IT is the critical enabler to the modern business and getting it right is part art, part science and a whole lot of collaboration, teamwork and humility. There are six core components to IT and they must harmonise with the CIO playing the part of the conductor. 1. IT Strategy & Architecture 2. Cyber Security 3. Proactive Maintenance 4. Reactive Support 5. Projects 6. Service Level Management & Governance
how can unisphere help my business?
1. IT STRATEGY & ARCHITECTURE The best way to get good at writing IT strategy is do A LOT of them, learn, adapt and grow. Since learning a modern strategic framework in 2006 I've built on this knowledge through working closely with hundreds of organisations on their IT journeys. The strategic models and architectural frameworks I have developed have been honed over time to pull your current state of IT into context with the organisation's overarching strategy to deliver an executable plan. STRATEGY. A key question that is always asked of me is how do you get executive buy-in and funding for an IT strategy. The answer is simple, the IT strategy is subservient to and wholly supportive of the business strategy. It must clearly articulate how existing investments will be leveraged, how internal and external stakeholders will be supported and ultimately how value will be realised via the link to the business strategy. Get in touch if you would like help developing your IT strategy or need a second set of eyes on your current one to act as an independent reviewer. IT is a team sport, we can't do it all alone. ARCHITECTURE. Many organisations miss the need for closing the gap between the strategy document and the keyboard. First off good architecture should make sense and articulate how; IT, People and Process work together to ensure value delivery is realised and optimised through the smart application of the architectural model.
2. CYBER SECURITY Chasing a certification isn't necessarily going to secure the right areas, at the right time for the right price. I can help you apply the appropriate time and resource to the right areas to protect what needs to be protected. Cyber security is constantly evolving and you must adapt with it. Have you classified and appropriately secured the PII data (personally identifiable information) or critical infrastructure that exists within your organisation? Have your Board of Directors got an appropriate risk model to inform them of the latent cyber risk as they exist within your environment? Cyber security is a tricky business, under cook it and feel its wrath, over cook it and watch your business grind to a halt. Informed balance is the key.
3. PROACTIVE MAINTENANCE Prevention is the best cure, we all know it. However, putting the people, process & technology in place to adequately maintain an environment proactively is increasingly more complex in today's distributed environment. I've worked with pure cloud, on-prem, hybrid and all manner of manual and automated processes to suit the need. Let me work with your internal team or outsource partner on your behalf to ensure you have appropriate cover for preventative maintenance.
4. REACTIVE SUPPORT IT is the critical enabler of the modern enterprise and support needs to be swift, efficient and effective. There also needs to be a component of 'teach a man to fish' embedded into every support engagement. I've structured SLA and OLA driven support agreements for internal and external service providers many times. Let me help you to ensure your IT support construct is on-point and delivering to your defined, documented and quantified needs.
5. PROJECTS We all know the only constant is change and by that measure we should all be masters of scoping, managing, implementing and integrating change into our organisations by now. However the process of imposing change on an organisation through project undertakings is still one of the least well opined functions of an information services team. Let me help bridge the gap between the consumers and undertakers of you IT projects to ensure both OTIF (on-time, in-full) delivery and requisite uptake and adoption of all that hard work and expense.
6. SERVICE LEVEL MANAGEMENT & GOVERNANCE The establishment of clear and appropriate service levels for IT delivery to your organisation shouldn't be taken lightly. After all these are the metrics upon which we will define success, cost, resource and a whole host of other equally important variables. Each organisation has a unique cadence and its own success criteria, melding that into an appropriate and supportive SLA with a management wrapper takes experience. I can help you ensure you have the tools, metrics and transparency required to ensure IT is delivering to your organisations requirements. As with service level reporting at a management level, the executive roles within an organisation require regular, relevant and appropriate reporting of IT governance. Working with the Exec and the Board to determine priorities we can craft a governance model to suit any organisations needs.