The use of computers within the workplace has changed a lot since their first implementation, which was mainly done at departmental level. In those days no thought was given to compatibility issues and communication. Most computers worked on a stand-alone basis so communication was done face-to-face, and documents printed out and mailed. Communication over a network, and data transfer, are second nature these days, so an IT strategy must address these changes.
The majority of the problems that have to be overcome when developing a coherent plan is historical. The individual departments were given their own budgets to purchase the technology for their team. Very little attention was paid to any compatibility issues with other departments. As well as being a problem on a single company site, as businesses merge the issues become exaggerated.
The major players in deciding upon a strategy to take the company forward are the business managers and the IT manager. A preliminary task for the IT manager is to find out what is already being used, and compatibility issues that have been discovered. It is then time for the business managers to get together and discuss the goals and the budget.
The IT department must also aim to make the best use of what is already available within the business. Whilst doing this, the budget must be taken into account. This phase can be extremely subjective, and it might be wise to enlist the assistance of an external consultant who will probably have a better idea of all the technology on the market that can be used.
Once an IT strategy has been developed it is important that the plans are communicated to all the team managers. They might be able to see problems, either with a suggested software or skills available within the team, that only people in their position would be aware. Some people are always against change, whereas others will embrace it and look forward to learning new skills. This is why communication is an important part of any change.
It is not only the internal objections that could cause problems to any plan, external influences must be taken into account as well. This could include companies no longer supporting certain pieces of hardware or software that you use, because upgrades are soon to be announced. This means that any plans must be flexible within certain limits, and milestones set, in order to achieve a successful conclusion.
To even start contemplating changing an IT system whilst not reducing business efficiency can be daunting, especially if you hope to work within a very small budget. This is a good time to acknowledge your limitations. It might be better to approach some consultancies who specialise in projects like yours, and get quotations. This might seem an expensive route to take, but these companies usually offer maintenance contracts as well.
When you implement an IT strategy, it will be so all the departments, however widespread, can work more efficiently. It will also help the team supporting the technology infrastructure be able to solve problems quicker, therefore meaning less downtime. This can be best achieved through careful planning, and keeping communication channels open at all times.
The majority of the problems that have to be overcome when developing a coherent plan is historical. The individual departments were given their own budgets to purchase the technology for their team. Very little attention was paid to any compatibility issues with other departments. As well as being a problem on a single company site, as businesses merge the issues become exaggerated.
The major players in deciding upon a strategy to take the company forward are the business managers and the IT manager. A preliminary task for the IT manager is to find out what is already being used, and compatibility issues that have been discovered. It is then time for the business managers to get together and discuss the goals and the budget.
The IT department must also aim to make the best use of what is already available within the business. Whilst doing this, the budget must be taken into account. This phase can be extremely subjective, and it might be wise to enlist the assistance of an external consultant who will probably have a better idea of all the technology on the market that can be used.
Once an IT strategy has been developed it is important that the plans are communicated to all the team managers. They might be able to see problems, either with a suggested software or skills available within the team, that only people in their position would be aware. Some people are always against change, whereas others will embrace it and look forward to learning new skills. This is why communication is an important part of any change.
It is not only the internal objections that could cause problems to any plan, external influences must be taken into account as well. This could include companies no longer supporting certain pieces of hardware or software that you use, because upgrades are soon to be announced. This means that any plans must be flexible within certain limits, and milestones set, in order to achieve a successful conclusion.
To even start contemplating changing an IT system whilst not reducing business efficiency can be daunting, especially if you hope to work within a very small budget. This is a good time to acknowledge your limitations. It might be better to approach some consultancies who specialise in projects like yours, and get quotations. This might seem an expensive route to take, but these companies usually offer maintenance contracts as well.
When you implement an IT strategy, it will be so all the departments, however widespread, can work more efficiently. It will also help the team supporting the technology infrastructure be able to solve problems quicker, therefore meaning less downtime. This can be best achieved through careful planning, and keeping communication channels open at all times.
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