do the same. Along with documenting when things do go wrong - for yourself - and to present to management. You have to show them that it is because you are doing your job that they do not notice problems or downtime.
In addition - make sure to establish policy and procedure for interacting with the IS/IT department as soon as possible - otherwise you'll be bothered constantly and will never get anything done.
I hold a weekly "user" meeting where I let people know what I'm working on, what issues are still open, etc. The key is communication.
My suggestion is get a simple book on change, perferably something on Six Sigma practices. Something like this book from Amazon (or elsewhere, it's not a referrer link) would be appropriate for you I think: Lean Six Sigma for Service : How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions.
The key things to focus on to get management to see your plight is to determine a way to measure your current state (how long does it take to perform workstation maintenance per day, per week, per month? How much time is spent doing any kind of security auditing? How many security incidents have you had this year? etc.), and then present suggestions for improvement on your current state as your expected future state that will SAVE THEM MONEY. This is always what business cares about: making or saving money! So if by being able to hire a clerk or tech to offload some of your current responsibilities it will save you company twice as much as the tech's salary per year, you've just proven the obvious and glaring need to do just that.
Also, provide them with a documented measurement startegy for the future to ensure that their investment in another employee is benefitting the bottom line.
If management still says no, and you've clearly made the case that another body is necessary to help you out in your current position, keep yourself open to the possibility that another company can use your help more than your current employer. Healthy companies are open to change when its needed. Unhealthy companies bury their head in the sand and cannot look past maintaining the status quo.
First thing, does this company really need an IS dept? or do they just need someone who runs around fixing things?
If they indeed do 'need' an IS dept, update your resume and then:
you need to come up with a "dire" consequences sceanario, then write up quotes and at least double to triple them (that way you might get your needed funds).. If needed, make something break, multiple times, just to show how crippled they are, blame the guy who left and explain you have been forced to use 'this junk'.. Have a handy quote in your desk drawer that you had got "a while back" and have a few spare good resumes around that have recently come in.. Use lots of acronyms (yes, technobabbling someone is low but when their eyes glaze over you can insert a lot of 'ideas' in there..) but most of all, make them think it is their idea.
show them what the competition is doing, explain that they are being outmoded. using fear to compel them to 'upgrade' is a great. of course, it is their idea..
don't get too chicken little about it, but show them what a bofh is and force your ideas through, of course though, it is their idea you can just be the "go-to guy"..
-or-
if the above fails, use that updated resume and go to a company with an IS dept, otherwise they are determined to use an 'abacus' and are doomed to live in the past..
anime+manga together at last.. in real time.
My suggestion? Management won't pay for insurance against threats that they don't understand. Do a 'Net search and find white papers which show how other similar sized businesses became vulnerable to major IT downtime induced loss of revenue, and/or were sued for major amounts of money because they didn't face the threat sources in time and data was stolen, etc.
If a good presentation using those papers doesn't work, suggest that for Sarbonnes/Oxley regulatory compliance, they need an IT audit, and discuss the single point of failure problem with the auditor.
Finally, if none of the above work, update the resume and get a couple of good job offers in hand, then request a large $$ increase in wage to stay, or leave. There are no other choices.
...Open Source isn't the only answer -- but it's almost always a better value than the alternatives...
Avoid tech slang at any cost.
Propose your plan. A well documented document. Describe all the potential failures the current network may face and the potential dammages. Don't go too much in the details. Use simple sentences, with the potential dammage clearly indentified.
Define the rules you would like to apply.
For each rule, set the goal. Tell them simply and clearly why the rule should be applied and what do you want to avoid.
They arenn't technicians. But they are smart. Simply use words they will understand.
If you tell them that without any backup for the mail server, the company may face up to 4 days without emails, they will understand.
If you tell them that the pop server is using outdated hardware and there is probabily that the hardisk may break. Most won't understand.
Don't send the report without any "face to face" introduction, try to organize meetings. If you are unable to put them all in the same room at the same time, try to meet them one by one in their office, and finish your "lobbying" by emails.
Once the executives boards is convinced by the neccessity, define a step by step plan. Don't try to change everything in the same week. Propose it and negociate it.
Once you've got their agreement. Try to make a mailing list and explain clearly to the employees why you will perfom the change and when. Invite them to ask any question they want.
Olivier
What... Are you still there?
LEAVE!
Problem solved.
