Technology Management for Small Business


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Small businesses need control, success, resource management, and risk avoidance for the technologies they depend on.

Here are a few points on how to provide discipline
without [too much] overhead.

Published in: Technology

Technology Management for Small Business

  1. 1. Technology Managementfor Small Business<br />How to<br />provide discipline <br />without [too much]<br />overhead<br />October 2010<br />Presented by<br /><br />
  2. 2. What is Technology Management?<br />A technology manager is any person controlling work to assure operation of the organization's information technology and computer systems.<br /> <br />In small organizations, someone may be responsible for technology as well as many other functions. Often the ‘operations manager’ or ‘business manager’ is also responsible for technology. <br />Small businesses may depend on external vendors for technology services because they are too small to warrant an internal IT department. Therefore good vendor management is imperative for the small business.<br />Technology managers should understand their own contributions in context of overall business responsibilities. <br />10/11/2010<br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />2<br />
  3. 3. Why does small business need Technology Management?<br />“The company is definitely set up in a way where myself and the other founders have a lot of control over it.” <br />Mark Zuckerberg, founder, Facebook, March 2010<br />“If at first you don't succeed, try once more. Then do something else.” <br />Peter Drucker, “father” of modern management<br />“Smaller projects [and businesses] have less resources to devote to controls and governance yet the risks of failure are the same. “ <br />Lance McClain, Quality Services Manager, PepsiCo, October 2010<br />Take control of what you have…it might get really big<br />You only have one or two shots to succeed<br />Take care of your precious resources and watch your risks<br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />10/11/2010<br />3<br />
  4. 4. Why do technology projects (even small ones) fail? <br />Yuck<br />That happens in small business too!<br />“92% of large scale IT projects fail”<br /> “Five Principles for Reducing IT Failure”<br />Need to:<br />Communicate<br />Consolidate<br />Prioritize<br />Requirements<br />Manage Time<br />82% of employees within companies with significant organization wide projects under way believe those projects will fail; 78% believe they are working on a “doomed” project; 90% knew early on that the project would likely fall short of the objectives; 81% believe it is impossible to approach the failing project’s key decision-maker<br />CapTech Blogs “Key Reasons for Project Failure”<br />Reasons:<br />Poor Planning<br />Poorly Defined / Missed Requirements<br />Poor User Involvement <br />Poor Change Management / Communication<br />These are <br />management<br />issues<br />Ick<br />Wow – does my team feel that way too?<br />These are <br />management<br />issues<br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />10/11/2010<br />4<br />
  5. 5. 10/11/2010<br />Practical Project Management(this is a way of working for all of us)<br />every day<br />management<br />Process Groups: *<br />Initiating<br />Planning<br />Executing<br />Monitoring and Controlling<br />Closing<br />Knowledge Areas: *<br />Integration<br />Scope<br />Time<br />Cost<br />Quality<br />Human Resources<br />Communication<br />Risk<br />Procurement<br />#1 Earn the Trust of OthersRelationships, spirit, people, communication, and creating value#2 Balance the Three-Legged StoolTime, cost, quality - the delicate balance#3 Know the DifferenceRisks, Issues, Actions#4 Get the Right StuffRequirements & Decisions, Equipment and staffing acquisition, Procurement#5 Don’t Work in a VacuumIntegration, dependencies, scope and when to stop<br />Some<br />Structure<br />helps<br />A little structure<br />doesn’t hurt<br />* Project Management Institute PMBOK<br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />5<br />
  6. 6. Solution Leadership(align IT to business)<br />common language for the entire team<br /> A Solution Process is the framework to create a common language for the entire team.<br /> “Good enough practice” for governance and service management *can be right sized for small business.<br />  <br />The Enterprise Architecture aligns technology areas.  <br />Business process<br />Data<br />Applications<br />Technology<br />Business Domain Areas define functional opportunities and priorities.  <br /> For example, <br />Executive, Business Intelligence, Public Relations<br />Business Development, Commercial Team, Customers<br />Operations<br />Administrative<br />Integrations, dependencies<br />opportunities, priorities<br />* Refer to COBIT and ITIL best practice<br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />10/11/2010<br />6<br />
