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IT consolidation - Saving money on crisis times


At the request of a friend, now I jumped a escribir un post en otro idioma, espero perdonen la redacción, jeje.. ahi les va..

IT areas face new challenges to reduce operation costs. Virtualization and IT consolidation is one of multiple options which are available in the market, some reasons to consolidate and virtualize IT infrastructure are wideranging. While most IT managers focus on just the cost of the physical IT infrastructure, there are many additional benefits that can be derived from IT consolidation which will affect the P&L directly, IE: Simplified management, improved data protection, improved resource utilization, easier revision control, easier data protection and security, flexibility and reduced server and software costs.

I will share with you some useful steps to save money in this crisis times.

First Step: Capacity planning process, you always find that you clould use your IT infrastructure in a better way.

• Determine service level requirement- Define workloads, determine the unit of work, Identify service levels for each workload.
• Analyze current system capacity - Measure service levels and compare to objectives, measure overall resource usage, measure resource usage by workload and identify components of response time.
• Plan for the future - Determine future processing requirements, plan future system configuration

Second Step: Lay out a change strategy

• Understand where you are and where you want to be on your IT infrastructure journey.
  Link IT infrastructure consolidation with the key business needs for change or business strategy objectives.
• Find and Put someone in charge, and empower the person with the authority and accountability for results - Not the IT manager.
• Engage financial and personnel management resources with the IT team to help measure current costs, and design an appropriate chargeback approach.
• Create a financial incentive for willing participation - People perspective.

Third Step: Develop a plan for resiliency

• Consider the redundancy of applications, storage and servers.
• Implement backup systems that enable immediate failover for mission critical systems.

Fourth Step: Test performance & consolidation

• Before consolidation process test all your movements.

Fifth Step: Plan a phased roll-out deployment

• Define the support model in the initial phases of the consolidation process.
• Define the applications make the most sense to be consolidated first
• Complete the consolidation process with change management, information and communcation in functional areas.
• Define performance Indicators - service & cost.

And do not forget, always use metrics in all steps. measure if you dont, you wont Be Able to do it

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Information Technology - Part of the "Other"?

found this slat out of nowhere, is anything like the areas of IT in many organizations, no? particularly because the areas of IT are generally considered the "rest" of the organization. Usually

area IT is the manages and maintains the information in "Your business." ask: Why still depends on administrative areas? information management that can not give an advantage to your company, and for further consideration as part of the "rest"?

I think part of the reasons why the IT area have come to be part of "rest" of their organizations are:

• the part of IT managers: Failure ability of IT managers to speak and understand business issues, lack of clarity at the level of profitability of their areas (financial and training costs) and eventually the lack of initiatives from the management point of view information to accelerate business processes (Knowledge of aspects of business.)
• And by organizational managers, lack of knowledge or fear of managers of organizations on the use and management of technology tools, past experiences (traumatic) with the implementation of IT (fear the error and do not learn from them), and low tolerance for learning processes.
• And for both , the inability to appropriate knowledge from other companies or market-tested practices and in similar contexts, as well as the lack of creativity to achieve the adaptability of the same.
  Ahi

think I leave for a while, because as in the book, the blame is always final "cow" Any comments?

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risk best prácticas - una forma sofisticada de exponer su organización al fracaso



few days ago in the office commented on the good practices of the IT industry and enter into discussion on: because reason many implementations of international management standards become straitjackets " or "weights" for organizations.

For example, let's ITIL, eTOM, TAM, TMN, the ISO27.000, 20,000 and sophisticated management models (May feed us to the consultants in our humble office.)
And which, rather than rigid processes define, propose a framework of operations with a process structure and the basic information that a company can take (partial or complete).
Gentlemen, please, no need to rigidly implement everything, (not being Papists) because:

• The companies create value because do one thing or another a little different ( are different in different contexts) - The 2 companies imagine exactly alike in how they operate? where would your competitive edge?
• The best practices are not necessarily work, depend on other contextual factors that are generally not evaluated by the implementers. (Or do not take into account because they are out of their perspective and expertise - eg, organizational psychology)
• you If your company does not apply ran some good practice (at least some) do not earn money , moreover, would not survive. Keep
• always clear about what you want business, strategy and the context in which it operates before implementing a practice. Remember
• best practice in the industry is Benchmarked , so you are able to adopt in whole or in part, and to implement changes that will eventually require its business strategy.