That was the short answer. The long answer:
I read an article a few months back that linked emotions to an evolutionary form of fast judgement making. The point? Trust your gut. If they haven't given you what they promised they would give you within the first few months in the last few years, leave. It may be your hairstyle, your sense of humor or they just don't like you. Get over it. Play the odds and find a new position with a new company that says they will give you what you feel you deserve, and trust you gut. If you think you are being lied to in the interview then continue to play the odds and find the job you want. Or don't.
Decision is yours. Enjoy.
"Don't fear death... fear not living..." -me
(I'm assuming that the acronym IS stands for Information Services. I would've said IT, but that's a quibble. If you meant something different, please disregard everything I'm about to say.)
The main job of IS is keeping the system running. Any technical issue that prevents someone from doing their job is yours. This alone should be enough to convince your management that a lone guy in an office isn't going to be sufficient support for your organization.
You're correct in that it's a mistake to view computing as just another facilities issue. However, that doesn't mean that it doesn't reach the same level of importance, and simply put, there's nobody else whose job it is to fix it. That means it's yours. (Or at least, that's what I'd be saying if I were your boss.)
See, you think this is what you want. Trust me, it's not. Otherwise, you can find yourself in the situation I was in, with a rack full of Linux servers and a department chair demanding to know why the $10K+ Windows-only web app he just bought isn't gonna run.
You're absolutely right about being overloaded, but you appear to be laboring under the misconception that a "Systems Administrator" is usually a management position. In my experience, it almost never is, unless by chance you tack the word "Senior" to the front, and even then the only people you'll manage are other Systems Administrators.
Your management will likely be unsympathetic, but you're not without hope. What I'd do is to brief them on the three biggest issues you're facing. Each brief should be about a minute in length, and all three should be delivered back-to-back. Each one should follow the structure: "this is the problem; here are the consequences of not addressing it; here is what i will need to address it." The trick: the third should be, "My time is fully committed just keeping what we have now together; if left unaddressed, neither the previous two issues, nor the multiple issues haven't mentioned, can be accomplished, resulting in the failure of X, Y, and Z; hire me another tech and an administrative assistant and give me some time to get them up to speed."
Best of luck.
I am a firm believer that almost all IT work can be broken down into 3 major groups: Hardware, Software and Network. With that in mind let us proceed with further discussion.
The easiest to deal with is probably the hardware. The key of course is to keep items under warranty with proper replacement cycles. By doing this the job is pretty simple. If a part of computer X breaks then you can simply call (or use web-based customer service) to receive a replacement part or have someone come out to do the work for you. In my previous place of employ we used Dell hardware on a rotating 3-year cycle. If a warranteed item broke we simply called and had them send out the replacement which we promptly shipped back. The only exception to this was laptops and for those we made them send a service person out, because replacing a motherboard in one of those is not my idea of fun.
Next up is the software. All software presently in use should be tested on a machine of the desired hardware mentioned above. You will of course have uniformity in machines, because this means you have a lot less problems to worry about. It is the Apple approach, sort of. You will want to be using a single operating system (well maybe two). In this case either Windows 2000 or XP. Build a machine with the specs of all the others and install and test all the software on the machine, once it is running properly, using Symantec Ghost to create images and since you will have the same hardware, you can quickly roll out new machines or re-image bad ones.
Finally the network. Please tell me they have a properly created network using nice switches and a good hardware firewall. We once found a network closet at a previous place of employ that was connected to the rest of the network with a HUB. Several of us almost died at how horribly setup this was. You are dealing with a small number of computers so I do not expect you to have several grand worth of networking equipment. So long as this is maintained properly, it should never really be a problem.
Now, how do you sell them on changes being necessary? First off, if you have sporadic and out of warranty hardware, be sure they are perfectly aware that if the machine(s) die that it could take several days or weeks to replace. I know this might be a huge overestimate, but it will give them an idea of the sort of down time that a user could face.
Next, do a similar survey of the software. Also if you can verify the licenses on everything. If you find any missing licenses tell them of the ramifications and be sure to give them the worst case scenario. We had an instance like this at my last job and several people were upset when they were cut off from software, but at several thousand dollars per license, the company was willing to make a huge deal out of it with us. Any software that is out of warranty also must go or be removed from the network. So those NT4 and 9x machines you might have running around (I hope you don't), need to be taken care of. Once again a proper explanation might do the trick.
Remember, no matter what all management always wants productivity. So if you show how their system can result in losses of productivity, not only for you but for users, they are more willing to consider change. The key of a good IT department is always going to be to maximize uptime and minimize downtime.
