Not Knowing what They

 
 
By Deborah Rothberg  |  Posted 2006-09-21 Email Print this article Print
 
 
 
 
 
 
 


Dont Know"> 3. Not knowing what they dont know Nobody in IT expects business to know how to rewire a faulty router or upgrade a server system, IT managers expresses again and again, but they did expect them to know where their technology prowess dropped off.
"Business guys tend to think of problems in terms of the technology that theyre familiar with, not understanding the magnitude of the IT process," said Hewitt.
A simple do this can mean hours, weeks or even months of work on the IT side, where ASAP often only translates to how much business is willing to compromise to get a project moving on schedule. "The issue with rushing projects goes back to the basic lack of understanding of whats going on and not knowing all the moving parts. Running a large-scale Web site is very different from running your desktop. When someone says they want something right now, many IT guys dont even know how to begin to explain what would be involved," said Bates. When business makes demands on technology they dont fully understand, worse than stepping on ITs toes, they show a lack of respect for their work and their process.
"Often people on the business side think that because theyve done some amount of research on a technology that its the right solution. When presented with reasons that no, it may not be the correct answer, it can become a very defensive situation," said Bates. Bates gives the example of other work environments, where groups wouldnt think of interfering in each others processes. "Lets take for example a chemistry company. Would the business unit come in and tell the chemists how to do their jobs? No, it wouldnt happen. Within the IT environment, theres not always that respect and understanding, or giving credit for their technical wherewithal, practice with and full knowledge of a technology," said Bates. Among the worst offenses is taking technology decisions entirely out of the hands of the IT department, often causing hours and months of agony on the part of the people required to maintain a bad system. "Business often has a tendency to go out on their own and buy software thats not necessarily the best, leading to integration, proliferation and maintenance issues down the road. This is not to suggest that IT should have 100 percent centralized control over these purchases, but often there is the view that it is not an IT decision to make," said Eric Dorr, senior research analyst at The Hackett Group, a strategic advisory firm. Next Page: Blaming IT.



 
 
 
 
 
 
 
 
 
 
 

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