IT Infrastructure

On of the big things all application development people know (and I guess business development people know as well), is how their department is treated by management. This battle has been raging since companies decided to have an IT department. The perfect company would have an IT department that supports the business goals and objectives, and can scale and change quickly. I can hear some application development folks laughter already. It can happen. Management needs to let the IT department make the decisions on the software, hardware and infrastructure. IT must understand the business needs, and managements' objectives. The business needs to articulate their needs, and help IT understand the business concerns. In balance, all departments fulfill their roles and the business grows. I have seen some companies that at least understand this principle, and try to implement it, but most companies have one side dominating the other. I will highlight the major factors for the Great IT Battle.

Management treats IT as a cost center – That is correct only if you are an accounting firm. IT brings great value to any organization by streamlining your business processes, which gives you your competitive advantage. I think that more than justifies the cost.

Business “owns” the IT department – This is very common where the business was mature before IT was around. Management came from the business, and doesn't understand that IT is a separate department. IT cannot scale and maintain their infrastructure, so once every 5 – 7 years there is a project like the Big Dig. If you like complex, over budget projects, continue in this manner.

IT “owns” the business - This is  common with organizations that see growth when they added IT. Usually this is caused by management thinking that IT solves all of the problems. IT supports the business. You still need a business plan and a vision.

Political battles between the three – This is the crux of the issue. Management usually comes from the business side, so when in a political battle, IT loses. Unless management views IT as the “magic bullet”, then IT wins. All political battles boil down to my next point:

Risk aversion - an executive at one of my clients pointed this out to me. All of the executives are the winners of many years of political battles. Any decision made is with the idea that they are near retirement, and will not make any drastic change that could hurt their position.

There are a lot of other factors that nuance these scenarios, so your view to the struggle is unique. We at STAR BASE would like to know where you are in this struggle by taking a brief (17 questions on 1 page) survey. STAR BASE can help your organization call a truce to the Great IT wars.

In a break from my recent posts, I am going to give my application development peeps a review on my new Android phone, a MyTouch 3G Slide. The reason I got a new phone is that I am going to England with my son in a couple of weeks, and I want to use my phone as a camera and video device (and GPS, etc). The G1 can do these things, but it doesn’t have a flash or zoom. Besides, it’s been nearly 2 years since I have switched. Phones have become the new computers; a drastically newer, faster, cooler version comes out every 6 months. I was seriously looking into a Nexus One, but Google makes it too difficult for existing T-Mobile customers. To get a Nexus One, I had to get a NEW line. The T-Mobile representative said I could have folded that account into my existing account, but I couldn’t use my existing phone number with the new phone. That was too many hoops to jump through just to get a new phone. Could I find a comparable phone by T-Mobile? I was in luck, the new MyTouch 3G slides just came out! In specs, the only glaring difference was that the MyTouch doesn’t use a snapdragon processor. One of the other big selling points was that the MyTouch has a QWERTY keyboard. I have big fingers, and I enjoy the tactile feel of a real keyboard. The MyTouch comes with Android 2.1, with Froyo (2.2) coming soon. Some cool new things about my new phone:
3.5 MM jack (My G1 had a proprietary jack)
Larger storage- comes with 8G SD card, accepts up to 32G
Syncing my ITunes library with my phone
Adding movies to my phone

Overall, I am very happy with the speed and features. The only drawback is that my apps didn’t come along for the ride. I think I am going to create a backup on the G1 and try to move them to the new SD card. Hacking type application development people would love Android! The funny thing is that my phone comes with Swype, a new way to type by tracing a line to each letter of a word. It sounds complicated, but it is fast! I don’t need to use my QWERTY to be productive! I can hear my application development friends asking what will I do with my G1? I can now play around with rooting my phone and flashing Cyanogen without worrying about bricking my phone. If my experiments work, my son may be getting a sweet phone!

As I move from client to client, IT shop to IT shop, the one think I notice is that most organizations do not have an internal BA Body of Knowledge.  There are several reasons that I can think of as to why organizations have not taken on the task of developing an internal BABOK:

    1. Companies are slow to embrace the idea and value of a BA Center of Excellence.
    2. Companies do not understand what an internal BABOK is and what should be in it.
    3. Companies have not realized the value of an internal BABOK.
    4. Not enough time, not enough resources.

