The IT in economies collapse II

The IT in economies collapse II 2.0 Information technology and the continuing economic recession create social new data and new challenges, the opportunity to learn optimism, strength and axiosyni for us and our colleagues in IT are essentially. Most companies and organizations have established the necessary mechanism for defense, but not always ensure that the development is largely reflected the unsettled mode of Informatics. "For while we understand IT cost as a direct cost reduction, we do not see IT as a catalyst for development and smooth running of the company." From my experience, creating a strategic plan, governance and operation of the Directorate of Information Technology has become imperative. The components, mechanisms and advice on this specific strategic plan amid financial crisis is the challenge for us all. Here are some personal experiences classified into two main categories, principles and guidelines from one, and advice from other mechanisms. Principles and basic guidelines to keep in mind Systematic imaging and linking operational / strategic needs of the company's information needs and investments. This point is central, ensures many benefits if done in a systematic way and with the operational tools described below. The creation model IT balanced scorecard. O myth of balanced scorecard should be collapsed, I deal in the last 6 years in the perfomance management in general and the evolution of culture leads to balanced scorecard. Very good knowledge of the business model of company expenses. Practically, this means knowledge and experience in negotiating with your main suppliers primarily large-SLAs. The large maintenance contracts should be placed in a special list of priority and subject to negotiations long before the time of expiry. Competence Computer controller expenses and monitoring the budget on a detailed level. Have a working group of the Computer scrutinizing IT expenses at a more detailed level than the level you control your budget. You save so clearly on the purchasing chain of IT, so you can revise your budget to a higher level. Do not be the selector software, systems or IT services while the negotiator. Thus, isolating the relationship trying to build when the supplier knows that he / she will negotiate the price is the choice of final supplier. Negotiating ability. If you do not hear from the supplier three times "no" to what you want, and persevere in the end will accomplish that probably means you did not ask enough. Do not forget that the price is almost never the same as the price you want. Think creatively when looking for IT solutions. This means grouping your needs and create broader strategic alliances with suppliers (managed service agencies and partnerships). You will have multiple benefits. First of all, and certainly economically, depending on the strategic agreement, you can have the benefit of joint crisis management, where your relationship will be based on performance criteria or mutual cost reduction benefits. A good example here is the managed services-projects such as centralized printing business of your company etc. Integrating telecommunications requirements in a strategic partner. Design from scratch all your communication needs, economic and technical framework. The benefit will be guaranteed due to very large economies of scale. I say this from experience. Compose your telecommunications costs for all of the following: WAN leased lines and corporate mobile telephony, fixed telephony, fleet management and call center built on IP. These are a large group of expenses that can be consolidated into one big package. The bargaining power in your relationship towards suppliers is enormous, as long as you have prepared a very good RFQ stating a long-term strategic cooperation partner, and not a supplier. Facility management and administration of IT Department. This mechanism provides indications ITIL. It is an international practice and misunderstood mechanism that many IT Directors face as theory rather than practice. In my experience, this is wrong. The ITIL is a flexible system of governance and management of IT as a service. Depending on your needs, use, or formats, and some transforms provided by the ITIL tools to fully adjacent to services and special information needs of any organization or business. Facility management IT portofolio and Enterprise Architecture. Although they are two different mechanisms, opinion and my experience unifies them into a seamless tool for managing the supply side (IT portfolio) and demand side (EA) Information Technology. In summary, the demand side of IT for those waiting for the internal operations and addresses of IT. At the other extreme, the supply side of IT is the design and services offered by IT Both ends must be synchronized and continuous monitoring, so it should be combined into a single entity as I wrote at the beginning. Proper evaluation and maintenance of skilled IT staff is now imperative. The evaluation mechanism and preservation of such strains involves training IT Director practical and emotional intelligence 360 degree evaluation of strains and installation of such mechanisms can address. The only way to retain top talents. System for managing multiple projects simultaneously and evolve in different phases each. The complexity of managing multiple projects simultaneously is a very important ingredient. Here, the IT Director should combine several mechanisms such as dynamic priority list of projects and project management of economical content. Such tools exist in the mechanism and ITIL PMO. It is reliable and combined modeling and cover the complexities of multiple projects. Evaluation mechanism and utilization of IT sourcing century outsourcing. The main problem today is not the IT sourcing deal outsourcing.I of sourcing only as a mechanism for cost reduction is a mistaken thought that medium and long term can lead to multiple problems of the IT function, such as reducing management control of IT, the lock outsourcing.partner wrong etc. The "smart» sourcing requires a very good shot, vertical integration and analysis of needs and the needs of post-design-sourcing model to facilitate the operation of IT management without losing the internal audit procedures and vertically integrated sourcing solutions that will result . The times require the activation of the hidden inner reserves From the above it is evident that, in the midst of economic crisis, we suggest investing in new systems-such as SAN storages or bulk buying IT products. The times are such that, without introspection, you must activate the hidden inner reserves untapped human and management mechanisms of IT, based on the principles and ingredients from my experience, using or will use in the future, analyzed and summarized above. Vassilis Moulakakis B.Sc., M.Sc. Senior Business Analyst - IT executive http://gr.linkedin.com/in/vmoulakakis