Strategic IT uses the use of information technology to play
a business role in the organization, increasing efficiency, creating opportunities,
and collaborating with customers and suppliers. While IT operations involve the
use of information technology to support business functions such as accounting
software, email systems and electronic file storage.
How do small businesses choose between strategic and
operational IT? I dealt with this problem in a previous column, which
criticized Nicholas Car’s "IT is not about". However, before smaller
organizations can track potential projects with operational or strategic IT
perspectives, they must generally look for IT resources if they are not within
them. But where do you get your IT experience?
In smaller organizations that use IT as an operational tool,
there will be times when a new IT resource will need to be implemented. For
example, in almost every business, there is at least one main website with
information about the business, its contact information, and the product or
service it provides. An organization with an IT-oriented approach can work with
people they know, what they need to do, and how quickly and cost-effectively.
On the other hand, another organization can examine a site's strategic
potential against existing IT resources and recognize that it does not need an
electronic booklet.
A friend of mine who works for a small printing press
recently came up with this problem. The publisher had to rebuild its site, but
the in-house team had no web skills other than HTML and image editing;
therefore, they knew they needed to hire an individual or company to do the
work. But they didn't know how to do that, so I acted as an independent IT
consultant for the project.
For organizations that lack IT management skills,
independent IT consultants can be valuable allies that identify needs, look for
potential service providers, consult with potential providers, and assist with
project planning and management. A small business without an experienced IT
manager can gain this experience by hiring independent consultants for specific
home projects, and that is the role I played in my friend company.
Attracting a consultant is an investment. In addition,
reducing costs by talking directly to service providers without consulting a
consultant is attractive. Finally, do quality contractors collect requirements,
plan and manage the project, and then how much does it cost to hire a
consultant? While the service provider and the consultant actually duplicate
roles, they do so from a different point of view - the consultant defends the
client's best interests. The service provider does its best and may result in
higher costs or solutions for projects that do not meet project goals or both.
An independent consultant plays a very important role in ensuring that the
service provider meets the customer's needs, not what they expect.
An organization that purchases IT services must have an
individual source to work with and its benefits, as well as identify vendors
who lack good experience. Trusting service providers is a risk, because they
have their own opinions on how to be, what additional supplements they can sell
to the customer, and how best to complete the project; and this will be used
after selecting which company to use for the project.
Despite the obvious benefits of having an independent IT
consultant, finding a professional is not difficult. The best advice I can give
is to trust your network. Most people know at least someone who works with IT
or has the right IT management skills or someone knows what they do. If you ask
enough, you will find someone who can help you. You are looking for an IT
leader, not the best PHP programmer your network can find. With that in mind,
here are four qualities you should find in an independent IT consultant:
Savings business
Business Requirements Conversion into Technical Requirements
Vendor Evaluation Options
Project management skills (unless you trust your service
provider)
I incorporated project management as a voluntary skill
because most vendors worked with non-people as a primary customer contact and
have their own project mechanisms. Business knowledge and ability to convert
technical requirements into technical requirements
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