One final suggestion, request the power to hire and fire. Then remind them of reasonable salary expectations. I am not sure what they are paying you, but a true IT manager should be making 70k or more and good staff at least 40-50k. If you convince them of this, well give me a call because I know a thing or two about straightening out IT departments, I helped fix two of them before I finally started getting engineering jobs.
"Some days you just can't get rid of a bomb."
That's what helped us get out from some load.
My boss scouted at a local high school for a bright, trainable student with some PC experience. We threw him at some simple jobs that were eating up our time.
We were able to make some large changes with him doing the footwork. He had a relatively easy job with good direction and excellent education, and left with a resume and references that any of his peers would have killed for.
It sounds like you are having the same problems that we had back in the 70s and 80s when companies who's product wasn't IT related (we called it MIS back then) couldn't accept the concept of why a good IT infrastructure was important.
I went through several companies back then where I was either the first or one of the first people on staff when the IT department was created. The problem really isn't that you need an IT staff but that since you came up through the ranks you aren't really being respected. This is a problem that is not unique to our industry.
Unfortunately, I found several times that the only way to deal with the problem of respect for your skills was to leave. At your next job, your background is that you formed the IT department at your previous company (even though it was only you), and you built their network from nothing to roughly 100 users. True, jobs aren't as plentiful as they have been at other times, but the industry is not as bad as it has been and you might need to consider this option.
If it is safe to make the assumption that you are also not being paid a salary equal to the work you are doing start with that. Tell them that you are doing three jobs and that you want to be paid for at least two of them. They will either a) give you a raise, b) laugh off your comments or c) fire you. If they fire you then you've got a valid case against them for wrongful termination -- especially since they work with government contracts and have to adhere to higher employment standards than other companies.
If they laugh off your comments then they obviously don't have the ability to ever learn to respect you. That when you take the resume that you updated TODAY and start sending out copies.
But if they do offer to give you a raise, ask the followup question: and when does my assistant start so that someone is doing the third job now that you are paying me for the first two?
Believe it or not, that actually worked for me once. Unfortunately, five years later when there were ten people in the department they decided to replace me with two kids fresh out of college that they could get for half of what they were paying me. I was closing in on 30, which even in the 1980s was starting to be considered over the hill as a programmer. ARGH!!!!!!
And don't rip up the resume if they give you a raise and an assistant. I learned that lesson the hard way back in 1981 when I got the raise and then was squeezed out a few months later after they thought that my newly appointed assistant knew enough to do the job. He didn't, but he did do something that I didn't do when I left. When he was fired three months later he wiped out all the source code from the production system libraries and erased the backup system disks (this was on a Data General M600 with the old 20lb zebra drives). They had to call me and pay a ton of money for me to come in and restore everything.
I'm too overloaded. With 93 permanent users and 110 workstations (some are floaters), I can't do both systems work and admin work (my title is Systems Administrator, but I carry no management authority) on my own.
Your best friend is the schedule sheet. Such a sheet has the week's calendar detailed down to the half hour. If someone asks you to deworm a PC or deTrojan a Windows laptop, get your schedule sheet and book the next available 2 hours. Block time in advance for other sysadmin duties. Full schedule? Just tell the user his PC will be dewormed next month. When you have a few dissatisfied users, bring your ultra-full, scribbled schedule sheet to management and use it to prove you need help. DON'T DO UNCOMPENSATED OVERTIME. Take vacations, preferably on short notice. You don't have a backup? Well, ain't that too bad. Think you could hire one, boss?
As a rule of thumb, you need one full time person per 30 Windows PCs, plus one guy to cover for vacation and such. I don't know how you can keep up with a hundred Windows machines to maintain by yourself.
If your boss wants to save on sysadmin salaries, he can move his users to Linux PCs, with critical programs (e.g., macro-ridden Excel spreadsheets) running on Windows images under VMWare. Inside the image, have apps save to network drives (Samba is your friend), not to C:. Archive the images, they are just large files in Linux. When the Windows image catches a virus, just restore a fresh version from your storage server instead of spending hours fixing the Windows crap. You'd be amazed at how much time this little trick saves. Users have their Windows apps and you have manageable systems, everyone is happy.
--
Mad science! Robots! Underwear! Cute girls! Full comic online! http://www.girlgeniusonline.com/
I own an IT/IS company that's sole purpose is to try to make a customer rely on themselves, not us. It is the best business model available in IT as we receive more referrals than we "lose" customers who become self-sufficient.
