| tion_start --> | | | | - You will need to remove or fire unnecessary or |
| In the previous "IT Diversity" articles I discussed | | | | problematic employees. A disgruntled worker can |
| Information Technology's two main career paths - IT | | | | destroy the teamwork required for a successful |
| Systems and IT Application Development. While you | | | | Information Technology project. |
| can spend a lifetime working on the basics in either | | | | - Collaboration and facilitation abilities: Most |
| of these sectors, people often desire to advance | | | | Information Technology areas require interaction |
| their careers and move up the ladder into | | | | between the IT staff and the business sector. From |
| Information Technology management positions. In | | | | experience I can tell you that both of these groups |
| this article I will cover some important considerations | | | | often have very little understanding of each other's |
| to keep in mind while pursuing this path, and briefly | | | | situation. |
| explain some useful educational programs to help you | | | | - The IT staff generally does not understand the |
| prepare for the journey. | | | | reasons or priorities of business processes. |
| Information Technology management jobs exist at | | | | - The business staff rarely understands the |
| many levels within an organization. In a large | | | | capabilities of what Information Technology can or |
| organization, you could serve as an IT manager in | | | | cannot do for them. |
| just one portion of an IT department (network, help | | | | - Effective program management abilities will help |
| desk, or application development manager, etc); you | | | | immensely. Many IT projects are very complex, |
| could be the director of the entire IT department, or | | | | involving multiple functional areas across different |
| a senior executive such as a Chief X Officer (CXO) - | | | | business practices. |
| where X = I for information, S for security, C for | | | | - Strategic Planning: Information Technology |
| compliance, T for technology, K for knowledge, etc. | | | | managers at all levels must be able to identify IT |
| In a smaller organization, you might find yourself as | | | | lifecycle needs based on current capabilities, while |
| the only IT manager and be tasked with overseeing | | | | planning for future IT requirements and upgrades. |
| all aspects of the Information Technology | | | | - IT Managers must also be capable of convincing |
| environment. | | | | their colleagues that the Information Technology |
| Experience required for the various levels of IT | | | | department's needs are essential to the enterprises |
| Management generally include but are not limited to: | | | | bottom-line, to ensure proper prioritization of limited |
| - For any level IT managerial position you will be | | | | resources. |
| expected to have in-depth experience in at least one | | | | - Maintain IT Currency: Managers must keep abreast |
| specialized area (i.e., systems, networking, security, | | | | of IT developments to keep the enterprise and its |
| application development, etc.) | | | | technology relevant in both current and future |
| - For higher level positions, the more cross-functional | | | | environments. Failing to do so could cause the |
| IT experience you have - the better | | | | company to lose its competitive edge. |
| - The higher level you seek, the more in-tune and | | | | Once again, this is just a broad brush of what you |
| knowledgeable you need to be with the enterprise's | | | | need to keep in mind if you are considering stepping |
| mission, vision, and business processes. | | | | into an Information Technology Management position. |
| As an IT Manager, several skills and competencies | | | | This is a reasonable path for many senior service |
| are critical to your success: | | | | members that have been in one or more of the |
| - People management: People problems can become | | | | many IT career tracks, or for veterans who have |
| an overwhelming concern. | | | | served in the IT trenches in either military or civilian |
| - You likely will not have or maintain the level of | | | | environments. In many cases you may have |
| expertise needed for all the people you are | | | | attended senior leadership schools or been in a |
| responsible for, so you need to hire staff who have | | | | managerial IT role in the military which helped you |
| the right staff expertise. | | | | develop some of these skills. However, when leaving |
| - Information Technology is critical to the success of | | | | the military in search of a career in Information |
| most enterprises, so you will often be under-the-gun | | | | Technology Management, you will likely be short of |
| to keep things working and get new projects | | | | civilian-world business skills. |
| completed on time. If you don't manage your staff | | | | If you have any questions about the IT field or if |
| properly, treating them with respect, professional | | | | you are a service member transitioning into civilian life, |
| courtesy, and making sure that they get continuing | | | | feel free to leave a comment or question using the |
| education, they will burn out quickly and/or not enjoy | | | | submission form below. |
| their work, and look for employment elsewhere. | | | | |