That is a good industry practice, does not necessarily mean it is good practice for your company. Generally, the successful implementation of best practices depend on factors such as cultural context

business
2. Customer Profile (Internal / External)
3. capacity to accelerate the learning curve of the organization
4. The change management model
5. applying that ability has to adopt the practice and make work. (Suddenly just a piece of it will solve many problems)

Gentlemen, who are the best industry practices is by no means a guarantee to solve the problems of operating your business. Keep in mind that organizations are made up of people, and these practices are not simply follow a recipe. Since the context in which they are applied effectively make your changes. Beware of so much "snake charmer" who goes around speaking loose exotic and sophisticated. What is needed are models of practical operation, simple, easy to adopt, flexible and scalable.

See you next week,

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Bushido - Samurai Management

Dear, today I want to talk about the Blog of a good friend ( http://rlagomarsino.blogspot.com/ ) who made a post yesterday that caught my attention. Corresponds to how can the Bushido (Way of the warrior) can be applied to business management. Samurai Management

A brief description of the practitioners of Bushido is under leaders honest and totally reliable. They lived lives with no interest in wealth and material things, but with great interest the pride and honor. They were men of real value. The Samurai had no fear death. Would enter into battle no matter what the difficulties were. Dying in war would bring honor to his family and his master. Would be the type of manager who would like everyone in our business, to what today we call "put on the jersey." Let's talk

aspects governing the Bushido, which I think are good guiding the management approach. (Note: Mr. CIO, that much of this we need)

1. CHUG - Duty , have done or said something, means that "something" belongs. Is responsible for it and all the consequences that follow. Leal those under their care. For those of who is responsible, remains fiercely loyal.
   a manager's words are like their fingerprints . - is simply consistency between words and action, be responsible for the consequences of their actions and especially those people who respond. STAKEHOLDERS? Corporate social responsibility?
2. GI - Honesty and Justice , be honest in your dealings with the world. Cree in the courts, not the other, but on your own. There are no shades of gray in terms of honesty and justice. There is only right and wrong - Why is it so hard sometimes the manager to do the right thing is that there is lack of clarity when making decisions? The gray areas are always areas of decision and for which we paid, it is now our duty to act fairly and give everyone his due.
3. YU - Value Gentlemen, action, facts, react against those in the organization are afraid to act. Hiding like a turtle in its shell is not living. Lords managers replace fear with respect and caution.
4. JIN - Compassion , managers are educated, have qualities that have been polished to look good for the organization, develop a power to be used in good.
   has compassion. Helps Stakeholders at every opportunity. If opportunity does not arise, he goes out of his way to find it.
5. REI - Courtesy , a good manager always manifested in their acts of respect for the way you treat others. (I respect his word, recognition in the other as an equal) The real inner strength becomes evident in times of trouble.
6. Meyo - Honor , gentlemen managers you have only one judge of honor, and that is yourself. The decisions they make and how to carry them out are a reflection of who they really are. - Perception is reallity
7. MAKOTO - Sincerity all, when a manager (samurai) says it will do something, it's as if it were made. (How many managers talk and talk incoherently for not wanting to say NO or avoid conflicts), a good manager must not "give his word." Not to "promise." The simple act of talking has set in motion the act of doing.
   Speaking and doing are the same action.

Lords managers, if they are unable to continue with their values \u200b\u200band have a consistent life (Directive and as a person), I recommend the management seppuku (Seppuku - only way out for a defeated samurai was death or ritual suicide) as the inconsistency of their actions will generate a loss of authority, credibility and trust. And unfortunately in this world only thing we have is our word .

thought-provoking and I hope you have the ability to Seppuku at the right time, before lose the honor of being a good manager . Also, keep in mind that it was hired.