So let’s take a look at these reasons.  First, creating a BA Center of Excellence would allow the organization to use their BA talent in a more strategic role within the organization.  It would allow them to move their BAs among the business units within the organization with a much less learning curve.  BAs leaving the organization don’t take valuable business knowledge out the door with them and just as important, new BAs have a much shorter ramp up time to become effective to the organization.  I believe once organizations realize the value that developing a BA Center of Excellence can have on the organization, they would all want one.

Secondly, there is reference material available that conceptually describes an internal BA Body of Knowledge, but you would have to dive deep into reading material to find it.  So, let me spell out for all to see what we are talking about when we say an organization should develop an internal BA Body of Knowledge.  This is a centralized, electronic copy of documents that define anything within the business.  This is a wealth of knowledge that all your BAs can draw from to better perform their duties.  This would allow a BA to learn a new area of the business quickly that they have not worked in before as they are assigned new tasks.  This BABOK would define the business organization, the business units with it and the interrelationships between those business units.  What did that sound like to you?  If you said an Enterprise Architecture, you are absolutely correct.  The first thing to include in your internal BABOK is the organization Enterprise Architecture, including all five parts of the architecture.  Also include the BA Career Ladder, BA Competence Model, BA Job Descriptions, new BA training material, BA departure review and BA reference material pertinent to the organization.

Thirdly, now that you understand what wealth of knowledge is included in an internal BABOK, I think you can realize the value of it without me saying a word.  Most organizations do not have an Enterprise Architecture, let alone an internal BABOK.  Those organizations that somewhat have one; usually have it dispersed all over the company network, which makes finding material very difficult.  Centralized, easy to access, electronic, included in the company’s backup and restore process adds tremendous value to the organization.

Lastly, this is always the reason that many good ideas do not take form.  Realize, that if you had an internal BABOK that your BAs used on a daily basis that research tasks take a lot less time.  This can decrease project schedules, freeing up more than just BA resource time.

That all sounds nice, but what does it mean to the organization?  Well, there are many benefits to having an Enterprise Architecture and internal electronic BABOK to the organization:

1. Project portfolio in greater alignment with business strategic goals and initiatives
2. Realization of BA talent in a more strategic role
3. New BAs become more effective to the organization faster
4. Ensure enterprise knowledge stays within the organization when BAs leave the organization
5. Starting point for Enterprise Capability Gap Analysis
6. Reference material for new product feasibility studies
7. Reference material for competitive edge analysis
8. Required material for new enterprise software impact analysis

There are many benefits to the BA practice within the organization:

1. Reference material easily available without exhaustive searching
2. Understand BA Competencies important to the organization
3. Understand BA Competencies needed to achieve the next level on the BA Career Ladder
4. Move within the business units of the organization with greater ease and knowledge
5. Needed reference material for Enterprise Analysis activities

Now can your organization survive in these economic times without an internal BABOK?

 

“IT executives increasingly implement marketing initiatives to improve the communications with their business customers. But these efforts often focus solely on the brand aspects of the services under the IT’s control without understanding the business’ perception of IT. To maximize the success, IT must add business satisfaction assessments to its tool kit. Understanding business satisfaction requires qualitative and quantitative data that capture customer expectations and perceptions through different types of interactions such as interviews, panels, focus groups, complaint systems, and surveys. This report provides best-practice recommendations, survey templates, and questions to guide IT executives through the deployment of a business satisfaction assessment. It applies Forrester’s deep expertise in external customer satisfaction to the interface between business customers and their internal IT suppliers.” says a new Forrester report.

I have served on countless business application development teams within several organizations in the Southwest Ohio and Cincinnati Information Technology community, one thing I can say is that most IT organizations do not gauge business satisfaction with IT business solutions.  I have served in only a couple of organizations where the business serves on the IT governance committee.  An organization does not have to be “big” to have an IT governance committee.  No matter what the size of the organization decisions are made as to priorities in IT work.  IT governance does not have to be a long drawn out process or take great time commitment from the business or IT executives, but business involvement in IT governance goes a long way in gaining business buy-in as you roll out the IT business solutions to the business.

