the translation is automatic with alot of errors , please allow me some time to translate it correctly....
In the difficult seasons where we live, mainly in economic level, the possibility of drawing optimism, force and [axiosyni] for us and our collaborators in the Information technology it is henceforth one way road.
Most companies and organisms have established the necessary mechanisms of economy defence, but do not always ensure the growth that is expressed to a great degree by the unsettled operation of Information technology. Because, while we perceive cost estimating Computer scientist as direct reduction of cost, we perceive Computer scientist as factor of growth and smooth operation of company.
From my experience, the creation of strategic plan of governing and operation of Address of Information technology constitutes henceforth imperative need. The components, the mechanisms and the advices for this special strategic plan [en] via economic crisis are asked for all of us. Below I mention certain personal experiences categorized in two basic categories, beginnings and directions from the one, advices and mechanisms from the other.
Beginnings and basic directions that it should we have in our brain
Systematic depiction and interconnection of operational/strategic needs of company with informative needs and investments. This point is central and it ensures multiple profits if it becomes with systematic way and with the operational tools that are described below.
Very good knowledge of operational model of expenses of company. Practically, this means knowledge and experience in the negotiation with your main suppliers - as a matter of priority big SLAs. The big contracts of maintainance should enter in special list of priority and being in negotiations of very before per year their expiry.
Entrusting of competence of controller of expenses of Information technology and follow-up of budget in detail degree. Assign in a worker of team of Information technology in detail control of expenses of Information technology in more analytic degree than the level that you check you your budget. Gain thus big clarity in the purchasing chain of Information technology, so that you can revise your budget in higher level.
Do not be the selector of software, systems or services of Information technology and simultaneously the negotiator. Thus, you isolate the relations that it tries builds the supplier when it knows that [aytos]/[i] that will negotiate the price it is also the selector of final supplier.
Negotiation balefulness. If you do not hear from the supplier three times “no” in what you ask, you insist and in the end you will accomplish him It means rather that you did not ask enough. Do not forget that the price of sale is almost not never same with the price that you ask.
Think creatively when you search for solutions of Information technology. This practically means regrouping of your needs and creation of wider strategic alliances with suppliers (managed service services and collaborations). You will have multiple profits. Firstly, sure finances and, depending on the strategic agreement, you can have also the profit of joint management of crises, provided that your relation is based on criteria of output or on reciprocal profits of reduction of cost. A good example here they are the managed services - work as centralized printing business your company etc.
Unification of telecommunications needs in a strategic partner. Draw from the start all communication your needs, in economic and technical frame. The profit will be guaranteed and very big because economy of scale. I say him from experience. Compose your telecommunications cost for all below: WAN engaged circuits, mobile corporate telephony, constant telephony, management of fleet and telephone centre structured in IP. These are a big team of expenses that can be unified in a big parcel. Your negotiation force in relation toward t o [ys] suppliers is enormous, is enough you have prepared one very good RFQ where you will be reported in strategic partner of long-lasting collaboration - and no in supplier.
Mechanism of management and administration of Address of Information technology. Here I report indicatively mechanism ITIL. It is a international practice and [parexigimenos] mechanism that many IT Directors face as theory and no action. At my experience, this is error. The ITIL is a flexible system of governing and management Computer scientist as service. Depending on the needs, you use, [morfopoieis] or even you transmute certain provided from the ITIL tools, in order to [efaptontai] completely in the provided services and special informative needs of each organism or enterprise.
Mechanism of management IT portofolio and Enterprise Architecture. Even if it is two different mechanisms, the opinion and my experience them it unifies in a homogeneous tool of management supply side ([IT] portfolio) and demand side ([EA]) the Information technology. Summarizing, the demand side of IT concerns what wait for internally the operational operations and addresses from the Information technology. In the other utmost, supply side of It is the planning and the services that offer the [IT]. the two this utmost should they are in continuous timing and monitoring, [gi]' this and should they are combined in a homogeneous total as I wrote in the beginning.
The correct evaluation and maintenance of capable executives of Information technology are henceforth imperative need. The mechanism of evaluation and maintenance of such executives presupposes education of IT Director in practices of sentimental intelligence and evaluation of 360 degrees of his executives, as well as possibility of installation of such mechanisms in his address. Only thus it might maintain top talents.
System of management of multiple work that develops simultaneously and finds in different phase each one. The management of complexity of many work simultaneously is very basic component. Here, the [IT] Director should combine a lot of mechanisms as the dynamic list of priorities of work and the management of work of [oikonomotechnikoy] content. Such tools exist in mechanism ITIL and PMO. It is reliably also [montelopoioyn] and covers combinationally the complexities of multiple work of Information technology.
Mechanism of evaluation and exploitation of IT outsourcing. The confrontation the outsourcing exclusively as mechanism of reduction of cost is a erroneous thought that can in the medium term and in the long term lead to multiple problems of operation of [IT], as the reduction of control of administration of IT, the locking to error outsourcing.partner etc. “Intelligent” outsourcing presupposes very good plan, analysis of needs and [kathetopoiisi] of needs and - from later planning of outsourcing model so that facilitates the operation of address of Information technology without is lost the internal control of processes and [kathetopoiimenon] outsourcing solutions that will result.
The times ordain the activation of hidden internal reserves
From more he is obvious that, [en] via economic crisis, I do not propose new investments in systems - as SAN storages or mass markets IT of products. The times are such that, without introversion, should are activated the hidden internal reserves of persons and unexploited mechanisms of management of IT, with base the beginnings and the components that from my experience I use - or I will use in future and that they were analyzed summarizing more.
Who it is your own opinion?
Can contribute with your own experiences, participating in the discussion on the subject Information Technology in economies that fail that I began in the professional network LinkedIn.
