Helping municipalities leverage IT to realize maximum value. Information Technology Management and Leadership Professional Certification (ITMLP)

Transcription

1 Information Technology Management and Leadership Professional Certification (ITMLP) Curriculum The Institute for Business Technology and Innovation A Division of InvOrg

2 Cloud Computing Management Cloud computing has been a huge topic within the Information Technology (IT) community. This class discusses what cloud computing is, how it affects IT organizations and how it can be employed to maximize user satisfaction and IT effectiveness & minimize expenses. It goes on to discuss cloud computing pros and cons from an IT perspective, implications for IT management, the potential to magnify IT resources, possible morale issues, and dealing with high user expectations, capital expenditures, data security and other important issues. Description of Cloud Computing Cloud computing definitions including public, private and hybrid clouds Cloud product categories including Saas, PaaS, and IaaS Major Vendors and Players Overview of major cloud platform, service and software providers Less obvious cloud providers, vendors, and users Cloud Computing Pros and Cons Various advantages including operational ease, peak load management, and many others Various disadvantages including security, data movement issues, and many others Finances and Usage Financial ramifications of capital expenditures and current period expenses Conceptual cost models within growing and shrinking environments Selecting appropriate vendors, technologies, integrators, and business partners User Perspective Setting user expectations and understanding their concerns and excitement How cloud computing can provide strategic advantages for your business Knowledge of key cloud computing terms and vendors Implications of cloud computing from an IT management perspective Financial and cost center ramifications of cloud computing Enhanced IT leadership perspectives of cloud advantages and disadvantages

3 Conflict Resolution Knowing how to recognize, understand and intervene effectively in conflict situations is a critical career-enhancing skill. The class outlines the causes of conflict within the workplace in general, specific areas of contention within IT, strategies to deal with conflict, various suggestions designed to defuse tense situations, and a formalized conflict resolution process. Initial Thoughts and Vocabulary The typology of conflict Types of conflict The Conflict Spiral Causes of Employee Conflict Conflict within IT Dealing with conflicting goals Confrontations over limited resources Conflict Strategies Rationale and action Collaboration vs. compromising Quick Conflict Resolution Tips Techniques to establish positive dialog Defining a workable solution Dealing with and defusing high emotions The Conflict Resolution Process A seven step process moving from defining the issues at hand, through resolution, and ending with ways prevent future conflicts Understanding of conflict sources and dynamics in IT Reasons for internal employee conflict Working knowledge of key conflict resolution strategies A life skill that has both personal and professional value

4 Data Quality and Governance Data is the life blood of all organizations. Information Technology (IT) managers and individual contributors are the guardians of this data. As a result, IT must understand how data is collected, stored, distributed, used, and in regard to this class, managed. To that end, we will discuss the data quality requirements for different data types, the business, IT and vendor practices that help create bad data, processes to help identify bad data, and the management practices and data governance needed to help facilitate the distribution of quality information. Data Quality Requirements How different types of data require different levels of quality Causes of Bad Data Data problems caused by vendors Data problems caused by IT and system architectures Identifying Bad Data Ways to monitor and identify bad data Data health check philosophy and practices Data Friendly Topologies Internal and external data-friendly topologies Modifying existing data flows and topologies Data Governance and Management Data governance and Data Governance Group (DGG) definitions Responsibilities, location, level, and structure Challenges of justifying a DGG Definitions of key quality data types and considerations Understanding of data governance political and financial dynamics Data Governance Group vision, mission, and organizational structure

5 Dealing with Difficult Techies Managing difficult employees isn't easy. It wastes time, takes lots of energy, tends to cause problems and usually creates mounds of paperwork. In IT it can be especially challenging. The good news is that if you handle the situation correctly, you may be able to dramatically improve attitude, work quality, and general performance. On the other hand, if the person doesn t or can t improve, you may eventually have to remove them (with the help of HR of course). This class is designed to help IT managers deal effectively with difficult staff members by first categorizing their problem type and then acting to correct the situation. This class can easily be customized to fit your company HR policies. Seven types of difficult employees Defines a framework for categorizing different types of difficult employees The categorizations are Sleazy, Grumpy, Lazy, Brainy, Tardy, Dummy and Troubled Types of difficult techies Does not document, likes scope creep, upset users The lone techie, spaghetti coder, and others Conceptual discipline framework Outlines an overall framework containing six levels of increasing disciplinary action Describes steps in the framework Steps begin with friendly constructive criticism and if needed, end in termination Dealing with specific situations Discusses how managers should react when specific employee situations arise Provides a framework for warnings, disciplinary action and termination Knowledge to manage various common types of employee issues Understanding how to strategically deal with unexpected issues and actions The effect that employee issues can have on team morale and your career

6 IT Funding and Cost Center Management This class provides an introduction to the IT budgeting process. It is ideal for new managers who do not have a budgeting background, seasoned managers that have not had cost center responsibility, and/or anyone who does not have experience in corporate budgeting practices. This class takes a very narrow view of IT budgeting. It specifically concentrates on the issues, responsibilities, and activities of cost center managers (that is, as a manager responsible for department expenses). Importance of Budgeting Importance to you, your company, your manager and your peers Your relationship with the Finance Department Components of Your Budget Budgeting items when you have no control, some control and full control Current year expenses vs. capitalized expenses Tools used in the budgeting process IT Funding and allocations Cost allocations, charge-backs, and project based funding Cost-center based, charge-back based, and profit-center based funding Budget Process Budget timing Techniques for forecasting expenses for following years Budget vs. actual reporting throughout the year Initial budgets, approved budgets, revised forecasts, revised budgets, and reporting Your IT budget and Cloud computing, increased video, mobile devices, remote working, and more Techniques to design, build, and monitor your budget Knowledge of various IT funding and cost allocation methods Tips to best utilize your IT budget for maximum effectiveness