Greetings,

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La Torre de Babel - Sistemas de información a la medida



Gentlemen, a picture is worth a thousand words. I attached what the general concept of a process of implementing an information system (Any resemblance to reality please let me know), it is usual that everyone understands one thing and the end result is a surprise. Beware

tower of babel that can come to get their business, I remember the commandments.

1. clear objective if the aim and the concept of information system functionality
2. Take time to clearly define what your business needs and expectations - is not racing but fatigue and a few million lost dollars. Documentation
3. understood by all
4. KISS - Keep it Short and Simple
5. standardize the language between functional and technical managers
6. Architecture and structure of information is the key technology is a result of their business processes
7. service level agreements established between the parties - Functional tests, technicians, etc.
8. flexibility, scalability and integrity
9. Change Management - Culture, knowledge and communications
10. Tecnis not, in the end everything is just behind the flow of information that reflects the business performance

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Permitido girar en U

Today I would like to discuss with you what happens when their values \u200b\u200bare different from those of the organization generally values \u200b\u200bof the organization are observables in the pattern of managerial behavior and organization tends to follow their leaders Psyche. (Positive or negative)

Now ... the values \u200b\u200borganizations are the guiding frameworks for human resources at all levels of the organization are to help identify and create the organizational culture. Generally the value system of the organization is a corporate differencing parameter since it is immersed in the corporate DNA, which is unique and unrepeatable.

A system of this type requires consistency between the modus operandi of leaders and what they preach, which of the characteristics of human beings is very difficult to maintain. policy authority is shaped by the example of leaders in organizations from the coherence between the actions and thinking, which builds trust between managers and subordinates.
would believe that some of the risks that an organization-level policy inconsistency values \u200b\u200bare:

• The sustainability in the long term lost due to inconsistency in management act between what is said, thought and done.


• Risk of loss of authority and confidence in the governing bodies of the organization, as well as prudent in the decisions of their leaders.


• The resource loyalty boils down to 0 , because personal interests are outside the focus of the organization.


• is lost process value creation for both parties - Company / employee quite critical especially in business services.


• The work environment becomes untenable due to emotional stress is caused by the inconsistency between the beliefs of employees with managerial behaviors.

Finally gentlemen, there is always the possibility of a U-turn (By Hermes), to seek new ways and forge their own destiny, since it only depends on the individual. (For managers and subordinates) Companies are born, grow, reproduce and die, all that remains is the track that can leave those who can train managers and new organizational leaders. Through policies that many forget virtues - Justice, Prudence, Temperance and Fortitude.

Some managers forget that we can ALL U turn in any moment of our lives, so you have to lose their fear and as I said a friend - Being cold blood.

Have good start to the week.

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Como montar un Sistema de información y no morir en el intento

Dear, as has become common to call to ask about information systems that implement some well-known in their companies, it seems friends who sell packages applications generally focus on simply offering its software , stick it in the eyes of the customer and then in the implementation process literally anything mounted. Generally the present implementation methodologies the following steps:

1. Process Blueprint: which details the functional structure of the business, usually at this stage is that time pressures in the implementor the level of detail is not adequate, are recurrent in this phase phrases like: That's more detail in the parameterization, this one we can be adjusted during the testing, they can connect from other information system, are unnecessary red flags, etc.


2. Configuring the tool: during this phase will be to perform the customization of the package information fields are enabled to be used, defines the structure of information within the platform (which should have been defined in the blueprint), making connections to external information systems. Usually during this phase, changes are made which change the initial model of the blueprint and not documented, fit business processes to process models which by default is the tool under the excuse "is that this is handled by the package," and in order to start a hell of changes at the end when the process is not systematized with the right information to manage changes after creating a dependency of the implementer of the platform.


3. Integration with third parties: implementers generally say they do, but generally do not adequately measure the scope of the effort involved, or point to point integrations are the basic level of data synchronization failures generate data, etc. Is a peak that must be taken into account from the beginning of the project that is usually overlooked.


4. function tests: is the phase that allows process owners to verify that what they really need is reflected in the model implemented, is necessary during this phase the functional user feel free to check it that the business really needs is reflected within the system.