Involvement in IT governance is just one way that many organizations in the Greater Cincinnati area can improve the IT-business relationship.  The Forrester report goes into ways to solicit and gauge business satisfaction with IT business solutions.  Doing so should affect decisions concerning not only IT business solution delivery but also IT Infrastructure and IT outsourcing initiatives.

 

• Network security specialist: A person familiar with intrusion detection systems.
• Penetration testers: Someone who can assess a system's potential vulnerabilities.
• Incident handlers: People who understand attack methodology and can apply critical thinking skills to respond to incidents.
• Forensics Analyst: The person who looks for evidence after an attack.
• Research Analyst: The person to keep abreast technological advances in incident response activities.
• Team Leader: Leads the team through crises and communicates to the business incident activities and cost to the business.

• Preparation and Training: for both prevention and incident response.
• Identification: fast identification of an occurring attack and its impact on the IT infrastructure can help in minimizing the duration and cost of clean-up.
• Containment: Once an attack has been identified, steps must be taken to minimize the effects of the attack.
• Recovery and Analysis: The recovery period allows analysis and lessons learned of What happened? Why did it happened? Was the response effective?

             PGM        PARM(&DBF &ZIPFILE &FORMAT)


             DCL        VAR(&DBF) TYPE(*CHAR) LEN(32)
             DCL        VAR(&ZIPFILE) TYPE(*CHAR) LEN(255)
             DCL        VAR(&FORMAT) TYPE(*CHAR) LEN(6)
             DCL        VAR(&FILE) TYPE(*CHAR) LEN(10)
             DCL        VAR(&LIB) TYPE(*CHAR) LEN(10)
             DCL        VAR(&MBR) TYPE(*CHAR) LEN(10)
             DCL        VAR(&CMD) TYPE(*CHAR) LEN(255)
             DCL        VAR(&TEXTFILE) TYPE(*CHAR) LEN(15)
             DCL        VAR(&TEMPFILE) TYPE(*CHAR) LEN(40)
             DCL        VAR(&ERRLOOP) TYPE(*CHAR) LEN(1) VALUE(N)
             DCL        VAR(&INTER) TYPE(*CHAR) LEN(1)

             MONMSG     MSGID(CPF0000 QSH0000) EXEC(GOTO CMDLBL(ERROR))

             RTVJOBA    TYPE(&INTER)

             CHGVAR     VAR(&FILE) VALUE(%SST(&DBF 3 10))
             CHGVAR     VAR(&LIB) VALUE(%SST(&DBF 13 10))
             CHGVAR     VAR(&MBR) VALUE(%SST(&DBF 23 10))

             /* Ensure ZIP directory exists for error logging */
             MKDIR      DIR('/zip')
             MONMSG     MSGID(CPFA0A0)

             /* Delete &zipfile if it exists */
             RMVLNK     OBJLNK(&ZIPFILE)
             MONMSG     MSGID(CPFA0A9)

             /* build text file name */
             IF         COND(&FORMAT *EQ *DLM) THEN(DO)
                CHGVAR     VAR(&TEXTFILE) VALUE(&FILE *TCAT '.csv')
             ENDDO
             ELSE       CMD(DO)
                CHGVAR     VAR(&TEXTFILE) VALUE(&FILE *TCAT '.txt')
             ENDDO

             /* generate temporary file name */
             RTVTMPIFSN NAME(&TEMPFILE)
             IF         COND(&TEMPFILE *EQ ' ') THEN(CHGVAR VAR(&TEMPFILE) +
                          VALUE('/tmp/$$__tempfile'))

             /* export DBF to temporary file */
             CPYTOIMPF  FROMFILE(&LIB/&FILE &MBR) TOSTMF(&TEMPFILE) +
                          MBROPT(*REPLACE) STMFCODPAG(*STDASCII) +
                          RCDDLM(*CRLF) DTAFMT(&FORMAT) RMVBLANK(*TRAILING)
             MONMSG     MSGID(CPF2817) EXEC(DO)
                SNDPGMMSG  MSGID(CPF9898) MSGF(QCPFMSG) MSGDTA('Error +
                             converting Database File to Interface File') +
                             MSGTYPE(*DIAG)
                GOTO       CMDLBL(ERROR)
             ENDDO