  7. 7. Vendor Management(critical for small business)<br />select based<br />on<br />weighted criteria<br />Vendor Selection Scorecard: Compare alternatives using a weighted scorecard.  In a spreadsheet, list features down the left with the importance of each, alternatives across the top with a rating of how they satisfy each feature.  Importance X Rating = Score.  Make sure one of the alternatives is to "do nothing".<br />Hold vendors<br />to a service level agreement<br />(SLA)<br />Service Management is the service delivery and support as visible by IT customers.  Service management provides integrity and reliability of computer systems, incident/problem management, support and training, and user-provisioned equipment.  The value of IT is often judged by service management quality.<br />Are service level agreements (SLAs) in place with your vendors? How are they being managed and monitored?<br />What end-user services are being provided? Are these service keeping up with demand and technology trends?<br />What is the response time and integrity of application and reporting systems? Are people able to do their jobs without "waiting on the computer"?<br />What type of performance monitoring and predictive tools are in place so you can react to and plan for future needs?<br />What control processes and communication plans are in place to make sure changes to systems provide security and business continuity?<br />How are problems and incidents handled? What performance measurements and SLAs are in place for resolution?<br />What does the IT infrastructure look like (e.g., data centers, service providers, cloud computing, network, operating systems, programming language standards, software licensing, hardware leasing/purchases). Is the infrastructure keeping up with demand and technology trends? <br />Are you able to provide business continuity in the event of a disaster or outage?<br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />10/11/2010<br />7<br />
  8. 8. Impacts and Stabilization(Communicate, Train, Reinforce)<br />Balance impact of change with readiness<br />Change Management Plan*  - <br />a roadmap that leads to desired results<br />Triggers for change<br />Impacts on organizations<br />& individuals “what’s in it for me?” (WIIFM)<br />Resistance<br />Communication<br />Training<br />Reinforcement<br />Change is usually met with resistance - <br />Be prepared<br />* Refer to PROSCI<br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />10/11/2010<br />8<br />
  9. 9. References<br />Project Management<br />PM Institute (<br />IT Governance:<br />COBIT Framework for IT Governance and Control  (<br />IT Service Management<br />ITIL (<br />Change Management<br />PROSCI (<br />Enterprise Architecture<br />The Open Group Architecture Framework (TOGAF) (<br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />10/11/2010<br />9<br />
  10. 10. Reading List(all available at<br />The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management (Collins Business Essentials) by Peter F. Drucker<br />Cobit 4.1 by IT Governance Institute <br />A Guide to the Project Management Body of Knowledge, Third Edition (PMBOK Guides) by Project Management Institute<br />ADKAR: a Model for Change in Business, Government and our Community : How to Implement Successful Change in our Personal Lives and Professional Careers by Jeff Hiatt<br />Togaf Version 9 - A Manual (TOGAF Series) by The Open Group<br />ITIL V3 Foundation Handbook - Pocketbook from the Official Publisher of ITIL <br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />10/11/2010<br />10<br />
  11. 11. Presenter Info<br />Margaret Thomas is a technology management consultant providing expertise in technology management, software development leadership, business process design, and change management.<br />Ms. Thomas is the author of four blogs available at<br />360.CIO<br />Innovative Process Change<br />Technology Solution Leadership<br />The Practical Project Manager<br />Margaret loves to ski, bike, swim, run, and hike. She lives in Edwards, CO and Denver, CO with her husband, Greg <br /><br />303.324.9278<br />ALL CONTENTS ©COPYRIGHT 2009 MMT CONSULTING, LLC. except where referenced<br />10/11/2010<br />11<br />