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| The Organisational chart |
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| The IT roles |
| Rol | Profile | Responsibilities |
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Dip Stick. Head of Systems development. His department designs and develops new Informations systems and
provides maintenance and applications management services. He has three main problems: - the users who 'abuse' his well designed systems insisting that the functionality isn't what they wanted - the amount of hours and budget spent maintaining existing systems because of problem 1 and problem 3, instead of developing new business systems - the IT systems management department upon which his state of the art systems are expected to run. The systems management people (technoids) are always complaining about performance of the applications and lack of instructions and documentation. Dip believes it is the unprofessional attitude and behavior of the technoids that give IT a bad name. |
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Dick Head, IT manager in charge of Infrastructure management. His
department keeps the complex set of systems in the air (sometimes) and ensures
optimum performance and availability. He views Systems development
as a bunch of 'Cowboys' who throw half built, half tested systems over
the wall without providing any operations documentation or instructions.
His technology experts are annoyed with Cilly and her help(less) desk that is continually bothering them
with user complaints and problems whilst they are busy with more important things like installing new
systems and network management tools to manage the complex set of differing supplier systems and workload. Dick believes it is the unprofessional attitude and behavior of the systems developers that give IT a bad name. |
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Cilly Dreamer. Service Desk manager. A real 'People' person, a caring, sharing helpful social worker
and worrier. She doesn't understand the 'technoids' working for her. Help desk workers that don't understand what
'service' and 'customer focus' is. 'They think users are simply there to annoy them, break the systems and moan all the time.' She says.
She further adds 'Their attitude to 'service and customer focus' programs and customer focussed processes is, that it is all a waste
of time, another hype to give the management something to talk about.' The Help desk staff moan about being the last to know about changes. 'the first we get to know about a change or a new system is when the user phones us up to moan and blame us!...' They also moan about the 'ping-pong' approach to dealing with user problems. They get passed around from systems management to systems development and back again. Nobody wants to take responsibility for fixing things. The Help desk has a new expensive call management and routing system. 'However' declare some users 'a fool with a tool is still a fool'. They need to improve the process and the attitude of support staff'. |
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Norman Nerd. Head of Process & Project management. His department is responsible for defining and maintaining standards for process, project and quality management and for deploying, and auditing standards and quality compliance. However Systems development and Systems management tell him to go away and leave them alone to get on with the important things. They say they don't have time to implement processes or train up on projects. They are too busy making changes to the changes already made and allocating people to projects already over time and budget. Buck Rodgers the new CIO stresses that standards and processes are going to be important in the future. 'He doesn't need to tell ME' says Norman, it's all those other unprofessional developers and systems managers. It is their unprofessional attitude and behavior that give It a bad name.... |
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GRAB@PIZZA recognizes the need to improve it's internal processes to ensure a more service and customer
focussed IT delivery and support for the business. They understand that IT is becoming ever more critical to business operations and that
the business hasn't exactly got a lot of faith in the IT organisation or its ability to change.
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