it personnel roles and business value

Project Description:

in this task you will choose one it specialist role and describe the purpose of the role, potential performance measurements for the role, and what business benefits are associated with the role.

procedure

read theme 3 and think about it roles you might be familiar with, perhaps a role you did not see the value of in the past.
search on the internet or at the career area of large companies for job sites that define a specific it role.
in the forum, in no more than three paragraphs, address the following:
pick one it specialist role and describe the functions performed by the role.
indicate the potential job performance measurements that could be used by a manager of the role/associated with the role. (job descriptions might be useful for this step.)
state the business value provided by the role. how does this value correlate to the job performance measures you've identified?
you are using information you've found in another source so cite your source using apa standards to format your citations.

theme 3

it roles and the changing role of it managers

roles in information technology (it) are becoming more specialized by the month and at the same time becoming more crisply defined. at a high level, it roles can be categorized into specialist, architect, consultant, project manager, and it manager.

it specialist

it specialist roles cover a very wide range; there are specialists for servers, networks, databases, middleware, and applications, and within each of those are sub-specializations such as administrators and operators with significant certifications for each. information systems can be so complex it can take literally hundreds of personnel to manage one system.

take for example the specialists required to maintain, evolve, and operate an oracle financials system that calculates available capacity and offers for carriage on natural gas pipelines. such a system must have application programmers as well as a number of different sub-specialized programmers, to modify the base software and provide something usable by the business.

programming in the oracle financials system is a very highly specialized skill. the system needs equally specialized database administrators, in different sub-specializations such as database performance, database configuration, and database migration. the system requires middleware and web specialists to keep the interfaces to the system operational and secure for users. other specialists required include monitoring specialists for creating system alarms when components are not functioning properly, alarm console operators for dispatching personnel when a problem requires attendance, and security specialists for implementing the mechanisms that mitigate risk.

this begins to paint the picture of who the specialists are; there are more, but the rest of the picture is that each one of the specialists performs a delicate role within a system that is responsible for gains or losses of revenues and clients. the it specialist role, no matter how insignificant it might seem, can be extremely critical to the business.

it architect

in this task you will choose one it specialist role and describe the purpose of the role, potential performance measurements for the role, and what business benefits are associated with the role.

procedure

read theme 3 and think about it roles you might be familiar with, perhaps a role you did not see the value of in the past.
search on the internet or at the career area of large companies for job sites that define a specific it role.
in the forum, in no more than three paragraphs, address the following:
pick one it specialist role and describe the functions performed by the role.
indicate the potential job performance measurements that could be used by a manager of the role/associated with the role. (job descriptions might be useful for this step.)
state the business value provided by the role. how does this value correlate to the job performance measures you've identified?
you are using information you've found in another source so cite your source using apa standards to format your citations.theme 3
the role of architect is not well understood by many, including funding executives of projects and business organizations. it architects are as valuable to complex information technology systems as building architects are to skyscrapers.

the job of the it architect is to ensure the pieces of the system function as a whole. imagine a building with no architect; the elevator installer arrives to find the elevator shaft transgressed at the second floor by a four inch water line. implementing an oracle financials systems without an architect would have a database installer arriving to find that the network between the installer workstation and the database server has an impenetrable firewall between them. without an architect to understand the pieces, how they fit together, and what the possible interactions are between the pieces, significant re-work or non-functional systems can result.

there are architect sub-specializations in application, operations, enterprise, data, storage, and infrastructure at a minimum. the enterprise architect is concerned with the business strategy and mapping all types of technologies to that. for example, a very common business strategy for a regional bank is to grow at 20% per year through acquisitions. this has a number of implications for the enterprise it architect. the it strategy is influenced and sometimes created by the enterprise architect, depending on business size. the concerns of the enterprise architect in the case of acquisitions are data transformation, data center elimination, user community accommodation, and numerous aspects of security. the enterprise architect understands business requirements and translates those into technical strategies, architectures, and designs.

application architects are concerned with designing the system of software that makes possible the delivery of function to business users. application architects can be sub-specialized at a macro level of portal interface, middleware, or the inner structure of massive software programs at the micro level. application architects are concerned with adhering to software programming standards and response time service levels, and for specifying application function.

it manager role

there are hundreds of specialist types, dozens of architecture types and project managers, all with explicit and business critical roles. with the explosion of deep sub-specializations, complex systems, and the ever-increasing body of knowledge pertaining to information systems, what is the role of the it manager in the 21st century?

organizations can be highly matrixed, rigidly maintained along determinant lines, or be a combination of both. the very largest organizations are tending toward a set of shared services operated by a defined it organization, while the core it services and applications are maintained by a matrix of personnel within a division. the role the it manager might be strictly personnel in nature, or it might be one of understanding the job functions of the personnel reporting to him or her.

the it manager of the server administration organization in a large enterprise might have 200 administrators and ten line managers under them. each of the ten line managers might be responsible for 20 server administrators. the same line manager could take a new position in the same enterprise, say in the consulting division, and suddenly have 20 reports each with a different specialization.

the changing it manager role

the role of the it manager in the 21st century is either to have little to some technical savvy in the general sense and to manage cadres of mixed specialists, architects, and project managers, or to have deep technical acumen in a specialization so as to assist specialists and architects in overcoming technical obstacles and ensuring best practices.

there is a purely business aspect to the role of it manager. the it manager is frequently in the difficult position of being asked to perform more with fewer resources. the it manager can become an extractor of wisdom from specialists so as to improve performance. another business pressure on the it manager is to justify resources in business terms. it is not enough for the it manager of security specialists to inform the business that two hundred alarms were recognized; rather, the message must be that the security intrusion to credit card data was thwarted. the it manager's role is to explain in terms of business benefit the outcomes of the functions they manage.
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