Your SlideShare is downloading. ×
For Managers With Logo Sw
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

For Managers With Logo Sw

299
views

Published on

Managing ICT well is no different to managing organisations or teams. You need to take care of people, money, physical resources and services and set the right environment and tone. …

Managing ICT well is no different to managing organisations or teams. You need to take care of people, money, physical resources and services and set the right environment and tone.

If you don’t, you won’t get the benefits (and if you don’t when time are tough – then organisations will fail)

Published in: Business, Economy & Finance

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
299
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
4
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Transcript

    • 1. Sarah Stevenson Cosmic Projects Manager March 20 th 2009
    • 2.
      • A champion for ICT in your region
      • To see local infrastructure support organisations
          • Operate more efficiently in its day to day work
          • Be more effective in its reach and influence
      • Voice, representation, advocacy
      • Signposting sources of help
      • Strategic support
      Regional ICT Champions
    • 3.
      • Capacity Builders – funders
      • NAVCA – co-ordination
      • Ruralnet UK – net:gain programme
      • Regional ICT Champions
      • COSMIC and Electroville – net:gain centres and workshops
    • 4.
      • Managing ICT well is no different to managing organisations or teams. You need to take care of people, money, physical resources and services and set the right environment and tone.
      • If you don’t, you won’t get the benefits (and if you don ’ t when time are tough – then organisations will fail)
    • 5.  
    • 6.
      • We don’t need to know about ICT and have other priorities for our time
      • ICT is purely for technical people; it’s not our responsibility
      • Our ICT is managed by existing organisational policies
      • ICT costs lots of money which we feel would be better spent on people
      • We need to know the absolute detail of everything that’s going on with ICT
      • ICT might be useful for staff but we work best with paper
      • ICT changes too fast for us to keep up with it
    • 7.
      • We don’t need to know about ICT and have other priorities for our time
      • Who does handle ICT for you? Who is managing risk and why is it not a priority for you?
      • ICT is purely for technical people; it’s not our responsibility
      • Technology is definitely best left to the techies but the strategy decisions remain in your hands
      • Our ICT is managed by existing organisational policies
      • You may not be protected when a problem arises. Specific policies to cover ICT are important.
    • 8.
      • ICT costs lots of money which we feel would be better spent on people
      • We all want to do more for beneficiaries and ICT can enable us to do more for less. Money invested now can produce savings later.
      • We need to know the absolute detail of everything that’s going on with ICT
      • Really? Your role is to provide strategic direction.
      • ICT might be useful for staff but we work best with paper
      • Fine – but are you missing out on opportunities to make your lives easier? What do your colleagues think?
      • ICT changes too fast for us to keep up with it
      • Technology has improved dramatically in recent years – if you don ’ t keep up aren’t you risking being left behind?
    • 9.
    • 10. Technology Rampant The way we’ve always done things Review ways of working Potential Realised Adapted from: David Wilcox and Terry Grunwald 1 2 3 4 10 9 8 7 6 5 Reference Guide steps: Technology New Old Processes New Old
    • 11.
        • Analysis
          • What you do
        • Understanding
          • Why you do it
        • Commitment
          • to change
          • to a shared vision
        • Progress
        • Culture, Values
        • Enthusiasm
    • 12.
      • Internally
        • efficient processes
        • effective communications and trust
        • happy, productive staff
        • good, available market information
      • Externally
        • increased likelihood of finance
        • increased likelihood of contracts
        • happy, well-served clients!
    • 13.
      • Leadership
        • in your own organisation
      • Time
        • to invest in finding new ways to work
      • Focus on improving the way you work
      • Support
        • Including some of those on show today
      • A recipe for success!
        • Net:gain – a 10 Step Reference Guide
    • 14.
      • Risk management and general scrutiny
      • How you can deliver better services – strategies for improvement
      • Employing staff and recruiting trustees
      • Running a more effective organisation
      • Doing more to meet the needs of your beneficiaries.
    • 15.
      • How well prepared is your organisation?
      • What do you do in emergency?
      • How would your ICT cope and support you?
      • A real life experience …..
    • 16.
      • How does ICT planning happen in your organisation?
      • Are there gaps?
      • What do you need to do more/better?
    • 17. Lunch
      • LUNCH 45 minutes break
    • 18.
      • It just happens . We have no idea how, but it all seems fine and doesn’t cost much money
      • Potentially Interfering. We like to have our finger on the pulse of all ICT developments. We know exactly what’s happening and are happy to instruct and redirect when we feel necessary
      • It is likely that your organisation is not managing risk or getting value for money. Trustees will not be fulfilling their governance responsibilities.
      • It’s likely you’re not making the best of your staff resources and may be frustrating planning and implementation. You may undermine confidence and confuse matters
    • 19.
      • Set, Support & See (SSS) Set an overall strategy and direction, provide resources and support to staff. Agree appropriate risks provide a listening ear when required & reward well managed activities regardless of end result
