While IT architecture focuses on the technical aspects of IT environments, IT management or organization deals with the non-technical, organizational and staff-related issues.
While both are commonly considered strictly separate, they are still tightly related to each other and must match each other to ensure an effective environment.
Frequently, problem and change management, documentation and user support are considered pressing issues with regart to IT management.
As long as environments or the requirements they are expected to meet are growing, these and related issues tend to lag behind current requirements.
I show my customers how to adapt their IT organization to those ever increasing requirements.
The three fundamental parameters of IT architecture, efficiency, reliability and longevity, also help to discover and resolve deficits in IT operations.
When customers ask me how to otpimize their IT-related business processes, I show them how to find a balance between experience based and general criteria that match the fundamental parameters as closely as possible.
...and how to talk about them
Managers and technical people talk about IT in different languages, frequently leading to misunderstanding and animosities between them.
As a "translator" i mediate between them.
Never Touch a Running System – Wir warten erst, bis nichts mehr geht.
(sage@GUUG Karlsruhe, 2003)
"Never Touch..." Revisited – Ein Versuch zur Ursachenforschung.
(GI-Regionalgruppe Rhein-Main, 2003)
How to Make Sure that Nobody will Ever Use My Excellent Software (Twice).
(EuroBSDCon 2006, Milan, Italy)
Zuverlässigkeit vor, hinter, unter und über dem Cluster.
(GUUG Uptimes, 2005)
Thomas A. Limoncelli,
Time Management for System Administrators.
Tom DeMarco and Timothy Lister,
Peopleware—Productive Projects and Teams.
(2nd ed., Dorset House, 1999)
The Dilbert Principle.
(Harper Collins, 1996)