             /* Send 'compressing' status message */
             IF         COND(&INTER *EQ '1') THEN(SNDPGMMSG MSGID(CPF9897) +
                          MSGF(QCPFMSG) MSGDTA('Compressing file ' *CAT +
                          &FILE) TOPGMQ(*EXT) MSGTYPE(*STATUS))

             /*---------------------------------------------------------------*/
             /* This command is using the unix environment to zip up the file */
             /* extracted above.  All errors are logged to a text file        */
             /* named error.txt.  The 2>> operator redirects stderr to the    */
             /* file following it, and adds any messages to the end of the    */
             /* file.                                                         */
             /*                                                               */
             /* The following unix utilities are used here:                   */
             /*  ajar - create an archive                                     */
             /*                                                               */
             /* The following environment variables are used here:            */
             /*  QIBM_QSH_CMD_ESCAPE_MSG - Sends QSH0005 as an escape message */
             /*        if the exit status is not 0 (Qshell error condition)   */
             /*---------------------------------------------------------------*/
             /* Send an escape message if the command fails */
             ADDENVVAR  ENVVAR(QIBM_QSH_CMD_ESCAPE_MSG) VALUE(Y) +
                          REPLACE(*YES)

             /* Create &zipfile from temporary file */
             CHGVAR     VAR(&CMD) VALUE('ajar -c -M' *BCAT &ZIPFILE *BCAT +
                          '''' *CAT &TEMPFILE *TCAT ''' :' *BCAT &TEXTFILE +
                          *BCAT '2>>' *BCAT '/zip/error.txt')
             QSH        CMD(&CMD)
             MONMSG     MSGID(QSH0005) EXEC(DO)
                SNDPGMMSG  MSGID(CPF9898) MSGF(QCPFMSG) MSGDTA('Error +
                             creating ZIP file') MSGTYPE(*DIAG)
                GOTO       CMDLBL(ERROR)
             ENDDO

             /* Delete temporaty file */
             RMVLNK     OBJLNK(&TEMPFILE)
             MONMSG     MSGID(CPFA0A9)

             /* Exit Normally */
             GOTO       CMDLBL(OUT)


             /* Process Errors */
 ERROR:      IF         COND(&ERRLOOP *EQ Y) THEN(GOTO CMDLBL(OUT))
             CHGVAR     VAR(&ERRLOOP) VALUE(Y)

             /* Delete temporaty file */
             RMVLNK     OBJLNK(&TEMPFILE)
             MONMSG     MSGID(CPFA0A9)

             /* Send Escape message */
             SNDPGMMSG  MSGID(CPF9898) MSGF(QCPFMSG) MSGDTA('Error +
                          Processing File') MSGTYPE(*ESCAPE)

 OUT:        ENDPGM

This is the last of a three part series; part one is here and part two is here. Many application development guys are wondering, what is the Cloud, and what is the Sun Cloud? Think of Cloud computing as a virtualized data center. In part one I talked about VirtualBox, which allows you to virtualize network components and resources. Think of VirtualBox working on the atomic level, taking small resources to create a virtualized network. Now Cloud computing takes all of the virtualized networks and utilizes them as resources in a virtualized data center. The Sun Cloud is a set of APIs to let you manage networks and storage areas as resources. You can cluster or categorize networks in any way you wish. You can manage user access to the resources, not unlike application development teams utilize in web applications.
What does all this mean to application development and management? It means that you can create a single network and copy or clone it. For example, you can create a single network instance with servers, storage areas databases, and clone the entire network for each region you manage. That means all networks are managed in one spot, and all regions are setup exactly the same. No application compatibility issues. You can, of course, add or remove components, but they are all have the same infrastructure. You can upgrade the virtual network, and pass the changes to the other regions. The electricity saved by running virtualized datacenters would be significant. You can connect to your partners’ virtualized networks to access their data. For application development teams, that would change how we design applications if we have access to external data and applications.

