Rash That Feels Like A Sunburn

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,