5. Communications Plan: This plan starts at the time when the company decides to implement an information system, not the end or mid-project. Now a communications plan is not just putting banners or signs in the company, or speeches or courses for employees. The communications plan should be focused on how to change a work culture within an organization, it must ensure that they are "Sponsors" in functional areas, creating incentives for the use of new technology, communicating the benefits of new tool and really make it useful for the company. (Not a burden more)


6. Kick off system: Fiesta, wine, happy all the information system started ... and once it starts trading.


7. Stabilization: Issues data quality and consistency of information, audit parameterized processes within the system, how to handle the error (If this is a learning process?)

Before purchasing a system information would be good to follow these guidelines and you may survive this adventure:

• Ask for what you , if you will generate value to your business and how they want to make you this value. That's what I want out of that system and keep it very clear as "north" during the implementation process, because the systems engineers will want to change it. (This is not like buying a Excel)


• Identify where is the information to use, is key to have much clarity about the sources of information as it becomes part of your business processes, define what information is essential within the value chain and which is supportive. Document your processes involving information flowing through them.


• Know and clearly on their processes, especially those who will be supported by the information system, identify which processes outside the scope of the information system are input, or depend for those who will be automated. Usually the settings are incomplete in the absence of this information. Information system has to reflect your business and must be documented, for this there needs analysis tools that combine functional technical aspects. (RUP is one of them) Think


• first in Information Architecture and after the technology architecture, technology TOOL is a result of its intelligence. Any information system is useful if you have sufficient clarity of use. Please do not bring your business to depend on others, it is absurd that the systems engineer is done by defining what your business should do. Search


• who has experience in sector, especially the implementer knows the business (which is almost impossible to find, in addition to being risky because of the conflict of interest that may generate) is advisable to perform a combination of functional expert sector and technical Deployer, which ensures that there is no relationship judge and party during the implementation process. In addition, each in its own, is very expensive for companies to hire someone who has both roles within the project because: it can more easily implement what you stay, lose bargaining power when implemented, creates dependency.


• Be pessimistic, think that both can grow your business and ask yourself if the system can grow with it, usually all say they can grow indefinitely. You think so? Think of another year may change their strategy and they can focus on other products, projects or services. The system supports the changes? As these changes would cost?


• sure have "sponsors" within user areas, if you do not have, identify, import, do something .. they are the only way for the organization to adopt the technology, otherwise you risk working with little junk information will help manage your business and use the investment sub you just made.


• Try it, and retest recompruébelo Always be testing the technology, any change document it, check the quality of their information, if you have problems with it, implement controls. Ensure that the system does the job it was purchased, otherwise seek help. Duden


• a vendor information system that ignores their business model - note that usually want to sell the package and are always experts in medicine, banking, energy, etc. A sea of \u200b\u200bknowledge ....

Some questions to ponder: Have you ever taken your information system in time I had planned? has been that all processes have been systematized properly? had problems with re-parameterizations? the data quality is adequate? has adequate management reports to their business model?

Gentlemen, its information systems are the heart of your business, is a management tool unique and unrepeatable (Can you imagine that all companies operate the same way? As competing?) Reflects each of the processes and activities BUSINESS , if your information system is flexible, scalable and adaptable to the changing needs of its business model have made a good choice. Otherwise, run the risk of having a "leech" within your company that will be difficult to remove when you do not have clear information structure, as this structure is reflected in its business model and if your system really adds value to business.

Good luck with this adventure and whatever I have.

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Today I want to address the issue of "Sacred Cows" in organizations, how many times we have not found these specimens within the companies?

I agree with the proposal Kriegel, Robert J. Brandt, David - The sacred cows are the best burgers, I think companies need to break paradigms for developing people and organizations are much more willing to change

Sacred Cows generally have the following pattern of behavior:

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1. are by nature = specialists in removing the time of the resources that are working through motivational speaking or past experiences of a now extinct.
2. experts are all but do not run anything = phenomena of great imagination, they can extrapolate their experiences to problems facing the organization, but its capacity execution or to turn that experience is actually zero. They
3. orangutan syndrome = Only living among the branches, live in the canopy and jump from branch to branch, they are seldom seen on the ground near the roots of the problems.
4. easily identifiable = are generally recognized within the organization are easily identifiable and usually have a low level of integration in work teams.
5. major source of global warming = easily alter the organizational environment, risking the general population to extinction, so do not bring in the business ecosystem.
6. are a black hole in resource use = usually use most of the resources of the organization to achieve its aims, seeking listed as the "savior" of the companies, they charge a lot and nobody in the organization knows why ?

already identified them in your organization?