This was my fifth JavaOne conference. Since it is always at the Moscone center, I know pretty much every nook and cranny of JavaOne. Although smaller this year, I thought this was the best one yet. The people there were truly happy to be there, and combined with takeover news and a bad global economy, a bigger sense of cooperation. I would highly recommend coming to one if they still have one. Nobody, not even James Gosling (I was in a group of 20 who had a 45 minute meeting with him) knows if there will be one next year. The reason you come to JavaOne is not the presentations (they are great!), but the people. Meeting and befriending people who created your favorite blog, book, or technology is the reason to come. I remember meeting Craig McClanahan (co-creator of struts) in 2004, and saying "that’s Craig freaking McClanahan!" Last year, I was honored a share a picture of beer with him, Jarda Tulach (inventor of NetBeans), and Geertjan Wielenga (JavaLobby blogger extraordinaire). Application development people get to "network" with the best and brightest architects, technical press, and business owners. This year I got hang with the JUG leaders, NetBeans Dream Teamers, and the JavaFX guys. I wrote, and helped edit a YouTube video "pushing Java", and met more of my fellow Java music software developers. I literally have friends from all over the world (yes Cincinnati too), and I am considered an honorary Brazilian because of JavaOne. Larry Ellison, if you are reading this, please don’t stop JavaOne!

In part 1 of this post, I talked about the 80’s television show Quantum Leap, that wasn’t the point of the post. It is fun to imagine traveling around in time; but then again, I digress.   In part one, I introduced the concept of “quantum superposition”; big words, even for an IT strategy consultant.

Have you heard of the particle wave theory? In practical terms, it means that bizarre and counterintuitive effects occur on very small scales, and they can be harnessed.

This “quantum superposition” effect will, for example, will transform how we do “computer math.”  Currently, everything done by computers is in binary. The smallest piece of information a computer handles, the bit, is either a one or zero. A quantum computer, though, would be able to store and work with number systems other than binary.

This means computers would become exponentially more powerful because each “quantum bit” (qubit) could store a much greater range of numbers than the two that binary math restricts us to. Imagine a laptop with the computing power of the world’s 10 most powerful supercomputers. Then you begin to grasp the potential of quantum computing.

Designing chips and IT infrastructure to take advantage of “higher level” math than binary is years away.  The more immediate impact will be in storage.  Most application developers know that 8 bits make up a byte or 1 character.  What if a qubit could hold many bytes or characters?  

Next time, I will share another quantum idea.

 

By the title of this post you might think that it is about an 80’s television show by the same name.   I really enjoyed Quantum Leap when it first aired and you can still catch re-runs if you have cable or satellite TV, but I digress.

In the past, I have talked about rate of change and its impact on IT infrastructure and application development. Today, I’m continuing along that line.

IT infrastructure is going to go through a massive transformation in the years ahead. Quantum technologies that were only theories in scientific journals just a few years ago are being prototyped in labs now. These new components will change the way we live forever.

Currently, data is processed by moving bunches of electrons about in huge batches. Think of the components in your PC as electrical plumbing. Data is usually stored as batches of electrons or in computer terms, bits. Imagine your computer’s hard drive as a bunch of very small buckets, some full of water, some not. This would represent the on and off that current computers understand or binary language.  This will change:

Improved technologies from emerging nanosciences are allowing us to replace batches of electrons with the smallest individual unit: the electron. As a result, computers will work at far higher speeds. Additionally, far less electricity will be required to do the same amount of work.  So what’s the big deal you may be thinking, that’s been happening for years.

The big difference now is “quantum superposition”.  In a nutshell, this means that a quantum particle can exist in multiple states and everything in between at the same time. This is because a quantum particle, such as an electron, behaves as both a particle and a wave.  Quantum physics is going to have a huge role in how we store and represent data in the future.

Next time, I will take a quantum dive deeper into this. 

 

Saturday morning 8:30 am:  The phone rings, I answer, “Hello”.    Eric, my son who spent the night at a friends house says, “I’m getting ready to leave, I’ll be home before 9:00.  “Ok”, I reply, “see you then.”