The key, for us, in selling a customer on hiring a full time team rather than contracting out the work (to us and others) is showing them a return on investment. There is no other way for a company to acquire any assets or employees without a residual increase in profitability.
How can you tell your bosses that they need an IS group? Show them how they'll save money or make more money, or how their competitors are doing something better. Business owners hate three things: bleeding losses, missed profit opportunities, and competition that does something better.
I can't imagine how hard your job will be, though, in the near future. U.S. manufacturing is attempted to cut back on costs, not increase them. Being in the business for 16 years, I know how hiring the right team IS a money saver, but many of our customers take years to convince. We've seen 6 digit yearly contracts that would have cost less than US$60,000 a year with a good individual and minor contract jobs.
Work up a nice (not colorful, but factual) brochure to sell your bosses on a team. Find who your competitors' IS managers are and talk to them -- you'd be surprised how many employees of competiting companies are beer buddies on the weekends. Pick up a decent manufacturing periodical that talks about these issues, and maybe even get membership to manufacturing webzines that offer the advice.
In engineering, general contracting, graphic design and other service industries, an IS group is a must-have. Manufacturing used to be technology-superior until the work became too inefficient to perform in the U.S. Since the costs are so high here, the management teams don't want to hear about expanded employees except in production. Place yourself in that role: producing an efficient "engine" to run the company. Use manufacturing terms. Point at studies and point at success stories.
Good luck.
"Management views IS as a facilities function; computers are a tool, and only a tool."
And they are correct. If it doesn't provably add to the bottom line, they don't care. How do you view motors, electrical outlets, and HVAC systems? How do you view pens and paper? Computers are analogous. Your management's view is at least the most popular view. If you don't like it, you will be unhappy working as an IS manager in most environments.
1a. Pragmatically, the main job of IS is to do whatever company management thinks IS should do. You are part of a relatively small enterprise; it is your job to help out that enterprise any way you can with whatever resources you have. If that means you draft, proofread, and type a memo about employee parking, you do it. And you don't complain. The 'leet crowd will disagree, I'm sure, but unless you are abslutely irreplaceable (and no one is), you don't make yourself appear to be a prima donna whose willingness to work is limited.
1b. The main job of IS is to make sure that everyone can use their computers. Connectivity is included in that, but so is installing software, reconnecting keyboards, writing login scripts, patching servers, and (insert your least favorite computer-related task here). IS is the department with the people that make working with computers seem as easy as breathing. It is their job to make it easier for everyone else to deal with computers.
Corollary to 1b: This includes the secretary who is incapable of rebooting her own computer, can't use the Start Menu, and tries to scan documents by running the optical mouse over them. ("At my last job, we had a business card scanner had a light on the bottom, so I thought...") And you do it with a smile and reassure her that everyone has this trouble.
2a. IS involvement in other divisions is the purpose of IS. What, you're only providing connectivity and computer services to your own division? Or perhaps you're pushing cookie cutter solutions onto a company that doesn't need them? ("Hey, 'IS Manager' magazine says ALL the cool manufacturing IS managers are doing it!") If you're not talking to other division managers and finding ways that you can help them, you will find yourself replaced by someone who will.
2b. IS involvement in everything that affects IS is essential. Otherwise, some bright, eager, manager is going to put lots of time and effort project that will consequently be impossible for you to kill, and will ruin your whole year. Standardizing the product design department on Macs, perhaps? Or converting all the legal department's documents to WordPerfect format? This is a political struggle. You want to be present at the meetings where bad ideas are born so that you can strangle them. If you limit your involvement to saying "No, that's not a good idea" just when someone else is ready to hand their project over to IT, you will be disliked and frequently over-ruled.
3. What you've proposed is tripling the payroll costs of IT for no appreciable benefit to the company. In the eyes of company management, things are running fine. If you are really falling apart, you need to find yourself another offer of employment. With that in hand, find out if your company is amenable to improving your situation. If not, walk. I doubt that you are going to succeed in setting yourself up as a CIO, which is what your situation really needs. You have no management authority, and getting some is the only way to really fix the situation.
I've been in your position and held your mindset before, and it's not easy. I cannot emphasize enough that you must both understand management's mindset AND be prepared to leave. Otherwise, you will be unable to negotiate a satisfactory resolution to your issues. At the very least, I would agree that you need a tech to work with you; a ratio of 1:100 is ridiculous.
Good luck; you'll need it.
Get it through your head you are not an IT manager. As your title states you are a sys admin, From what you've said your job is to keep things running not to make sweeping changes.
