Technology Management Plan

Technology Management Plan

TechnologyManagement Plan

TechnologyManagement Plan

Issuematrix

Summary

Status

Priority

Assigned to

Business model for the corporation

Needs review

Medium

Technical

Status of technology

Needs review

Low

Technical

Management of capacity

Needs review

Medium

Managerial

Technology innovation strategy

Needs review

Low

Technical

Contract evaluation and support.

Needs review

Low

Managerial

Level of solving problems in the corporation

Needs review

Medium

Managerial

BestPractices ReportThefollowingfour bestpracticesnamelyITstrategicplanning,Enterprise Architecture, IT Investment Management andInformation Security wereevidentfrom theresearch.To startwith, in IT strategicplanning,technology continuesto changefrom dayto dayregarding howbusinessisdone.Thecompanywill document theplanningprocessconcerning theresponsibilitiesandaccountabilitiesof theIT resourceandhowprograminformationneedswill bedefined.Aprocessto accountforexpensesrelatedto ITshould beinstituted.Itwill helpestablishhowgoalsof a firm will beestablished.Whilepreparingtheannualreport,theachievementsof thegoalsof thestrategicplanshould beincludedin thereport(Aksin, Armony, &amp Mehrotra, 2007).Finally,theprocessshould be benchmarked against otherleadingorganizationsto rectifyanydeficienciesifdiscovered.EnterpriseArchitecture is an integralpartas faras IT investmentmanagementprocessis concerned. Itgivesa clearanddetailedimageof an organization.Itwill coverthepresentandfuturetechnicalenvironmentsof theinstitutiontherebygivinga roadmap forshiftingfrom thepresentto proposedenvironment(Aksin et al., 2007).Therelationshipbetween businessoperationsof an organization,IT infrastructure,andothersupportingapplicationsare maximized by EA ifonlyitisproperlymanaged.ITinvestmentmanagementimprovestheefficiencyandeffectiveness of an organization.In as muchas performanceof an organizationis improved,itcomeswith its limitationsof costliness, riskiness,andunproductiveness. Butwith an effectiveandefficientIT investmentmanagementprocess,thefirm can yieldan optimal benefitof theIT investmentsandminimizetherisksassociatedwith its acquisitions(Dunn,Smith, &amp Carney, 1998).Informationsecurityis verycrucialforanysystemrelatedto IT.Mostorganizationsrely on electronicdata machinesandIT systemsto storetheir privateandconfidentialinformation.Toavoidlossof data, tampering with data, keepingdata awayfrom unauthorizedpeopleandfraud,effectivesecurityfortheIT systemsanddatais required.OperationalimprovementsTheseimprovementsin an organizationcan bemadeon a passiveorproactive basis.Bothpassiveandproactiveusebreakthroughandincremental techniques(Dunn et al., 1998).Inthe passivebreakthrough,specialistin chargeof supportfunctionsidentifiesandmakesinvestmentsin theoperationsusingthealreadyidentifiednewprocessesandIT investment.In theincremental basis,theavailablestaffis requestedto comeup with areasforimprovementthat should be reviewedby managementsothattheycan certifyiftheyneedimplementation. Under proactive breakthrough,theoperationsdepartmentis involvedin outdooractivitiesfora givenperiodforthepurposeof identifyingandmakingimprovements.In proactiveincremental, theoperationdepartmentstaffis trainedon howto useimprovedtoolsandtechniques.Asectionof their workingscheduleisthenutilizedin scrutinizingthecurrentworkingmethodsandthenmakingtherequiredimprovements.Althoughthere’simprovementin performanceon usingbreakthroughandincremental techniques,mostcompaniespreferusingpassiveincrementalandproactive incremental orpassivebreakthroughanda proactivebreakthroughforbestresults(Drucker, 2011).PeoplemanagementskillsForan activeoperation,peoplein an organizationare not perfectandneedto be managed.It,therefore, needsmanagerial skillsto managethesepeople.Theskillsincludeacceptingthatmanagementis a complexandcomplicatedjobas itis a fieldof frustrationsandhardtimes.Secondly,managersshould solveeveryconflictdirectlyandwith an openheartawayfrom bias.Amanagershould alsotryto puthimself/herself in theshoesof thepeopleheis managing.Onlythatthemanagercan understandtheproblemspeopleare facing.Asa manager,there are othermanagersin theorganizationwhomyoucan shareideaswith in casea problemariseswhich needsconsultation.Toaddon that,a managershould setclearandmeasurablejobobjectivessothatitwill be easierto determinewhethertheemployeeshaveattainedtheperformancetargetorthere’sa discrepancysomewhere thatshould berectified.Lastly,a managershould be ableto valuehis employeesin termsof assets andliabilities(Porter &amp Roper, 1991).Asset employeesaddvalueto thefirm whileliabilityemployeeslackmeaningfulsensein theorganization.It’s,therefore, advisableto doawaywith liabilityandmaintainasset,employees.Ethicalrequirementsin an organizationThefieldofcomputeris toocomplexto assignaspecificmoralcodeof ethics.Butbecausethisis an areaproneto severalindiscretions,a setof ethicalvalueshavebeenestablishedbased on thegeneralbusinessmoralethics.Tostartwith,respectis paramountin anyorganization.One should respectpeoplehemanagesandemployeesshould respecttheir leaders.&nbspInit,strongperformersandotheremployeeswhomakean organizationexcelshould be recognizedandawardedaccordingly.Agoodnumberof organizationsrecognizetopachievers andproducers.Thirdly is integrity.Staffmembersof a firm should havewellspokenintegrityto earntrustfrom otheremployees,customers,andvendors.Fourthly is customerfocus.Thereasonforanybusinessto be in businessis havingcustomers(Mehrotra, Grossman, &amp Samuelson, 2011).Acompanyshould be ableto produceswhatits customerswantandare willingto payfor.Customersprovidea marketto a company’sproductsand,therefore, servingthem remainsan ethicalresponsibilityto a company.Anotherethicalconcernis beingresult-oriented. Businessorganizationsworktowards achievingacertaingoalthatis a roadmap to focustothetargeted results.Once managersof an organizationhaveidentifiedtheresultstheyneed,theyhelptheir employeesin whatever meansto achievethoseresults.Aperformancereportisthengivensothatemployeescan rectifywherethere seemsto be a discrepancy.Anotherethicalbehaviorto observeis risk-taking whereorganizationsgrowtremendouslyby