      • Hurrah!! Staff need to know which direction to take (& why), feel supported, have resources & be held accountable. You’re acting as a critical friend, managing risk well, getting good value for money & are a good governing body
    • 20.
      • Service delivery
      • Access to information for managers
      • Financial management
      • Client records
      • Information for your community
      • Staff development
      • Fundraising
      • External communications
      • Internal communications
      • Administration
      • Staff efficiency
      • Staff motivation
    • 21.
      • The Four Hats
      • Key Connections
      • Goals to Initiatives
      • Initiatives to Key Processes
      • Requirements for Initiatives
      • Merging to a Plan
      • Technology Specifications
      • Implementation plan
      • Sources of Support
      • Outline Strategic Approach
    • 22. The Mission What is the key mission of your organisation Clients’ standpoint To achieve our Mission , which goals must we pursue to meet our clients’ needs? Funders’ and Stakeholders' standpoint To achieve our Mission , which goals must we pursue to meet our funders’ and stakeholders’ needs? Internal processes standpoint To achieve our Mission , our goal is to pursue excellence in the most appropriate internal processes to meet our client and funder & stakeholder needs; in which internal processes must we excel? Reflection & improvement standpoint To achieve our Mission , our goal is to reflect and to improve to meet our client and funder needs; how do we do this? Adapted from: Kaplan and Norton
    • 23.
      • Delivering
      • Running
      • Reviewing
      • Reporting
      • Counting
      • Maintaining
      • Disseminating
      • Training
      • Serving
      • Finding
    • 24. The Mission To provide a personal and original wedding cake design and bake service Clients’ standpoint Funders’ and Stakeholders’ standpoint Internal processes standpoint Reflection & improvement standpoint Delivering Serving Reporting Running Maintaining Counting Training Disseminating Reviewing Finding
    • 25.
      • Ten Steps
      • Each with an Activity/Template
      • The result of each Step informs the next
      • ‘ Get off’ at any time…
      • … armed with completed templates
      • to inform ‘an ICT expert’
    • 26.
      • You the Manager/Trustee of “North District CVS” a local infrastructure support organisation
      • T here are 2 full-time, 2 part-time staff a nd a volunteer
      • They manage a network of 60 volunteers providing support to about 80 groups
      • They run an annual awareness-raising event
      • Prepare a budget for the year ahead – more details on the handout …
    • 27.
      • Hardware
      • Software
      • Installation
      • Maintenance
      • Backup
      • Consumables
      • Insurance
      • Broadband
      • Web hosting
      • Training
    • 28.
      • A simple Cost:Benefit analysis
      • Full Cost of Ownership factors are mapped against:
        • Issues arising
          • Add your queries and concerns
        • Risks
          • What if we do nothing?
        • Benefits
          • Be clear and realistic. Now and in the long-term.
        • Indicative Costs
          • (or cost queries we need to pursue)
    • 29.
      • You don’t need to be an expert in ICT- but you do need to be able to know enough for strategic decision-making
      • You must discharge your duty of care effectively – this is your role
      • You can delegate but you can’t abdicate
      • When should you be involved? – timing and support of your staff
      • More about impact than money – be clear about cost-benefit analysis
    • 30.
      • Technophobes have an important role to play
      • Why are we doing this?
      • What will the impact be?
      • What’s the total cost?
      • What are the risks involved?
      • Is there a better way of doing things?
      • But they need to be matched by people who are positive and understand the ICT and benefits
    • 31.
      • ICT can make a big difference in your organisation – positive or negative.
      • It’s rarely about the technology – generally it’s about how you use the tools!!
      • YOU need to define the board’s level of involvement in ICT
      • YOU need to start a plan – get other people involved – net:gain
      • Be sensitive to needs
      • A good, well supported ICT plan is fundamental to success
      • ICT is about more than computers on the desk
    • 32. Other ways your organisation can save
      • Online managing of free events www.eventbrite.com
      • Free video conferencing – www.oovoo.com
      • Collaborate Google Docs and Calendar
      • Aggregate the news – RSS
      • Arranging meetings – www.doodle.com
      • Online presentations – http:// www.slideshare.net /
        • (these presentations will be available here)
      • Software donation and discount schemes – save money
      • www.ctx.org and www.pugh.co.uk
    • 33.
      • NAVCA www.navca.org.uk
      • RuralnetUK www.net-gain.org.uk
      • ICT Champions www.ictchampions.org.uk
      • (new website coming soon)
      • Capacitybuilders www.improvingsupport.org.uk
      • (new Improving Support website coming soon)
      • Knowledgebase www.ictknowledgebase.org.uk
      • AbilityNet www.abilitynet.org.uk
      • IT4Communities www.it4communities.org.uk
      • CTX www.ctxchange.org.uk
      • NCVO ICT www.icthub.org.uk
    • 34.
      • www.icthub.org.uk /publications (free downloads)
      • - From Nightmare to Nirvana – An ICT Survival Guide for Trustees
      • - Guide to Managing ICT in the Voluntary and Community Sector,
      • - How to Cost and Fund ICT
    • 35. Round Up and Thanks
      • For More Details About This Workshop
      • Visit:
        • Regional ICT Champions website
        • www.ictchampions.org.uk
      • Email or call the champion for ICT in the region
        • [email_address] – 01404 813226
      • Or contact NAVCA
        • [email_address]
    • 36. Workshop prepared by Sarah Stevenson Cosmic www.swict.org.uk [email_address] 01404 813226