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What are some things i should look out for as a Computer & Information Systems Manager
what are some of the hardships you went through going down the path as a Computer & Information Systems Manager and things you'd tell someone new to stay away from?
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david’s Answer
This is a great question!
The main points of failure are:
Reliability
Functionality
Performance
If any of these are compromised then IT is rubbish. When introducing an improvement to the above it’s governed by the change control process.
If this process is rigorous and adhered to (see ITIL framework) then the above remain stable.
Unfortunately there are many firmware / software/ operating system/ driver update - daily - the trick is to apply the security updates and the (essentially patches) and then test with users and gain acceptance from the business that everything is still working. Have a solid roll back/forward plan for critical systems.
There are other pieces to it but controlling reliability is probably the most important!
BecomeITIL compliant
The main points of failure are:
Reliability
Functionality
Performance
If any of these are compromised then IT is rubbish. When introducing an improvement to the above it’s governed by the change control process.
If this process is rigorous and adhered to (see ITIL framework) then the above remain stable.
Unfortunately there are many firmware / software/ operating system/ driver update - daily - the trick is to apply the security updates and the (essentially patches) and then test with users and gain acceptance from the business that everything is still working. Have a solid roll back/forward plan for critical systems.
There are other pieces to it but controlling reliability is probably the most important!
david recommends the following next steps:
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Tony’s Answer
Josh, I have my degree in Software Engineering, but we often had mixed classes with CIS students and SWE students in the same class. After each test, the grades were posted with our matriculation numbers (not our names for privacy sake), but you could literally draw a red line, and everyone who got A or B were Software Engineers, and everyone who got C or D were CIS.
I mention this because at many colleges treat CIS for those not smart enough for Software Engineering. School counselors might recognize that a student doesn't have strong logic, problem solving skills, and direct them to CIS majors that are more administrative in nature. For example, CIS majors could become "Database Administrators" (DBAs) that manage and maintain a company's databases.
Of course, Engineering is not for everyone. As they say "The world needs ditch diggers too", and that is why CIS majors exist.
I mention this because at many colleges treat CIS for those not smart enough for Software Engineering. School counselors might recognize that a student doesn't have strong logic, problem solving skills, and direct them to CIS majors that are more administrative in nature. For example, CIS majors could become "Database Administrators" (DBAs) that manage and maintain a company's databases.
Of course, Engineering is not for everyone. As they say "The world needs ditch diggers too", and that is why CIS majors exist.
Updated
david’s Answer
Hi, Joshua,
Good questions.
First, becoming an information systems manager was never my career choice at the outset, and that is likely true for other such managers. It is a role we evolve to, either by preference, or by the lack of one, and you appear as most eligible to fill the slot. The position is both technical and political, at least to a degree.
Some of the challenges:
- management decides to expand into a new direction and is making commitments with tech companies without realizing the need to get your insight or involvement
- current vendors will continually 'remind' you that their products and services are state of the art, causing you to miss opportunities to shift your technology plans elsewhere
- corporate budgets are a continual battle to get the funds to upgrade hardware and software for performance and safety
- the ongoing concern for hackers and data theft puts high pressure on the info systems mgr to safeguard these items
- defining the right balance on when to use in-house staff and when to outsource projects is complex. Employees want the new work, and management wants the new features implemented more quickly.
- staying ahead of technology is often a gamble. You need to stay abreast of any new directions that may signal that the technology you are using is becoming outmoded and that you need to invest in rebuilding various components with different tools. And that may require retraining for staff.
- developing new corporate initiatives. As the info systems mgr, you need to prove your value by taking a leadership role in helping upper management see new opportunities where evolving technologies can increase market share or open new markets.
This list isn't complete, but I hope it gives you some ideas. All the best to you.
Good questions.
First, becoming an information systems manager was never my career choice at the outset, and that is likely true for other such managers. It is a role we evolve to, either by preference, or by the lack of one, and you appear as most eligible to fill the slot. The position is both technical and political, at least to a degree.
Some of the challenges:
- management decides to expand into a new direction and is making commitments with tech companies without realizing the need to get your insight or involvement
- current vendors will continually 'remind' you that their products and services are state of the art, causing you to miss opportunities to shift your technology plans elsewhere
- corporate budgets are a continual battle to get the funds to upgrade hardware and software for performance and safety
- the ongoing concern for hackers and data theft puts high pressure on the info systems mgr to safeguard these items
- defining the right balance on when to use in-house staff and when to outsource projects is complex. Employees want the new work, and management wants the new features implemented more quickly.
- staying ahead of technology is often a gamble. You need to stay abreast of any new directions that may signal that the technology you are using is becoming outmoded and that you need to invest in rebuilding various components with different tools. And that may require retraining for staff.
- developing new corporate initiatives. As the info systems mgr, you need to prove your value by taking a leadership role in helping upper management see new opportunities where evolving technologies can increase market share or open new markets.
This list isn't complete, but I hope it gives you some ideas. All the best to you.