takingrisks.Mehrotra et al (2011) argue that companiesinnovate on newideasandnewgoodsandserviceswhich posea significantriskthatshould not poseanythreatto thecompany.Lastbutnot least,successfulorganizationsthrivebecauseofpassionof its employees.Thesepeoplebelievethattheir workcan bringthechangerequiredto an organization.Theygetto be goodrolemodelstoothers. Lastlyis persistencewhereemployeesof anyorganizationhavethewill to persist.Thesepeoplekeepworkingevenafter theyrealizetheyhavenot attainedtherequiredresults.Operationalimprovements on Call center managementForan immediateimpactto be felt,a callcentershould implementmanagementworkforce. Awellmanagedcallcentershould be ableto doaccuratevolumeforecasting. Thisis whereithas thecapabilityto runsimulations which are ableto determinean accurateforecastfortheupcomingcallvolumes,thepreciseagentrequirementsandtheaveragetimeforhandlinga clientat anygiventimeintervalina particularday.Forthepurposeof gatheringthisinformationtogether,historicaldata from ACD (Automatic calldistributor)is oftenused(Voss,Tsikriktsis, &amp Frohlich, M. (2002).).Criticalin callcentermanagementis scheduling,an enginewhich is responsibleforincorporatingall thenon-call andcallactivitiesin orderto generatestaffing schedulesthat will helpin optimization of numerousfactorsamong them agentavailability, workingrules,holidays,knowledge,thelevel of services,breaksandcenterservices.Intra-day managementis alsofocusedon by propercallcentermanagement.Thisinvolvesgettingan accessto a displayof agents’scheduleswhich are graphical in natureandeasyto manipulateby useof drugsanddropping of breaks,lunchesamong otherexceptionswhich can simplifyandmakefasterchangeswhich may be deemednecessary.With thisin place,thecallcenterstaffassignedtheseresponsibilitieswill be ableto receivereal-time updates immediatelyandanyextrasurplusesorshortagesto a particularperiodis displayedeasilyforthecallcentermanagement(Schwalbe,2009).Alsocriticalforcallcentermanagementis exceptionalplanningandrealtimeadherence sothatworkforce managementiscorrectlyhandled.Thisisinan inclusionof integratedexceptioncalendarthatisabletosimplifycustomerexceptionsincluding one-time orrecurring meetings,dayoffs andothersimilarevents(McDermott,2000).Real-time adherence helpscompareplannedcustomeractivitiesona particulardaymakingsurethattheforecasted andactualcallvolumesandotherperformanceindicatorsaremade.Theintegrationof ACD makesiteasierforthecallcentermanagementto gatherinformationandas suchcomeup with a historicaldatabase. Italsomakessurethattheworkload of a centerandits real-time worktimestatistics are correctlycaptured.Configurationandadministrationarealsocrucialin mattersof workforce managementsolutions.Arecommendedsolutionshould havetheabilityto builda largenumberof callcentersplitsorgroupsof agentswhereeachandeveryone has his ownsetof guidelines andobjectivesconcerning theserviceheisassignedto (Kundra, 2010). It’seasierto managemultiplesitesandtimezonessettingoperationhoursdepending on theweekdayandthegoalsof theservicecan be minimizedto say10 minutes.Finally,thecallcentermanagementstaffshould monitortheir performanceanalysis.Whentheplatformof workforce managementhas beensetin place,thecustomeractivitiesare capturedandreported.Thestaffhastheopportunitytorevisitthecostsof servicelevels, theresultsandincomes.Forthecallcenterto beeffectivelyscheduled,thescheduling should be simplifiedto improveservicelevels andreducecosts.Asa bestpractice,propercallcenterscheduling keepsthecallcenterrunningefficiently by maintainingservicelevels, maintainingthecustomerbaseandkeepingrevenuesof a companygrowing.Aproperlyflexibleshiftingmodelshould beimplementedbecausethenumberof callsandarrivalpatternsvaryfrom dayto dayandthisshould be managedto avoidoverstaffing. To increasetheservicelevels by a givenpercentage,implementation of a flexibleshifting modelshould be introducedto somestaffat firstandthenthewholecallcenterwill shiftto thenewmodellater(Porter et al., 1991).Anotherbestpracticeregarding callcenterscheduling is keepingtrackof thecentershrinkagewhereattemptsare madeto reducepaidtimewherenotakingcallshavebeendetected.Althoughit’snot possibleto recoverthe wholeof thelosttime,shrinkagecan be adequatelyreducedandimproveon servicelevels. Aswell,instancesof lostsalesdue to callshrinkagewill be reducingto an extentthatthere will be reportedprofits.Attemptsto reduceshrinkageinvolvematchingcallvolumeto agent’savailability, monitoringandimprovingscheduleadherence andincreasedforecastandscheduleefficiency.Anotherbestpracticeis trackingandimprovingscheduleadherence. Thisisdoneby informingandeducatingthestaff,measuringandmanagingadherence, andincentiveswherethestaffisrewardedfortheir tremendousperformance.Anotherbestpracticeis identifyingthestaffsthat havetheabilityto multitasksothatnumberof agentsrequiredto handlecallvolumecan be reduced(Chesbrough,2007).Thesemulti-skilled agentscan be cross-trained to be effectiveenoughandperformto expectation. There’sflexibilityin thispatternandit’susefulin casesof fewresourcesandfluctuatingcallpatternsandvolumes.Thetendencyof absenteeismcan be reducedby comparingtheACD logon timeto time-clock entries.In scheduling, allfactorsshould be takenintoconsiderationto avoidunderstaffing andlowerservicelevels including abandonedcalls.To concludeon thebestpracticesconcerningcallcenter,toptalentstaffsshould be keptby rankingthestaffmembersto maintaintheir loyaltyandproductivity.Amongotherapproaches,operational improvementsmay exploretheuseof ITIL forefficiency.Its keybenefitsincludeenablingbusinesschange,managingrisksin linewith businessneeds,supportof businessoutcomes,optimizing customerexperience,showingmoneyvalueandcontinuallyimprovingthebusinessachievements(Drucker, 2011).Itcan helpensurethatthequalityof servicesofferedmatchescustomerneedsandexpectations, customersare ableto usetheserviceswhentheyrequire,unexpectedfailuresminimized,forecastingandensuringthatresponseto demandservicesis donein a costeffectiveway,businesschangeissupportedat a speedcorresponding to customerneedsandbuildingandmaintaining of positiverelationshipswith customersin a waythat improvescustomersatisfaction.

