TAC The Advisory Council Expertise-as-a-Service Has Arrived
Home Services & Products Events & Workshops Results Our Experts About Us FAQ Contact TAC News

Question: As an overworked IT manager, what can I do to reduce my workload while maintaining high availability and good security?

Our Advice: Security, data storage, and network access have been the focus of much technological innovation recently. Most vendors, however, target large enterprises with deep pockets and highly knowledgeable IT staff. Many technologies remain too expensive and dependent on proprietary technology for the average IT shop. Fortunately, there are lots of simple and inexpensive ways to improve systems administration, network availability, and application security.

Before investing in additional technology, assess the real "pain points" -- for example, processes and systems that take an inordinate amount of administration resources with little productive gain.

  • IT staff education -- Sometimes things that pundits take for granted haven't been conveyed properly to the rank and file. I recently worked with a midsized municipality and found, to my dismay, that the poor IT director was so buried in work that he had given every municipal employee the same password -- the name of the city. He also had inappropriately given a technician who was installing a data-protection service administrator access to all of his servers, and promptly went off to lunch. A large number of enterprises aren't paying enough attention to industry-standard security policies simply because they're ignorant.
  • Legacy hardware -- Just because equipment is fully depreciated doesn't mean that it's cost effective to keep using. Many vendors won't support a server system beyond a few years. Desktop and laptop units are rarely supported more than a year after they go out of production. Do your company a favor and scrap those old PCs with 200-MHz processors, 2-Gbyte disk drives, and antique printers.
  • Proprietary or legacy software -- Companies often become dependent on proprietary systems that have become hopelessly obsolete. Check to see how often reports are actually generated or read. Review the data structures. I worked with a company to replace an 18-year-old legacy system where more than 40% of the data records were either unusable or no longer valid. Fully half of the in-place processes were redundant or simply unnecessary.
  • Overly complex system-management processes -- Often, overworked IT staff never get around to automating repetitive, resource-consuming manual procedures such as user-account creation. Automating these types of processes will not only reduce administration overhead, but improve accountability and reduce data-entry errors. Don't reinvent the wheel. Other network administrators have encountered the same issues, so look for readily available packaged software or shareware.

The best way to improve IT efficiency is to keep systems and skills current. Look for unsupportable legacy hardware and complex proprietary software that have outlived their usefulness. Replacing these low-hanging fruit with modern systems will make a significant difference in the ability of your IT organization to deliver value.

--Beth Cohen


  • What does a CIO have to do to establish a leadership-development program for the IT organization?


  • How do I develop a information-technology plan when the company itself doesn't have a strategic plan?


  • What are the most productive tasks an IT leader can focus on?


  • After three years of downsizing and cost cutting, how do I motivate my management team and build a high-performance organization?


  • As the economy turns around, what IT skills will be most in demand this year?


  • How should we manage change in our IT infrastructure to minimize risk?


  • Several weeks ago, you wrote about when a project-management office makes business sense. What is the appropriate design for a PMO?


  • The economy seems to be picking up. Looking ahead, how do I retain good IT people in the face of an improving IT market while my budget remains under pressure?


  • What IT skills will be most in demand this year?


  • How do I objectively evaluate the readiness of my organization to support emerging business requirements?


  • What cultural and people factors are important to consider when building IT capabilities to support manufacturing factory and retail operations in China?


  • How could the Project Management Institute help us effectively manage real-life IT projects to ensure success?


  • How do we make our communications proactive, rather than only getting to them when there's a crisis?


  • What are the critical success factors to achieve and maintain strategic alignment?


  • How can we develop an enterprise architecture across disparate business units?


  • How can I develop a long-term information-technology plan when my company doesn't have a strategic plan?


  • What attributes and features should we consider when selecting IT asset-management software?


  • As an overworked IT manager, what can I do to reduce my workload while maintaining high availability and good security?


  • We're under management pressure to outsource application development and to cut staff, but I'd rather get more value from our existing staff, who know our business. How can I broaden their skills?


  • As business picks up, what should I do to rebuild my organization, tactical plan, and internal-management processes?


  • We have a strong team that I'd like to make stronger. How do I instill more leadership qualities and skills into my team?


  • What organizational structure would be most effective for information-security governance?


  • How can we achieve effective process ownership within our IT organization?


  • What organizational, people, and process issues should we consider when setting up a telecommuting program?


  • We've cut staff so much in the last four years that I'm wondering if I can afford (from a work perspective) to take vacation this summer. What can I do to reduce the chance of something unraveling catastrophically while I'm away?


  • A few weeks ago, writing about creating a vision statement, you said "seek expert facilitation to reach a vision supported by all." Where can we get this expertise?


  • We know that we could save money by consolidating servers currently scattered across business units. How should we address the political issues around getting the business units to give up their servers?


  • What level of IT spending is appropriate for a midsize to large financial organization?


  • How should we assess our IT organizational structure and processes?


  • How can we retain good IT people in the face of an improving IT job market?


  • How should we determine the appropriate network-support staffing level for a 10,000-node network?


  • What strategies are most successful in a "political" organization?


  • How can one reduce behaviors that are wasteful of IT resources?


  • How can we raise the IT knowledge of non-IT employees?


  • I'd like to establish a management mentoring program within my organization. How should I start?


  • How should we deal with the cultural and skill-set changes needed when moving from mainframe-based applications to client/server and Web-based applications?


  • We're considering setting up our own IT-abuse investigations group. What issues should we consider in making this decision?


  • How should we assess and set priorities for our IT project portfolio?


  • What features should we consider when selecting portfolio-management dashboard software?


  • How do we minimize the negative impact of project cancellations on IT staff morale?


  • After three years in my current CIO position, I still find myself out of the loop when it comes to strategic business decisions. What can I do about this?


  • Many large companies have a project management office responsible for portfolio and program management. When does a PMO make business sense?


  • After the extended economic downturn, we need to create a new vision for the organization. How do we do that?


  • What technical and security issues should we consider when setting up a telecommuting program?


  • How do we change IT from reactive to proactive in a change-resistant corporate culture?


  • How can the CIO shift the IT organization's mindset from service delivery to value creation?


  • What criteria should be included in the due-diligence assessment of IT at an acquisition candidate?


  • How do I establish my credibility with the CEO, chief operating officer, and CFO?


  • How do I motivate my technical staff to cooperate with staff from our offshore outsourcing vendor?




  • ©2002-2010 The Advisory Council Inc. All rights reserved. Privacy Policy & Guidelines | Terms & Conditions