8:45am: The phone rings again, I see that it is Eric’s cell number.  Now what does he want this time I thought, I answer, “Yes”.   “Dad, I’ve been in an accident”.  “What happened!!?”  “Someone pulled out in front of me and I ran into them.”  “Are you hurt?” “No, but I think the car is totaled.”  “Why do you think that?”  “Because both air bags went off and the hood is pushed up pretty good.”   “Uh Oh, is anyone else hurt?”  “No”.   “Call the police and I will be right there. “   “We already did”.  

Fortunately, there were no injuries that we are aware of and the other driver had good insurance.  I can’t decide if its fortunate or not that I am experienced in dealing with how to negotiate an insurance claim. 

So what does my exchange have to do with IT consulting or IT Strategy?  Plenty, it illustrates that the unexpected can happen at any time.  Check out this IT infrastructure post.

What do those 3 words have in common?  They are certainly 3 words that you usually don’t use in a single conversation, let alone a single sentence. But in this day and age, maybe we should.  Let me ask the question this way:  How would a pandemic outbreak affect your IT infrastructure given the layoffs forced by the economy?

Not only do we need to worry about IT infrastructure, how about business continuity?  IT managers need to look at business continuity and disaster plans.  The problem today is that consolidations, layoffs and restructurings may have scrambled response plans. People who were once part of a critical team may now be collecting unemployment.

While the CDC isn't calling the swine flu outbreak a pandemic, and the World Health Organization has raised its threat level, which at Level 4 in its six-level scale because the swine flu currently has "sustained human-to-human transmission."

I’m recommending that managers review their call lists and decision-making chains. There could be a weakness in plans because of organizational restructuring that people need to very quickly take a look at.

If an organization does not have a specific pandemic plan, any plan that considers a "significant absence" of employees may work as an alternative plan.

The standard model used in pandemic planning is to consider what would happen to a business if 40% of the workforce was absent for an extended period of time.

In 2006, in response to earlier concerns about the bird flu, Gartner Inc. offered specific suggestion to IT departments, such as storing 42 gallons of water per data center worker, enough for a six-week quarantine.  This may seem a little extreme, but I have to ask the question, How prepared are you?  Maybe a our IT Wellness Check could shed some light

I got an interesting call last week from an individual that had a Websphere production problem.  What made the call interesting was that it was from one of our competitors wanting us to help figure out what the problem was.  So I guess we are officially the IT Consultants to the IT Consultants.   I guess we are easier to deal with than IBM.

Fortunately we were able to point them in the right direction.  In retrospect, the process we went through to narrow down what the problem was would make a good post, so here it is:

The call started out like this: We've been having this problem for two days; we don’t know why this started happening.  My immediate question back was this:  What changed two days ago?  They insisted, nothing had changed, and so they e-mailed the server logs that contained the error messages to me.   The root message indicated the server was out of database connections.

So back to the root question, what changed?  Did they have more users?  Did any of the code change?  Did they do an upgrade, restore a backup?  Finally, we found the answer.  An application developer did make a change.  In making the code changes, the application developer failed to close out the database connection.  Guess what? The server eventually ran out of database connections and therefore created the problem.

So the lesson we've learned here when dealing with application development or IT infrastructure problems is to always ask the basic question what's changed? or what's different?  Nine times out of ten, that will lead you to the answer.

Organizations that build strong value-driven cultures frequently achieve high performance.  The values that are developed must touch every department in the organization or the overall operation will fall short of its targeted goals.

As an IT consulting firm in Cincinnati, we see many different approaches from many different companies and it is the “out-of-the-box thinkers that seem to continually apply lateral thought process on a continual basis and always stay a few steps ahead of their competition.

One would think that IT departments would observe and learn from this but way too often they do not pay attention to the business drivers of the organization and continue to stay with the same IT infrastructure year in and year out and resist change on any level.

There are those that would argue that “if it isn’t broke don’t fix it” and I agree to a point but I believe that if IT professionals are going to contribute to building a strong value-driven culture that works to achieve the business goals of the organization they are going to have to look at new approaches that may enhance the very work they are held accountable for.

Being responsible for business development for our Cincinnati IT consulting firm, over the past couple of weeks I have approached several clients and potential clients with some new value propositions.  Many do not want to talk about them, nor are some even curious on what they are.  Everyone has a full plate and little capacity for a new application development services, IT training or IT consulting project.