Sorry, teleporters just kill you and then make a copy. A perfect, soul-less copy.
I'm sure there is an answer to this question, but how do you estimate costs like, e.g. the cost of not having email service for X number hours/days/weeks if your email server goes down? For a government contractor, I suspect that nowadays, a lot of communication with government agencies for which you are contracting is done via email, so email would probably be very important to your business. Yet, how do you set a value on that?
I mean, I could think of a few worst-case scenarios for impact of email being down. . . namely that you miss some kind of Request for Proposal broadcast email sent by a government agency to all registered contractors, and end up missing out on a contract, or having a project delayed because of communication problems. But all that is highly variable.
I agree that the best way to approach management about investing money on IT resources is to bring them dollar figures that can help them understand the cost/benefit of the status quo, vs the cost/benefit of the proposed improvement, but how do you actually do that?
I bet this is the type of question that people make an MBA/MIS Doctoral Thesis out of lol.
...by making a business case based on their bottom line.
That is the only language that will be understood.
From the sound of it, you're being severely overloaded; you need to force the issue some more (I've been in the same position myself and this is how I got through it). You will have to decide what your core job functions are (that you absolutely must do), then concentrate on them even if it means letting other stuff pile up undone. This would be even more justifiable if you have a job description you can refer to to back this up. If you don't have one, get one, just to confirm to you what your managers think you are doing, and to let them know what you actually are.
If people give you extra work or pile you will extra repsonsibilities without the resource to do it, get them, to tell the people whose jobs you'll have to push back. Many of the reasone IS is pushed down the list is becasaue mostly,' it just works'. What happens when it doesn't? I think you have to start being a little less conscientious, because otherwise it will make you ill. You can still be professional and rein back your work to realistic levels.For your own benefit, keep a detailed log of where yuor time goes (if you don't already). And also include things yuo cannot do. Make estimates of the cost of this lost productivity. This should be the basis of your business case.
Someone mentioned hiring an intern: this might be nice as a short-term move but doesn't address long term structural problems your company seems unwilling to face.
If you still get no repsonse. Walk; tell them precisely why, adding that you wish them luck trying to find someone who can do your job with no training.
I may be saying nothing you don't already know; you're expreienced in the industry after all, but sometimes just looking at the obvious stuff can help. Good luck.
It's not you: I'm just this horrifically socially awkward with everybody.
I agree- but it should be a bit more subtle than that. You REALLY need to read the BOFH stories, archived at http://www.theregister.co.uk/ in the bootnotes section. The key to this is: he who thinks IS service is too expensive gets less IS service, until he changes his attitude. Insist upon centralization, it's the key to keeping control over the users.
SJW: a person who perceives an injustice, and while correcting it, commits a greater injustice.
Can't tell who you work for because you handle RFP's for the DOD? Go apply for credit with that line; I hope you don't disappoint easy.
/. has reported earlier that NASA has some DARPA funds; If you can make NASA happy, then you'll be happy to. Good Hunting, Good Luck.
Managers manage people, not machines. Technicians manage machines.
It looks like your part of a staff of 5 to 10 people; That's not wide spread. You can only negotiate from a power position.
You're asking the wrong question. You need to respond to an RFP from the CBD that requires wide spread coverage.
Slashdot is read by people around the world, and some of us don't have English as our primary language. It is difficult sometimes to find the meaning of an acronym, and moreso with something as short as "IS"
Measuring usability for fun and profit.
If this is your view of the world, become a CCIE and forget about IS management.
Why your management hasn't fired you yet, I don't know. It would seem that you have a "my way is the better way" attitude, and really are not looking at the big picture. While limiting your exposure to the "other divisions" will limit the workload, it will end up alienating the people who you support (and probably generate the cashflow that helps pay your salary). Eventually, they will begin to implement systems without your support, because it is too difficult / time consuming to involve you. This will in effect reduce your value, making any change you want to implement even more difficult.
If you want to play MIS, I recommend you go out and get some ITIL training, or at least get some work experience going on. You use the term Information Systems, but it really seems you are focusing on Systems Administration. Maybe your employer should hire someone to manage you and your resources, and hopefully you can learn a thing or two.
Also, not involving yourself in the development of applications, or in some terms Information Systems, is a really bad idea. Basically, you will have crap dumped on you, and it will by nature become your problem.