7 Managing Virtual IT Teams Managing people within a single location certainly has its challenges. These challenges are magnified when your team is remote-- physically dispersed across town, across the country, and/or across the world. This class is designed to provide insights into the tactics, techniques, and processes needed to effectively manage virtual teams. Virtual team challenges Basic challenges for all virtual teams Challenges magnified by time zone, cultural differences, and international context Key Success Factors Team/Project stakeholders Team leadership and team building Business process and Interpersonal relationships Team/Project Stakeholder Oversight Importance of cost and revenue allocation model Stakeholder roles and vision Defined agreement on priorities and resources Team Leadership and Interaction Leadership style Team structure and team member expectations Building team charter, rules of engagement, and more... Tools and techniques to help facilitate team building Business Process Enhanced project and department management Key cross-location process and communication Communication based technology support Social media based technology support Cultural Intelligence and Team Building Value of diversity in the workplace Business ethics and practices Global cultures, verbal communication, and etiquette Insights into team-building concepts and their application within the workplace Key methodologies, tips & techniques you can use accelerate team formation

8 Methodology and Process Overview This class is designed to provide you with a general understanding of various industry leading software development methodologies and key IT production processes. These methodologies and processes include Waterfall, Agile, Extreme Programming, Rational Unified Process, Scrum, emergency software fixes, software testing, and other related topics. Waterfall General description and methodology steps Advantages and disadvantages Agile development process General description and principles behind the Agile Manifesto General attributes, advantages and disadvantages Rational Unified Process (RUP) Content Elements Project life cycle phases Engineering and supporting disciplines Advantages and disadvantages Scrum Team member types Development phases Burndowns, meetings, backlogs, and sprint cycles Extreme Programming (XP) General description Methodology steps Advantages and disadvantages Key software and production processes Installing emergency software fixes Software testing and bug tracking, and much more Broad understanding of industry leading software development methodologies Insights into when various methodologies are most and least effective Awareness of key software and production IT processes

9 Problem Solving and Decision Making This class discusses the decision making process and many of the challenges IT leaders face in making timely decisions. It covers the impacts of the human element on decision making, decision constraints, stakeholders, challenges in problem definition, and other related topics. It also includes various structured problem solving tools and exercises such as root cause analysis, brainstorming, and nominal group technique. Thoughts on decision making The Hidden Choice Why make decisions Why people don t make decisions Ways to make a decision Decisions solve problems Decision making vs. Problem solving Problem definition Realizing a decision must be made Defining the problem Defining desired end state Defining stakeholders Problem solving process 1. Problem definition 2. Decision to act on problem 3. Define problem solving scope 4. Finding root cause 5. Prioritizing root cause correction 6. Defining potential solutions 7. Select a solution Conceptual insights into problem solving and decision making processes Problem solving and final state definition techniques Knowledge of root cause analysis techniques Working knowledge of various prioritization, selection, and brainstorming techniques

10 Vendor Management Best practices in vendor management have always been important to IT leaders and will only be more so should outsourcing continue to increase. This class covers key elements of excellence in vendor management including sourcing, using vendors to build a business case, communicating priorities, the competitive vendor landscape, contracts and negotiating, collaboration and partnership with key vendors, vendor risk assessment, vendor performance issues, transparency and other best practices. Providers and strategic partners Vendor types Approved vendor lists Approved product lists Key vendor considerations Technical Operational Financial Vendor management life cycle Business case definition Business requirements definition Service Level Agreement (SLA) definition Vendor oversight Vendor audits Risk assessment and mitigation Industry specific compliance considerations Outsourcing and cloud considerations Data movement and governance Change control processes Definition and communication of priorities Key elements of vendor management best practices Understanding of the vendor selection and management life cycle Insights into vendor audits, oversight, and exit strategy

11 Workforce and Salary Planning This class is designed to provide managers with an understanding and working knowledge of the salary planning process. It covers salary ranges, job families, job levels, cash and non-cash based compensation, types of raises, needed math calculations, and the annual salary planning process. This class can be customized to illustrate your company s particular policies and processes. Initial Thoughts and Vocabulary What is salary planning? Salary ranges, salary surveys Exempt vs. non-exempt job types Base pay components Non-base salary compensation Advanced types of compensation Types of pay raise Project/Production Team Mathematics The mathematics behind team structure as it relates to project and production availability The magnified effect of team growth and reduction on project related output Salaries and Career Tracks Job families and their effect on professional growth within your team Salary ranges and their interrelationship with job families Technical / Managerial Parity Inline promotions Just-In-Time promotional training Salary Planning Mathematics Mathematical concepts and formulas such as annualized raises Percent-based raises when employees have a wide range of compensation The psychological advantages of rounding up to threshold dollar amounts Insights into salary planning concepts and mathematics Understanding of IT job families, career tracks, and staff promotional options