References

Aksin,Z. Armony, M. &amp Mehrotra, V. (2007). The modern call center. Amulti‐disciplinaryperspective on operations management research. Productionand Operations Management,16(6),665-688.

Chesbrough,H. (2007). Business model innovation: it`s not just about technologyanymore. Strategy&amp leadership,35(6),12-17.

Drucker,P. F. (2011). Technology,management, and society.Harvard Business Press.

Dunn,J. A., Smith, B. S., &amp Carney, M. S. (1998). U.S.Patent No. 5,790,650.Washington, DC. U.S. Patent and Trademark Office.

Kundra,V. (2010). 25Point Implementation Plan to Reform Federal Information TechnologyManagement.New York: Barons Press.

McDermott,R. (2000). Why information technology inspired but cannot deliverknowledge management. Knowledgeand communities,41(4),21-35.

Mehrotra,V. Grossman, T. A. &amp Samuelson, D. A. (2011). Call centermanagement. WileyEncyclopedia of Operations Research and Management Science.

Porter,A. L. &amp Roper, A. T. (1991). Forecastingand management of technology(Vol. 18). John Wiley &amp Sons.

Schwalbe,K. (2009). Informationtechnology project management.Cengage Learning.

Voss,C., Tsikriktsis, N., &amp Frohlich, M. (2002). Case research inoperations management. Internationaljournal of operations &amp production management,22(2),195-219.