However, here is a question that I have for these individuals.  If it is true that information technology changes every fifteen to eighteen months, how can the IT systems and enterprise IT applications that you have had in place for the last three to five years continue to be relevant or simply as efficient as they could be?  Do you not owe it to yourself to at least listen to what an IT consulting firm here in Cincinnati has to offer?  Perhaps that IT consultant has significant experience with a solution that can make a difference but you are unaware of it because you are resistant to change and everything is running 'smoothly'.  I can understand your hesitation but what if the new solution could greatly improve your IT infrastructure, decrease costs, fuel improved productivity or more effectively balance your IT staffing needs?   Wouldn’t it behoove you to at least listen?
 

In weak economic conditions, your company’s decision makers need the ability to understand how the company is performing against its targets. They simply do not have the time to sift through stacks of reports to find out what’s right – or wrong.  By linking applications, processes and information technology support together any organization will be able to measure exactly how they are performing against their targets.

The management team of any organization uses dashboards, gauges, charts and other graphical elements to translate complex information into a dynamic view of business conditions.  Is it possible to take this same approach when it comes to mapping IT’s relevance to the business targets of the organization?  The short answer is absolutely, but one must start with a plan and that plan should begin with an IT Wellness Check™.

In the IT consulting industry we find too many organizations that try to piecemeal their information technology systems together.  The problem with this is the mere fact that everyone everywhere is dependent on technology, and in this environment, every CIO and IT manager must know that their IT departments are in line with the business goals of the organization.  In these times of economic downturn downturn IT departments are one of the first departments to be cut.  In many cases, this results in the slowdown of production and contributes to missing the business targets of the organization.

An IT Wellness Check™ protects against economic challenges by shoring up internal operations to ensure the entire organization is running at peak efficiency.  IT is a vital part of any organization's internal operations, and a proper IT strategy is critical for IT departments to gain insight and to connect operational details to business drivers.  The IT Wellness Check™ is your business plan to make sure there are no inefficiencies, that you are operationally sound and that there is less chance that your budgets and your department will get cut.  That application development services project that you are trying to get approved will have a better chance of acceptance if you can show exactly how it relates to the business goals of the organization.

Remember, non-technical people often do not realize the consequences of the actions they take when they cut budgets and staff.  It is our job as responsible information technology professionals to make sure we are always operating at peak efficiency and paint the picture for upper management that shows why specific people, applications or IT infrastructure are necessary to assist them in meeting the business targets of the organization.
 

I read today that unemployment has risen to 7.6%.  Yes, its official – we are in a recession.  However, that does not mean there isn’t opportunity because there is.  If everyone believed everything the press is saying our economy does not have a chance and the United States is going to cease to exist.

I also read today that the U.S. government is going to re-visit its parameters for H-1B Visas because they are being used by recruiting body shops rather than giving foreign nationals the real opportunity that they seek.  This means that application developers and specialist are going to be able to make up ground that they have lost to foreign nationals in the past.

My suggestion is for developers to increase their skill-set now before the economy begins to get worse.  Information technology consulting has never been a steady business it always has had peaks and valleys.  When the economy is good projects are plentiful.  When it starts to decline projects usually come to a grinding halt.  But is you have multiple skills it decrease your odds of becoming a statistic.

Organizations try to do more and more internally rather than outsource it when the economy begins to falter.  The more skills a person has the better chances one has to stay employed.  This holds true for IT staffing, development and consulting.  Additionally, when a developer or infrastructure architect can show an organization how to safe time, investment and people through the implementation of their solution they will endear themselves to that particular organization.

Good information technology strategy can more than pay for itself in this economy.  Organizations everywhere are dependent on technology and they need processes to become dynamically automated so they can accomplish more with less while the move towards models of efficiency that will contribute to the productivity of the organization.

Make it your mission to learn more applications and methodologies that can greatly increase the productivity of any company.  To do this is to build value for the organization and you by ensuring there will always be a job for those that are willing to innovate and create a better way.  

This is your opportunity.  Make it happen!