Probably about the only valid point you have, but you are going around it the wrong way. You need another peer to help carry your load. Present two scenarios to your manager. First, discuss the workload you have, and also throw in that you cannot concentrate on connectivity and implementing new systems at the same time. Second, throw in the whole "hit by a bus" angle. How many people understand the system?
Once you have a peer, eventually the company will realize you need a manager, and will either promote or hire someone into the slot.
--WooooHoooo--
If you are not in the IT business, then your goal as a manager/owner is to minimize your costs (real and "soft") to the absolute lowest point possible that is bearable. If, on the other hand, your business is IT (ie: consulting company or something), then you might put much more into it.
This isn't rocket science. IT, for most companies, is a cost center. Treating it as otherwise is bad for business and will lead you to spend lots of dollars with little return. THIS IS HOW IT HAS BEEN AND HOW IT WILL BE IN THE FUTURE.
I strongly disagree. The main job of IS is "Information Systems". Connectivity is there to *enable* the use of information systems - email, files, printers, databases. The network must run *because* all these systems must run so the business can run. Now, if you were a "network admin" or some similar title/department, then I would agree with your statement but you seem to be going for something bigger than that.
"2) IS involvement in other divisions isn't necessary. IS is involved with other divisions when physical products get connected to the network, but not before. Software should be evaluated by IS only when it becomes necessary for purchase and implementation, not before. Any developed piece of software (we have an in-house programmer in accounting who uses Access -- I know, I know...) should be evaluated by IS when the software is ready to install."
Again, I strongly disagree. IS/IT/whatever should be involved with the analysis and/or development of applications way before they are ever even thought of going near the network or being installed. What if this Access developer spent 6 months making some new database that was accessed over some WAN link that was in fact going to change in the near future? Or what if someone in purchasing decides on some fancy new purchasing application, spends months evaluating it, and then says "install it". Unfortunately, the application requires some server, or connectivity, or something that IS/IT does not approve of. You simply cannot expect non-computer types (i.e. MOST people in business) to make good technology decisions all the time. You need to help them and be a consultant. Granted, you may not have the time, but that's a different issue...
"3)I'm too overloaded. With 93 permanent users and 110 workstations (some are floaters), I can't do both systems work and admin work (my title is Systems Administrator, but I carry no management authority) on my own. My proposal stated the need for the creation of staff (a tech and a clerk). Management thinks because things are running, I have no issues, but I'm falling apart from all I have to do to keep things running. I need to offset the load so I can do more of the 'bigger picture' things to help guide this company out of the IS dark ages. (We have no CTO or CIO; Management is made up of engineers from different disciplines)"
One member of staff for this environment does seem very light to me. However, I recommend that you take things a little more slowly as it seems these people are resistant to change - so perhaps attempt to hire one low-level Helpdesk technician.
I'm not 100% sure of the approach you're taking but it does seem a little strong and confrontational. For example, if you're taking the approach that the company is in the dark ages and out-dated and so on, then you're telling your boss that they are incompetent and know nothing about IT/IS. That may in fact be true, but it doesn't help you get what you want. Instead, take the approach that the needs of the company have changed from what they used to be (make something up if you have to) and therefore you are suggesting these changes so that the infrastructure can address those needs for the future. Be specific and use examples. Just don't bitch or whine about the past, because the people you're talking to are the ones that set up the past! Instead, focus on the future! What the BENEFITS of the changes you propose. Try not to put your boss(es) on the defensive. Once they give a strong "NO" or strongly disagree with you, you are fighting an uphill battle. Instead, find common ground, find common sense of purpose regarding what you want the future to be like, and *then* move slowly with changes that are needed to get to that future.
Then quit. ;)
If you're creating an IS dept. It's time you start looking into ITIL See here for more info: http://www.itil.co.uk/ From what you describe of your situatiom, you're the only guy running the show. You need to start establishing a framework within your org to start managing IS/IT in an organized manner. ITIL provides a framework for which to do so. Trust me, you'll find this useful. Whether your company likes it or not, it has reached a critical point where it depends on it's IT infrastructure more than it thinks it does. You've gone beyond being the only admin running the show. The smart thing is to get their buy in on treating IS/IT like an asset and managing it correctly.
