Creating an IS Department? 408
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.S.? (Score:4, Informative)
Chances are... (Score:5, Informative)
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.
Re:What is IS? (Score:5, Informative)
MIS was commonly used back in the days of mainframes, because the department encompassed a lot more than just administration. They were responsible for the development, deployment, and operation of all mainframe programs, as well as all hardware related to information flow. Key punchers were also often assigned to MIS. In the olden days, they formed the core of a company's ability to produce bills, compute sales, and just about every other function that required data processing.
Today, many companies have eschewed the idea of central processing for a technology department (IT) that merely installs the applicaitons that users run to do their own processing. Larger companies also have a software development department which is usually at odds with IT.
You have two choices.... (Score:3, Informative)
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.
Single point of failure (Score:5, Informative)
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.
Re:You Can't -- Resign (Score:3, Informative)
That is not corrent, it is the job of management to look at shareholder/owner value. That is as simple as it is.
In some circumstances it means what you say, in other circumstances it means to do the opposite.
Re:IS? (Score:1, Informative)
Re:Chances are... (Score:4, Informative)
Consider Hiring an Intern (Score:3, Informative)
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.
Schedule sheets and VMWare (Score:5, Informative)
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.
Re:The best way (Score:3, Informative)
Ya, Right (Score:2, Informative)
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.
Not just for English spokers... (Score:2, Informative)
You both have missed the point (Score:2, Informative)
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.
Re:show initiative (Score:2, Informative)
Well, you've been there six years. When do you expect the 'new guy' to arrive?
Your pattern is already established. They are getting exactly what they expect (and presumably want) from you. If you want to change the course, you're going to have to change boats. The time to be a 'new broom that sweeps clean' is when you are new, with the mandate and presumed competence that come from a new responsibility.
I have to agree: for you at least, this is an opportunity that isn't. That said, you have little to lose by pressing for reforms. Just get your letters of recommendation up front.
Suggestions and disagreement (Score:2, Informative)
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. ;)
Re:Me Oh My (Score:2, Informative)
Suggestions and disagreements (Score:3, Informative)
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:
--------------
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.
Re:Only Way (Score:3, Informative)
2 cents and then some. (Score:3, Informative)
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.
Re:Me Oh My (Score:3, Informative)
Nice false dichotemy there. There's a threshold effect in place with income. For someone on minimum wage, a $20k pay increase would be a reason to switch jobs instantly. For someone who's already earning six figures, $20k isn't life-changing, and is probably not enough incentive to switch from a pleasant job to an awful one.