If you think about it, there are many sacred cows lazily grazing enterprises around the world, and it is time that someone starts shooting at them.

I think that even in many of our organizations we have this type of specimen, which are quite useful to turn them into burgers. The best way to transform the cost of generating resources is to convert them into food for the rest of the business ecosystem and make better use of resources we have in the companies. Be that here the "Guilt is the Cow?" or we the managers of our organizations that intend to cover the reality of organizations and "drugged" by the success?.

My recommendation gentlemen, to identify their "sacred cows" and transform them into hamburger, it is best that you can use this type of resource. That the final count for something. Bon Apetit

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Centros de trazabilidad a la información - Herramienta de aseguramiento de la información

Given the recent events in our beloved country about leaks and invasion of privacy by state agencies, publications and value judgments by different sources of information and level of infoxication that we are taking some of the media. Worth
offer tools that will eventually lead us to to track the flow of information on the basis of the theory of knowledge management.


centers traceability of information companies are useful tools to identify patterns of behavior of employees in terms of information flow and generate necessary warnings in case of leakage of the same. This information center can be used by media to map the sources of information (electronic or digitized) to varying degrees of separation. (As shown in the picture that I attached)

The monitoring information center focuses on relationships among knowledge nodes, volume of transactions related to the information submitted, type of information, node type (if node is internal node or external to the organization) and direction of information flow in different times.

Now that ley12730501 computer security is in force in Colombia and some other countries in the region there similar legislation un centro de monitoreo de éste estilo puede llegar a ser útil como herramienta para la comprobación de hurto de información o manipulación de la misma ( Information Forensics )

Para medios de comunicación, el concepto de un centro de trazabilidad a la información permite visualizar gráficamente y a diferentes grados de relación, la forma desde donde se genera la información y la calidad de la misma, ello con el fin de poder garantizar la confiabilidad y evitar la materialización de rumores. (Perception is reality?)

A nivel corporativo, dichos centros permitirán identificar puntos de fuga de información sensible por fuera del control corporate. In addition to also have the feasibility of using this style tool to identify patterns in customer behavior and to make up the electronic publishing tools we use.

The purpose of this center is to answer management questions about why because X is connected to Y, that reporting relationship between the people involved in projects, or relationships with customers, to know if there are exchange critical information and how often this happens, who and where they are generated rumors, among other interesting features.

The big question of this tool type, corresponds to the point where the company invades the privacy of the individual. (Something that can be controlled with the degrees of separation of the nodes and the type of spyware used)

Now, since this concept in the WEB environment nothing would be discovered by an institution of this type. On the premise that you have the ability to "listen" to the network from different points (always a possibility to do so, since it is feasible to enter all sides). Examples

simple monitoring could now be done with a center of this type:

1. The network voice traffic is filtered VoIP to classify information the people speak (Our friends from the state security agencies are experts in these activities)
2. The corporate intranet - we classify information related to corporate and personal email. Publications
3. on the WEB - Know who, where and when you publish information related to a particular topic affecting corporate governance. Archives
4. and storage - that saves the user information, such as the use and sharing. Downloads
5. , handling, etc.

Finally, in general we know that the user does with information, with whom we share and draw conclusions. (Go beyond the functions of a Security Operations Center -SOC)

Have in mind that in the information society, someone always has the ability to observe.

To close and in that vein, I share with you some research work which we carry about 4 years working with Mr. Juan David Cruz, PHd soon aspiring (Title I would love to find Once I finish my MBA and related subjects), and secondly to invite you to accompany the presentation to be held in San Diego (CA) on 13 March this year with the INSNA ( http://www.insna.org/ ), whose poster will be published soon, I hope you will enjoy it.

