Changes in IT Delivery to Achieve Better Results

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Facing change and acceptance of change was one of the most difficult problems in the past year in the it Department. Change the type were to work as a transformation of the prevailing practice of the last two decades in the unknown model, which was not easy to accept and assimilate many. The biggest problem and resistance to change fear of change was and how it will affect individuals.

The oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear, fear of the unknown. – H. P. Lovecraft

Many in the it Department wanted to change necessarily, on the job, but awkward and they were upset when it happened. But changes in the it Department was to flourish and inevitably need to divide and move to the next level of effective information delivery technology

For the successful implementation of organizational change or other companies must align strategic initiatives, the company, five of the process-functions that are called 5-M: sense, spirit set, mobilization, measurement and mechanisms of renewal.

Ten steps for Leading enterprise-Wide initiatives to change: 1. Relevance; 2 To Communicate In It. Specify the process of Change; 3. Act quickly and Decisively; 4. The Focus Of Energy; 5. Commit-Resources; 6. To Develop Skills; 7. Reorientation Measures; 8. Reward New Behaviors; 9. Share Successes In Width; 10. To Implement The Conversion. [Source: Douglas A. Ready Is A Leading Enterprise-Wide Initiatives For Change]

In this article I want to highlight to achieve a few changes occurred in the 2015 best results in IT-security.

The separation of operations from development:

Bimodal (also known as “two-speed IT”) describes the approach, answers the company’s needs as a stable and flexible it systems. The term was defined by the IT consultancy Gartner Inc., which follows two levels as: “mode 1 is a traditional and consistently emphasizing safety and accuracy. Mode 2 is exploratory and non-linear, it emphasizes agility and speed.”

CIO’s changing role and depends on the need for two-speed. The it Department determines that it can compete in the digital domain, call for different kinds of experts; “Digital CIO”, from a person who day-to-day operations. In fact, the firm seems to be moving quickly bimodal versions of top-IT-job. According to Gartner’s 2015 CIO survey of about 2.800 it managers, 47% said they have a Deputy CIO among them.

The separation of operations from projects, events, was to take perhaps the most difficult change, while in this year. The it Department had two aspects of work that exists, namely, the works and projects (including development initiatives). The philosophy of the division operations from the development suggests that agile, innovative it initiatives enables you to quickly move forward to be difficult without the checks and balances that are necessary for business-critical IT operations. All work and/or efforts made by the Department was as either operations or projects, all costs must be distributed by the division, either operations or projects.

Not to turn while CIOs may be able to existing it Department in a digital startup, you could turn it into a bi-modal it organization. “Forty-five percent of state CIOs you currently have more rapid methods of work,” said Sondergaard, “and we assume that 75 percent of the IT-company bi-modal, which in any case 2017.”[Source: Peter Sondergaard, senior Vice-President of Gartner and global head of research]

This change was able to give both areas to effectively focus on the topics that to maintain a high level of activity and enabled, projects and initiatives in the field of development to provide high quality services. The maturity of these changes is still in its initial stage but developing in a phased process further.

Business unit expectations of the meeting:

To meet the needs of the business unit expectations, the it Department requires boundaries, and you will avoid to promise what cannot be delivered. Formalization of the delivery model of the it initiatives by the introduction of certain quarterly work plans approved and prioritized business unit representative (internally called steering committee), based on your needs and capabilities of the it Department. Necessary expenses have been successful, when it was delivered what the customer expects and wants. This model worked more effectively than the previous procedures that took place in previous years, when the flow of requests from the business units was higher than the it Department to deliver the capability outputs.

The IT Department reports showed that 90% of successful delivery has been achieved in the last quarter of 2015, with high overall satisfaction.

The matrix-management model:

The division historically to work in a very hierarchical “silo” based structure, which as a result of insufficient flow of information between groups or parts of the division and limited interaction between members of different branches of the division, which leads to lower performance.

The it Department introduced a matrix model of management, flexible management structure allows you to divide can be adapted to the changes and uncertainties. It encourages innovation and fast action due to the acceleration information of employees, information necessary to know and to use. In addition, matrix management allows the it Department, vast resources while remaining task/delivery aligned. The unit was responsible for the top managerial job levels, which in a horizontal manner so efficient it processes, it project/development; it architecture; IT Service management; IT-contracts management. In addition to the quality and the budgeting and planning of it Department responsibilities in a horizontal manner to maximize to be able zero-error-delivery of the independent QS and report on budgeting and planning not horizontal silos based on vertical models.

The matrix structure has broken the “silo” effect and lead to a high sense of personal dedication. Manager of project groups and managers of functional groups are approximately the same on the Agency. The commander of the team not involved now rather in the solution of complex problems, to achieve ambitious goals, and making key decisions.

Constant Communication:

To prevent the lack of information is filled through the rumors, to facilitate in a time of change, communication, communication, communication and the key was, the fear of change. Management division installation of bi-weekly meetings with all team ladders, to encourage employees and not employees on a regular frequency, a continuous flow of two-way communication. To communicate when staff members effectively, their fears with peers and managers within the division of concern, which can be solved and soothes more.

On the last point above was a small subset of the changes that have taken place in 2015 and there is still much work to be done in the near future. Progress has introduced so far was welcomed by many in the organization and should be more tangible results in the near future.

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