:)
My 2c
I was sitting at an meeting for IS with a large corporation and finally figured out what IS is to the company. IS is a child, they should never be heard or seen. They are not included in what grown-ups do. The only time they are noticed is when something is broken. In theory that is right, our job is to make sure that IS is not noticed. Providing seamless connectivity and services so that the footprint we leave behind is minimal. What I don't think that most major corporations understand is unless IS becomes a stakeholder in all activity then IS will be unable to do its job. I need to see forecasts for manpower, planning is critical to my being able to perform my job. I want to be proactive, but unless I get an idea of the what is coming up (it amazes me how few people actually have plans) I cannot provide the services they desire within the time frame (i want it, and I wanted it yesterday)
The most common method in the business world is for you to create some Powerpoint slides, call a meeting, and make a presenatation. Have coffee and doughnuts available in the conference room. Have a patsy in the rooms to speak up and say "That's a great idea." For usually, if this is as most business meetings are, no one will disagree with the first person to forcefully articulate a position.
The first, most common, and most significant mistake that most IT shops make is that they are managing technology. This is wrong. The computer has no wants or needs, no defined function, no need to connect with other computers, save for what the user imposes on it. The computer is a tool, no more and no less. It is a high-tech hammer for pounding digital nails. Never forget this. Your job is to provide the best tool possible for the person using it. That means that you must understand for what it will be used, which in turn means you must understand the person, which means that the primary job of IT is customer service. You, dear computer geek, to be successful, must be a People Person.
Users have certain needs, desires, and expectations of their tools. If the tool does not give the desired result, it is a useless tool. If you are in charge of that useless tool, then you, too, are useless. No amount of ranting, railing, policy, or scope statement to the contrary will change this simple fact. If you're not part of the solution and all that. You are in charge of the whole tool, not just connectivity. In a larger organization with thousands of connected devices you can break the job up into different groups (network, desktop, development, helpdesk) - but with 110 machines, it's all you, baby.
Talk to your users. Sit in on planning meetings that involve technology or new software. Know what they want to do and why they're looking at this piece of software or hardware to do it. You may be able to offer insights. Maybe the desired result is an unexplored function of software you already have. Maybe there's a different package available that will do what they want better than what they're looking at. Maybe what they want isn't exactly what they're asking for. You won't know any of this unless you participate.
Use the staff you already have. You said you're on your own. You also said that there are 93 permanent users. Use them. Deputize one or two technically savvy people from each department and make them your first line of defense. Your personal noise level will drop more than you'd believe by weeding out all of the problems that can be solved by rebooting and checking that connections are tight. Spreading this over a dozen people significantly lightens your day without negatively impacting theirs.
Know, also, that your users don't understand the tool. They understand what they do with the tool. They know how to run a sales report without having the foggiest idea of how a database works. They know how to go to Google without having ever heard of TCP/IP, or knowing why T-568A and T-568B are different. They'll hand you a 4" square piece of plastic and report that "their hard drive is broken". So what? They don't need to know nuts and bolts. (What percentage of automobile drivers could change their own crankshaft? What percentage of residential electric customers could troubleshoot voltage drop on a generator?)
That's why you, the expert, are there. You, dear people person, to be successful, must be a competent Computer Geek. Don't try to teach technology to your users. It wastes your time, and annoys the users. Save the acronyms, jargon, and 1337-5p34k for the tech groups. Answer their questions as simply and as directly as possible. Learn to recognize blank stares or nervous fidgets. If you see either, then you've gone on too long or shot too far over their head with your answer. Wrap it up or dumb it down. Communicate, absolutely, but let them be happy with the answer on their own level. An informed user with a fixed problem (or at least the knowledge that you're on the case) is a Happy User who will sing your praises. This is the lifeblood of job security and a pleasant workday. Cultivate it.
"Hey, the third matrix movie would have been good except for the plot,story, and acting." --AC
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Up until 6 years ago, a few computers were scattered around, but
processes and business was still being done the old-fashioned
way (with paper). When the IS department was started, it was
started by a hobbyist (he was named IS Manager before I showed
up), who knew nothing about management or any of the major
issues that befall a traditional IS dept.
With 93 permanent users and 110 workstations (some are
floaters), I can't do both systems work and admin work (my title
is Systems Administrator, but I carry no management authority)
on my own.
What is the best way for new IS managers to convince their
superiors of the need for widespread change?
-------------
Managers coming from a "PC-free" environment will have enormous difficulty in understanding the objective requirements of managing the number of systems you're referring to.
But they aren't idiots, normally. They can understand growth and change; they can follow basic math and unserstand staffing.
Generate some report aids: [single-digit number of PCs in 1999] versus 110 PCs in 2005. Compare the normal staffing of other firms. For that number of users, a staff of 3 is quite reasonable; in many firms, the staff would be more like 6-8.
