/ 监管 / 对于有效地引领IT管控,技术技能是否必要?

对于有效地引领IT管控,技术技能是否必要?

Strengthen controls whether benefits to the organization, there is no debate. Has an effective IT management and control of the organization, its market share can be increased, the financial situation improved, innovation has increased, and the organization’s reputation has also been enhanced. 1

ISACA , responsible for COBIT association created to IT management and control is defined as the responsibility “The board and senior management of …… , by ensuring that the organization’s IT sustains and extend the leader in business strategy and objectives, organizational structure and processes constitution. ” 2

According to this definition, IT management and control is not just about IT resources in daily operations, but on the coordination of IT with business objectives in order to bring value to the organization relationship.

If IT control so beneficial, and involve more competent, then why only 38 % of senior managers know IT is how to control it? 3

ACM Communication “( Communications of the ACM ) on the article said , “Some IT experts mistakenly think business leaders can not control IT , because they lack the technical skills. “The article emphasizes that the reality is, in fact, not the need for technical knowledge. “Understanding IT capacity or plan brought by smarter, more effective use of IT to obtain new and improved business capabilities, no how to design, build, operate or IT expertise system. ” 4

To further prove his point the authors, the article of this concept car phase-comparison:

If someone wants to run a taxi service, they need to understand the capabilities and requirements for operating a car service, rather than how to design and manufacture vehicles.

Therefore, effective leading IT control does not require IT skills.

Back Taxi Service metaphor – though it does not need to understand the design and manufacture of the car, there are some things they need to fully understand in order to drive. More importantly, they also need to understand something to the effective operation and remain competitive, such as:

  • Resource Allocation
  • How to manage the risks associated with the service
  • How to make the right business decisions

According to Vice President of Technology Management University of Bridgeport and director Gad J. Selig said Dr., ” IT management and control of success is more often determined by the leadership, people skills and management of cultural transformation, and not by the policies, procedures, processes and technology. ” 5

His work in hard skills occupies only 40 % IT skills needed for management and control. These are relatively easy to learn skills such as:

  • Tactics
  • Index
  • Project management
  • Risk Management
  • Status Report

In addition 60 percent of leadership, and other soft skills. Some are natural, some are often learned through experience, such as:

  • Effective Communication
  • Trust
  • Integrity
  • Team building
  • Change Management

IT management and control is more about leadership, decision-making and responsibility, rather than the need to build complex IT specific skills system.

What is the bottom line? No hard IT skills, business executives still can get for their organizations IT control success. They should not be afraid and forgive myself. Business leaders need only possess strong leadership skills normally required, as well as to share effective IT management and control model of vision and appreciation to drive the business forward.


1http://www.isaca.org/Journal/archives/2005/Volume-2/Pages/JOnline-IT-Governance-Pass-or-Fail.aspx

2http://www.isaca.org/Indonesia/Documents/ITGovernance.aspx

3 Weill, P. and Ross, J. top executives how to manage IT decision-making powers to obtain high-level results ( How Top Performers Manage IT Decision Rights for Superior Results ), Harvard Business School Press , 2004

4 JUIZ, C., & toomey, M. (2015). control or whether control IT?  ACM communications

5http://www.atilim.edu.tr/~mrehan/ISE511-Text.pdf

大约 Nicole Kyriakopoulos

Nikki Kyriakopoulos is a Lehigh Valley native who specializes in technology research and content development. She currently works at the global headquarters for Computer Aid, Inc. in Allentown, PA.

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对知识管理说“是”

传统的智慧会让我们相信,与知识管理 (KM) 相关的最重要的问题都已经得到了解决。而“IT哥”Joe不那么确定。他认为,从确定相关的知识,到知识的共享、访问、可用性和时效性,都还有大量的改进余地。 取决于你问谁,知识管理可能有不同的定义。从信息技术基础构架库 (ITIL) 2011的信息技术服务管理 (ITSM) 的大致角度说,它的定义是“负责共享观点、想法……并确保其可在正确的地点和正确的时间被获得的过程。”从本质上讲,它是知识的利用和再利用。然而,ITIL从没把“知识”定义为一个术语本身,而只是把它作为一个过程那样来对待。 ITIL 2011在其对知识管理的方法上是具有很强的技术性的,强调数据和信息传输,而非对其进行开发和培养的文化方法。Joe认为,只有当知识在其被组织保有的过程中最终被其他人接收并使用了,那么这种知识对该组织来说才是有价值的。把知识管理作为一种“附加”工作来对待并不一定能达到这一目标。 为了让知识管理不仅仅被作为一种无意识的“程序”,需要让它成为知识保有和共享文化的一部分,并把它嵌入日常的业务实践中。有时,需要采用比ITIL提供的方法更实用的方法来实现其对组织的价值。 请点击链接阅读原帖(英文):http://www.joetheitguy.com/2015/01/28/taking-the-no-out-of-knowledge-management/

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