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A Proposal For IT: Set Just One Goal For 2013
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moarsauce123
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moarsauce123,
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1/10/2013 | 10:02:01 AM
re: A Proposal For IT: Set Just One Goal For 2013
1: At the core of IT's failure, is the failure of the Executive to grasp the basic objects, components, and devices that make up their IT Infrastructure, thus they possess the finesse of a 5 year old with a welding torch when figuring out how to leverage them. Literally, how many systems have a manager-authored design document? As in someone writes down what they want, in sufficient detail to do it? If IT ever performs this task for management, it becomes an expectation, and one that carries no additional reward.

Your "A Proposal For IT: Set Just One Goal For 2013." article sounds EXACTLY like a managerial tirade.

"Please, I want you to both build a analytics system and perform the business analysis and tell me interesting things about my customers that make me money."

This is the exact equivalent of a manager walking into your cubicle, writing "analytics" on your "action item white board" and expecting a stack of neat $100 bills the next day.

2: There is a real, and very severe, skills shortage in IT right now. Fundamentally, Managers clammour for H1B, FLSA OT exemptions, and other cuts to IT benefits and Salaries as a cost savings measure.

Question; Your job has an average salary of 55k/year, 2500+hrs of work per year, no overtime, 24/7/365 on-call. When asking for raises, management will threaten you with replacement by H1B. Management expects ideas from you, claims success when they work, blame you for failure when they don't. If you come to management with a great idea, it means more work for you, no additional reward. You will never be trained and are expected to maintain your education on your own time which can a 500+hr/year job; if you do this, you are guaranteed no additional pay as nobody else does so, but EVERYONE wants to hire you. You can expect your career to last, at most, 25 years on average; after that, if you don't prove you've reinvented yourself, you're SOL.

Say you do hire a Network or MIS engineer, or even just a lowly helpdesk guy. Given the above, why would they self-educate? You have maintained a CCNP for 15 years and have a MCSE on NT4, 2k, XP, and Server 2008, you will be paid the same as an entry level candidate because "Well that's nice you have a real history with wintel and cisco but we need you to know X companies proprietary and rarely deployed system too and we feel this younger person with the same recent skills is more suited to that task". Why do SO MANY of these people have just a degree and no certifications, or certifications that are out of date?

Why was I getting interviewed for Sr Admin positions after having 6 months Jr sysadmin experience?

Go read an Official Cisco or Microsoft IT book, pick a topic, why is it so poorly presented? Why are there so many questions left after reading? Because the person presenting it simply does not know how that system works wholistically, and that's because nobody knows.

Can you blame intelligent people for avoiding IT and going into something they perceive to be more stable?

3: Can you prove, without a doubt, breeches do not occur that you don't know about?

Are you willing to spend the money to monitor every packet and every systems access to know when it does occur?

If a manager is incapable of classifying the enterprises information into basic levels of security, how do they comply with regulations? IT people are not managers; they do not know what is, and is not important thus if you leave risk vs reward to them on security, they will choose no risk which means no reward.

New systems are inherently insecure, and know that by forcing implementation, especially considering most IT people are not well educated and are trying to do that work with minimal effort, you can be destroying your enterprise.


IT's Reputation: What the Data Says
IT's Reputation: What the Data Says
InformationWeek's IT Perception Survey seeks to quantify how IT thinks it's doing versus how the business really views IT's performance in delivering services - and, more important, powering innovation. Our results suggest IT leaders should worry less about whether they're getting enough resources and more about the relationships they have with business unit peers.
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