Get an actual breakdown of the time spent on various tasks; show additional tasks that -aren't- getting done, as well as estimates for the time necessary to do them. Include the planning tasks you want to work on.
--------------
I have 3 things that management and I currently don't see eye to
eye on:
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Bluntly, management is in charge. If they view the functions of IS differently than you do, guess what? You're wrong. If you have reasons for feeling that duties management has assigned to IS staff should be elsewhere, then you need to change their minds by providing the (non-techie business-oriented) evidence.
Bluntly, I don't agree with you on 2 of three things you mentioned either. While connectivity is a core IS concern, I'd laugh in your face if you tried to get me to believe it's the only concern. And, bluntly, I'd adamantly insist that a primary function of IS is to work with other divisions, assisting and advising on planning and procurement.
If you need additional staff to handle those duties, it wouldn't surprise me. Particularly if they want to add application development and procurement. That's one reason many firms with similar numbers of users have 6-8 people rather than 3.
Be prepared to lose on moving these tasks outside of IS. I am a techie, and if I was your boss, I'd insist they -are- your responsibility, and replace you if you failed to comply. But I'd also give you more staff, so you could handle it.
If I were you, I'd also be prepared to lose. I've seen similar situations where people got ground up. The engineers in charge were absolutely adamant that there was no need for additional staff until -after- they burned through 5 complete changes of IT staff and management in one year.
A lot of engineers don't like to admit that computers require the same level of skill as [insert engineer's field here]. Because of this, they often insist on keeping staff far too low and hiring underqualified people long after someone more unbiased would admit there might be a problem.
You seem to have an idea of what it is that you believe IS should be at the company. Your current problem is that you are one person fighting a war of ideas with the rest of the upper management. The heart of the problem is that your definition of IS(Information Services?) and their's differ.
1) Hammer out what IS/IT means to them and yourself and come to some concensus.
You can't just tell them you are right and they are wrong. You can't even justify such a thing. It's human nature. It's like trying to convince people the world wasn't flat when everyone believed it was... even if you ARE right, you'll still be hung out to dry.
You and management need to come to a compromise. Some middle ground of what your role and that of the IS department is. You have to decide on what you are willing to live with and what you absolutely must have a say in.
2) You need buy-in.
You pointed out you've get a few years of management experience. One of the most important things in management is to get buy-in for a project or an idea. If you have no supporters, you are essentially fighting a one man war. You'll live a hard and stressful life like that. Find allies who will watch your back and put in the good word/support for you when you walk out of the room.
3) SWOTT / cost-benefit analysis.
Once again, put that management experience to good use. Give them the SWOTT analysis and show them the cost benefit analysis of your ideas. Show them the same for their competitors. Show them what it is costing them to not take your ideas seriously. Show them the potential gains/benefits if some of your ideas are taken seriously and implemented.
4) Keep in the loop.
An IS department that gets the work order for an implementation when it hasn't been included in the planning stages is just a disaster waiting to happen. See above about getting buy-in. Use support to stay in the loop so that even if you aren't included in the actual planning meetings, you can at least serve as an advisor to one of the people who are. You get to have some say, via proxy, and you get buy-in from the person who proposes your ideas and it produces a smoother implementation.
In this way, you build a visible positive reputation for yourself at the company. Otherwise, you are merely the complainer at the company who has all of these pie in the sky ideas about how the company should be managed when all you work with are the computers.
5) You are taking on the errors and mistakes of your predecessor.
Look, no matter your experience/skill/etc, the truth is that management sees you in the same like as the person you replaced. They've had to deal with that person's mess for years and have come to regard the IS department in a negative light.
You may or may not realise this, but your job is to work on changing their minds about that and proving to them, through building up trust, that IS is an asset and partner to the company and that you are a reliable and insightful person they can rely on.
Submitting a report/proposal/meeting showing them that their ideas are wrong and that your ideas are right carries little to no weight because you may or may not have built up any credibility at the company.
You've been with the company for a few years, if that time has been spent invisibly fixing things and when you are visible to the management, you are making demands for processes to be changed, think about what the IS department looks like through upper management's eyes.
6) Work somewhere else.
Look, let's say you have tried everything and have worked hard to build trust, open dialog, and still... they won't listen. Then maybe it's time to leave. Seriously. You're just going to lose hair or get an ulcer trying to convince people who won't listen to you, but who still pile crap project after crap project on you.
If leaving isn't an option, then you need to reduce your expectations of the company and place your hearfelt interests elsewhere and see the job for what it is: a job.
Winged Power Photography