Likewise if you ever want more information of this type of tools ( SpyCrawler ) do not hesitate to contact us. It is possible that they may show something that catches their attention enough and will be useful in their business.

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Los consultores y los encantadores de serpientes - Una especie en via de expansión o extinción?



few days ago I received excellent consulting constructive criticism (with which I fully agree and for me the main axis of the services we provide). One
of my fellow MBA (AF Torres) I was wondering if we were consultants about snake charmers, because usually it is believed that tell the customer what they know, in a sophisticated, complex and charge you for that.

My response was: Dear Dr.

Torres, at this time a consultant working under this model is sent to collect. BA and consultancies, Mck, and other large homes that simply are committed to a report shelf responsibility for their implementation lies with the customer, not a sustainable model, especially in these times when money is scarce resource . Customers today want to see tangible results - the famous "the consultant added value."

Now a consultant who does not flirt your payment with the results related to its recommendations is a perfect "snake charmer" when a customer contracts for consulting services expected to have a concrete outcome beyond a simple document.

reason now for expansion or extinction? Expanding

• because in these times of crisis are increasingly unemployed stratum 6 who have no other alternative and independent work, rushing to as many business opportunities presented to them, whether out of their skills and knowledge. Eroding the credibility market, customers, experts and destroying confidence in a good service.
• In extinction, because it is absurd to hire someone who does not compromise your payment with the tangible results of the customer. Currently, customers care more about your budget and prefer to work with someone in complete confidence to be able to tell the truth and not what they want to hear or know. The consultants who will remain in force are those who demonstrate their theses facts and findings and approaches. Already collect general commanding an "ocean of knowledge of an inch deep." Existing customers are sophisticated, well prepared and have experts who support and take responsibility for business results. Will

and snakes are not letting love? not already started to modernize the astrologers? because they do not bite before? (You were holding)

managers Gentlemen, beware the charming they hire because they can end up happy, you'll waste the limited economic resources and time so now we all need to address market changes that approach. Your health

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Las tortugas en el poste &Gerentes en las organizaciones


Recently a good friend (FGA) sent me a metaphor that allows management to compare some of our managers in the country, which many of our organizations are getting used to them. All for the lack of ability to self-criticism business and the inability of some organizations making decisions that may be radical (Fear of Directors?).
We seem to have lost the ability to recurring questions about which is the value that each bring in our companies - value for employees and value for our customers. Basically



companies can become "drugged" by the temporary success of its managers or worse still hold in their management positions thanks to the memory and history of a time that has passed. However, the current environment requires us every moment to be much more proactive, build knowledge and adapt to the needs of the environment. (Crisis? Will not be an opportunity, or the crisis is for those who do not have the ability to adapt)

The metaphor of the turtle in the pole is the next, you look for the resemblance.

• First: You do not understand how it got there ...
• Second: You can not believe I'm there ...
• Third: You know I could not get there by itself?
• Fourth: You are safe should not be there, and ...
• Fifth: YOU are aware that it will not do anything useful while you are there ... Therefore, the only sensible course is to help you down from there.

Now, this metaphor is asking us as managers?

• First: To have the management skills, knowledge and emotional to be able to get on the pole "of managing a company in a dynamic environment and wild.
• Second: Winning the recognition and authority of our subordinates to properly address the human resources - because the problems of "Arrow" are easier to solve, the problems of "Indian" require emotional intelligence and ability to transcend the other.
• Third: These subordinates are the only ones who can help us climb the "post" and also are the ones we can download from there - corporate policy, as key confidence.
• Fourth: If the board of directors are confident that there should not be our "turtle" because it costs us make choices that will enable the company and the "turtle" to win. Always possible to find ways that are beneficial to both parties.
• Fifth: If you are certain that it should not be there, well as we do so that you can download the "post" so you find a way to happiness.

In short, it is good that every day we're asking. That will add value to organization and my customers? I am a generator of wealth in my business? - Both for managers to subordinates.

If we are aware that our contribution of value is not what it should be, no one should be aware that comfort zone tends to be more dangerous for both the organization and the person himself?

Gentlemen, we are in times of change, managers must be able to adapt to a changing environment, more and more aggressive and we demand results in both the short and long term.