Management Issues

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Management Issues
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Infrastructure Management

• New organizations
• New architectures
• Technical and Business Drivers
• Management Tools
• Infrastructure
• Organization, People and Technology

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Organization Centralization, Decentralization
or Distribution

• Centralization
• Consolidation of functions
• Career paths for IS professionals
• Information control
• Economies of scale

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Organization Centralization, Decentralization
or Distribution

• Decentralization
• Closeness to local problems
• Responsiveness to operational requirements
• User ownership of costs and problems

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Organization Centralization, Decentralization
or Distribution

• Distribution
• Separation of IS and user functions
• Identification of corporate data and functions
• User ownership of user applications

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New Architecture Combinations
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Middle Tier Issues

• Integration/Implementation
• Protect existing investments
• Management
• Remotely manage operations and security
• Development and Deployment
• Support existing development tools
• Performance and Scalability
• Fault Tolerance

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Top net concerns NW 500

• Securing the corporate network
• Improving disaster recovery
• Building VPNs
• Improving productivity through infrastructure
• Remote offices and teleworkers
• http//www.nwfusion.com/cgi-bin/mailto/x.cgi
• 2002 survey

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NW 500 Survey
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Management Remote Control

• Allow administrator to control user machines
• Screen display
• Keyboard entry
• File transfer
• Configuration and memory mapping

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Leveraging Infrastructure

• Standardization
• PCs
• Servers
• Storage
• Dell 2001 IDC Survey
• http//www.dell.com/downloads/us/corporate/casestu
  dy/dell_standardization_wp.pdf

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Dell Survey Results

• IT standardization evolves in levels, with each
  successive level opening the door for new users.
• Return on investment (ROI) increases with each
  new level of standardization.
• Those who migrate earliest obtain the highest
  levels of ROI.
• Benefits of using standardized servers and
  storage outweigh barriers by a factor of nearly
  21.

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Management

• Problem and change management
• Information gathering
• Diagnosis
• Problem identification
• Problem resolution
• Documentation

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Management Tools

• Protocol analyzer
• Cable tester
• Event log
• Monitors and agents
• LANalizers and sniffers

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Management SNMP

• Simple Network Management Protocol (SNMP)
• Protocol in the TCP/IP suite
• structure of management information (SMI)
• A definition for creating MIBs in the SNMP
  protocol
• management information base (MIB)
• Common Management Information Protocol

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Infrastructure
PEOPLE
TECHNOLOGY
ORGANIZATION
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Organization
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IT Goals

• Early Cost Savings and Control
• Mid Alignment with Organization Goals
• Current Integration Into the Business

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It is Not All About Technology

• Traditional IT
• Centralized control
• Resource restrictions
• Formal methodologies and discipline
• Careful planning
• Administrative support

• New IT
• Distributed control
• Resource expansion
• Few methodologies and unrestricted access
• Rapid development
• Strategic impact

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Requirements for Successful IT

• Well understood vision
• Single team approach
• Business financial justifications
• Internal marketing
• Reengineering skills
• Political awareness and support

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Organization

• Centralized
• Consolidation of functions
• Career paths for IS professionals
• Information control
• Economies of scale

• Decentralized
• Closeness to local problems
• Responsiveness to operational requirements
• User ownership of costs and problems

Distributed Separation of IS and user
functions Identification of corporate data and
functions User ownership of user applications
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People
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People

• IT Motivational Profile
• Recruiting and Retention
• Teams and Projects

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Motivational Needs(McClelland)

• Need for Achievement
• Need for Affiliation
• Need for Power

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Need for Achievement

• Represents a need to accomplish.
• Evaluators, not risk takers
• Concerned more with accomplishment than reward
• Need feedback on work
• High task, low relationship

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Need for Affiliation

• Represents a need for acceptance from peers and
  colleagues.
• Peer acceptance more important than managerial
  rewards
• Good as support staff
• High relationship

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Need for Power

• Need for accomplishment through others
• Socialized vs unsocialized power
• Respond to competition
• Desire recognition
• Risk takers

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Motivational Profiles It takes all kinds
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Typical Profiles
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Typical ProfileSales
Pow
Ach
Aff
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Typical ProfileEntrepreneur
Pow
Ach
Aff
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Typical ProfileCorporate Manager
Pow
Ach
Aff
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Typical ProfilePolitician
Pow
Ach
Aff
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Typical ProfileSupport Staff
Pow
Ach
Aff
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Typical ProfileTeacher
Research
Instruct
Pow
Ach
Aff
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Typical ProfileIT
Pow
Ach
Aff
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IS Motivation
The computer field attracts people with the
highest growth need of all 500 occupations
measured, they have the lowest need for social
interaction Couger, Computerworld, 1990
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Rational Retention Strategies

• Train Retain
• Train Replace
• Entrepreneurial
• Layered Skills
• Restrict Limit
• Outsource

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Technology
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Three Rules to Remember

• Don't commit to any technology until after it has
  crossed the chasm.
• Use normal rules of engagement when dealing with
  enabling technology kings and princes and
  application companies of any size.
• Wherever there is an enabling-technology gorilla,
  get on that bandwagon and no other.

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